Human Resource Management in Your Organization 200

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Welcome to

Managing Your HumanResources

What You Need to Know

February 2004

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 A G E N D  A

Your Human Resource Management Plan

Discussion

Retention linked to

Recruitment

Compensation

Training & Development

Retention

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Your Human Resource

Management Plan Your organization¶s

human resource strategies, initiatives and

activities should all be included in your Human Resource Management Plan.

It is this plan that will help you focus and

prioritize your HR activities.

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Is unique to the specific needs of your organization

Is directly aligned with your strategy /mission, and reflects your organization¶s values

Is focused on your key priorities

Builds on and connects each initiative

Is consistent with available resources

Is multi-year 

Your Human Resource

Management Plan

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ORGANIZATION VALUES

ORGANIZATION STRATEGIC PLAN

 Your HR Plan must

build

on your values

and

support

your 

strategic plan

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The Holistic

Approach:Each component

of your HR planmust fit with

all other components,

employees, the

organization and the

community, in order 

to be effective.

 Your priorities will be

unique to YOUR organization

Human Resource Management Plan

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Fitting the Components Together 

Retention

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Retention Starts With Recruitment Does the job description accurately reflect

 job expectations?  Are these reasonable?

Is total compensation consistent with

market? With the position expectations? Are there opportunities for development,

training & career advancement?

Will the employee be supported in the

role? Offered mentoring? Are organization values reflected in therecruitment process? (i.e. Merit principle,

Internal promotion, etc.)

Recruitment & Retention

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Recruitment & Retention

Is your process getting the results you

want? Does it attract desirable

candidates?

 Are you retaining new hires?

The secret to a successful

recruitment is knowing exactly what

the position¶s key success factorsare«

 And planning & designing the

interview process accordingly.

No Surprises!

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Key Success Factors

Education and Experience

Specific skills or training

Behavioural competencies

Job fit

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Key Success Factors

Education and Experience

The extent to which the candidate¶seducation and experience are

related to the positionrequirements

The education and experienceshould be relevant to the level of 

the job

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Key Success Factors

Specific skills or training

The skills or training needed

to carry out the job

responsibilities successfully

Examples

Welder¶s certificate

Presentation skills

MS Office training

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Behavioural competencies are thosecritical to success in the role

Leadership

People

Management

Initiative

Commitment

Teamwork

Judgement

Flexibility

Interpersonal Skills Creativity

Problem Solving

Examples

Key Success Factors

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Is it busy or quiet?

Frequent interruptions?

Require overtime?

Travel? Shift work?  A 

car? Is it outdoors?

 A common pitfall is assuming that the candidate

has the same understanding about the job as you

do«

Job fit is the extent to which the work andenvironment is satisfying to the candidate

Key Success Factors

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Understanding these Key Success

Factors will help you«

Connect the successfactors to the entireinterview process

Develop interviewquestions that will

obtain the informationyou need

Make an informedassessment

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Behaviour Based Interview Questions

This type of questioningtechnique is designed to:

Obtain past behavioural

information that can be usedto accurately predict futurebehaviour 

Focus on the bona fide

 job requirements

Eliminate hypotheticalquestions which generate

hypothetical answers

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Behaviour Based Interview Questions

Sample question starters«

Tell us about a time that you«. What was the

situation, your role and the result«

Give us an example of a time when you«

Describe a situation where you«

Tell us about your role in a situation that

required you to«

Using a specific example, tell us how you..

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The InterviewThe exchange of sufficient

information so that each party can

make an informed decision

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 Attending a jobinterview is listed as

one of the topstresses in life.

It is the job of theinterviewer to

establish rapport &create a relaxed

environment that willsupport the open &candid exchange of 

information

Building Rapport

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Compensation: Pay & Benefits

Is salary consistent with job

expectations?

Is the process for salaryincreases well understood &

communicated?

Are bonuses or incentives

appropriate for the role?

Are benefits offered?  Are they

traditional or non-traditional?

Effective total compensation practices arecritical to your retention strategies:

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 Are non-traditional benefitsappropriate as part of total

compensation?

Computer purchase plans, flextime, smoking cessation plans,

personal time off, sabbatical,

casual dress, µGet out of Work

Free coupons´, gymmemberships, free

coffee/drinks, etc.

Compensation: Pay & Benefits

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Other motivators:Control over own Work

Schedule (Work/ Life

Balance)Exposure to Decision-

Makers

Increased Responsibility

On-site Day Care

Compensation: Pay & Benefits

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Training & Development

In today¶s world, if training

and development

opportunities are not madeavailable to your 

employees, you will lose

them.

Access to training and development has

become a fundamental expectation of today¶s

workforce.

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Training & Development

Learning agility, the abilityto rapidly learn and acquirenew skills, then effectively

apply those skills indifferent settings, is thehottest commodity your employee can offer you.

The Aboriginal community has a significant

advantage in this area, given the relative youth

of its growing workforce.

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Training & Development

Train for the current

role while developing for 

the next. Use structured

mentorship programs to

ensure skill transfer 

occurs. Develop, develop,

develop.