Copyright © 2012 by HRCP, L.C. Workforce Planning and Employment PHR 24% – SPHR 17%

Copyright © 2012 by HRCP, L.C.

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Workforce PlanningWorkforce Planning

and Employmentand Employment

PHR 24% – SPHR 17%PHR 24% – SPHR 17%


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Employment

Discrimination


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Civil Rights

Many have been unfairly treated and discriminated against because of their

age, race, religion, sex, or disability


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Major Laws Prohibiting Race Discrimination

U.S. Constitution, Thirteenth & Fourteenth Amendments

Civil Rights Acts, 1866 & 1870

Civil Rights Act, 1871

New York Fair Employment Practices Act, 1945

Title VII, Civil Rights Act, 1964, amended EEOC, 1972

Civil Rights Act, 1991


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Section 1981

Section 1981 of the Civil Rights Act of 1866, applies to racial discrimination in employment relationships.

What rights are guaranteed by section 1981?


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Civil Rights Act 1964, Title VII

Prohibits discrimination in employment on the basis of race, color, religion, sex, or national origin.


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Civil Rights Act of 1991

Defines which actions are discriminatory and what procedures should be followed in prosecuting them.


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Bona Fide Occupational Qualifications

Allowed to discriminate on basis of religion, sex, or national origin ONLY when these attributes are reasonably necessary for operation of business.

Race is NEVER a legitimate BFOQ.


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Discussion Question:

Under what conditions is sex considered a bona fide occupational qualification?


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Disparate Treatment & Disparate Impact

Two theories available to people who allege they have been the victims of discrimination.


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Plaintiff (Worker) Defendant (Company)

Preponderance of Evidence

1. Prima facie evidence

2. Business necessity or BFOQ

3. Pretext or less intrusive practice

Refute argument

Plaintiff winsDefendant wins


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Racial Harassment

racial epithets

derogatory comments

verbal harassment

graffiti

racist jokes

name-calling

degrading & belittling conduct


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What is the employer’s responsibility when an incident of sexual or racial harassment is reported to a supervisor?


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Gender Discrimination

Prohibits sex discrimination regarding any employment

condition.


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Religious Discrimination

According to the Supreme Court, what four accommodations for religious observances

should NOT be required by employers?


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Equal Employment Opportunity Commission

The EEOC was created to enforce Title VII of the 1964

Civil Rights Act.


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Supreme Court Decisions Regarding EEO & Affirmative Action Plans

University of California v. Bakke Steelworkers v. Webber Fullilove v. Klutznick Wygant v. Jackson Board of Education Local 93 v. City of Cleveland Local 28 v. EEOC U.S. v. Paradise Johnson v. Transportation Agency City of Richmond v. J.A. Croson Co. Adarand Constructors, Inc. v. Pena Gratz v. Bollinger Ricci et al. v. DeStefano, et . Al.


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EEOC Procedures: Handling Discrimination Cases


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Discrimination Remedies

back-pay

hiring quotas

reinstatement of employees

immediate promotion of employees

elimination of testing programs

special recruitment & training programs


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EEO Reports

The Civil Rights Act requires employers to make and keep records that demonstrate their compliance with the law.

What are the EEO reporting requirements?


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Four-fifths Rule


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Affirmative Action Plans

What are the requirements of an Affirmative Action Plan?


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Office of Federal Contract Compliance

What is the role of the Office of OFCCP?


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Reverse Discrimination

Many white males complain that AAPs have made them victims

of reverse discrimination.


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Age Discrimination in Employment Act

Protects employees over age 40 from arbitrary & aged-based discrimination in hiring, promoting, training, benefits,

compensation, discipline, & terminations.


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How can an employer use early retirement incentives to reduce the size of its workforce without violating the Age Discrimination in Employment Act?


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Early Retirement Programs


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Age-related BFOQs

business necessity

good cause

bona fide seniority system

factor other than age


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Vocational Rehabilitation Act

Increase the employment opportunities for disabled

people.


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Vietnam Era Veterans

Readjustment Assistance Act

Prohibits discrimination against disabled veterans.


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Jobs for Veterans Act


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Americans with Disabilities Act

Protects people with disabilities from job discrimination.


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How should an employer respond to a job applicant who has an obvious disability?

What criteria should employers use to decide whether an accommodation requested by a disabled person who is otherwise qualified is reasonable?


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What criteria should employers use to decide whether an accommodation requested by a disabled person who is otherwise qualified is reasonable?


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Genetic Information Nondiscrimination Act

Protects individuals on

the basis of their

genetic information.


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Uniformed Services Employment &

Re-Employment Rights Act

Prohibits employers from denying employment, re-employment, retention in employment, promotions or any other employment benefit because of service in the uniformed services.


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Immigration Reform & Control Act

Reduce the number of illegal immigrants coming into the United States for employment.


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I-9 Forms

Requires two types of verifications:

1. proof of identity

2. evidence of employment authorization


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What is the process for securing an H-1B visa?


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Human Resource

Planning


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Human Resource Planning

Human resource planning should accompany and support an organization’s business plans.


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Strategic Business Planning

EnvironmentalScanning

StrategicPlanning

ForecastingOperationalPlanning

Projected StaffingRequirements

Goals andObjectives

Recruitment Planning

Applicant Search

Preliminary Screening

Selection Decision

Placement

Long-range planning

Middle-range planning

Short-range planning


Recruitment

Selection

Staffing Model


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What interaction is needed between business planning and human resource planning?


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Strategic Planning Model

What kind of employees are needed

& how many?


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Environmentalscanning

Forecasting

Projected staffingrequirements

Strategicplanning

Operationalplanning

Annual goals andobjectives

HR PlanningBusiness Planning

Long-range planning

Middle-range planning

Short-range planning

Alignment of Business Planning & HR Planning


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Human Resource Information System


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Forecasting Employment Needs

1. What employees will be needed in the future?

2. What kinds of skills and talents will the employees need?

3. When will the new employees be needed?


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Long-term Forecasting

What methods are commonly used for forecasting long-term employment demands?


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Short-Term Forecasting

Typically predicts employment demands for a one-year period.

The responsibility for short-term forecasting usually belongs to the immediate supervisors and unit managers.


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Turnover Analysis

How do you perform a turnover analysis?


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Succession Planning

Deciding how management positions will be filled.


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Store Manager

A D. Cox A. Roberts 1 J. Romano 1

Apparel Div Mgr

D R. Nix M. Nig 2 T. Long 2

Comp & Benefits

B S. Murphy C. Rogers 2 F. James 2

Training & Dev

D D. Lowell K. Krajcia 2 P. Jones 3

Furniture Div Mgr

B J. Ramano L. Nash 3 S. K. Lai 3

HR Director

B A. Roberts S. Murphy 2 D. Lowell 3

A. Need nowB. Probable need within a yearC. Probable need 2-5 yearsD. No foreseeable need

Promotion potential1. Qualified now2. Could be qualified in 6 months3. Could be qualified in 1-2 years4. Qualifications uncertain, best available


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How should a company reduce its labor force when it has a surplus?

What would be the effects of different strategies on the attitudes of employees?


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Restructuring: Mergers and Acquisitions

What steps have been recommended for combining two companies?


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Job AnalysisJob Description

Job Specification


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Job Analysis

What are the uses of job analysis?


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Items included in a Job Description

Identification

Job summary

Duties and responsibilities

Job specification


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Job Specification

A job specification identifies the minimum acceptable qualifications required for an employee to perform the job adequately.


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Methods of Job Analysis

What are the advantages and disadvantages of each Job Analysis method?


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Recruitment


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Employment Branding:

Employment branding consists of projecting an image that makes people

want to work for the company.


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Recruitment

Attracting potential job applicants from external labor force.


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Yield Ratios

Help organizations decide how many candidates they need to recruit for

each job opening.


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Internal vs. External Recruiting

What are the advantages and disadvantages of both internal and external hiring?

What measures can be used for evaluating the effectiveness and efficiency of a recruiting process?


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Advantages Disadvantages

• greater motivation• promotion opportunities for EE• opportunity to assess abilities• improves morale & loyalty• little lost time

• narrow thinking & stale ideas• political infighting & competition• requires management dev program• homogeneous workforce

PROMOTION FROM WITHIN

Advantages Disadvantages

• new ideas & new insights• allows changes• does not change the present org• greater diversity

• loss of time• destroys incentive of present EE• ability to fit in unknown• possible non-compete agreement

EXTERNAL HIRING


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Selection


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Is past behavior always a good predictor of future behavior?

Why or why not?


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Selection

Informed hiring decisions depend largely on two basic principles of selection:

1. Understanding that past behavior is the best predictor of future behavior.

2. Collecting as much reliable and valid

data as economically feasible.


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Typical Steps in the Selection Process


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Reliability

Reliability refers to consistency of a measure or repeatability.

What does reliability have to do with the employee selection process?


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Reliability-Operational Definitions

Test-retest Reliability Alternate-forms Reliability Split-halves Reliability Conspect (inter-rater) Reliability


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Validity

The extent to which a predictor variable is correlated with a criterion variable.


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If a selection procedure is not creating an adverse impact on employment decisions, is there any reason why an employer should validate the procedure anyway?


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Evaluating Validity of a Selection Procedure

1. predictive validity

2. concurrent validity

3. content validity

4. construct validity

5. synthetic validity


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Validating a Selection Process

The Uniform Guidelines describe three major strategies for validating a selection process:

Criterion-related validity

Content validity

Construct validity


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Predictive Validity

Concurrent Validity

Application Hiring Orientation On-the-job Process Training Performance

E M P L O Y M E N T T I M E L I N E

Collect predictor data on job applicants


E M P L O Y M E N T T I M E L I N E

Collect criteria (performance data) from present employees

Collect predictor data and criteria data at the same time from present employees

What is the difference between predictive & concurrent validity?




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Can a selection procedure be reliable without being valid?

Can a selection procedure be valid without being reliable?


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Weighted Application Blanks


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Legal & Privacy Issues

The EEOC cautions employers about obtaining certain kinds of information unless they can

demonstrate a business necessity.


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Interviews

The major purpose of an employment interview is to gather information for making a selection decision.

Very few interviews achieve this goal.


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Why are employment interviews so unreliable?

What can be done to increase the reliability of an interview?


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What are the different types of interviews and when would each be useful?


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Pre-employment Testing

Can significantly improve

the selection process


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How would you decide which tests to include in a test battery?

How could you learn which tests are available, and how could you check to make sure you had selected good tests?


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Griggs v. Duke Power Company

Selection procedures such as tests that exclude a disproportionate number of

minority employees are illegal.


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Washington v. Davis


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Assessment Centers

What are some of the activities that may take place in an assessment center?


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Expectancy Charts

A method of illustrating the validity of a test and for interpreting test scores in terms of the probability of successful performance.


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Background Investigations

Investigate the backgrounds of prospective employees.


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References

A growing concern among employers that they could be sued for reporting adverse information.


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Negligent Hiring

Claiming that employers knew, or should have known, that their employees were dangerous.


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Social Media

Facebook

Twitter

YouTube

Blogs


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Medical Examinations

What effect can the results of a pre-employment physical examination or drug test have on the selection process?


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Cost/Benefit Analysis

The costs of using a predictor should be weighed against the benefits expected from it;

The benefits are determined by what three factors?


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InternationalHR Management


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International HR Management


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International Workers

International human resource management involves managing three different kinds of workers


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Expatriates versus Local Nationals

What are the advantages & disadvantages in using expatriates?

What about local nationals?


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Selection of Expatriates

Select individuals who will stay the entire duration.


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Expatriate’s Spouse & Family

Success of most expatriates depends more on ability of expatriate’s family to adjust to a new culture than on the skills of the expatriate.

Documents

Copyright © 2012 by HRCP, L.C. Workforce Planning and Employment PHR 24% – SPHR 17%