CH-1 The Strategic Role of Human Resources Management – Human Resources Management in Canada : Book Guide

This document contains Chapters 1 to 3 PART ONE: HUMAN RESOURCES MANAGEMENT IN PERSPECTIVE CHAPTER 1 THE STRATEGIC ROLE OF HUMAN RESOURCES MANAGEMENT REVIEW AND DISCUSSION QUESTIONS Describe the transformation that HRM is currently undergoing. Human resources management (HRM) is the management of people in organizations through formulating and implementing human resources management systems that are aligned with organizational strategy in order to produce the workforce competencies and behaviours required to achieve the organization’s strategic goals. The role of HR is moving away from the traditional operational/administrative role, where HR professionals hire and maintain employee records, and then manage employee separations into a more strategic role, where HR is focused on ensuring that the organization is staffed with the most effective human capital to achieve its strategic goals. Describe the role of HR in strategy formulation and strategy implementation. Organizations are increasingly viewing the HR department as an equal partner in the strategic planning process. HR professionals, together with line managers play a key role in identifying and analyzing external opportunities and threats that may be crucial to the organization’s success. HR professionals can also add value to the strategy formulation process by supplying information regarding the company’s internal strengths and weaknesses, particularly as they relate to the organization’s workforce. Strategy execution is typically the area where HR makes the biggest strategic contribution. For example, HR professionals are heavily involved in the execution of downsizing and restructuring strategies through establishing training and retraining programs, arranging for outplacement services, instituting pay-for-performance plans, and helping to redesign jobs. HR specialists are expected to be change agents who lead the organization and its employees through organizational change. Differentiate between organizational culture and organizational climate. Organizational climate refers to the prevailing atmosphere that exists in an organization and its impact on employees. The major factors influencing climate are management's leadership style, HR policies and practices, and amount and style of communication. The type of climate that exists is generally reflected in the level of employee motivation, job satisfaction, performance, and productivity, and thus has a direct impact on organizational profits and/or ongoing viability. Organizational culture consists of the core values, beliefs, and assumptions that are widely shared by members of an organization. It serves a variety of purposes: communicating "what the organization believes in" and "stands for”; providing employees with a sense of direction and expected behaviour (norms); shaping employees' attitudes about themselves, the organization, and their roles; creating a sense of identity, orderliness, and consistency; and fostering employee loyalty and commitment. A positive culture leads to loyalty and commitment; a negative culture has the opposite effect. (page 8) Describe multiple jurisdictions related to employment legislation affecting HRM in Canada Each province and territory, 13 in all, has its own human rights, employment standards, labour relations, heath and safety, and workers’ comp legislation. Some jurisdictions have pay and employment equity, while others don’t. Some companies are under federal legislation and others provincial. About 10% of the Canadian workforce are federally regulated. These include employees of the federal government, banks, airlines, national railways, and the armed forces. However, there are some laws that apply to all employers and employees across Canada. These are Employment Insurance (EI) and the Canada/Quebec Pension Plan. (page 9) Describe scientific management and explain its impact on organizations. Frederick Taylor was the driving force behind scientific management, the process of "scientifically" analyzing manufacturing processes, reducing production costs, and compensating employees based on their performance. The scientific management movement had a significant impact on management and the employee-management relationship in the late 1800s and early 1900s. Taylor emphasized systematic job design, task simplification, performance-based pay, selection of workers with the skills required to become superior performers, and fit between person and job. He also stressed the need for cooperation, which was achieved through the use of scientific methods, rules, and procedures that were binding on both workers and managers. Taylor felt that managers should be responsible for planning, organizing, and determining the best method for performing each job, and that workers should focus on what they did best – labouring. Scientific management, which helped to shape the view that money was the primary motivator for workers, was widely accepted. (page 15) Explain why HRM is a profession. HRM has a common body of knowledge, certifies its members, provides for self-regulation mechanisms, and has a professional code of ethics. The Canadian Council of Human Resources Associations (CCHRA) is the national body through which ten provincial and specialist HR associations are affiliated. It oversees the standards of the HR profession. (page 17) CRITICAL THINKING QUESTIONS 1. If the executive team in your organization is not convinced that the senior HR executive should participate in the strategic planning process, what would you do to try to convince them? I would inform the executive team that research has shown that effective HR practices are related to better organizational performance and improved shareholder value, as well as higher return on equity and return on investment. In order to do this, HR must be involved in the strategic planning process. I would also tell them that in order for a business to be successful, the company must have a unique people strategy that differentiates it from its competitors. This helps the organization to attract, develop and retain people. HR professionals play a vital role in strategy planning through environmental scanning. This involves identifying and analyzing external opportunities and threats and internal strengths and weaknesses. They can also provide competitive intelligence that may be useful as the company formulates its strategic plans – i.e. information about compensation, changes in the labour force, and information about legislative changes that could affect strategies. Beyond that, HR makes the biggest strategic contribution in strategy execution. Therefore, it’s important that HR is involved in strategy formulation, and that HR takes ownership when it comes to strategy execution. 2. Explain how changing demographics and increasing workforce diversity have had an impact on the organization in which you are working or one in which you have worked. Trends that are likely to be discussed include: the aging of the workforce and a decrease in the number of young employees, which may have resulted in creative early leave and early retirement programs, innovative techniques or programs to attract and retain seniors and/or young employees, or programs designed to bridge the “generation gap” and enable multigenerational workers to function effectively as a team. an increasing number of Sandwich Generation employees, which may have resulted in eldercare referral services or other work/life benefits. a more educated labour force, with higher expectations and increased desire for challenging work and employee participation. This may result in increased emphasis on employee empowerment, teamwork, job enrichment, and/or training and development. Some firms have also introduced lateral career move opportunities and more generous educational subsidy programs. an increase in the number of employees from the four employment equity designated groups: visible and ethnic minorities, women, Aboriginal peoples, and persons with disabilities. Programs and services associated with these trends include outreach recruitment activities; employment equity programs; accommodation measures, such as job redesign to accommodate an individual with a particular disability or a revision in shift scheduling to accommodate an employee’s religious beliefs; positive measures such as a management training program for female supervisors; and supportive measures that help all employees to better manage their work and non-work responsibilities, such as family-friendly benefits (child and eldercare information and referral, on-site child care, emergency childcare support, flexible work arrangements, paid leave banks) or more comprehensive work/life programs, which often include health and fitness programs, a wellness program, an employee assistance program, and/or eldercare. In organizations that truly embrace diversity, activities range from diversity training programs to inclusive and representative internal and external communication strategies, activities to celebrate diversity, support groups or mentoring programs, and diversity audits. 3. A firm has requested your assistance in ensuring that their multigenerational workforce functions effectively as a team. What strategies and/or programs would you recommend? Why? Answers should focus on the fact that three types of programs are required: activities/training to promote an understanding of and respect for values, priorities, and differences associated with the members of the baby boom generation, Generation X and Generation Y, and an appreciation of the benefits associated with having a multigenerational workforce; work/life support programs to enable all employees to effectively balance their work and non-work responsibilities, such that they can devote the expected time and attention to their work duties; and (c) activities/programs to enhance teamwork skills, which are not innate and must be learned. For any such initiatives to be successful, there must be support from senior management (in terms of financial and human resources) and a commitment to multigenerational teams by senior managers, since they set the tone and example. The fact that employees of all ages are truly valued must be embedded in the corporate culture and reflected in all HRM policies, procedures, activities and decisions, such as training program admission, transfer and promotion decisions, communications initiatives, etc. The firm’s commitment to a multigenerational workforce must be reflected in recruitment advertising and discussed during the selection process to ensure that individuals thinking about joining the firm understand the expectations related thereto. Support and/or mentoring programs should be considered, since they can be very effective in breaking down barriers and increasing understanding. For example, an older employee might be asked to mentor a younger employee to prepare him/her for a specific advancement opportunity. A younger employee might be asked to provide an older employee with some computer skills coaching. Building effective teams (whether multigenerational or not) requires training in setting and achieving group goals, team roles and responsibilities, group problem solving and decision making, handling conflict, and effective communication strategies. Confidential assistance should be available to provide guidance/advice to employees in how to handle specific situations, so that any problems/misunderstandings can be dealt with as they arise. 4. Identify a company that is known for being both ethically and socially responsible. What types of behaviour and activities typify this organization? How has this behaviour affected the achievement of their corporate strategy? The Body Shop is a company often cited for being ethically and socially responsible. It proves that businesses can balance profits and principles. This firm does not compromise its beliefs for profits. Corporate strategy incorporates these core values and communicates its importance to all its constituents. APPLICATION EXERCISES RUNNING CASE: LearnInMotion.com (page 21) Would a company like this, with just a few employees and independent contractors, have HR tasks to address? What do you think those might be? Yes, a company like this would have to address many HR tasks. Some of the HR tasks would include job analysis, orientation and training, assessing labour needs, recruiting and selecting job candidates, training and orienting and developing employees, managing wage and salaries, providing incentives and benefits, and appraising performance. What basic HR policies and procedures would you recommend to Jennifer and Pierre? Jennifer and Pierre should ensure they have basic policies on recruitment, training, compensation, and performance management of employees. They will need procedures for orientating employees and ensuring that performance appraisals are done in an equitable fashion. They will need to provide new employees with offer letters that are legally correct and, due to the nature of these jobs, include a non-compete and confidentiality clause into the offer letter. They will require hiring forms, employment agreement forms, employment background verification forms, personnel data sheets, time records and performance appraisal forms. CASE INCIDENT: African Gold, Inc. Ethics and AIDS in the Workplace (page 22) 1. Did African Gold, Inc. make the right decision? Should an organization be expected to go beyond legally mandated benefits to help workers with a devastating illness like HIV/AIDS? First of all, it is important to consider the factors that have led to the decision made by the company at present. The following factors could be considered during a discussion: Financial situation of the company – due to the South African currency strengthening, the gold companies have suffered in their profitability and smaller companies like African Gold have been hit pretty badly. If smaller companies like African Gold are to continue operating as a viable business, they will need to take measures to increase profitability; if not through reductions in benefits costs, it may have to resort to staff reductions. Growing AIDS epidemic in South Africa – the country is experiencing an increase in deaths in its population due to AIDS, and the majority are from the mining industry. This is partly due to the fact that most miners are from neighbouring countries, and many live closer to the mining sites and far away from their families for months. It’s a growing national concern, and appropriate interventions should be taken as a country or as an industry, and should not be left for the companies to deal with. The company will continue to maintain its education program for AIDS awareness. Union influence – since the company has a workforce that is unionized, it is important that the management legally abide by the terms and conditions of the collective agreement, especially in regards to benefits. A company has the option of providing benefits over and beyond what is legally mandated. However, this will depend on a number of factors such as profitability of the organization, competitor benefits, economic conditions, and union influence. Considering the situation African Gold is in, it has made the right choice to reduce the benefits. However, the company may want to look at alternative funds to assist workers with family deaths, or work together with other companies in the industry to find a solution and lobby the government to take nationwide action. 2. What responsibility, if any, does African Gold have to its workers? As an employer, the company has responsibility towards its employees to educate and create an awareness of HIV/ AIDS. It is the company’s choice whether to provide healthcare benefits to workers that are beyond what is required by legislations. In addition to that, it also has a social responsibility toward the community, towards assisting people living in the community and to enhance their well-being. EXPERIENTIAL EXERCISES (page 23) Working alone or with a small group, interview an HR manager and prepare a short essay regarding his or her role in strategy formulation and implementation. Here the student should consider the responsibilities of the actual role and compare it to the discussion in the text. Is the role strategic or is it more administrative? What core competencies does the HR manager possess? Identify what strategies the HR manager has formulated? What did the HR strategy intend to address? What is the link between HR strategy and organizational strategy? How was the strategy implemented? What were the outcomes? The Integral Role of HR Managers in Strategy Formulation and Implementation In today's dynamic and competitive business landscape, the role of Human Resource (HR) managers has transcended traditional administrative functions to become strategic partners in organizational success. At the forefront of this evolution is their pivotal involvement in strategy formulation and implementation. This essay delves into the multifaceted responsibilities of HR managers in shaping and executing organizational strategies. Strategic Alignment: HR managers serve as conduits between top management and employees, ensuring alignment between organizational goals and individual aspirations. Through effective communication and collaboration, they facilitate the dissemination of strategic objectives across all levels of the organization. By understanding workforce capabilities and aspirations, HR managers contribute valuable insights to the formulation of strategies that resonate with the organizational culture and ethos. Talent Acquisition and Development: A key aspect of strategy execution lies in securing and nurturing the right talent. HR managers play a central role in identifying skill gaps, forecasting future talent needs, and devising recruitment strategies to attract top talent. Moreover, they design training and development programs to upskill existing employees, ensuring that the workforce remains adept at executing the strategic vision. By fostering a culture of continuous learning and development, HR managers enhance organizational agility and adaptability in the face of evolving market dynamics. Change Management: Effective strategy implementation often necessitates organizational change. HR managers act as change agents, orchestrating smooth transitions by managing resistance, fostering buy-in, and mitigating disruptions to business operations. Through proactive communication and stakeholder engagement, they cultivate a supportive environment conducive to change, thereby minimizing productivity losses and maximizing the likelihood of successful implementation. Performance Management: Measuring and monitoring performance are critical aspects of strategy execution. HR managers design performance management frameworks aligned with strategic objectives, setting clear goals and expectations for employees. By establishing performance metrics and providing regular feedback, they enable employees to track their progress and make course corrections as necessary. Additionally, HR managers play a vital role in recognizing and rewarding high performers, reinforcing desired behaviors and driving a culture of performance excellence. Culture and Engagement: Organizational culture serves as the bedrock upon which strategies are built and executed. HR managers are custodians of culture, shaping norms, values, and behaviors that support strategic goals. Through initiatives such as employee engagement surveys, cultural assessments, and recognition programs, they gauge the pulse of the organization and identify areas for improvement. By fostering a culture of inclusivity, innovation, and collaboration, HR managers cultivate an environment where employees are motivated to contribute their best towards achieving strategic objectives. In conclusion, HR managers occupy a central role in strategy formulation and implementation by aligning talent, fostering change, driving performance, and nurturing a culture of engagement and innovation. As strategic partners to senior leadership, they leverage their expertise in human capital management to translate vision into action, thereby contributing to the long-term success and sustainability of the organization. This essay provides an overview of the multifaceted role of HR managers in strategy formulation and implementation, highlighting their contributions to talent management, change management, performance management, and organizational culture. Prepare a brief summary of the employment legislation affecting all employers and employees who are NOT under federal jurisdiction in your province or territory. Explain the impact of each of these laws on HRM policies and practices. In Ontario, Canada, employers and employees not under federal jurisdiction are subject to various employment legislation at the provincial level. Here's a brief summary of some key laws and their impact on HRM policies and practices: 1. Employment Standards Act (ESA): The ESA sets out minimum standards for employment in Ontario, covering areas such as wages, hours of work, overtime pay, public holidays, and leaves of absence (e.g., parental leave, sick leave). Compliance with ESA regulations is crucial for HRM policies and practices as they establish the baseline for fair and equitable treatment of employees. HR managers must ensure that their policies align with ESA requirements to avoid potential legal liabilities and maintain positive employee relations. 2. Occupational Health and Safety Act (OHSA): The OHSA outlines the legal obligations of employers to ensure the health and safety of workers in the workplace. HR managers play a vital role in developing and implementing health and safety policies, conducting risk assessments, providing training, and promoting a culture of safety. Compliance with OHSA regulations not only protects employees from workplace hazards but also mitigates the risk of accidents, injuries, and legal penalties for employers. 3. Workplace Safety and Insurance Act (WSIA): The WSIA establishes the workers' compensation system in Ontario, providing benefits to employees who suffer work-related injuries or illnesses. HR managers are responsible for managing workers' compensation claims, facilitating return-to-work programs, and promoting early intervention and prevention measures. Compliance with WSIA regulations helps HR managers ensure that injured workers receive appropriate benefits and support while minimizing the financial and operational impact on the organization. 4. Human Rights Code: The Human Rights Code prohibits discrimination and harassment based on protected grounds such as race, gender, disability, and religion. HR managers must develop and enforce policies that promote diversity, equity, and inclusion in the workplace, including procedures for addressing complaints and resolving disputes. Compliance with human rights legislation is essential for fostering a respectful and inclusive work environment while mitigating the risk of legal claims and reputational damage. 5. Pay Equity Act: The Pay Equity Act requires employers to provide equal pay for work of equal value, regardless of gender. HR managers must conduct pay equity assessments, identify and rectify any gender-based wage disparities, and maintain records to demonstrate compliance. Adherence to pay equity legislation not only upholds principles of fairness and equity but also enhances employee morale, engagement, and retention. In summary, Ontario's employment legislation affects HRM policies and practices by establishing standards for wages, working conditions, health and safety, human rights, and pay equity. Compliance with these laws is essential for employers to maintain legal compliance, promote employee well-being, and foster a positive workplace culture. HR managers play a central role in ensuring that organizational policies and practices align with legislative requirements, thereby safeguarding both employee rights and organizational interests. Working with a small group of classmates, contact several firms in your community to find out whether they have a code of ethics. If so, learn as much as possible about the specific initiatives devised to support and communicate the code. If not, find out if the firm is planning to implement such a code. If so, how does the firm intend to proceed? If not, why not? Introduction: In our quest to understand the prevalence and implementation of codes of ethics among local firms, our group reached out to several businesses in the community. We aimed to gather insights into whether these firms have established codes of ethics, the specific initiatives supporting and communicating these codes, and any plans for implementation if not already in place. Findings: 1. ABC Company: • Code of Ethics: ABC Company has a comprehensive code of ethics in place, which outlines the company's commitment to integrity, honesty, and ethical conduct in all business dealings. • Initiatives: The company conducts regular ethics training sessions for employees to reinforce ethical principles and provide guidance on ethical decision-making. Additionally, ABC Company has established an anonymous reporting system for employees to raise ethical concerns or violations. • Communication: The code of ethics is prominently displayed in employee handbooks, posted on the company intranet, and discussed during orientation sessions for new hires. 2. XYZ Corporation: • Code of Ethics: XYZ Corporation does not currently have a formal code of ethics in place but is actively exploring the possibility of implementing one. • Planned Initiatives: The company intends to form a cross-functional ethics committee comprised of representatives from various departments to develop a code of ethics tailored to the organization's values and objectives. Additionally, XYZ Corporation plans to conduct employee surveys and focus groups to gather input and ensure buy-in from all stakeholders. • Implementation: The firm aims to proceed with drafting the code of ethics in the coming months, with the intention of rolling it out company-wide by the next fiscal year. 3. LMN Enterprises: • No Code of Ethics: LMN Enterprises does not currently have a code of ethics in place, nor do they have plans to implement one in the foreseeable future. • Reasons: During our conversation with representatives from LMN Enterprises, they cited the relatively small size of the company and the informal nature of business operations as reasons for not prioritizing the development of a formal code of ethics. They emphasized a culture of trust and open communication among employees as the primary mechanism for promoting ethical behavior within the organization. Conclusion: Our findings underscore the varying approaches to ethics management among local firms. While some companies have well-established codes of ethics supported by robust initiatives for communication and enforcement, others are in the process of developing such codes or have chosen not to pursue them due to organizational size or culture. Moving forward, it is evident that fostering a culture of ethics and integrity remains a fundamental aspect of organizational success, regardless of the presence or absence of formal codes of conduct. PART ONE: HUMAN RESOURCES MANAGEMENT IN PERSPECTIVE CHAPTER 2 THE CHANGING LEGAL EMPHASIS: FROM COMPLIANCE TO VALUING DIVERSITY REVIEW AND DISCUSSION QUESTIONS 1. Describe the impact of the Charter of Rights and Freedoms on HRM. The cornerstone of Canada's legislation pertaining to issues of equal opportunity is the Constitution Act of 1982, which contains the Charter of Rights and Freedoms. The Charter applies directly only to the actions of all levels of government (federal, provincial/territorial, and municipal) and agencies under their jurisdiction. Because it takes precedence over all other laws, it is quite far-reaching in scope. The Charter provides the following fundamental rights to every Canadian: freedom of conscience and religion. freedom of thought, belief, opinion, and expression, including freedom of the press and other media of communication. freedom of peaceful assembly. freedom of association. Section Two of the Charter guarantees freedom of association, a very important aspect of labour relations (LR). Under this section, unions have challenged whether this guarantees that every person should have the right to bargain collectively, strike, and picket. Section 15 – Equality Rights – came into effect on April 17, 1985. In its first paragraph, it guarantees the right to “equal protection and equal benefit of the law without discrimination, and, in particular, without discrimination based on race, national or ethnic origin, colour, religion, sex, age or mental or physical disability.” This section, as expected, has caused a flood of litigation. (page 26) 2. Differentiate between the following types of discrimination, and provide one example of each: direct, differential treatment, indirect, because of association, and systemic. Intentional discrimination involves deliberately using criteria such as race, religion, sex, or other prohibited grounds when making employment decisions. Such discrimination may be direct, indirect, because of association, or in the form of differential treatment. Direct discrimination involves an employer deliberately denying an individual or group fair treatment in any term, aspect, or condition of employment on the basis of one of the prohibited grounds. An example would be a company refusing to hire, train, or promote an individual based on race, age, sex, etc. Such discrimination is not necessarily overt. In fact, overt (blatant) direct discrimination is quite rare today. An example would be a senior manager refusing to promote a young, married female employee to a supervisory level position, based on the assumption that she will likely want to have a family over the next few years, and telling her that she cannot be considered for such a position because the company does not want to have to look after providing coverage for one or more pregnancy leaves. Subtle direct discrimination can be difficult to prove. For example, if a 60-yearold applicant is not selected for a job and is told that there was a better qualified candidate, it is often difficult for the rejected job seeker to determine if someone else truly did more closely match the firm’s specifications or if the employer discriminated on the basis of age. Intentional discrimination in the form of differential treatment involves treating individuals or groups differently in any aspect, term, or condition of employment based on one of the prohibited grounds. For example, it is illegal for an employer to request that female applicants for a factory position demonstrate their lifting skills if male candidates are not also asked to do so, or to insist that candidates with an obvious physical disability undergo a pre-employment medical examination if those appearing able-bodied are not also asked to undergo such an exam. Indirect discrimination involves asking another party to discriminate on one’s behalf. An example would be an employer requesting an employment agency to refer only male candidates for consideration as management trainees, or instructing supervisors that visible minority employees are to be excluded from consideration for promotions. Discrimination because of association is another possible type of intentional discrimination. It involves the denial of rights because of friendship or other relationship with a protected group member. An example would be the refusal of a firm to promote a highly-qualified white male into senior management on the basis of the assumption that his wife, recently diagnosed with multiple sclerosis, will require too much of his time and attention, and that her needs may restrict his willingness to travel on company business. Unintentional discrimination (also known as constructive or systemic discrimination) is the most difficult to detect and combat. Typically, it is embedded in policies and practices that, although appearing neutral on the surface and implemented impartially, have adverse impact on specific groups of people for reasons that are not job related or required for the safe and efficient operation of the business. The following are examples: minimum height and weight requirements internal hiring policies or word-of-mouth hiring in workplaces which have not embraced diversity limited accessibility of buildings and facilities culturally biased or non-job-related employment tests, which discriminate against specific groups job evaluation systems that undervalue jobs traditionally held by women promotions based exclusively on seniority and experience in firms that have historically been dominated by white males lack of explicit anti-harassment guidelines, or an organizational climate in which certain groups feel unwelcome and uncomfortable (page 27) 3. Provide five examples of prohibited grounds of discrimination in employment in Canadian jurisdictions. Prohibited grounds of discrimination vary across jurisdictions. Race, colour, age, sex, marital/family status, religion/creed, physical and mental handicap, ethnic/national origin are prohibited grounds. Five of the grounds are described with examples. Sexual Orientation – A lesbian employee alleged that she was harassed by a co-worker. She made a complaint with her supervisors but felt the complaint was not investigated properly. She alleged that she was given a poor performance review because of her complaint and that her request for a transfer to another work site was denied. Race/Colour – A black man who worked as a federal government records clerk for thirteen years endured racial slurs and racist remarks in a poisoned work environment. Some co-workers asked if he sold drugs or stole cars on the side, as well as calling him and other black employees names and accusing them of being liars. Age – Due to an economic downturn, an Ontario company was forced to lay off staff. The complainant, a foreman, had worked for the company for over 32 years and was 57 at the time he was selected for termination along with another foreman who was aged 56. Both were offered a generous retirement package. The two foremen who remained were younger than the two released. The vice-president had prepared a note indicating that the two older workers who were terminated were told of the need to reduce people and that they “hoped to keep people with career potential.” Physical/Mental Disability – A worker that suffered from Asperger’s syndrome alleged that his employer did not renew his term employment and refused to place his name on the re-call list for future employment because of his disability. Religion – Following the 9/11 attacks, the Canadian Muslim Civil Liberties Association received many calls from Muslims whose employers had previously not had any objections with their praying at work and/or wearing a hijab (the head-to-ankle covering that leaves only the face, hands, and feet visible in public), but now were expressing discomfort. It is a violation of human rights laws across Canada to deny time to pray, or to prohibit the wearing of a hijab. (page 31) Define "sexual harassment" and describe five types of behaviour that could constitute such behaviour. Sexual harassment is offensive or humiliating behaviour that is related to a person’s sex, as well as behaviour of a sexual nature that creates an intimidating, unwelcome, hostile, or offensive work environment, or that could reasonably be thought to put sexual conditions on a person’s job or employment opportunities: sexual coercion, which is harassment of a sexual nature that results in some direct consequence to the worker's employment status or some gain in or loss of tangible job benefits, and sexual annoyance, defined as sexually related conduct that is hostile, intimidating, or offensive to the employee, but has no direct link to tangible job benefits or loss thereof. Typically, sexual coercion involves a supervisor using control over employment, pay, performance appraisal results, or promotion to attempt to coerce an employee to grant sexual favours. If the worker agrees to the request, tangible job benefits follow; if the worker refuses, job benefits are denied. Sexual annoyance might involve sexist comments, the displaying of pornographic material, or paternalism, if the end result is a "poisoned" work environment for one or more female employees. As soon as their discomfort has been made clear, continuation of any of the above would constitute sexual harassment. (page 32) Define the concepts of occupational segregation, underutilization and the glass ceiling. The Charter of Rights and Freedoms and Human Rights legislation focus on prohibiting various kinds of discrimination, thereby attempting to create a level playing field in the employment relationship. However, there were certain groups for whom this complaints-based, reactive approach was insufficient. Investigation revealed that four identifiable groups – women, Aboriginal people, persons with disabilities, and visible minorities – had been subjected to pervasive patterns of differential treatment by employers. This is evidenced by a number of significant trends. Occupational segregation – the existence of certain occupations that have traditionally been male dominated and others that have been female-dominated. Glass ceiling – an invisible barrier, caused by attitudinal or organizational bias, which limits the advancement opportunities of a qualified designated group member. Underutilization – having a smaller proportion of designated group members in particular jobs, occupations, departments, or levels of the organization than is found in the labour market, and concentration in low-status jobs with little potential for career growth. Being employed in a job that does not fully utilize one’s knowledge, skills and abilities. (page 47) Explain how diversity management differs from employment equity and explain three reasons (other than ethics and social responsibility) for embracing workforce diversity. Although many people perceive "management of diversity" to be another term for employment equity, the two are very distinct. Employment equity refers to a plan designed to identify and correct existing discrimination, redress past discrimination, and achieve a balanced representation of designated group members in the organization (page 36). Managing diversity is broader and more inclusive in scope, and goes far beyond legal compliance or even implementing an employment equity plan voluntarily. Diversity management involves a set of activities designed to integrate all members of an organization's multicultural workforce and use their diversity to enhance the firm's effectiveness. (page 42) CRITICAL THINKING QUESTIONS 1. The owner of your company has just informed you, the HR manager, that there are certain moving company jobs, namely the movers, for which he feels minimum strength requirements are BFORs. How would you handle this situation? First of all, I would ensure that he was aware of the definition of bona fide occupational requirement and employers’ obligations related thereto. I would clarify that a bona fide occupational requirement (BFOR) is a justifiable reason for discrimination based on business necessity (i.e., required for the safe and efficient operation of the organization) or a requirement that can be clearly defended as intrinsically required by the tasks an employee is expected to perform, and that the onus of proof is on the employer. I would also point out that employers who believe there is a BFOR for denying employment or assignment to a specific job often encounter the legal principle of reasonable accommodation, which requires the adjustment of employment policies and practices so that no individual is denied benefits, disadvantaged in employment, or prevented from carrying out the essential components of a job on the basis of prohibited grounds of discrimination, and that such accommodation is required to the point of undue hardship, a term for which there is no definitive definition. I would mention that generally, however, to claim undue hardship, employers must present evidence that the financial cost of the accommodation (even with outside sources of funding), or health and safety risks to the individual concerned or other employees would make accommodation impossible, and factors that cannot be taken into consideration include business inconvenience, customer preference, or disruption to a collective agreement. (page 29) An employee who has been off for 2 months with a stress-related ailment has just contacted you, indicating that she would like to return to work next week but won’t be able to work full time for another month or so. How would you handle this situation? The organization’s responsibility is to accommodate this individual. It would be considered discriminatory if it did not accommodate him due to the fact this employee had a bona fide medical condition. However, the HR department can request a medical note from that employee’s doctor to support this request. Additionally, depending on the organization’s short-term disability policies, it can pay this employee for the hours worked and direct the employee to the appropriate provincial branch dealing with sick-leave benefits so the employee can collect disability benefits as a supplement. (page 30) Explain the difference between goals and quotas, and discuss the ways in which employers can avoid the issue of reverse discrimination. Quotas are set goals and timetables for the hiring and promotion of members of each of the designated groups, often externally imposed by government or a regulatory body, a strategy associated with affirmative action in the United States. Goals differ from quotas in two ways. First of all, they are not imposed on the organization. Secondly, they are estimates of the results that experts in the firm have established based on knowledge of the workplace and its employees, the availability of individuals with the skills and abilities required by the firm in the external labour force, and the special measures that are planned. Reverse discrimination involves giving preference to designated group members to the extent that nonmembers believe they are being discriminated against. It is possible to avoid the entire issue of reverse discrimination if the approach taken is not one of quotas. Canadian legislation does not require quotas; rather, it specifies that organizations are to establish reasonable goals and timetables, based on external labour force availability data. In fact, Section 33 of the federal Employment Equity Act explicitly provides that neither the CHRC nor the Tribunal may "impose a quota on an employer,” nor can either require the public service "to hire or promote persons without basing the hiring or promotion on selection according to merit.” When goals are seen as targets, not quotas, the end result is that a better-qualified candidate who is not a protected group member is never denied an employment-related opportunity. It is only when there are two equally qualified candidates, based on non-discriminatory job specifications and selection criteria that preference is given to the designated group member. “Equally qualified" does not necessarily imply identical qualifications . . . If a job requires two years of previous related experience, the candidate with four years of related experience is no more qualified than the individual with two. (page 40) If your head office in Toronto sent you a diversity poster focusing on GLBT (gay, lesbian, bisexual, and trans-gendered) employees, and many of your employees are Mormons, what would you do? Two ways to handle this are discussed. Since Mormons are a very conservative group of people, putting up a poster on GLBT might offend them and make them feel uncomfortable (ought to have known to be unwelcome). However, at the same time it’s important to create diversity awareness considering that the workforce is comprised of those other than Mormons. Therefore, it may be useful to have diversity awareness training for all staff and inform that there will be some posters that will be put up in the workplace. It will be important to mention that the company values diversity and that precedes individual preferences. It is important for staff in general to understand that personal preferences cannot be tolerated or accommodated within a general workforce. Diversity is not limited to GLBT. It incorporates disability, age, ethnic origin, etc. Putting up a poster focusing only on GLBT can create a situation that isolates a particular group. Therefore, the poster should be sent back to the head office so that they can redesign it to incorporate people with disability, different ethnic backgrounds, age, etc. Putting up such a poster will lessen the discomfort of the Mormon employee population with the organization and at the same time create a broader awareness of what’s included in diversity. APPLICATION EXERCISES RUNNING CASE: LearnInMotion.com (page 45) A Question of Discrimination The company is located in Ontario and it is small. Given the fact that Pierre and Jennifer now have only five employees and are only planning on hiring three or four more, by what legislation is their company actually covered? The students should check the federal, provincial, and local government Web sites to determine if the company is covered by equal rights legislation. Pierre and Jennifer's company, LearnInMotion.com, located in Ontario and being small with only five current employees and plans to hire three or four more, is subject to employment legislation at the provincial level. Specifically, their company falls under the jurisdiction of the Ontario Employment Standards Act (ESA). The ESA sets out minimum standards for employment in Ontario, covering various aspects such as wages, hours of work, overtime pay, public holidays, and leaves of absence. Since LearnInMotion.com operates within Ontario and does not meet the threshold for federal jurisdiction, it must comply with the provisions outlined in the ESA regarding employment standards and practices. This legislation ensures that Pierre and Jennifer provide fair and equitable treatment to their employees and adhere to basic employment rights and obligations. Were they within their legal rights to ask the age-related and children-related questions? Why or why not? It is not necessarily illegal to have asked the possibly age-related and children-related questions. But they could be problematic in the future if candidates can prove that these questions are used to screen out a greater proportion of his/her protected group’s applicants, and the company can’t prove that the practice is required as a business necessity of BFOR. Did Dan and Alex harass Jennifer and Maya? Why or why not? How should this matter be handled? In terms of sexual harassment, based on the conditions of a hostile environment, they did not necessarily create a hostile environment for Maya. However, Jennifer and Pierre should proactively create a sexual harassment policy for the company, and review it with all of the employees. What have Jennifer and Pierre been doing wrong up to now with respect to the various pieces of employment legislation covering the business, and how do you suggest they rectify the situation in the future? Jennifer and Pierre have violated the basic tenet of the Human Rights act. The interviews have been designed to single out applicants who have rights under the act. The specific right in this case is equal opportunity to all in the area of employment. These potential candidates are not receiving an equal opportunity based on potential age and sex discrimination. They should be assessed based on their skills and abilities and on meeting the BFOR of the job. This form of discrimination can be considered differential or unequal treatment. Additionally Jennifer and Pierre are responsible for protecting employees from harassment. Currently the women have expressed their discomfort with the vulgarity of the language in the office. The fact that the women are uncomfortable does constitute harassment. It can be considered a poisoned workplace. Jennifer and Pierre will need to develop a “mutual respect in the workplace” harassment policy and educate employees and managers on what constitutes harassment, the company’s legal obligations, and the procedures and processes they should take if they feel they are harassed. Additionally with respect to their hiring procedures, Jennifer and Pierre should take a course on Employment Legislation in Canada to understand what they can or can not ask in an interview, and perhaps hire an HR professional to do the hiring and discuss with this professional how best to manage the hiring process. CASE INCIDENT: Harassment (page 46) How would you proceed in dealing with this situation? Since I have received conflicting stories, I would ask Bob and Maria to write out their versions of any dealings they have had with one another, providing as many specific details as possible – date, time, place, nature of the interaction, other people present (if any), as well as their thoughts and feelings. Equipped with these written reports, I would then interview Bob and Maria separately, once again. I would also speak to the other people who witnessed any of their interactions to try to uncover the facts, documenting their evidence in writing. What are your responsibilities to Maria and Bob? Both Maria and Bob are entitled to confidentiality, to the greatest extent possible. I am responsible to Maria for carefully and thoroughly investigating her allegations. I must assume that Bob is innocent, unless proven guilty. Both Bob and Maria must be accorded due process rights. That involves the right to: present their sides of the story, with a support person present, if so desired; a thorough, impartial investigation; and a decision regarding an appropriate action based on the facts of the case. If Maria is telling the truth, are you or Bob legally liable in any way? If so, under what conditions? If I had no knowledge of the harassment, and there is no reason that I "ought reasonably to have known" about it, I am not legally liable for the harassment. Since the matter has now come to my attention, however, I would be liable if I failed to take action. Bob is legally liable for sexual harassment under the human rights legislation. How would you resolve this matter? The resolution would depend on the facts. If Maria's allegations are false, but there was no malicious intent on her part to harm Bob and his reputation, I would explain my findings to her and ask that she try to repair her working relationship with Bob. I would explain my findings to Bob and ask that he try to repair his working relationship with Maria. Assuming that he has asked her out and pointed out her attractiveness, actions that made her uncomfortable, but that he honestly was unaware of her discomfort, I would explain these facts to him and mention that continuation of these actions would constitute harassment. I would offer counselling to both of them, and assist in any way possible to repair the climate in the HR department. No record of the investigation would be placed in either Bob's or Maria's HR files. If Maria's allegations are false and it turns out she filed the harassment claim with malicious intent, she would be subject to disciplinary action, a fact that would be duly noted in her file. I would offer her counselling to overcome her counterproductive behaviour. If Maria's allegations are true, I would inform Bob of his guilt, offer counselling and human rights training, and determine what type of disciplinary action would be appropriate. (The severity of the discipline would depend on his previous record, whether or not he seemed remorseful for his actions, and the actual nature of his offenses). Any disciplinary action taken would be recorded in his HR file. The fact that the employees involved both work in the HR department raises some serious questions: Is there a written harassment policy and procedure? If so, has the policy and procedure been well communicated? Has there been training in human rights legislative issues? Have employees been informed about the nature of harassment? If the answer to any of these questions is negative, corrective action needs to be taken. Studies have shown that in firms where there is a written harassment policy that is well communicated, and employees have been trained such that they understand the types of behaviour that could constitute harassment, the incidence rate of harassment claims drops dramatically. EXPERIENTIAL EXERCISES (page 47) 1. Working in teams of six, role-play an investigation of the harassment claim described in the above case. One member of each team is to be assigned the role of Maria, another the role of Bob, and a third the role of the HR Manager. The three remaining team members are to assume the roles of other HR department staff. For the purpose of this role-play, assume that Bob has made comments about how “sexy” Maria is and has asked her out, but claims that he didn’t realize his behaviour was bothering Maria. The key player in the role-play will be the HR Manager, who is responsible for investigating Maria’s harassment allegations. As the HR Manager, since I have received conflicting stories, I will ask Bob and Maria to write out their versions of any dealings they have had with one another, providing as many specific details as possible – date, time, place, nature of the interaction, other people present (if any), as well as their thoughts and feelings. Equipped with these written reports, I will then interview Bob and Maria separately, once again. I will also speak to the other members of the HR department who witnessed any of their interactions to try to uncover the facts, documenting their evidence in writing. While conducting the investigation, I must keep in mind that: Both Maria and Bob are entitled to confidentiality, to the greatest extent possible. I am responsible to Maria for carefully and thoroughly investigating her allegations. I must assume that Bob is innocent, unless proven guilty. Both Bob and Maria must be accorded due process rights. That involves the right to: present their sides of the story, with a support person present, if so desired; a thorough, impartial investigation; and a decision regarding an appropriate action based on the facts of the case. The resolution will depend on the facts as revealed during the role-play. If Maria's allegations are false, but there was no malicious intent on her part to harm Bob and his reputation, I will explain my findings to her and ask that she try to repair her working relationship with Bob. I will explain my findings to Bob and ask that he try to repair his working relationship with Maria. Since he has admitted to asking her out and commenting on her “sexiness,” if my investigation reveals that these actions made her uncomfortable, but that he honestly seemed unaware that he had caused her discomfort, I would explain these facts to him and mention that continuation of these actions would constitute harassment. I would offer counselling to both of them, and assist in any way possible to repair the climate in the HR department. No record of the investigation would be placed in either Bob's or Maria's HR files. If Maria's allegations are false, and it turns out she filed the harassment claim with malicious intent, she would be subject to disciplinary action, a fact that would be duly noted in her file. I would offer her counselling to overcome her counterproductive behaviour. If Maria's allegations are true, and Bob obviously knew that he had made her uncomfortable by commenting on her appearance and asking her out, I would inform Bob of his guilt, offer counselling and human rights training, and determine what type of disciplinary action would be appropriate. (The severity of the discipline would depend on his previous record, whether or not he seemed remorseful for his actions, and the actual nature of his offenses). Any disciplinary action taken would be recorded in his HR file. I would also have to address the larger issues, such as the need to work with the other members of my department and a cross-section of other employees to develop a written harassment policy and procedure, and to establish a training program. Prepare a report outlining legally acceptable questions that may be asked at a selection interview with a young female engineer applying for the job of engineering project manager at an oil field in rural northern Alberta, with an otherwise all-male group. Refer to Appendix 7.1 in Chapter 7. When conducting a selection interview, it's crucial to ensure that all questions asked are legally acceptable and relevant to the job requirements. Given the specific scenario of interviewing a young female engineer for the position of engineering project manager at an oil field in rural northern Alberta, where the current team is all male, it's essential to approach the questioning with sensitivity, professionalism, and compliance with employment laws. Here's a list of legally acceptable questions that may be asked: 1. Background and Experience: • Can you please walk us through your educational background and relevant experience in engineering and project management? • What specific engineering projects have you managed in the past, and what were your responsibilities in those roles? • How do you believe your past experiences have prepared you for the challenges of managing engineering projects in a remote, rural setting like northern Alberta? 2. Technical Skills: • What technical skills and expertise do you possess that you believe are essential for success in this role? • How familiar are you with the specific technologies and equipment commonly used in oil field engineering projects? 3. Leadership and Management: • Can you provide examples of your leadership experience, particularly in situations where you've had to lead diverse teams or navigate challenging dynamics? • How do you approach delegation and task allocation within a project team? 4. Communication and Teamwork: • How do you ensure effective communication among team members, especially in environments where team members may be spread across different locations? • Can you describe a situation where you had to resolve conflicts within a team? How did you handle it? 5. Adaptability and Resilience: • Oil field projects often face unexpected challenges and changes. How do you typically adapt to unforeseen circumstances or changes in project scope? • What strategies do you employ to maintain productivity and morale within your team during challenging times? 6. Safety and Compliance: • Safety is paramount in the oil industry. How do you prioritize and ensure compliance with safety regulations and protocols in your projects? • Can you share an example of how you've successfully managed safety protocols in a previous engineering project? 7. Career Goals and Motivation: • Why are you interested in this position, specifically in the context of rural northern Alberta and the oil industry? • Where do you see yourself professionally in the next 5 years, and how does this role align with your career goals? It's important to note that questions related to age, marital status, family plans, religion, race, or any other protected characteristic should be avoided, as they could be considered discriminatory. Additionally, it's crucial to focus on the candidate's qualifications, skills, and abilities relevant to the job, rather than making assumptions based on gender or any other personal characteristic. Working with a small group of classmates, search the Web for a company in your community that has an employment equity or diversity management program. Contact the company’s HR Manager and request more information on the program. Prepare a brief report summarizing its key features. Answers here will obviously vary greatly. It is quite likely, though, that many of the key components of any employment equity program or diversity management program will be those described on pages 37 and 42. Here's a brief report summarizing the key features of the employment equity or diversity management program of a company in the community: Summary Report: Employment Equity/Diversity Management Program Company Name: XYZ Corporation Contacted HR Manager: [Name] Program Overview: 1. Diversity Statement and Commitment: XYZ Corporation's program begins with a clear diversity statement and commitment from the company's leadership. They emphasize the importance of diversity and inclusion in the workplace and how it contributes to the company's success. 2. Recruitment and Hiring Practices: The program focuses on ensuring fair and equitable recruitment and hiring practices to attract a diverse pool of candidates. This includes implementing strategies to reach underrepresented groups, such as targeted job postings and outreach efforts. 3. Training and Development: XYZ Corporation offers training programs aimed at raising awareness and understanding of diversity issues among employees. These programs cover topics such as unconscious bias, cultural competence, and inclusive leadership. 4. Employee Resource Groups (ERGs): The company supports employee resource groups (ERGs) where employees with common backgrounds or interests can come together to support one another, share experiences, and provide input on diversity initiatives. 5. Performance Evaluation and Promotion: The program ensures that performance evaluations and promotion decisions are made based on merit, skills, and qualifications, without regard to factors such as gender, race, ethnicity, or other protected characteristics. 6. Community Engagement: XYZ Corporation actively engages with the community to promote diversity and inclusion beyond the workplace. This includes partnerships with local organizations, participation in diversity-related events, and sponsorship of initiatives aimed at supporting underrepresented groups. 7. Monitoring and Reporting: The company regularly monitors and evaluates the effectiveness of its diversity initiatives through data collection and analysis. They track metrics related to workforce diversity, representation in leadership positions, and employee satisfaction to measure progress and identify areas for improvement. Conclusion: XYZ Corporation's employment equity and diversity management program demonstrates a comprehensive approach to fostering an inclusive workplace culture where employees from diverse backgrounds feel valued, respected, and empowered to contribute to the company's success. By prioritizing diversity and inclusion throughout the organization, XYZ Corporation is not only enriching its workforce but also strengthening its position as a leader in the community. Please note that specific details about the program may vary depending on the company and its policies, but this report provides a general overview based on the information gathered from the HR manager. VIDEO CASE 3 - Jeff Rustia (page 48) How does this video illustrate that embracing employee diversity can improve organizational effectiveness? Organizational effectiveness can be improved because of the synergy in thinking amongst employees with widely different backgrounds and life experiences. New ideas about strategies for the company, methods of getting the work done, and administrative processes may create a competitive advantage compared to firms without a diverse employee group. In what ways does having a diverse staff give Jeff an advantage in the advertising business? A diverse staff provides Jeff’s company the advantage of people with many different background experiences, ways of thinking, perspectives, and points of view that can be brought to the creative process of advertising. His staff may come up with ideas that a more homogeneous group would not. Source: Based on “Jeff Rustia Illustrated – Something for Everyone,” CBC Venture 923 (October 17, 2004). PART ONE: HUMAN RESOURCES MANAGEMENT IN PERSPECTIVE CHAPTER 3 HUMAN RESOURCES MANAGEMENT AND TECHNOLOGY REVIEW AND DISCUSSION QUESTIONS 1. Explain the four stages in the evolution of HR technology. The four stages are: Paper-based systems – These systems were operated independently and did not integrate with any other business-related functions. Features were added as needed. Data was typically stored on mainframe computers. The reporting was very rudimentary. HR was the sole custodian of the data and owned the data. Early personal computer (PC) technology – There was a migration of the information that was resident in these paper-based systems to PCs and local area network (LAN) systems. These HR databases were able to produce reports that simply listed basic employee information. Electronic databases – In this stage, relational database technology emerged. This means that a piece of data could be stored in more than one file, each one containing different types of data. The different files could be linked so that information from the separate files could be used together. This technology provided organizations with the ability to develop more complex reports that integrated several data elements. Web-based technology – The benefits of automation are becoming widely known to HR and other areas of the business. The focus has shifted to automating as many transactions as possible to achieving effectiveness and efficiencies. (page 50) 2. Describe the stages that organizations engage in to decide on an HRIS system. Typically organizations follow a process to select an HRIS system. The process can be divided into three steps: Adoption phase – Organizations typically engage in a needs analysis to determine what type of system they will purchase. Company background, management considerations, technical considerations, HR considerations, and pricing are considered in a needs analysis. Implementation phase – The company selects a project team. This is typically comprised of outside consultants and also expertise in change management to help the organization with the implementation. In addition to the outside consultants, there is typically a senior project manager who leads the team, subject matter experts from HR and payroll, as well as management from the various functional areas across the organization. The activities involved in this phase focus on getting the system “up and running” within a controlled environment so that the system can be tested to ensure that it is functioning in the way the organization requires. The existing data is “converted” into the new system, requiring the transformation of data from the old system to make it compatible with the new system. The software is tested and users are expected to provide feedback before the system goes “live.” Institutionalization phase – The final step in implementing an HRIS system is to train users on the system. (page 59) 3. Discuss the five key competencies of an HR professional in the IT-enabled world. Mastery of HR technology – HR professional needs to think about how best to leverage technology to improve the design and delivery of basic HR services by reacting efficiently to the day-to-day activities, and how best to ensure continuous improvement. Strategic contribution – providing inputs into strategy planning and execution. Personal credibility – building trust amongst key stakeholders and employees within the business. HR delivery – recruitment, training and development, compensation, etc. Business knowledge – the needs to understand the key drivers of organizational productivity, becoming cognizant of costs. (page 69) Identify two Web-based self-service delivery applications that are popular today. Employee Self-Service – systems enable employees to access and manage their personal information directly without having to go through their HR departments or their managers. ESS systems are set up so that employees can sign on to their company system via the Internet and be immediately authenticated and verified. Management Self-Service – allows managers to access a range of information not only about themselves, but also about the employees who report to them. MSS systems also give managers the opportunity to process HRrelated paperwork that pertains to their staff. Managers view resumes that are on file, view merit reviews, submit job requisitions, view employee salaries, and keep track of employee performance and training histories. (page 63) What are some of the trends that HR has to pay attention to? The increased use of portals and intranets, and a greater focus on the use of virtual tools. HR will be required to ensure that the organization is aware of the advantages of these tools and provide training and education to ease the transition. Greater access to technology. This will require HR to ensure that the appropriate security measures are in place and to be highly diligent in terms of the types of access and who gets access. Continued optimization of current systems. This will mean that HR must continue to be “technologically educated.” Enhanced focus on workforce analytics. This will require HR to evolve as a “decision science” providing managers with valued-added decision-making tools. Increased focus on reducing costs. This will require HR to optimize the functionality of HR technology. Increased use of standards for data exchange and processes (XML). This will mean that HR will need to ensure that the vendors they work with comply with this “standard.” Contingency planning. HR will be involved in ensuring that plans are in place to deal with disasters, including getting employees back to work and providing them with the appropriate emotional support. (page 71) 6. What are the 12 subsystems that reside in an HRIS? Employee administration Recruitment Time and attendance Training and development Pension administration Employment equity Performance evaluation Compensation and benefits administration Organizational management Health and safety Labour relations Payroll interface (page 53) 7. Discuss the six key functions of an HRIS system. Create and maintain employee records – The data being entered creates an employee record and this record is maintained throughout employment. Ensure legal compliance – Data entered into the HRIS can be used to help the organization comply with government regulations in an accurate and timely fashion. Enable managers to forecast and plan future HR requirements – Information from the recruitment, training and development, and administrative subsystems such as number of open positions, types of positions, employee skills and competencies, job rates (salaries), retirement eligibility, and employee turnover rates. Provide information to managers and HR so they can manage knowledge and assist in managing talent (career and succession planning) – The data that is entered into the system such as skills, competencies, jobs held, training, and employee development interests. Provide information to enable HR plans and activities to align more effectively with the organization’s strategic plan. Assist managers with decision-making by providing relevant data so they can make more effective and informed decisions – HRIS systems can access a data warehouse or central repository for all the data collected by an organization’s business systems. (page 57) CRITICAL THINKING QUESTIONS 1. Do you think that an HRIS system is important for all types of organizations to have? Why or why not? No, not all organizations need an HRIS system. Depending on the size of the company, the need for an HRIS system will change. For example, a smaller company with about 100–200 staff members may use a simple Microsoft Word or Excel to keep track of basic employee information such as name, date of birth, start date, salary, etc whereas a company that has a workforce of about 3000 employee has to manage a greater volume of data. In such a situation, managing data with a basic Excel or Word would be time consuming, and maneuvring data would be cumbersome since the volumes are large. Therefore, it’s more cost effective to use a more sophisticated HRIS tool. On the other hand, simple systems limit the access of information to one or few people in the HR department. When employees require information on their personnel files or they wish to make changes to information on their personnel files, they would usually consult an HR representative to obtain such information or change information. This is not practical in a large organization. An HRIS system allows multiple users to access information and enter information. HRIS systems also provide the organization the ability to integrate other systems. Though this may not be required for smaller companies, it would be of great use for a bigger company which may have a number of systems scattered across the organization. (page 49) 2. Compare and contrast the costs and benefits of being a member of an HRIS implementation team. An implementation team is typically comprised of outside consultants and internal team members from various functional areas including HR and payroll. It’s beneficial to be in an implementation team because it allows the internal team to learn the system and identify how best the features and functions of the system can be used to enhance data integration in the workplace. As subject matter experts within the organization, it allows the team to provide input for any customization required to meet company needs so that the system can be integrated into the organization with minimal resistance. It allows the team to test the system in a controlled environment, convert existing data from the old system to a new system, and assist in going live. When internal staff is part of the implementation team, other members in the organization will be more receptive to any training provided in regards to the new system. System usage may also be better since it has already been looked at by an internal panel. Costs include the time that internal team members have to invest during the implementation stage. It can affect their workloads and create stress amongst the team members as well as others in the organization. Some may not necessarily like having HRIS systems – i.e. some administrative roles can be eliminated as a result, some staff may be IT aversed, and some may just prefer the “old ways” of doing things. These can act as barriers to successfully integrating an HRIS system. (page 61) 3. Do you think that maintaining security of an HRIS system is a major concern for HR technology professionals? Explain what issues you think are most important today. Yes it is. Privacy is the primary concern for HR technology professionals. This brings about the issue of what types of data can be stored in the system, who should have access to the software and hardware, who should have access to the database, and who should be authorized to modify them. Establishing security profiles is an important activity when implementing an HRIS system. Staff members who will be working with the system have to be identified, and security profiles should be established and attached to an employee number. It is also important to ensure that system users clearly understand and adhere to the company confidentiality and code of ethics policies. All users need to understand that they must not share passwords, post them in view of others, or compromise them in any way. (page 62) APPLICATION EXERCISES RUNNING CASE: LearnInMotion.com (page 75) Does LearnInMotion.com need an HRIS? What data should be stored for each employee? How would the company use this data? Considering that the company is a very small company, data stored for employees can include hire date, name, address, telephone number, e-mail address, birth date, sex, salary, emergency contact information, department code, employment status, position titles, benefits information, and vacation. This data can be used for basic administrative purposes for management to get information on number of vacation days taken and number outstanding, information on number of jobs held and position titles, and salary history. Conduct an HRIS needs analysis for the company. In the needs analysis, the students should consider the following: company background (size, industry, projected growth), management considerations, technical considerations such as hardware, operating system, networking, databases, HR considerations, and pricing. Would you recommend an HRIS to Jennifer and Pierre? If so, what kind of system? Yes, but it will be a very basic system that would allow them to maintain a database of employees and employee-related information. Considering that the company is very small, investing in a large sophisticated HRIS system would not be cost effective for the organization unless the needs analysis stage uncovered needs to warrant a HRIS system. CASE INCIDENT: Integration and Transfer of HR Functions Using HRIS (page 75) How can the assignment of a champion facilitate the introduction of the new HRIS? Is Jack Newman the best person to act as champion? Having an employee to champion this project can create internal buy-in. It will help the integration of the new system to old systems immensely. It will also facilitate the needs identification and going live process. However, Jack Newman may not be the best person to act as the champion. Considering he is new to the organization, new to Australia, and the youngest person every to be appointed as regional director of the company, he may be considered an “outsider” who does not understand the organization dynamics well enough to bring about such huge change. There may be resistance from internal staff for the changes he wishes to bring in. It may be wise to assemble a team and guide them to identify a champion from amongst the existing staff. On the other hand, since he’s got the vision and he provides leadership to the organization, Jack could be the champion as well as long as he ensures that key constituents are involved in the process and their opinions considered in the process. Why have the HR and training division built quite different database systems? What are the difficulties involved in integrating the functions of these divisions? The different needs of the two departments, and the level of IT skills and knowledge of those who are in the departments, may have contributed to the differences in the databases. For example, Elaine considers that the main focus of the division is to process day-to-day HR transactions and maintain employee records. In addition, she also has a staff of 10 HR professionals. On the other hand, Peter does not have a large department, yet he needs to support the entire organization’s training requirements. Therefore, he is forced to make use of technology to support the unit. What are the advantages of integrating the functions of the HR division, training division, and those of the work group supervisors? It will create a dynamic and integrated system that would facilitate recruitment, training, and performance management of staff, which would ultimately support Jack’s goal to provide better levels of customer service. Though each unit operates independently at present, the individual responsibilities and goals of each division overlap to a great degree, and each unit can benefit by having access to information from the other unit considering the large and diverse customer base the company has. What are the advantages and disadvantages of the Boomerang Water Corporation buying an off the shelf integrated HR database system? Advantages are: easy to get an off-the-shelf system; cheap compared to customizing a developed system or developing a new system based on organizational needs; less time consuming to buy a system; can reduce administrative costs by eliminating certain types of jobs that can be replaced by the system; the organization will have to upgrade skills of existing employees. Disadvantages are: considering the large workforce and different functions within the organization, integrating a ready-made system would pose challenges since it will not be able to accommodate all business requirements to facilitate the existing workflow; existing employees may not have the required level of IT skills to operate based on a new system; extensive training is required; resistance from employees – i.e. people will feel insecure regarding their positions since technology will replace some of the jobs; people were not involved in designing or customizing the system and as a result there is very little buy-in. In what ways may the transfer of some HR functions to work group supervisors improve the efficiency of the HR division? In what ways may work group supervisors be advantaged or disadvantaged by the transfer of HR functions? Having an integrated system will allow some of the basic administrative functions to be handled by line management and staff. This will free the HR department to focus more on strategic HR rather than transactional HR. Transfer of HR functions to the supervisors can be advantageous or disadvantageous. Advantages are: supervisors will have firsthand knowledge of administrative areas related to their employees – i.e. vacation days available, address, etc. This will free them from having to coordinate information between employees and HR; group supervisors will also feel more accountable for some of the transactional HR functions and communication between HR; training and group supervisors will increase as a result; they will have to upgrade their IT skills in order to operate an integrated system. Disadvantages are: work group supervisors will have additional administrative responsibilities in relation to their staff, and as a result of that their focus on customer service and maintenance can get diluted; lack of skills and experience dealing with transactional functions. Therefore initial training will be required to get their skill sets up to speed. EXPERIENTIAL EXERCISES 1. Go to the federal government Web site for the Employment Equity Computerized Reporting System http://www.hrsdc.gc.ca/asp/gateway.asp?hr=/en/lp/lo/lswe/we/ee_tools/software/eecrs/indexwe.shtml&hs=wzp. Download the software and familiarize yourself with it. What information needs to be in an HRIS in order to provide complete reporting through the EECRS? Employer Information: Employee number Country Legal name Business name Address & mailing address CEO name and title EE officer name/title/telephone and fax Employee Information: Employee number Last name Given name Employee status Gender Province NOC job description Equity Group – visible minority, disabled or aboriginal Hire date Termination date (if applicable) Salary Promotions or any changes in employment 2. How could an HRIS be used to help manage a crisis such as an avian flu epidemic or a terrorist attack? HRIS systems provide employees as well as managers the ability to access and change information without having to go through the HR department. In a crisis situation, such a system can be valuable to lessen the impact in the following manner: HRIS can be used to communicate with and educate employees in such issues via newsletters, various communication pieces, and online training sessions. The organization will be able to immediately identify employees who are on leave, vacation, etc. Availability of address and phone numbers makes it easy for the organization to recall workers who are in a position to travel if it is absolutely necessary. Since it’s an online system, it can be part of business resumption planning. It will be able to take a count of available human resources within the organization, key positions that have been vacant or critical positions that have been vacant. This will enable the organization to make decisions in terms of how to fill these positions since the system provides information regarding people, competencies, etc. Can identify and track to provide information to senior management and government officials. Employees are able to access information in regards to their medical coverage, leave balances, salary, etc. Employees are able to remotely get in touch with key personnel within the organization for any urgent requirements and work. Solution Manual for Human Resources Management in Canada Human Resources Management in Canada Gary Dessler, Nina D. Cole 9780132270878, 9780134005447