A. Effective managers have the responsibility of ensuring all employees have an opportunity to receive performance feedback. The objectives of the appraisal are to review the employee’s work-related behavior and inform the employee about the quality of his or her performance. However, occasional problems may arise from errors the appraiser makes? What are common problems raters make when performing an employee's appraisal?
B. In the textbook "Management of Human Resources" the authors identified six common problems:
the halo effect,
central tendency,
leniency or strictness,
appraisal bias,
the recency effect, and
the similar-to-me bias.
A. Can you explain these?
B. Sure, the halo effect, for example, means that the rating of an employee on one trait (such as “gets along with others”) biases the way that the person is rated on other traits (such as “quantity of work”); central tendency occurs when the supervisor rates all employees in the middle of the scale, avoiding high and low scores; on the other hand, strictness and leniency occurs when the supervisors rate all employees as either high or low; the individual differences (such as age, gender, race) that affect the appraisal's ratings that an employee receives in known as appraisal bias; regency affect occurs when the ratings are based on the employee's most recent performance rather then the performance throughout appraisal period; and the similar-to-me bias occurs when the rater and the employee have things in common.
A. What are some steps companies can take to minimize the impact of the rater-related appraisal error?
B. Just being aware of the problems and their consequences can help raters to avoid them. This may require specific recognition training or supervisor observation.
A. Alright. So by training and observing appraisers, companies can help prevent the common mistakes that impact the employee’s ratings.
Key Terms
This week’s HR terminology includes:
- the halo effect,
- central tendency,
- leniency or strictness,
- appraisal bias,
- the recency effect, and
- the similar-to-me bias
References
Dresslar, G et al. (2007). Management of human resource, in-class edition, second Canadian edition. Retrieved from University of Phoenix library.
Multiple-choice quiz
*Answer found at the end of the post.
1. This problem often occurs when employees who are especially friendly (or unfriendly) toward the supervisor.
a. Personable effect
b. Central effect
c. Halo effect
d. None of the above
2. Many supervisors have a __________ when filling in rating scales.
a. Central tendency
b. Strictness/leniency
c. Central effect
d. All of the above
3. One effective way of addressing rater errors is:
a. HR conducting appraisals
b. training of supervisors to avoid errors
c. getting raters from outside the company
d. automating the appraisal process
Answers: 1) c, 2) a, 3) b
Thursday, November 22, 2007
Monday, November 19, 2007
Becoming Certified
I attended a teleconference with BC HRMA, where they discussed the top 10 reasons for becoming a CHRP.
1. Simplify the hiring process
2. Find a better job and advance faster
3. Get paid more
4. Acquire longer job tenure
5. Get more mobility due to our national standing
6. Acquire professional recognition
7. Receive career development assistance
8. Engage in peer networking
9. Engage in national advocacy
10. Take advantage of educational opportunities
Key Terms
This week’s HR terminology includes:
- CHRP
- NKE
- NPPA
- RPC
Multiple-choice quiz
*Answer found at the end of the post.
1. Which is not a requirement to receive CHRP designation? The applicant must:
A. receive 70% on the National Professional Practice Assessment (NPPA)
B. be a member of HRMA in good standing
C. have 5 years HR experience
D. receive 70% on the National Knowledge Exam (NKE)
2. Which is not a topic on the NKE?
A. Workplace Health and Safety
B. Employee and Labour Relations
C. Accounting
D. Organizational Effectiveness
3. How is the NPPA different from the NKE?
A. The NKE is based on the content found in the eight functional dimensions of the Required Professional Capabilities.
B. The NPPA requires a 70% grade to pass.
C. The NPPA emphasizes more experienced-based scenarios.
D. The NPPA is offered in May and October
Answers: 1) c, 2) c, 3) c
Sunday, November 18, 2007
Recruiting & Diversity
A. The authors of the textbook "Management of Human Resources" share the following regarding diversity in the workplace. "Recruiting a more diverse workforce is not just socially responsible; it’s becoming more of a necessity these days" (Dresslar, G. et al., 2007, pg 124). With the changing demographics in Canada's market, what can companies do to create a more diverse workforce, so they can stay competitive?
B. Well, creating a diverse workforce begins by developing recruiting strategies that are more attractive to the different groups. It may start by simply reevaluating HR’s policies and practices to ensure they do not discourage recruitment or advancement of diverse groups; for example, what are the career growth opportunities for women or visible minorities within your company?
A. Okay, so companies could do a survey examining the percentages of women or visible-minorities in management or executive positions; then adjust policies and procedures to help remove potential barriers.
B. Exactly. In larger companies, this may also include putting together a task force with specific objectives, such as "women in management". Part of the challenge is to overcome stereotypes and bias in the workplace; and this begins at the top, at the senior level, by creating an inclusive culture. RBC Financial Group CEO, Gordon Nixon (October 18, 2004) says,
“We need to ensure that our corporate cultures are able to embrace diversity; … to ensure that we are fully tapping the creative energy that a diverse workforce, thinking in a diverse manner, can provide. This is our competitive advantage in an increasingly competitive world” (para. 52).
A. Okay, so how do companies gain employee buy-in for diversity?
B. In the textbook “Managing diversity”, authors Lee Gardenswartz and Anita Rowe provide three techniques to encourage buy-in from employees. 1) Solicit and pay attention to the needs of all employees; this could be achieved through surveys or staff meetings. 2) Create options and alternatives; policies should be flexible enough to suit different priorities. And 3) focus on the benefits to individual employees. For example, “creating an on-site day-care center could lower the stress for employees with children, giving them convenient, accessible, safe, and affordable child care. [Whereas]; for managers it may mean less absenteeism and turnover of staff” (pg. 498).
A. That’s great. So, by helping employee see how they can benefit from a more diverse workplace, companies can increase the buy-in from their employees and created the inclusiveness that attract diversity. You mentioned creating options and alternatives. Can you provide some more examples?
B. Sure. There are a variety of attractive options such as flextime, telecommuting, personal necessity leave days, and subsides for child care or elder care. In addition to providing work options, companies can redesign jobs to attract and promote diversity. For example, companies have implemented technology to make the jobs less physically demanding, which can be attractive to a growing older workforce. Finally, employee training on diversity can increase awareness of the different working or communicating styles and help foster an inclusive work environment.
A. Okay. So, as diversity becomes more of a competitive advantage, companies can attract a more diverse workforce by:
1) re-evaluating their policies and procedures;
2) creating an inclusive environment;
3) developing flexible work and benefit options; and
4) providing diversity training.
Key Terms
This week’s HR terminology includes:
- diversity
- flextime
- telecommuting
- employment equity programs
- diversity
References
- Dresslar, G et al. (2007). Management of human resource, in-class edition, second Canadian edition. Retrieved from University of Phoenix library.
- Gardenswartz, L. & Rowe, A. (1998). Managing Diversity.
- Nixon, G. (October 18, 2004). Unlocking the power of diversity. Retrieved from www.rbc.com/newsroom/20041018nixon_1.html
Multiple-choice quiz
*Answer found at the end of the post.
1. Which of the following combinations accurately outline the four designated groups in employment equity programs?
A. women, visible minorities, aboriginal peoples, low income people
B. visible minorities, older workers, aboriginal peoples, people with disabilities
C. women, people with disabilities, aboriginal peoples, visible minorities
D. people with disabilities, low income people, older workers
E. visible minorities, aboriginal peoples, people with disabilities
2. Job redesign entails __________.
A. The practice of transferring employees for temporary periods of time between varying jobs within an organization. Often used as a training and development method.
B. The process of restructuring a job by adding, changing or eliminating certain tasks or functions in order to make the job more satisfying or challenging.
C. The practice of adding tasks to a job as a means of increasing the amount of employee control or responsibility.
D. The practice of two different employees performing the tasks of one full-time position.
3. Which one of the following is not a technique for recruiting designated group members?
A. overcoming stereotypes and biases;
B. providing flexible work arrangements;
C. nepotism
D. redesigning jobs;
E. investing in training and career development
Answers: 1) c, 2) b, 3) c
B. Well, creating a diverse workforce begins by developing recruiting strategies that are more attractive to the different groups. It may start by simply reevaluating HR’s policies and practices to ensure they do not discourage recruitment or advancement of diverse groups; for example, what are the career growth opportunities for women or visible minorities within your company?
A. Okay, so companies could do a survey examining the percentages of women or visible-minorities in management or executive positions; then adjust policies and procedures to help remove potential barriers.
B. Exactly. In larger companies, this may also include putting together a task force with specific objectives, such as "women in management". Part of the challenge is to overcome stereotypes and bias in the workplace; and this begins at the top, at the senior level, by creating an inclusive culture. RBC Financial Group CEO, Gordon Nixon (October 18, 2004) says,
“We need to ensure that our corporate cultures are able to embrace diversity; … to ensure that we are fully tapping the creative energy that a diverse workforce, thinking in a diverse manner, can provide. This is our competitive advantage in an increasingly competitive world” (para. 52).
A. Okay, so how do companies gain employee buy-in for diversity?
B. In the textbook “Managing diversity”, authors Lee Gardenswartz and Anita Rowe provide three techniques to encourage buy-in from employees. 1) Solicit and pay attention to the needs of all employees; this could be achieved through surveys or staff meetings. 2) Create options and alternatives; policies should be flexible enough to suit different priorities. And 3) focus on the benefits to individual employees. For example, “creating an on-site day-care center could lower the stress for employees with children, giving them convenient, accessible, safe, and affordable child care. [Whereas]; for managers it may mean less absenteeism and turnover of staff” (pg. 498).
A. That’s great. So, by helping employee see how they can benefit from a more diverse workplace, companies can increase the buy-in from their employees and created the inclusiveness that attract diversity. You mentioned creating options and alternatives. Can you provide some more examples?
B. Sure. There are a variety of attractive options such as flextime, telecommuting, personal necessity leave days, and subsides for child care or elder care. In addition to providing work options, companies can redesign jobs to attract and promote diversity. For example, companies have implemented technology to make the jobs less physically demanding, which can be attractive to a growing older workforce. Finally, employee training on diversity can increase awareness of the different working or communicating styles and help foster an inclusive work environment.
A. Okay. So, as diversity becomes more of a competitive advantage, companies can attract a more diverse workforce by:
1) re-evaluating their policies and procedures;
2) creating an inclusive environment;
3) developing flexible work and benefit options; and
4) providing diversity training.
Key Terms
This week’s HR terminology includes:
- diversity
- flextime
- telecommuting
- employment equity programs
- diversity
References
- Dresslar, G et al. (2007). Management of human resource, in-class edition, second Canadian edition. Retrieved from University of Phoenix library.
- Gardenswartz, L. & Rowe, A. (1998). Managing Diversity.
- Nixon, G. (October 18, 2004). Unlocking the power of diversity. Retrieved from www.rbc.com/newsroom/20041018nixon_1.html
Multiple-choice quiz
*Answer found at the end of the post.
1. Which of the following combinations accurately outline the four designated groups in employment equity programs?
A. women, visible minorities, aboriginal peoples, low income people
B. visible minorities, older workers, aboriginal peoples, people with disabilities
C. women, people with disabilities, aboriginal peoples, visible minorities
D. people with disabilities, low income people, older workers
E. visible minorities, aboriginal peoples, people with disabilities
2. Job redesign entails __________.
A. The practice of transferring employees for temporary periods of time between varying jobs within an organization. Often used as a training and development method.
B. The process of restructuring a job by adding, changing or eliminating certain tasks or functions in order to make the job more satisfying or challenging.
C. The practice of adding tasks to a job as a means of increasing the amount of employee control or responsibility.
D. The practice of two different employees performing the tasks of one full-time position.
3. Which one of the following is not a technique for recruiting designated group members?
A. overcoming stereotypes and biases;
B. providing flexible work arrangements;
C. nepotism
D. redesigning jobs;
E. investing in training and career development
Answers: 1) c, 2) b, 3) c
Human Resource Planning
A. So, according to the authors of the textbook, Management of Human Resources, "human resources planning is the process of reviewing future HR requirements to ensure that the organization will have the appropriate number of employees with the necessary skills to meet its strategic objectives" (Dresslar, G et al, 2007, pg. 96).
B. Yes, that’s correct. And the authors outline three key steps involved in HR planning.
A. Alright, so what are those steps?
B. The three steps are: 1) forecasting the future needs of human resources also referred to as the demand; 2) forecasting the availability of internal and external candidates or the supply; and 3) planning and implementing HR programs to balance supply and demand.
A. So, how does one forecast future human resource needs?
B. There are various quantitative approaches HR professionals use to forecast future HR needs of their firm. These include: trend analysis, ratio analysis, scatter plots, regression analysis, and computerized forecasting. In addition, two common qualitative approaches include: nominal group technique and Delphi technique.
A. Can you give me an example of how one of these techniques is used?
B. Sure, let’s use the ratio analysis. This approach compares a casual factor, such as the amount of animation to produce, with the number of employees needed. Let’s suppose the average animator produces 30 seconds of animation each week. If a 40 minute animation is due in 5 weeks, I need 16 animators to complete the project.
A. Okay, now how about explaining some of the various techniques used to forecast the internal and external supply?
B. Alright, for the internal supply HR professionals use tools like: skills inventories, replacement charts, replacement summaries and succession planning, whereas; external supply forecasts are collected by reviewing general economic conditions, national and local labour market conditions, and occupational market conditions.
A. Can you tell me more about succession planning?
B. Sure, "succession planning is the process of planning to fill important executive positions"(Dresslar, G et al, 2007, pg. 106). Therefore, by carefully identifying and preparing suitable employees through mentoring, training and job rotation, these individuals can be ready to replace key players when needed.
A. That’s great. So, does succession planning work together with skills inventory and replacement charts and summaries?
B. Actually, skills inventory, replacement charts and replacement summaries all serve the same purpose. They provide information about the strengths and weaknesses of each employee in order to make decisions on internal candidates. Replacement charts provide a quick reference tool but lack the details found in replacement summaries or skills inventories. The information contained on these records not only helps to forecast staffing needs but provides a plan for necessary training and development.
A. You had mentioned earlier about reviewing economic, and market conditions to help forecast externally.
B. Yeah, that’s right. Two important resources to consider when performing a review are: 1) the reports on "labour force conditions" published by Statistics Canada and 2) the "short-term and long-term labour force projections", listed by occupation, published by Human Resources and Skills Development Canada.
A. So, we’ve talked about the first two steps. How about the third step?
B. Well, balancing supply and demand requires developing strategies for three possible scenarios: 1) expected labour demand matches expected labour supply; 2) expected labour supply exceeds expected labour demand; this is known as surplus; and 3) expected labour demand exceeds expected labour supply; this is known as shortage.
A. So what happens when there’s a labour surplus?
B. There are many ways companies can deal with a labour surplus. This may begin with a hiring freeze at which point current employees can be reassigned to openings. Companies may try to accelerate attrition through buyout and early retirement packages. Job responsibilities can be divided among employees through job sharing or hours can be reduced to avoid layoffs. However, some circumstances may require layoffs or terminations in order to maintain the business.
A. Well, it sounds like there are quite a few different options available other than lay offs.
B. That’s right. However, when downsizing, companies need to be extremely careful about their approach to the remaining employees. Strong emotions including feelings of betrayal, guilt, and detachment can cause employees to develop stress symptoms and reduce their performance.
A. Okay, so how should companies avoid survivor sickness?
B. HR professionals suggest keeping communication lines open. Some firms allow the remaining employees time to grieve and deal with repressed feelings and emotions through special meetings or small-group sessions.
A. Alright. Now what about when there’s a labour shortage?
B. A common response to labour shortage is scheduling overtime. Another short-time solution is to hire temporary employees. However, for long-term solutions, companies like Finning, are partnering with education institutions to train students with the necessary skills needed.
A. Great. So let's review. We learnt three steps involved in HR planning. These include:
1) forecasting the demand;
2) forecasting the internal and external supply; and
3) balancing supply and demand through HR programs.
Key Terms
This week’s HR terminology includes:
- HR planning
- Delphi technique
- nominal group technique
- succession planning
- skills inventory
- replacement charts
References
- Dresslar, G et al. (2007). Management of human resource, in-class edition, second Canadian edition. Retrieved from University of Phoenix library.
Multiple-choice quiz
*Answer found at the end of the post.
1. Replacement charts are:
A. Visual representations of who will replace who in the event of an opening
B. A list of skills and competencies possessed by an employee
C. Chart showing the interrelationships of positions within an organization in terms of authority and responsibility
D. None of the above
2. Which is not a quantitative approach for forcasting future HR needs.
A. Trend analysis
B. The Delphi technique
C. Scatter plots
D. Regression analysis
3. When labour demand exceeds labour supply, possible solutions to the problem include which of the following:
A. Hiring temporary employees
B. Scheduling overtime hours
C. External recruitment
D. Subcontracting
E. All of the above
Answers: 1) a, 2) b, 3) e
B. Yes, that’s correct. And the authors outline three key steps involved in HR planning.
A. Alright, so what are those steps?
B. The three steps are: 1) forecasting the future needs of human resources also referred to as the demand; 2) forecasting the availability of internal and external candidates or the supply; and 3) planning and implementing HR programs to balance supply and demand.
A. So, how does one forecast future human resource needs?
B. There are various quantitative approaches HR professionals use to forecast future HR needs of their firm. These include: trend analysis, ratio analysis, scatter plots, regression analysis, and computerized forecasting. In addition, two common qualitative approaches include: nominal group technique and Delphi technique.
A. Can you give me an example of how one of these techniques is used?
B. Sure, let’s use the ratio analysis. This approach compares a casual factor, such as the amount of animation to produce, with the number of employees needed. Let’s suppose the average animator produces 30 seconds of animation each week. If a 40 minute animation is due in 5 weeks, I need 16 animators to complete the project.
A. Okay, now how about explaining some of the various techniques used to forecast the internal and external supply?
B. Alright, for the internal supply HR professionals use tools like: skills inventories, replacement charts, replacement summaries and succession planning, whereas; external supply forecasts are collected by reviewing general economic conditions, national and local labour market conditions, and occupational market conditions.
A. Can you tell me more about succession planning?
B. Sure, "succession planning is the process of planning to fill important executive positions"(Dresslar, G et al, 2007, pg. 106). Therefore, by carefully identifying and preparing suitable employees through mentoring, training and job rotation, these individuals can be ready to replace key players when needed.
A. That’s great. So, does succession planning work together with skills inventory and replacement charts and summaries?
B. Actually, skills inventory, replacement charts and replacement summaries all serve the same purpose. They provide information about the strengths and weaknesses of each employee in order to make decisions on internal candidates. Replacement charts provide a quick reference tool but lack the details found in replacement summaries or skills inventories. The information contained on these records not only helps to forecast staffing needs but provides a plan for necessary training and development.
A. You had mentioned earlier about reviewing economic, and market conditions to help forecast externally.
B. Yeah, that’s right. Two important resources to consider when performing a review are: 1) the reports on "labour force conditions" published by Statistics Canada and 2) the "short-term and long-term labour force projections", listed by occupation, published by Human Resources and Skills Development Canada.
A. So, we’ve talked about the first two steps. How about the third step?
B. Well, balancing supply and demand requires developing strategies for three possible scenarios: 1) expected labour demand matches expected labour supply; 2) expected labour supply exceeds expected labour demand; this is known as surplus; and 3) expected labour demand exceeds expected labour supply; this is known as shortage.
A. So what happens when there’s a labour surplus?
B. There are many ways companies can deal with a labour surplus. This may begin with a hiring freeze at which point current employees can be reassigned to openings. Companies may try to accelerate attrition through buyout and early retirement packages. Job responsibilities can be divided among employees through job sharing or hours can be reduced to avoid layoffs. However, some circumstances may require layoffs or terminations in order to maintain the business.
A. Well, it sounds like there are quite a few different options available other than lay offs.
B. That’s right. However, when downsizing, companies need to be extremely careful about their approach to the remaining employees. Strong emotions including feelings of betrayal, guilt, and detachment can cause employees to develop stress symptoms and reduce their performance.
A. Okay, so how should companies avoid survivor sickness?
B. HR professionals suggest keeping communication lines open. Some firms allow the remaining employees time to grieve and deal with repressed feelings and emotions through special meetings or small-group sessions.
A. Alright. Now what about when there’s a labour shortage?
B. A common response to labour shortage is scheduling overtime. Another short-time solution is to hire temporary employees. However, for long-term solutions, companies like Finning, are partnering with education institutions to train students with the necessary skills needed.
A. Great. So let's review. We learnt three steps involved in HR planning. These include:
1) forecasting the demand;
2) forecasting the internal and external supply; and
3) balancing supply and demand through HR programs.
Key Terms
This week’s HR terminology includes:
- HR planning
- Delphi technique
- nominal group technique
- succession planning
- skills inventory
- replacement charts
References
- Dresslar, G et al. (2007). Management of human resource, in-class edition, second Canadian edition. Retrieved from University of Phoenix library.
Multiple-choice quiz
*Answer found at the end of the post.
1. Replacement charts are:
A. Visual representations of who will replace who in the event of an opening
B. A list of skills and competencies possessed by an employee
C. Chart showing the interrelationships of positions within an organization in terms of authority and responsibility
D. None of the above
2. Which is not a quantitative approach for forcasting future HR needs.
A. Trend analysis
B. The Delphi technique
C. Scatter plots
D. Regression analysis
3. When labour demand exceeds labour supply, possible solutions to the problem include which of the following:
A. Hiring temporary employees
B. Scheduling overtime hours
C. External recruitment
D. Subcontracting
E. All of the above
Answers: 1) a, 2) b, 3) e
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