human resources duties
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HR Duties
Dr .Fakhreldin Mohamed
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Recruit and Hire.OrganizationalCommunicationSalary and Benefits
Employee RetentionEmployee Health, Safety, andWellness
Rewards and RecognitionProgressive DisciplinaryAction
Layoffs, Job Termination&
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Recruitment refers to the process ofattracting, screening, and selecting a qualified
person for a job.
Recruit andHire
1. a newly enlisted ordrafted member of thearmed forces.2. a new member of a
group, organization, orthe like3. a fresh supply ofsomething.
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Why OrganizationalCommunication
Work is more complex and requires greatercoordination and interaction among workersThe pace of work is faster Workers are more distributed Simultaneous, distributed work processes
are more common Knowledge and innovation are more critical
to an organizations competitive advantage Communication technologies and networks
are increasingly essential to anorganizationsstructure and strategy
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Salary and Benefits
A salary is a form of periodic
payment from an employer to anemployee, which may be specified inan employment contract. It iscontrasted with piece wages, where
each job, hour or other unit is paidseparately, rather than on a periodicbasis
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From the point of a business,salary can also be viewed asthe cost of acquiring human
resources for runningoperations, and is then termedpersonnel expense or salary
expense. In accounting,salaries are recorded in payrollaccounts.
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Employment
Casual
ContingentFull-timePart-time
Self-employedIndependent contractorTemporaryWage labor
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Employee
RetentionWarning signsFew top performers leave out of the blue.Usually, indicators begin to appear well inadvance of the moment they give theirnotice. Here are some of the most commonsigns that an employee is consideringdeparture:
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Frequent absences
Dissatisfied employeesmiss more workdays thantheir colleagues. Pay
attention when anindividual starts using upaccrued personal or
vacation days it could bea sign he or she isinterviewing with potential
employers
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Decline in work habits
Chronically missed deadlines, decreasedproductivity and a higher incidence oferrors could indicate that the employeehas mentally checked-out and is just
going through the motions.Interpersonal problemsWhen a previously motivated, affableemployee starts arguing with coworkers
or complaining about management, itsoften symptomatic of job dissatisfactionthat could lead to departure
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Changes in attitudeWithdrawal from the social aspects ofwork is common among employees whoare thinking of leaving. Previouslyoutgoing staff members may suddenly
seem quiet or down and spend most oftheir time in their offices or cubicles.Team-oriented employees who used tovolunteer for projects may abruptly lose
interest in anything outside the scope oftheir direct job responsibilities
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Pre-emptive measuresTo prevent the loss of a valued employee, take action as soon
as you feel you have sufficient evidence of the personsintention to leave. Find out what motivate your employee.Meet one-on-one with the employee and ask frankly if he orshe is shopping for a new job. When confronted with a directquestion, most people respond candidly. If the employeeacknowledges conducting a job search, find out the reasonswhy and propose corrective steps.
For example, if the employee is looking for work at a moresenior level, offer an expansion of responsibilities, ifappropriate. For employees looking for new challenges,
discuss ways their current position could be fortified orpropose lateral moves within your firm. If the individual ishaving problems with a specific coworker or manager, explorethe possibility of reassignment to another division orsupervisor
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Fix problems at theorganizational levelBecause these stop-gap steps may ormay not prevent an employee fromeventually moving on, its best to
approach the problem of voluntaryturnover at both the institutional andindividual level. Remember the three
most common reasons employees leave lack of advancement opportunities,difficulties with management andinsufficient recognition. All three require
comprehensive, programmatic
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To address the question of advancementopportunities, take a fresh look at yourcorporate hierarchy. Most businessestoday are much flatter than they oncewere, creating career-stalling plateausfor ambitious professionals. Perhaps
there are ways to restructure positionsso that staff members can move upwardalong tracks of increasing responsibility
and skill building. Provide training andformal mentoring programs to showemployees that you support theirprofessional growth and developmentand understand the importance of
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Employee Health, Safety, and
Wellness,,,,,,,,,,,, believes in theimportance of health andsafety for employees andcustomers in all ourlocations.
In Sudan our OccupationalHealth and Safety Program isreviewed and updated
annually, to meet the unique
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HR monitor workplacehealth and safety in theirarea of responsibility andreport on compliancethrough compliance
framework. Discuss?
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Employee Health, Safety, and Wellness in
Canada
WellnessScotia bank offers a confidentialEmployee Assistance Program (EAP)to employees and their eligible
dependents in Canada and severalinternational locations (dependingon availability of local service
delivery). EAP provides professionalcounseling and specialized services,such as support to quit smoking,work-life solutions, nutritionalcounselin and mental health
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Rewards and
RecognitionLike a child being given a chocolate cupcakeand a big hug after cleaning her room, rewardsand recognition can be powerful tools foremployee motivation and performance
improvement. Many types of rewards andrecognition have direct costs associated withthem, such as cash bonuses and stock awards,and a wide variety of company-paid perks, likecar allowances, paid parking, and giftcertificates. Other types of rewards andrecognition may be less tangible, but still veryeffective.
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These "non-monetary"rewards include formal andinformal acknowledgement,assignment of moreenjoyable job duties,opportunities for training,and an increased role indecision-making.
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Various evidence reportsnon-monetary recognition as
an important factor inretaining excellentemployees and for
improving performance.Discuss ?
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vPeople are motivated tohigher levels of jobperformance by positive
recognition from theirmanagers and peers (Keller).
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Mike Rushby, HR Vice President
at Weyerhaeuser Company,sees developmentalopportunities, such asassignments to special projectsas a powerful form of non-
monetary recognition (personalcommunication, February 17,2004).
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Rushby believes that being
chosen to work on a taskteam to accomplish acompany initiative is
motivating because it helpsemployees gain new skillsand experiences,
demonstrates trust in theirabilities, and adds variety to
an individual's work
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Progressive Disciplinary
ActionDefinition:Progressive discipline is a processfor dealing with job-related behavior
that does not meet expected andcommunicated performancestandards. The primary purpose forprogressive discipline is to assist theemployee to understand that aperformance problem or opportunityfor improvement exists.
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vThe process features increasinglyformal efforts to provide feedback to
the employee so he or she can correctthe problem. The goal of progressivediscipline is to improve employeeperformancevThe process of progressive disciplineis not intended as a punishment foran employee, but to assist theemployee to overcome performance
problems and satisfy jobexpectations. Progressive disciplineis most successful when it assists anindividual to become an effectivelyperforming member of the
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vFailing that, progressive
discipline enables theorganization to fairly,and with substantial
documentation,terminate theemployment of
employees who areineffective and unwillingto improve.
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Ends: Layoffs, Job Termination,
Firing, ResignationsInvoluntary termination
is the employee's departureat the hands of theemployer. There are two
basic types of involuntarytermination, known often asbeing "fired" and "laid off."
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To be fired, as opposed tobeing laid off, is generallythought of to be theemployee's fault, andtherefore is considered in
most cases to bedishonorable and a sign offailure.
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A less severe formof involuntarytermination is often
referred to as alayoff.
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A layoff is usually not strictly
related to personalperformance, but instead dueto economic cycles or the
company's need to restructureitself, the firm itself going outof business or a change in the
function of the employer
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All the best