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Productivity Systems – Maple Leaf Analysis Christian Fanning
Job Descriptions Job Specifications
Implementation Process Phase 1 Phase 2 Phase 3 Step 1 Step 2 Step 3 Familiarize with the organization and the jobs Determi...
Overview of Maple Leaf <ul><li>To date no true system put in place (descriptions / specifications) </li></ul><ul><li>Diffe...
Inadequate System = Inefficient Result <ul><li>Lack of system in Maple Leaf Shoes caused a lack of direction for employees...
Shaping the System <ul><li>Sources and Method for Data collection: </li></ul><ul><ul><li>Where: Non-human/ Human </li></ul...
<ul><li>Current view from management concerning HR </li></ul><ul><ul><li>HR  is not  important: </li></ul></ul><ul><ul><ul...
<ul><li>Need for management to buy into HR </li></ul><ul><ul><li>Gain more insight into company workings </li></ul></ul><u...
<ul><li>Qualities of ‘ideal’ HR manager </li></ul><ul><ul><li>Has Maple Leaf’s best interests at heart </li></ul></ul><ul>...
<ul><li>Must be able to decide on information sourcing  </li></ul><ul><ul><li>Source nonhuman  </li></ul></ul><ul><ul><ul>...
Maple Leaf’s Strategy <ul><li>Concerning implementation of job analysis: </li></ul><ul><li>Alt. 1 – commence with top posi...
Maple Leaf’s Strategy <ul><li>Concerning managerial buy in as a whole: </li></ul><ul><li>Alt. 1 – Have it be protocol to h...
Maple Leaf’s Strategy <ul><li>Concerning selection of new human resource management: </li></ul><ul><li>Alt. 1 – Have new m...
Recommendations <ul><li>Of the utmost importance that a job analysis be conducted </li></ul><ul><li>When selecting for the...
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Hr Presentation

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  1. 1. Productivity Systems – Maple Leaf Analysis Christian Fanning
  2. 2. Job Descriptions Job Specifications
  3. 3. Implementation Process Phase 1 Phase 2 Phase 3 Step 1 Step 2 Step 3 Familiarize with the organization and the jobs Determine uses of job analysis Identify jobs to be analyzed Step 4 Step 5 Step 6 Determine sources of job data Data collection instrument Choice of method for data collection <ul><li>Implement into: </li></ul><ul><li>Description & specification records </li></ul><ul><li>Training & qualification needs </li></ul><ul><li>Job performance standards </li></ul><ul><li>Job redesign & compensation </li></ul><ul><li>Creation of a HRIS system </li></ul>
  4. 4. Overview of Maple Leaf <ul><li>To date no true system put in place (descriptions / specifications) </li></ul><ul><li>Differing views on the value of HR </li></ul><ul><li>The need to instil belief/importance in HR </li></ul><ul><li>The absence of long term management </li></ul><ul><li>The proper selection of an HR manager </li></ul>
  5. 5. Inadequate System = Inefficient Result <ul><li>Lack of system in Maple Leaf Shoes caused a lack of direction for employees, which ultimately led to low productivity and inefficiency. </li></ul><ul><ul><li>Jane Reynolds (Special Assistant to HRM) </li></ul></ul><ul><ul><ul><li>No system two years ago – now created formal orientation program </li></ul></ul></ul><ul><li>Phase 1: </li></ul><ul><ul><li>Prepare for Job Analysis – Clarity for workers </li></ul></ul><ul><li>Phase 2: </li></ul><ul><ul><li>Collecting Job Analysis information – Best method for best data </li></ul></ul><ul><li>Phase 3: </li></ul><ul><ul><li>Use of Job Analysis Information – Creating a system that works </li></ul></ul>
  6. 6. Shaping the System <ul><li>Sources and Method for Data collection: </li></ul><ul><ul><li>Where: Non-human/ Human </li></ul></ul><ul><ul><li>How: Functional Job Analysis vs. Position Analysis Questionnaire </li></ul></ul><ul><ul><li>Which: Interviews, Questionnaire, Employee Log, Observation </li></ul></ul><ul><li>Transition from Information into Action </li></ul><ul><ul><li>Job Description </li></ul></ul><ul><ul><li>Job Specification </li></ul></ul><ul><li>Clear Goals = Productive and Happy Workers </li></ul>
  7. 7. <ul><li>Current view from management concerning HR </li></ul><ul><ul><li>HR is not important: </li></ul></ul><ul><ul><ul><li>No significant impact on an organization’s working </li></ul></ul></ul><ul><ul><ul><li>Just seen as payroll and record keeping </li></ul></ul></ul><ul><ul><li>HR is important: </li></ul></ul><ul><ul><ul><li>One of the most important functions in a company </li></ul></ul></ul><ul><ul><ul><li>The means to produce productivity and growth </li></ul></ul></ul><ul><ul><li>“ If you lose touch with your men, you lose them. </li></ul></ul><ul><ul><li>Systems come and go, people are most important.” </li></ul></ul>‘ Selling’ Human Resources <ul><ul><li>“ Not the most critical activity in </li></ul></ul><ul><ul><li>The management of a shoe company” </li></ul></ul><ul><li>Vs </li></ul>
  8. 8. <ul><li>Need for management to buy into HR </li></ul><ul><ul><li>Gain more insight into company workings </li></ul></ul><ul><ul><li>More information sharing </li></ul></ul><ul><ul><li>Everyone on the same page </li></ul></ul><ul><li>Lack of Consistency </li></ul><ul><ul><li>HR managers with different ideas come and go </li></ul></ul><ul><ul><li>Ideas are never consistent </li></ul></ul><ul><ul><li>Lack of job description in HR itself </li></ul></ul><ul><ul><li>Need to set standard </li></ul></ul>‘ Selling’ Human Resources
  9. 9. <ul><li>Qualities of ‘ideal’ HR manager </li></ul><ul><ul><li>Has Maple Leaf’s best interests at heart </li></ul></ul><ul><ul><li>Experienced and capable of instituting a solid HRM system </li></ul></ul><ul><ul><li>Main priorities on leadership and relationship </li></ul></ul><ul><ul><li>Able to keep the peace with the union </li></ul></ul><ul><ul><li>Incorporate decision making through management </li></ul></ul><ul><ul><li>Work for the people, both employee and managers </li></ul></ul>The need for HR-Management
  10. 10. <ul><li>Must be able to decide on information sourcing </li></ul><ul><ul><li>Source nonhuman </li></ul></ul><ul><ul><ul><li>Equipment manuals & records </li></ul></ul></ul><ul><ul><ul><li>Training & qualification requirements </li></ul></ul></ul><ul><ul><ul><li>Industry benchmarking </li></ul></ul></ul><ul><ul><ul><li>Professional journals/magazines/publications </li></ul></ul></ul><ul><ul><ul><li>NOC (National Occupational Classification) </li></ul></ul></ul><ul><ul><li>Source human </li></ul></ul><ul><ul><ul><li>Current employees </li></ul></ul></ul><ul><ul><ul><li>Supervisory Positions </li></ul></ul></ul><ul><ul><ul><li>Experts & Trainers </li></ul></ul></ul><ul><ul><ul><li>Colleagues & Other industry employees </li></ul></ul></ul><ul><ul><ul><li>Customers </li></ul></ul></ul>The need for HR-Management
  11. 11. Maple Leaf’s Strategy <ul><li>Concerning implementation of job analysis: </li></ul><ul><li>Alt. 1 – commence with top positions (plant mgrs, sales, finance, etc) </li></ul><ul><li>Alt. 2 – commence with front line employees and supervisory positions </li></ul>30 70
  12. 12. Maple Leaf’s Strategy <ul><li>Concerning managerial buy in as a whole: </li></ul><ul><li>Alt. 1 – Have it be protocol to have Human Resources run decisions through management </li></ul><ul><li>Alt. 2 – Allow Human Resources to act independently </li></ul>
  13. 13. Maple Leaf’s Strategy <ul><li>Concerning selection of new human resource management: </li></ul><ul><li>Alt. 1 – Have new management follow existing structure </li></ul><ul><li>Alt. 2 – Allow new management to restructure department & </li></ul><ul><li> design as they see fit </li></ul>
  14. 14. Recommendations <ul><li>Of the utmost importance that a job analysis be conducted </li></ul><ul><li>When selecting for the new HR manager </li></ul><ul><ul><li>Balance between administrative & field work </li></ul></ul><ul><ul><li>Having him be interviewed with all fellow managers before hiring </li></ul></ul><ul><ul><li>Insures the long term interests of HRM for Maple Leaf </li></ul></ul><ul><li>It would be in the best interest for HR’s future that the president hold a meeting/conference with top management </li></ul><ul><ul><li>The need for their assistance </li></ul></ul><ul><ul><li>Stress president’s commitment </li></ul></ul><ul><ul><li>Familiarization with the importance of HR </li></ul></ul>
  15. 15. Thank You Productivity Solutions

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