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Hr Presentation Hr Presentation Presentation Transcript

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