This document discusses human resources functions for managing people. It covers core HR functions like recruiting, hiring, benefits administration, and payroll. It also discusses value-added functions such as learning programs, professional development opportunities, and compensation strategy. Specific topics covered include determining staffing needs, recruiting, screening and interviewing candidates, orientation, staff development through performance evaluations, training, and professional development. The document also addresses termination, layoffs, and handling performance issues.

1. HUMAN RESOURCES

2. WHY?
AIA
PEOPLE – Most Impt Asset
“Product”, Not the Bldg.
Clients- meet people to PERFORM
& GUIDE them the services

3. WHY?
AIA
Reduces TURN-OVER
COMMITTED Staff- Best Marketing
Tool
Involve in Firm Planning, Working
Environ & Nurture Staff

4. 1 Managing People
2 Recruiting/Hiring
4 Termination, Layoff
& Performance issues
3 Staff Devt

5. CORE FUNCTIONS of HR:
>Recruiting/ Hiring/ Orientation
>Benefits Administration
>Payroll
>Law/ Policies
MANAGING PEOPLE

6. Value –Added Functions:
>Learning Programs
>Professional Development Opportunities
>Rewards & Recognition
>Compensation Strategy
MANAGING PEOPLE

7. Fostering Creativity:
>Accept New Ideas
>Encourage Risk-taking & Failure
>Allow individual Efforts
MANAGING PEOPLE

8. Fostering Creativity:
>Provide Professional Growth
>Reward Contributions
>Communicate “Big Picture”
MANAGING PEOPLE

9. Determining the Need:
Adds to Firms’ capabilities &
achieve practice
ADD, REPLACE, TRANSITION
Questions: NOW & FUTURE,
Better & Brighter, Most Positive
Impact
RECRUITING & HIRING

10. Determining the Need:
>REVIEW- Billings, Work to be
done, skills needed,
compensation, equipments
>OPTIONS: Contractual
Services, Loaned
Employees
RECRUITING & HIRING

11. Recruiting:
>Employee Referrals from
current Staff
>Advertising
>Universities
R E C R U I T I N G & H I R I N G

12. Recruiting:
>Search Firms & External
Recruiters
>Employment Agencies
>Ongoing Recruiting
R E C R U I T I N G & H I R I N G

13. Screening & Interviewing:
>Review Resumes-Standard or
open style
>Steps: Application Letter,
Phone Call, Interview
R E C R U I T I N G & H I R I N G

14. Screening & Interviewing:
Application Letter:
1. Complete & On-Time
2. Cover Letter, Resume
<Accurate
3. Experience fits
4. Employment History
Progression
5. Expectations match the Needs
6. Work Sample Matches?
7. Compensation Matches
R E C R U I T I N G & H I R I N G

15. Screening & Interviewing:
>Phone Call- Verification in
Details
>Interview-Job-related Criteria
>Follow-up Phone call,Letter or
e-mail
(If rejected) Brief & Factual
R E C R U I T I N G & H I R I N G

16. Selection:
>Written, or verbal then written
>Letter- Job Category, work
scheudle, pay rate, other benefits
>Big Firms- Handbook
R E C R U I T I N G & H I R I N G

17. Orientation:
>Initial Days- determines long-
term employee < carefully
planned & executed
>Inform everyone for the
newcomer
>Inform Mission, Culture &
Values
R E C R U I T I N G & H I R I N G

18. Orientation:
>Inform Markets & Projects
>Inform Internal Resource &
support Services
R E C R U I T I N G & H I R I N G

19. Initial Period:
>3-6 Months
>Frequent Feedback
>Appraisal
R E C R U I T I N G & H I R I N G

20. >Employee <Impt. Resource <
Retention is most impt.
>Sensitivity to Needs &
Aspirations
S T A F F D E V E L O P M E N T

21. Key factors:
>Recognition
>Open Communication
>Job Stability
>High wages
S T A F F D E V E L O P M E N T

22. Supervising:
>Help individual to succeed
>Challenge & Recognition
>Challenge- involve in “Big
Picture”
S T A F F D E V E L O P M E N T

23. Supervising:
>Recognition< Positive
Feedback vs Nega Criticisms
>Specific praise
S T A F F D E V E L O P M E N T

24. Supervising:
Communication:
>Informal Everyday contact
>Formal Regular Mtgs
>Off-site retreats
>Social Events
S T A F F D E V E L O P M E N T

25. Performance Appraisals: &
Professional Devt
>Appraisal- Looks Backwards
-Performance vs Job
descriptions
-Improves performance
>Profl Devt- looks at Future
-Growth
>Timing- Regular
-Once a/yr
-or team review
S T A F F D E V E L O P M E N T

26. Training, Learning & Professional
Development:
>Retention advantage
>Forms:
Conference Fees
Tuition Fee
Professional assoc. Time
S T A F F D E V E L O P M E N T

27. Training, Learning & Professional
Development:
>Programs:
-Mentoring
-In-house Programs-
continuing
outside Seminars-
budget /yr & report
back
S T A F F D E V E L O P M E N T

28. Training, Learning & Professional
Development:
>Programs:
-Tuition reimbursement-
set budget & Criteria
-Intern Devt Program
-Civic Participation
S T A F F D E V E L O P M E N T

29. Reasons:
>Doesn’t Click
>Personal Reasons
>For Others
>BIG IMPACT
T E R M I N A T I O N , L A Y O F F, A N D
P E R F O R M A N C E I S S U E S

30. Voluntary Resignation:
>Part in Good terms
>2 weeks notice
T E R M I N A T I O N , L A Y O F F, A N D
P E R F O R M A N C E I S S U E S

31. Voluntary Resignation:
>Not dissuade if someone is
decided
>Possible earlier
>Exit Interview
T E R M I N A T I O N , L A Y O F F, A N D
P E R F O R M A N C E I S S U E S

32. Termination:
>Not surprise, informed of
improving performance
>Planned meeting
>Objective reasons
T E R M I N A T I O N , L A Y O F F, A N D
P E R F O R M A N C E I S S U E S

33. Termination:
>from defensiveness to Tears
>Procedures before leaving
T E R M I N A T I O N , L A Y O F F, A N D
P E R F O R M A N C E I S S U E S

34. Layoffs:
>CrunchTime
>Cost-cutting-Be Honest
>Severance pay
T E R M I N A T I O N , L A Y O F F, A N D
P E R F O R M A N C E I S S U E S

35. Performance Problems:
>inform> verbal or Memo
1.State Issue
2.Employee’s pt of view
3.Ask solution
4. Agree on Action Plan
5. Set Time to review
T E R M I N A T I O N , L A Y O F F, A N D
P E R F O R M A N C E I S S U E S

36. Performance Problems:
>Coaching tips:
-Courteous & Respectful
-Active listening
-Attend to non-verbal cues
-Avoid jumping to conclusions
-Reach a Concensus
T E R M I N A T I O N , L A Y O F F, A N D
P E R F O R M A N C E I S S U E S