The document discusses the staffing process, including recruiting, interviewing, and terminating employees. It provides details on creating job descriptions and writing employment ads to effectively recruit candidates. When interviewing, it recommends tying questions to job requirements and avoiding discriminatory inquiries. The document stresses documenting performance issues and applying discipline policies consistently to protect against wrongful termination lawsuits if an employee must be fired. Overall, the document offers guidance on legally compliant and strategic practices for staffing a credit union.
Recruitment involves hiring candidates for open positions to achieve organizational goals. It begins with job analysis and human resource planning to determine position needs. Organizations can recruit internally through promotion, rehiring, transfers, or referrals, which is quicker and cheaper but offers limited candidates. External recruitment through websites, ads, agencies offers a larger candidate pool but is more costly and time-consuming with greater risks of poor fit. The optimal approach balances internal and external sources.
The document discusses various methods for human resource recruitment. It identifies the internal and external sources for candidates and describes different recruitment methods like job posting, word-of-mouth, advertising, walk-ins, campus recruitment, job fairs, government agencies, radio/television, and the internet. Guidelines are provided for implementing different recruitment methods effectively and addressing potential issues.
The document discusses careers and career management. It defines what a career is, current trends in careers, and what career management entails. Career management involves setting goals, learning, and networking to advance one's career over the long term. The document also discusses different career forms, anchors, factors for career success, and tips for improving one's career.
Selection involves choosing the most suitable job applicants through a multi-step process including screening applications, testing skills and abilities, interviewing candidates, checking references, conducting physical exams, and making a job offer. The goal is to identify those with the best chance of meeting performance standards while avoiding selection errors by rejecting qualified applicants or accepting those unlikely to perform well. An effective selection system balances ensuring good job fit with controlling costs through structured and valid screening methods.
The document discusses the recruitment and selection process. It defines recruitment as searching for and obtaining job applicants, and selection as differentiating between applicants to identify those most likely to succeed. It describes the various steps in recruitment, including sources like internal referrals and external advertising. Factors influencing recruitment include internal policies and external market forces. The selection process involves application screening, tests, interviews, reference checks, a selection decision, physical exams, a job offer, employment contract, and evaluation. The goal is to hire candidates that are the right fit for organizational culture and success in the job.
The document discusses recruitment and e-recruitment. It defines recruitment as attracting potential employees and stimulating them to apply for jobs in an organization. It discusses factors affecting recruitment like internal factors such as company size and external factors like labor market conditions. It also discusses the recruitment process which includes identifying vacancies, advertising, screening applications, interviews and making offers. Sources of recruitment include internal sources like promotions and external sources like job boards. The document also discusses trends in e-recruitment like using it to improve company image and reduce costs, and how organizations evaluate e-recruitment success based on metrics like time to hire and cost savings.
The document discusses the importance of recruitment and selection for organizations and outlines the key processes involved, including identifying hiring needs, creating recruitment plans, screening applications, conducting interviews and assessments, checking references, and making job offers. It also provides examples of recruitment methods, types of interviews and selection tests, and discusses how to evaluate the effectiveness of a recruitment and selection program.
Recruitment involves hiring candidates for open positions to achieve organizational goals. It begins with job analysis and human resource planning to determine position needs. Organizations can recruit internally through promotion, rehiring, transfers, or referrals, which is quicker and cheaper but offers limited candidates. External recruitment through websites, ads, agencies offers a larger candidate pool but is more costly and time-consuming with greater risks of poor fit. The optimal approach balances internal and external sources.
The document discusses various methods for human resource recruitment. It identifies the internal and external sources for candidates and describes different recruitment methods like job posting, word-of-mouth, advertising, walk-ins, campus recruitment, job fairs, government agencies, radio/television, and the internet. Guidelines are provided for implementing different recruitment methods effectively and addressing potential issues.
The document discusses careers and career management. It defines what a career is, current trends in careers, and what career management entails. Career management involves setting goals, learning, and networking to advance one's career over the long term. The document also discusses different career forms, anchors, factors for career success, and tips for improving one's career.
Selection involves choosing the most suitable job applicants through a multi-step process including screening applications, testing skills and abilities, interviewing candidates, checking references, conducting physical exams, and making a job offer. The goal is to identify those with the best chance of meeting performance standards while avoiding selection errors by rejecting qualified applicants or accepting those unlikely to perform well. An effective selection system balances ensuring good job fit with controlling costs through structured and valid screening methods.
The document discusses the recruitment and selection process. It defines recruitment as searching for and obtaining job applicants, and selection as differentiating between applicants to identify those most likely to succeed. It describes the various steps in recruitment, including sources like internal referrals and external advertising. Factors influencing recruitment include internal policies and external market forces. The selection process involves application screening, tests, interviews, reference checks, a selection decision, physical exams, a job offer, employment contract, and evaluation. The goal is to hire candidates that are the right fit for organizational culture and success in the job.
The document discusses recruitment and e-recruitment. It defines recruitment as attracting potential employees and stimulating them to apply for jobs in an organization. It discusses factors affecting recruitment like internal factors such as company size and external factors like labor market conditions. It also discusses the recruitment process which includes identifying vacancies, advertising, screening applications, interviews and making offers. Sources of recruitment include internal sources like promotions and external sources like job boards. The document also discusses trends in e-recruitment like using it to improve company image and reduce costs, and how organizations evaluate e-recruitment success based on metrics like time to hire and cost savings.
The document discusses the importance of recruitment and selection for organizations and outlines the key processes involved, including identifying hiring needs, creating recruitment plans, screening applications, conducting interviews and assessments, checking references, and making job offers. It also provides examples of recruitment methods, types of interviews and selection tests, and discusses how to evaluate the effectiveness of a recruitment and selection program.
The document discusses recruitment, which it defines as the process of searching for prospective employees and encouraging them to apply for jobs. It identifies two main sources of recruitment: internal sources which include current employees; and external sources which are outside the organization, such as new labor force entrants, the unemployed, retired persons, and others not in the labor force. The document also outlines various recruitment techniques used by organizations, including direct methods like campus recruitment, indirect methods like newspaper advertisements, and modern recruitment methods that use technologies like e-recruitment to address traditional challenges.
The document discusses the recruitment and selection process at Big Ideas HR Consulting Pvt. Ltd. It defines recruitment as the process of searching and obtaining job applicants, and selection as differentiating between applicants to identify the most likely to succeed. The summary outlines the key steps in both processes, including planning, advertising, screening, interviews, testing, hiring decisions and evaluations. It concludes that the company follows defined recruitment and selection policies to acquire qualified employees, and has opportunities to improve through tools like psychometric testing.
Job analysis is a systematic approach to collecting information about job tasks, responsibilities, and skills required. It assists HR in determining job necessity, equipment, skills, supervision, conditions, and interactions. Common methods include observation, interviews, questionnaires, diaries, conferences, and critical incident technique. The process involves conducting analyses, gathering employee input, choosing a collection method, drafting descriptions, and obtaining approvals. Job analysis benefits recruitment, selection, appraisal, compensation, and training and development.
Recruitment is key function of HR. It is bridge between job seeker & employer. Today, technology plays big role into the recruitment. This presentation is describes about basic process of Recruitment, Types of Recruitment, Recruitment methods , job consultant cycle in Recruitment & factors affecting recruitment.
The document discusses training and development in organizations. It defines training as efforts to improve current job skills and development as efforts to increase abilities for future roles. It discusses different training methods for both non-managerial and managerial employees, such as on-the-job training, apprenticeships, seminars, and role playing. It also covers considerations for designing training programs and evaluating their effectiveness.
This document provides an overview of human resource planning. It discusses how HR planning determines future human resource requirements and effectively utilizes existing human resources to fulfill needs. Key aspects covered include forecasting demand and supply, quantitative and qualitative analysis, legal issues, current trends, and the importance of HR planning in helping organizations achieve objectives. The document also outlines the various internal and external factors that influence HR planning and provides examples of techniques used, such as trend analysis, replacement charts, competency models, and succession planning.
Job defined, analysis, description, specification and evaluationJared Ram Juezan
The document discusses job analysis and job description. It defines a job as the group of duties, responsibilities and activities assigned to an individual worker. It explains that job analysis is the process of studying positions to describe duties, responsibilities, and group similar positions. The main methods of job analysis discussed are questionnaires, interviews, and observation. A job description is a summary of the most important job features and the type of worker needed. It includes major duties, time spent on duties, performance standards, and other key details. The process of job analysis informs the creation of job descriptions.
The document discusses job specifications and their importance. It defines job specifications as listing the knowledge, skills, and abilities required to satisfactorily perform a job. It contrasts job specifications with job descriptions, which describe the activities to be performed. The document provides examples of the components of job specifications, including required education, physical fitness, mental abilities, and experience. It discusses the advantages of job specifications for both management and employees. Specifically, job specifications help in selecting the right candidates, reducing turnover, and providing job security.
Human resource planning involves assessing future workforce needs and determining how to eliminate any gaps between supply and demand. It includes analyzing the external environment, forecasting demand, reviewing the current workforce, and developing action plans. Effective HR planning helps ensure efficient resource use and satisfied employees. It is a complex process involving long, middle, and short-term planning to align workforce needs with business objectives.
Recruitment, Selection Process Methods And Steps,rajeevgupta
The document discusses recruitment, selection processes, and psychological testing used in hiring. It covers the key steps in recruitment including identifying job requirements, attracting candidates, screening applications, interviews and assessments. Selection methods like testing, interviews and background checks are explained. The uses, types, advantages and disadvantages of psychological testing in selection are also summarized.
The document provides information about a student group called "Defenders" who are presenting on the topic of recruitment and selection. It lists the group members and dedicates their project to their parents and teacher. It then provides definitions and stages of the recruitment process, including job analysis, sourcing candidates, screening and selecting candidates, and onboarding. It discusses sources of internal and external recruitment and the advantages and disadvantages of each. The next presenter is listed as Iqra.
This document discusses the recruitment and selection process. It begins by defining recruitment and outlining its purpose and importance. It then describes the factors that influence recruitment, both internal and external. The recruitment process is explained as having 5 stages: planning, strategy development, searching, screening, and evaluation/control. Various recruitment sources, both internal and external, are listed. The selection process is then defined and explained as involving reception/interview, testing, employment interview, referencing, selection decision, medical exam, offer, and evaluation. Common selection tests, interviews, reference checks, employment contracts, and induction/orientation programs are also outlined.
Job analysis is the process of obtaining information about jobs to determine duties, tasks, and activities. It provides data to develop job descriptions and specifications that form the basis for performance appraisal, training, compensation, and other HR functions. A job description outlines the tasks, duties, responsibilities, and requirements of a specific job. Job design uses job analysis data to improve jobs through technological and human considerations to enhance efficiency and satisfaction. Employee teams and empowerment grant workers more autonomy and responsibility over their work.
This presentation discusses succession planning at an organization. It begins with an introduction to human resource management and the importance of succession planning. It then defines succession planning and discusses its importance, who is involved, and the typical three step process of identifying critical positions, developing internal candidates, and assessing and developing top candidates. The presentation concludes with a study of succession planning in two organizations based on a questionnaire.
The document discusses recruitment and selection processes. It defines recruitment as attracting candidates to jobs and selection as hiring the right person for the right job. The process involves planning, locating prospective candidates through internal and external sources, evaluating applicants through screening, interviews, testing and reference checks, making a selection decision and job offer. It also discusses recruitment and selection objectives and strategies, different recruitment and selection systems, and concludes that filling vacancies with right people at the right cost achieves organizational goals.
This document provides an overview of key concepts in human resource management. It discusses the primary functions of management as planning, organizing, leading, and controlling. It then explains that HRM is important for an organization because the role of HR managers has expanded, legislation places new requirements on employers, jobs have become more technical, and global competition demands increased productivity. The rest of the document outlines the main functions of HRM like staffing, training, motivation, and maintenance as well as how external factors influence HRM.
Training Needs Assessment presentation TNA free sampleReady to Train
This document provides an overview of training needs assessment. It discusses identifying training needs, conducting a training needs analysis, and determining if a performance gap can be addressed through training. The document contains chapters on areas of needs, training needs assessment processes, training evaluation methods, and calculating return on investment. It emphasizes that training needs assessment helps diagnose performance issues and ensures training addresses the specific needs of participants. Case studies are provided to demonstrate determining whether an issue requires training or a different solution. The goal of training needs assessment is to identify the gap between required and actual performance and develop training to close that gap.
Staffing is the process by which organizations fill positions in their structure through manpower planning, recruitment, selection, placement and orientation, training, performance appraisal, promotions, and compensation. It involves identifying the number and types of employees needed, finding qualified candidates, choosing the best applicants, onboarding new hires, developing employee skills, evaluating performance, rewarding high performers with promotions, and providing compensation. The overall goal is to put qualified people in jobs and keep positions adequately filled.
Change the perception and reality of talent acquisition from a necessary cost of doing business to an ROI force to be reckoned with.
You will learn about the strategic importance of the four fundamental processes: competency management, pre-employment testing, interviewing and onboarding and how each plays a role in engaging candidates who’ll continue to enhance your business.
Staffing is an important management function that involves manning organizational structures through selecting, appraising, and developing personnel. The staffing process includes estimating manpower needs, recruitment, selection, orientation, training, performance evaluation, promotion, compensation, and retirement. The goal is to ensure the organization has qualified people in the right jobs to efficiently achieve organizational goals.
This document provides information and guidance about UCSF's annual staffing process for fiscal year 2011-2012. It explains that the staffing process balances permanent base budgets with actual staff salary commitments by reconciling annualized salary expenditures to permanent salary and FTE budgets at the department level. It provides details on how to read and reconcile preliminary staffing lists, deadlines, common examples of staffing list issues and solutions, and contact information for questions.
The document discusses recruitment, which it defines as the process of searching for prospective employees and encouraging them to apply for jobs. It identifies two main sources of recruitment: internal sources which include current employees; and external sources which are outside the organization, such as new labor force entrants, the unemployed, retired persons, and others not in the labor force. The document also outlines various recruitment techniques used by organizations, including direct methods like campus recruitment, indirect methods like newspaper advertisements, and modern recruitment methods that use technologies like e-recruitment to address traditional challenges.
The document discusses the recruitment and selection process at Big Ideas HR Consulting Pvt. Ltd. It defines recruitment as the process of searching and obtaining job applicants, and selection as differentiating between applicants to identify the most likely to succeed. The summary outlines the key steps in both processes, including planning, advertising, screening, interviews, testing, hiring decisions and evaluations. It concludes that the company follows defined recruitment and selection policies to acquire qualified employees, and has opportunities to improve through tools like psychometric testing.
Job analysis is a systematic approach to collecting information about job tasks, responsibilities, and skills required. It assists HR in determining job necessity, equipment, skills, supervision, conditions, and interactions. Common methods include observation, interviews, questionnaires, diaries, conferences, and critical incident technique. The process involves conducting analyses, gathering employee input, choosing a collection method, drafting descriptions, and obtaining approvals. Job analysis benefits recruitment, selection, appraisal, compensation, and training and development.
Recruitment is key function of HR. It is bridge between job seeker & employer. Today, technology plays big role into the recruitment. This presentation is describes about basic process of Recruitment, Types of Recruitment, Recruitment methods , job consultant cycle in Recruitment & factors affecting recruitment.
The document discusses training and development in organizations. It defines training as efforts to improve current job skills and development as efforts to increase abilities for future roles. It discusses different training methods for both non-managerial and managerial employees, such as on-the-job training, apprenticeships, seminars, and role playing. It also covers considerations for designing training programs and evaluating their effectiveness.
This document provides an overview of human resource planning. It discusses how HR planning determines future human resource requirements and effectively utilizes existing human resources to fulfill needs. Key aspects covered include forecasting demand and supply, quantitative and qualitative analysis, legal issues, current trends, and the importance of HR planning in helping organizations achieve objectives. The document also outlines the various internal and external factors that influence HR planning and provides examples of techniques used, such as trend analysis, replacement charts, competency models, and succession planning.
Job defined, analysis, description, specification and evaluationJared Ram Juezan
The document discusses job analysis and job description. It defines a job as the group of duties, responsibilities and activities assigned to an individual worker. It explains that job analysis is the process of studying positions to describe duties, responsibilities, and group similar positions. The main methods of job analysis discussed are questionnaires, interviews, and observation. A job description is a summary of the most important job features and the type of worker needed. It includes major duties, time spent on duties, performance standards, and other key details. The process of job analysis informs the creation of job descriptions.
The document discusses job specifications and their importance. It defines job specifications as listing the knowledge, skills, and abilities required to satisfactorily perform a job. It contrasts job specifications with job descriptions, which describe the activities to be performed. The document provides examples of the components of job specifications, including required education, physical fitness, mental abilities, and experience. It discusses the advantages of job specifications for both management and employees. Specifically, job specifications help in selecting the right candidates, reducing turnover, and providing job security.
Human resource planning involves assessing future workforce needs and determining how to eliminate any gaps between supply and demand. It includes analyzing the external environment, forecasting demand, reviewing the current workforce, and developing action plans. Effective HR planning helps ensure efficient resource use and satisfied employees. It is a complex process involving long, middle, and short-term planning to align workforce needs with business objectives.
Recruitment, Selection Process Methods And Steps,rajeevgupta
The document discusses recruitment, selection processes, and psychological testing used in hiring. It covers the key steps in recruitment including identifying job requirements, attracting candidates, screening applications, interviews and assessments. Selection methods like testing, interviews and background checks are explained. The uses, types, advantages and disadvantages of psychological testing in selection are also summarized.
The document provides information about a student group called "Defenders" who are presenting on the topic of recruitment and selection. It lists the group members and dedicates their project to their parents and teacher. It then provides definitions and stages of the recruitment process, including job analysis, sourcing candidates, screening and selecting candidates, and onboarding. It discusses sources of internal and external recruitment and the advantages and disadvantages of each. The next presenter is listed as Iqra.
This document discusses the recruitment and selection process. It begins by defining recruitment and outlining its purpose and importance. It then describes the factors that influence recruitment, both internal and external. The recruitment process is explained as having 5 stages: planning, strategy development, searching, screening, and evaluation/control. Various recruitment sources, both internal and external, are listed. The selection process is then defined and explained as involving reception/interview, testing, employment interview, referencing, selection decision, medical exam, offer, and evaluation. Common selection tests, interviews, reference checks, employment contracts, and induction/orientation programs are also outlined.
Job analysis is the process of obtaining information about jobs to determine duties, tasks, and activities. It provides data to develop job descriptions and specifications that form the basis for performance appraisal, training, compensation, and other HR functions. A job description outlines the tasks, duties, responsibilities, and requirements of a specific job. Job design uses job analysis data to improve jobs through technological and human considerations to enhance efficiency and satisfaction. Employee teams and empowerment grant workers more autonomy and responsibility over their work.
This presentation discusses succession planning at an organization. It begins with an introduction to human resource management and the importance of succession planning. It then defines succession planning and discusses its importance, who is involved, and the typical three step process of identifying critical positions, developing internal candidates, and assessing and developing top candidates. The presentation concludes with a study of succession planning in two organizations based on a questionnaire.
The document discusses recruitment and selection processes. It defines recruitment as attracting candidates to jobs and selection as hiring the right person for the right job. The process involves planning, locating prospective candidates through internal and external sources, evaluating applicants through screening, interviews, testing and reference checks, making a selection decision and job offer. It also discusses recruitment and selection objectives and strategies, different recruitment and selection systems, and concludes that filling vacancies with right people at the right cost achieves organizational goals.
This document provides an overview of key concepts in human resource management. It discusses the primary functions of management as planning, organizing, leading, and controlling. It then explains that HRM is important for an organization because the role of HR managers has expanded, legislation places new requirements on employers, jobs have become more technical, and global competition demands increased productivity. The rest of the document outlines the main functions of HRM like staffing, training, motivation, and maintenance as well as how external factors influence HRM.
Training Needs Assessment presentation TNA free sampleReady to Train
This document provides an overview of training needs assessment. It discusses identifying training needs, conducting a training needs analysis, and determining if a performance gap can be addressed through training. The document contains chapters on areas of needs, training needs assessment processes, training evaluation methods, and calculating return on investment. It emphasizes that training needs assessment helps diagnose performance issues and ensures training addresses the specific needs of participants. Case studies are provided to demonstrate determining whether an issue requires training or a different solution. The goal of training needs assessment is to identify the gap between required and actual performance and develop training to close that gap.
Staffing is the process by which organizations fill positions in their structure through manpower planning, recruitment, selection, placement and orientation, training, performance appraisal, promotions, and compensation. It involves identifying the number and types of employees needed, finding qualified candidates, choosing the best applicants, onboarding new hires, developing employee skills, evaluating performance, rewarding high performers with promotions, and providing compensation. The overall goal is to put qualified people in jobs and keep positions adequately filled.
Change the perception and reality of talent acquisition from a necessary cost of doing business to an ROI force to be reckoned with.
You will learn about the strategic importance of the four fundamental processes: competency management, pre-employment testing, interviewing and onboarding and how each plays a role in engaging candidates who’ll continue to enhance your business.
Staffing is an important management function that involves manning organizational structures through selecting, appraising, and developing personnel. The staffing process includes estimating manpower needs, recruitment, selection, orientation, training, performance evaluation, promotion, compensation, and retirement. The goal is to ensure the organization has qualified people in the right jobs to efficiently achieve organizational goals.
This document provides information and guidance about UCSF's annual staffing process for fiscal year 2011-2012. It explains that the staffing process balances permanent base budgets with actual staff salary commitments by reconciling annualized salary expenditures to permanent salary and FTE budgets at the department level. It provides details on how to read and reconcile preliminary staffing lists, deadlines, common examples of staffing list issues and solutions, and contact information for questions.
The document outlines the key steps in the staffing process, including manpower planning to estimate staffing needs, recruitment to find qualified applicants, selection to identify the most suitable candidates, appointment and induction to onboard new hires, training and development to increase employees' skills, performance appraisal to evaluate employees, promotion to higher positions, and compensation to reward employees for their work.
This document discusses managing team performance through performance management systems. It covers defining teams and their importance, different types of teams based on task complexity and membership configuration, and the purposes and challenges of managing team performance. The key aspects of including team performance in a performance management system are outlined, including prerequisites, planning, execution, assessment, review, and renewal. Lastly, it addresses making team-based rewards effective.
This document summarizes key aspects of reward systems and legal issues related to performance management. It discusses traditional and contingent pay plans, reasons for introducing contingent pay, possible problems, and factors to consider when selecting a plan. It also covers putting pay in context, different pay structures including job evaluation methods and broad-banding. Regarding legal issues, it outlines how performance management relates to employment law and principles like negligence, discrimination, and provides overviews of relevant laws.
Chapter 7 Implementing a Performance Management SystemPreeti Bhaskar
This document discusses how to implement an effective performance management system. It recommends gaining buy-in through communication and training. The communication plan should explain what performance management is and how it benefits employees. Training should minimize rater biases and teach how to accurately evaluate performance. A pilot test allows working out issues before full implementation. Ongoing evaluation ensures the system meets its goals.
This document discusses and compares three styles of management: American, Japanese, and Indian. The American style is short-term oriented and focuses on individual performance, while the Japanese style emphasizes long-term thinking and group performance. Decision-making is typically slow but implementation is fast. The Indian style incorporates elements of both short and long-term orientation, and can focus on either individual or group performance. It also discusses some characteristics and challenges of the Indian management style, such as poor execution, a bossy attitude, and less innovation.
This presentation compares the autocratic and democratic management styles. The autocratic style involves unilateral decision making by the manager without input from subordinates. Decisions reflect the manager's opinions. There are directive and permissive types of autocratic leaders. The democratic style is open to others' opinions and welcomes subordinate contributions to decisions. Communication flows both ways. There are also directive and permissive democratic leaders. The autocratic style has strengths when controlling large numbers of low-skilled workers but subordinates become overly dependent. The democratic style motivates through delegated authority but decision making can be slow. An effective manager should understand different styles and combine them as needed for each situation.
Nursing Leadership and management - STAFFINGKeith Lazo
The document discusses staffing and personnel selection in healthcare. It addresses factors that affect staffing levels like patient acuity and budgets. The selection process involves recruitment, screening applicants through interviews and testing, and orienting new hires. Staff development programs like preceptorships, mentorships, and career planning are also summarized to enhance nursing services.
The document discusses four main management styles:
1. Autocratic - Management makes all decisions without input from staff. Communication flows only from management down.
2. Persuasive - Management makes final decisions but discusses the reasoning with staff beforehand. Centralized power and decision-making remains with management.
3. Consultative - Management presents problems to staff, gets suggestions, and makes the final decision. Communication flows both ways but decisions still rest with management.
4. Participative - Authority is decentralized and staff are empowered and involved in decision-making. Commonly used in professional organizations where employees have similar skills.
The document discusses staffing in retail businesses. It explains that staffing refers to managing employee schedules and monitoring labor costs hourly is important because payroll is a major business expense. It provides an example where a store that schedules 5 employees for 10 hours per day at $10/hour would spend $500 daily on payroll. However, if the store only makes $300 in daily sales, they would lose money and likely need to reduce staffing to 2 employees to ensure labor costs don't exceed sales.
The document discusses staffing as a human resource management process. It defines staffing and outlines its importance. The key steps in the staffing process are then described, including manpower planning, recruitment, and selection. Internal and external sources of recruitment are explained, along with their merits and demerits. Alternatives to recruitment like overtime and temporary employees are also briefly covered.
The document discusses various management styles and leadership approaches. It begins with historical examples of large-scale construction projects and then covers management theories like scientific management. It describes different styles like autocratic versus democratic and discusses situational management. The document also covers conflict management styles, bad management styles, and the shift from management to leadership.
The document discusses the key aspects of staffing, which includes recruiting, selecting, and training employees. It describes staffing as an important managerial function that is pervasive and continuous. The basis of effective staffing is the efficient management of human resources through proper recruitment and selection procedures to place the right employees in the right jobs. The document then covers the different steps involved in recruitment, selection, and training employees. It discusses various training methods commonly used like on-the-job training, classroom training, and management development programs. Finally, it mentions some types of personnel movements like transfer, promotion, and separation.
1. The document discusses the eight steps in the staffing process as a critical function of management. This includes human resource planning, recruitment, selection, induction and orientation, training and development, performance appraisal, transfers, and separations.
2. Key aspects of the staffing process are described in more detail, such as the four basic steps of human resource planning, the seven steps of selection, and the purposes and approaches to performance appraisal.
3. Determining training needs, common problems with performance appraisal, and pitfalls to avoid in appraisal are also examined to effectively manage people as the most important organizational resource.
Staffing is the process of acquiring, deploying, and retaining a qualified workforce. It involves manpower planning, recruitment, selection, training and development of employees. Staffing ensures the organization has sufficient staffing levels and capabilities to achieve its goals. It is a vital management function and an open system linked to internal needs and external environment factors. Recruitment creates a pool of candidates while selection differentiates between applicants to identify the best candidates for hire. Training and development helps improve employee skills, efficiency and organizational effectiveness over the long term. Staffing is critical for organizational success in today's competitive business world.
This document discusses organizational structure and provides definitions and examples of key concepts. It defines organizational structure as how a group is formed and how communication and authority are channeled. It then discusses the importance of organizational structure for clarifying roles and responsibilities. The document contrasts formal and informal structures and describes centralized and decentralized structures. It also defines organizational charts and discusses types of charts including vertical, horizontal, and circular charts. The key concepts of authority, responsibility, delegation, and accountability are defined.
Recruitment and selection powerpoint presentationAndrew Schwartz
The document discusses recruitment and selection strategies. It outlines the program objectives which include becoming an expert in the employment process, creating an effective recruitment strategy, employing valuable recruitment methods, selecting the right employees through an objective process, benchmarking against competitors, and attaining higher retention rates. It then defines recruitment as the process of attracting, screening, and selecting candidates, and discusses using competencies to assess candidates. The remainder of the document provides guidance on developing a recruitment strategy including aligning stakeholders, considering market conditions, methods for recruiting, evaluating applications, interviews and references, making a final selection, assessing strategies, addressing legal issues, and next steps.
This is one of two culminating projects I worked on for my Human Resources internship with Chattanooga City Hall. The purpose of this project was to create singularity in the hiring process used across City managers by outlining recruiting best practices from job requisition requests to the job offer.
This project was presented to the HR department and hiring managers within various City departments.
Presentation Time: 2 hours
Vital Details Of Legal Background Check - An Introductiontherapeuticboug70
Companies conduct background checks on potential employees for several reasons: to check for any criminal history, evaluate an applicant's honesty, and reduce the risk of negligent hiring lawsuits. There are various laws that regulate background checks, including laws governing the use of credit reports, DMV records, and other personal information. Customizing background checks to the specific job requirements benefits employers by decreasing risk, increasing confidence in hiring decisions, and protecting their brand reputation. Employers must be aware of legal guidelines regarding privacy, discrimination, and the appropriate scope of background checks.
Background screening processes seem like a mystery to everyone outside of the employee screening industry. What is pre employment & post employment background checks, how does it take place?, What's the process? To answer some of the commonly asked questions about pre-employment background checks we have compiled a list of such questions that can help you better understand the need and its process in general.
Clarifying Quick Secrets Of Legal Background Checkerectkook4386
There are several reasons why companies conduct background checks on potential employees. First, it is to check for any criminal history to ensure safety, especially for jobs handling money or interacting with customers. Companies must also follow various laws governing background checks, such as the Fair Credit Reporting Act and Gramm-Leach-Bliley Act, which regulate what information can be accessed and disclosed. While not all approve of background checks, they provide insight into a person's character and work habits. Customizing checks to a company's specific needs can both save time and money compared to inadequate standardized checks.
Essential Criteria Of Legal Background Check Examinedquickswamp4965
Companies conduct background checks on potential employees for several reasons: to check for any criminal history that could impact customer relations or financial jobs, to verify the accuracy of a candidate's work history and qualifications, and to reduce the risks of negligent hiring lawsuits or issues like theft and violence in the workplace. While background checks take time and resources, they are worthwhile for enhancing workplace security, minimizing costs from bad hires, and protecting a company's reputation. Laws like FCRA regulate how background checks are conducted to respect applicants' privacy rights.
Investigating Realistic Solutions Of Legal Background Checkminiatureeyesig01
The document discusses the reasons and guidelines for conducting employment background checks. It notes that background checks are used to verify an applicant's criminal history, work experience, credentials and reduce risks like theft, violence or negligent hiring lawsuits. Employers must follow various laws like FCRA when conducting checks and only access information relevant to the job. While social media screening is controversial, background checks can help hiring the right candidate and protect a business.
Your Guide To Finding The Perfect Part-Time JobSnapJob
Part-time workers account for a significant part of the workforce, including individuals of all ages. A lot of industries hire part-time workers in different capacities, including temporary or seasonal openings, ranging from managerial to entry-level positions. However, many people still doubt taking on these roles and wonder how a temporary part-time job can help them achieve their long-term goals.
Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
Becoming Relentlessly Human-Centred in an AI World - Erin Patchell - SocialHR...SocialHRCamp
Speaker: Erin Patchell
Imagine a world where the needs, experiences, and well-being of people— employees and customers — are the focus of integrating technology into our businesses. As HR professionals, what tools exist to leverage AI and technology as a force for both people and profit? How do we influence a culture that takes a human-centred lens?
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
Start Smart: Learning the Ropes of AI for HR - Celine Maasland - SocialHRCamp...SocialHRCamp
Speaker: Celine Maasland
In this session, we’ll demystify the process of integrating artificial intelligence into everyday HR tasks. This presentation will guide HR professionals through the initial steps of identifying AI opportunities, choosing the right tools, and effectively implementing technology to streamline operations. Additionally, we’ll delve into the specialized skill of prompt engineering, demonstrating how to craft precise prompts to enhance interactions between AI systems and employees. Whether you’re new to AI or looking to refine some of your existing strategies, this session will equip you with the knowledge and tools to harness AI’s potential in transforming HR functions.
Building Meaningful Talent Communities with AI - Heather Pysklywec - SocialHR...SocialHRCamp
Speaker: Heather Pysklywec
Digital transformation has transformed the talent acquisition landscape over the past ten years. Now, with the introduction of artificial intelligence, HR professionals are faced with a new suite of tools to choose from. The question remains, where to start, what to be aware of, and what tools will complement the talent acquisition strategy of the organization? This session will give a summary of helpful AI tools in the industry, explain how they can fit into existing systems, and encourage attendees to explore if AI tools can improve their process.
AI Considerations in HR Governance - Shahzad Khan - SocialHRCamp Ottawa 2024SocialHRCamp
Speaker: Shahzad Khan
This session on "AI Considerations in Human Resources Governance" explores the integration of Artificial Intelligence (AI) into HR practices, examining its history, current applications, and the governance issues it raises. A framework to view Government in modern organizations is provided, along with the transformation and key considerations associated with each element of this framework, drawing lessons from other AI projects to illustrate these aspects. We then dive into AI's use in resume screening, talent acquisition, employee retention, and predictive analytics for workforce management. Highlighting modern governance challenges, it addresses AI's impact on the gig economy as well as DEI. We then conclude with future trends in AI for HR, offering strategic recommendations for incorporating AI in HR governance.
How to Leverage AI to Boost Employee Wellness - Lydia Di Francesco - SocialHR...SocialHRCamp
Speaker: Lydia Di Francesco
In this workshop, participants will delve into the realm of AI and its profound potential to revolutionize employee wellness initiatives. From stress management to fostering work-life harmony, AI offers a myriad of innovative tools and strategies that can significantly enhance the wellbeing of employees in any organization. Attendees will learn how to effectively leverage AI technologies to cultivate a healthier, happier, and more productive workforce. Whether it's utilizing AI-powered chatbots for mental health support, implementing data analytics to identify internal, systemic risk factors, or deploying personalized wellness apps, this workshop will equip participants with actionable insights and best practices to harness the power of AI for boosting employee wellness. Join us and discover how AI can be a strategic partner towards a culture of wellbeing and resilience in the workplace.
3. The Staffing ProcessThe Staffing Process
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Job Descriptions
Does a Job Description exist?
Does it need to be updated?
Updated job descriptions protect your CU in
several ways and are often used in court
proceedings as evidence.
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Elements of job description:
Position: Name of Position
Reports to: Direct Supervisor
Status: Exempt or Non-Exempt. In event of
Fair Labor Standard’s Act (FLSA) audit, it helps
to have this specified.
Date: Placing month and year of last revision
helps assure that this is the most current JD.
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Elements of job description:
Desirable Qualifications: Qualifications that
are desirable but not “required”. I.e. for some
positions, Credit Union experience. If the
candidates meet the requirements, you can
justify hiring a person because they have Credit
Union experience in addition to meeting the
requirements.
Signatures: Used to verify that upper
management agree with the job as described.
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Elements of job description:
Footer Statement: “Nothing in this job
description restricts management’s right to
assign or reassign duties and responsibilities to
this job at any time”
This statement is a good “disclaimer” that is more
specific than the usual requirement that is listed
that states, “Other duties as assigned”.
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Use your Job Description for writing the…
Classified Employment Ad!Classified Employment Ad!Classified Employment Ad!Classified Employment Ad!Classified Employment Ad!Classified Employment Ad!Classified Employment Ad!Classified Employment Ad!
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Writing Employment Ad’sWriting Employment Ad’s
Headline: Attention Grabbing Phrase or Specific Job
Title. Usually “bolded”.
TELLERTELLER
Subhead: (optional) supports Headline. Key
requirements or opportunities related to the
position.
TELLERTELLER
Requires Credit Union Experience
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Writing Employment AdsWriting Employment Ads
The BodyThe Body: Main section of the ad. Includes a brief
description of main job responsibilities, and specific
information about the position, I.e. the required
Skills, Knowledge, Abilities and Experience. Also
add specific information relative to the position, like
“position requires travel. Dates and times applicant
can apply, or to whom and where a resume should
be sent, is also included here.
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Writing Employment AdsWriting Employment Ads
SignatureSignature: (optional). Identifies the company and
features the company name or logo with address
and phone number.
StatementStatement: (optional). This section can include an
EOE statement, or “No Phone Calls Please”.
11. TELLER
Full-Time, Credit Union Experience Required
Westland Branch of Acme Credit Union seeks individual
with 2 years Credit Union experience. Other requirements:
computer skills, great customer service skills, cash handling
skills, extensive background check processed and must be
bondable. Excellent benefits package, including Health,
Dental, Pension, and more! Apply in person through 6/1/03
at 1234 State Street or call (800) 555-1212.
Acme Credit Union: For People, Not Profit!Acme Credit Union: For People, Not Profit!Acme Credit Union: For People, Not Profit!Acme Credit Union: For People, Not Profit!
An Equal Opportunity Employer
HeadlineHeadlineHeadlineHeadlineHeadlineHeadlineHeadlineHeadline
SubheadSubheadSubheadSubheadSubheadSubheadSubheadSubhead
BodyBodyBodyBodyBodyBodyBodyBody
SignatureSignatureSignatureSignatureSignatureSignatureSignatureSignature
StatementStatementStatementStatementStatementStatementStatementStatement
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12. TELLER
Acme Credit Union (Westland) seeks indvl. w/ 2 yrs. CU exp.
Must have computer, cust. serv. & cash handling skills.
Background check processed & must be bondable.
Excellent benefits package w/ health, dental, pension & more!
Apply in person thru 6/1/03 at 1234 State St.
or call (800) 555-1212.
EOE
HeadlineHeadlineHeadlineHeadlineHeadlineHeadlineHeadlineHeadline BodyBodyBodyBodyBodyBodyBodyBody
StatementStatementStatementStatementStatementStatementStatementStatement
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Saving Money While Advertising!Saving Money While Advertising!
Abbreviate…You can easily save $50 on an ad!
Check with local college “Alumni Associations”
….they will often let you run online ad’s for free.
Monster.com, HotJobs.com, Yahoo.com…great
ROI, ex-$300 ad will run for 60 days60 days vs. Detroit
News ad that will run for $300 on ONEONE Sunday.
Also, get benefit of computer savvy candidates.
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The EEOC has suggested that an employer consider
the following three questions in deciding whether to
include a particular question on an employment
application or a job interview:
Does this question tend to have a disproportionate
effect in screening out minorities or females?
Is this information necessary to judge this individual’s
competence for performance of this particular job?
Are there alternative non-discriminatory ways to secure
necessary information.
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Interviewing Questions and AgeInterviewing Questions and Age
Age/date of birth: Generally, age is considered not to be
relevant in most hiring decisions, and therefore, date-of-
birth questions are improper. Age is a sensitive pre-
employment question, because the Age Discrimination
in Employment Act protects employees 40 years old and
above. It is permissible to ask an applicant to state his
or her age if it is less than 18. If you need the date of
birth for internal reasons, i.e., computations with respect
to a pension or profit-sharing plan, this information can
be obtained after the person is hired.
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Interviewing Questions and RaceInterviewing Questions and Race
Race, religion, national origin: Generally, questions should not be
asked about these matters, either on employment applications or
during job interviews. The requirements that an applicant furnish a
picture has been held to help support a claim for race discrimination
when it was demonstrated that an employer never hired a minority
applicant, the theory being the picture was required so that an
employer would remember which applicants were members of
minorities. A sexual harassment plaintiff might similarly argue that
the employer pre-screened applicants for physical attractiveness.
Ordinarily, Title VII of the Civil Rights Act of 1964 requires that
employers make reasonable accommodations for their employees’
religious practices, thus eliminating the necessity for asking
whether an applicant’s religious beliefs would prohibit his or her
working at certain times and on certain days in most situations.
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Interview Questions and EducationInterview Questions and Education
Education: If a job for which an application is being made does not
require a particular level of education, it is improper to ask
questions about an applicant’s educational background. Applicants
can be asked about educational background, schools attended,
degrees earned, and vocational training when the performance of a
job requires a particular level of education. For example, inquiring
into the English language proficiency and educational background
of a secretarial candidate is proper, while the same inquiry would
probably be improper for a janitorial applicant. The EEOC and
some courts have looked closely at an employer’s educational
requirements to determine whether they are being used to exclude
from employment minorities who, generally-speaking, have
obtained lesser levels of education.
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Interview Questions and ArrestInterview Questions and Arrest
Arrest, conviction records: The EEOC takes the position that
questions concerning arrests are improper unless the
applicant is being considered for a "security sensitive" job
and the employer does an investigation to determine, in
effect, whether the applicant was likely to have committed the
crime for which he or she was arrested. The EEOC also says
that questions about an applicant’s conviction record are
improper unless the employer can show that the conviction is
in some way related to the position being applied for. The
EEOC takes these positions because of statistics which show
that minorities are arrested and convicted at considerably
higher rates than Caucasians.
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Interview Questions and CitizenshipInterview Questions and Citizenship
Citizenship: The anti-discrimination provision of the
Immigration Reform and Control Act provides that an
employer cannot discriminate because an applicant is
not a U.S. citizen. Therefore, in order to avoid charges
of discrimination under this Act, citizenship questions
should probably be deleted from employment
applications. The Form I-9 is the appropriate place to
determine citizenship status instead of the employment
application.
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Interview SuggestionsInterview Suggestions
Screening Interviews: Place Ad, Collect
Resumes, Create “Screening Interview
Questionnaire” to save time!
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Benefits of using a “Screening Interview
Questionnaire” :
Consistency-ensures you ask the same
questions of each applicant.
Saves you and applicant valuable time-
I.e. applicant is earning $15/hr. you will
pay no more than $11/hr.
Sample “Screening Interview Questionnaire”
enclosed in seminar notes.
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What kind of questions do I ask?
Interview Strategically…Tie your
interview questions to the job
description, seeking a more accurate
measure based on the candidate’s
actual experience.
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Two valid assumptions are the basis for effective interview
questions:
Measurements of past behaviors are good predictors of
future behavior. They tend to reveal whether the
candidate’s competencies will match performance
expectations.
Questions that are closely linked to performance
expectations are likely to reveal the candidate’s ability to
perform the job.
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Strategy 1Strategy 1: Ask for a demonstration.
Strategy 2:Strategy 2: Ask for Descriptions of Past Experience with Job
Barriers. This requires the interviewer to “know” the
specific job barriers.
ExampleExample- Instead of “give me an example of a time you
dealt with a difficult member?”, state…”give me an
example of a time when you dealt with a difficult member
who had a valid complaint against the credit union?”.
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Strategy 3:Strategy 3: Ask for a Description of Behavior in
Comparable Situations. An effective interviewer
would ask, “Can you give me an example in which
you had several things that needed to be done at
the same time that were of equal importance?
What did you do? You can use non-work
experiences to describe this situation.”
For this strategy to be successful, the interviewer must
know how a well-qualified candidate would behave
and recognize the competency requirement can be
demonstrated in a range of similar situations.
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Strategy 4Strategy 4: Ask how past Behavior Relates
to Performance Expectations. Ask the
question, “Tell me about how your work
experience qualifies you for this job”,
as opposed to “Tell me about yourself”.
This elicits a response more geared
toward measuring if the individual fits with
performance expectations and job
requirements.
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Strategy 5:Strategy 5: Ask for Descriptions of
Accomplishments. Ask candidates how
they meet competency requirements or how
they produce accomplishments for the
organization. “What have you done to
make the organization more effective?”
30. A Necessary Evil of theA Necessary Evil of theA Necessary Evil of theA Necessary Evil of theA Necessary Evil of theA Necessary Evil of theA Necessary Evil of theA Necessary Evil of the
HR Function!HR Function!HR Function!HR Function!HR Function!HR Function!HR Function!HR Function!
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31. “At“At“At“At“At“At“At“At--------Will Employment”Will Employment”Will Employment”Will Employment”Will Employment”Will Employment”Will Employment”Will Employment”
“At-Will” employment means the employer and the employee
can terminate employment at any time for any or no reason.
(Of course the employer can’t terminate for “illegal reasons”,
like discrimination).
But…this does not mean that a terminated employee can’t sue
your Credit Union!
Take the necessary precautions to prevent expensive litigation
from occurring!
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32. Performance AppraisalsPerformance AppraisalsPerformance AppraisalsPerformance AppraisalsPerformance AppraisalsPerformance AppraisalsPerformance AppraisalsPerformance Appraisals
“The Path ofLeastResistanceis“The Path ofLeastResistanceis
Avoidance.”Avoidance.”
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33. “Performance Appraisals”“Performance Appraisals”“Performance Appraisals”“Performance Appraisals”“Performance Appraisals”“Performance Appraisals”“Performance Appraisals”“Performance Appraisals”
Managers sometime have a tendency to rate staff who are under-
achievers as “meets expectations” or “average” in order to “keep
the peace” at the office.
Train and demanddemand that your managers to give honest appraisals to
their staff. If there is a problem, maybe it can be fixed?! If not,
there is documentation that a problem existed and you tried in good
faith to fix it.
If you fire Sally (a minority over age 50) for poor performance, and
she “meets expectations” and has no disciplinary documentation in
her personnel file….your CU could stand to be sued in court for a
HUGE sum of money!!
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34. “Documentation and Discipline Policies”“Documentation and Discipline Policies”“Documentation and Discipline Policies”“Documentation and Discipline Policies”“Documentation and Discipline Policies”“Documentation and Discipline Policies”“Documentation and Discipline Policies”“Documentation and Discipline Policies”
All Disciplinary actions and policy infractions (late, tardy, etc.) should
be documented, dated and (preferably and when appropriate)
signed by the manager and employee.
Perhaps a formal or informal progressive discipline policy may be
implemented. No matter how this is documented, the most
important element is CONSISTENCY! CU’s need to show a pattern
of consistency in executing their termination procedures.
Make certain you include language in your policies manual and
other personnel documents that does not imply any sort of
“employment contract”….I.e. reiterate the “at-will” disclaimer and
avoid contractual language, however small the implication.
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