Remember, the point is to come up with many ideas for each box. Here is a more detailed description of each section.
Possible travel expenses for new hire or recruiter Possible relocation expenses for new hire Additional bookkeeping, payroll, kand so forth Additional record keeping for government agencies Increased unemployment insurance costs Costs related to lack of productivity while new employee gets up to speed Because it is so expensive to hire, it is important to do it right.
Many organizations perform phone interviews first so they can further narrow the field. The HR manager is generally responsible for setting up the interviews and determining the interview schedule for a particular candidate. Usually, the more senior the position is, the longer the interview process takes, even up to eight weeks.
After the interviews are conducted, there may be reference checks, background checks, or testing that will need to be performed before an offer is made to the new employee. HR managers are generally responsible for this aspect. Once the applicant has met all criteria, the HR manager will offer the selected person the position.
At this point, salary, benefits, and vacation time may be negotiated. Compensation is the next step in HR management.
Determine Compensation What you decide to pay people is much more difficult than it seems. This issue is covered in greater detail in Chapter 6 "Compensation and Benefits". Pay systems must be developed that motivate employees and embody fairness to everyone working at the organization.
However, organizations cannot offer every benefit and perk because budgets always have constraints. Even governmental agencies need to be concerned with compensation as part of their HR plan. For example, inIllinois State University gave salary increases of 3 percent to all faculty, despite state budget cuts in other areas.
They reasoned that the pay increase was needed because of the competitive nature of hiring and retaining faculty and staff. Compensation should be high enough to motivate current employees and attract new ones but not so high that it breaks the budget.
First, as we have already discussed, the organization life cycle can determine the pay strategy for the organization. The supply and demand of those skills in the market, economy, region, or area in which the business is located is a determining factor in compensation strategy.
For example, a company operating in Seattle may pay higher for the same job than their division in Missoula, Montana, because the cost of living is higher in Seattle.
The HR manager is always researching to ensure the pay is fair and at market value. In Chapter 6 "Compensation and Benefits"we get into greater detail about the variety of pay systems, perks, and bonuses that can be offered.
For many organizations, training is a perk. Employees can develop their skills while getting paid for it. Training is the next step in the HR planning process. Develop Training Once we have planned our staffing, recruited people, selected employees, and then compensated them, we want to make sure our new employees are successful.
Training is covered in more detail in Chapter 8. One way we can ensure success is by training our employees in three main areas: Every company does things a bit differently, and by understanding the corporate culture, the employee will be set up for success.
Usually this type of training is performed at an orientation, when an employee is first hired. Topics might include how to request time off, dress codes, and processes. Skills needed for the job.
If you work for a retail store, your employees need to know how to use the register. If you have sales staff, they need to have product knowledge to do the job.
If your company uses particular software, training is needed in this area. These are non-job-specific skills your employees need not only to do their jobs but also to make them all-around successful employees.
Skills needed include communication skills and interviewing potential employees. Perform a Performance Appraisal The last thing an HR manager should plan is the performance appraisal. While we discuss performance appraisals in greater detail in Chapter 11 "Employee Assessment"it is definitely worth a mention here, since it is part of the strategic plan.
A performance appraisal A method by which job performance is measured. The performance appraisal can be called many different things, such as the following: Employee appraisal review Career development review No matter what the name, these appraisals can be very beneficial in motivating and rewarding employees.
The performance evaluation includes metrics on which the employee is measured.Nov 05, · Training Models. Based on your readings and any research you may do, briefly give a two to three page overview of the corporate university model.
Focus on why many organizations today are emphasizing training utilizing the internal university structure. . Alphabetical listing of all course offerings from academic catalog at Bellevue University. Purpose and Goals. The Division of Social Work, Behavioral and Political Sciences provides support courses for all undergraduate programs in addition to offering .
Employee Training Based on your textbook reading and learning in this course, prepare a two-three page review (not including title and reference pages) of the corporate university model. Evaluate why many organizations today are emphasizing training as an employee development tool and focus on why utilizing the internal university structure has become very popular.
Watch video · Learn software, creative, and business skills to achieve your personal and professional goals. Join today to get access to thousands of courses. Systems theory views organizational structure as the "established pattern of relationships among the parts of the organization" (French, Kast, and Rosenzweig, , p.
). Of particular importance are the patterns in relationships and duties.