Brifing ... Orientation Employee

The changing face of the hrm function presentation1[1]

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Lesson 4 rrhh

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how to write and essay !!!

My cover letter and my resumee...

QUIZ!!!

Quiz 24^th November, 2010.  Cristina Novelo Arceo

1.      Defined these subjects.

·         Define Human Capital: They are the attributes of a person or people that are productive in some economic context.

·         Define KSA. - Defined as the KSAs (Knowledge, skills and abilities) required for a particular job, which an employee generates through education, training, and experience.

2.       Select one of these two questions

·         Draw the intellectual capital chart

                                                Intellectual Capital                                          

·         Write and describe each of the elements of the HC accounting model formula.

a)      Intellectual capital. - covers many intangible elements related to an organizations ability to create value.

b)      Customer capital.- the contributions that customers make to service delivery, experience and consumption processes and to the bottom line of an organization.

c)      Human capital.- includes company’s values, culture and philosophy which would cease to exist without employees, is the sum of all human capabilities that support the org´s objectives and strategies

3.      Select one of these two questions

·         Draw the total value chart

      |                                |                                 |

         Structural Capital     Human Capital             Customer Capital

Human Resources Management Problem

 Human Resources Management Problem

 

What human resources related problem did you face and solve in your recent restaurant experience?

When i was in charge of the department human resources and i was working on the schedule work for the another day, the manager told me if i could face a worker problem that takes place downstairs on the restaurant, so i said yes.
When i face the problem it was not easy to face it , because of to other persons that where not my employees, so what i did i took away my employee and i just with good words and with gentleness and education aid good bye to the other two persons. Then i said to my employee that please continue working and when day finished that please came off my office to make sure we could take a professional conversation.

At the conversation, i ask her to please give me her opinion about what was happening besides the problem and finally i give her my opinion. so firstable i hear what she wants to tell me and then i give her my opinion about what she do and why us not acceptable.

 to undersatnd the problem, what she did was that she was talking to 2 other persons out of the restaurant and her job wasn't finished and we also needed at the restaurant and when the manager told her to help us at work, she didn´t want to and miss behave with the manager. So i have to take like the manager human resources a file report to my employee and he also understand that these is not a joke. So finally the problem was resolved and nobody was angry.

Organization chart

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Organization chart

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10.11.24 management enhance employee safety

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How to solve grievances with union contracts

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Standard procedure for selecting hospitality industry employees rich

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Human resources proyect

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Job specification

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Job Description

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Job Interview .

JOB INTERVIEW (AUTHOR MARIA FERNANDA BAÑUELOS)

            Besides of job applications, interview technique is definitely the most common tool  that job seekers finds in its way. Not surprisingly, the interviews have generated hundreds of studies over the past 20 years, covering topics such as verbal and nonverbal behavior, personality traits, print management, similarities between interviewer and interviewee and impressions before the interview.

            Due to the extensive use of interviews to select employees must maximize their potential to identify qualified individuals. Two strategies to make better the interview are 1) structured in a way that is reliable and valid, and 2) train managers to apply the best techniques of the method.

Types of interviews
Job interviews vary in two aspects:
- The structure

- If they are based on experiences or assumptions.

Structure
.- Unstructured. Does not follow a script or a set order. The questions are not prepared in advance and there is no guarantee to them by the same applicants. The interviewer does not have a rating system.

.- Structured. It is based on a preset form. Are more reliable and valid than the first.

            The importance of structure in the interview is underlined by the fact that this uniformity should minimize the potential for intentional or unintentional tendencies of the interviewer that affect the results. Furthermore, this uniformity should have a lower differential effect on women and minorities and should increase the likelihood that the organization won its defense in case the demand.

            The second dimension ranging interviews is whether focusing on experience and past performance or hypothetical future conduct. Such interviews can be divided into two types:

- Behavioral Description Interview (BDI) in which respondents are asked to actual incidents that have relevant work experience to the position requested. The BDI is based on the premise that the past is what best predicts the future. Example: "Remember your last job and tell me about a time you resolved a dispute with a customer."

- "Situational Interview (SI) also seeks to determine whether the applicant possesses the knowledge and motivation to the job, but achieves this goal differently. The questions is to encourage respondents to respond to hypothetical situations they would face in office seeking. Example: "If one of the doctors in his sales territory to ask him to support research and other documents about the effectiveness of a new drug, how would I find information?. Then would qualify the responses to hypothetical questions as to whether appropriate or not for the job.

Training as an interviewer

            Despite the recent optimism about the validity of job interviews, have yet to answer many questions about its effectiveness. For years there have been fears that the accuracy of interviewers vary too, well, it's always in the possibility of their prejudice, since the interviews rely on subjective judgments. The following list summarizes the problems that limit the accuracy of an interview feature. These errors are the focus of many training programs for interviewers.

1. The interviewer Spears a lot and reduce the amount of job information obtained from the interviewees.

2. Inconstancy of the questions asked of applicants, resulting in different information that is collected from each.

3. Ask questions that do not relate to job performance.

4. Inability to reassure the interviewee during the session, which makes the spontaneous gathering information.

5. Excessive confidence in the interviewer's ability to assess the applicants, which leads to hasty decisions.

6. Typify applicants and allow personal preferences to influence the evaluation.
7. Be influenced by the nonverbal behavior of applicants.

8. Put the same rating applicants in many evaluations, both superior (leniency error), average (central tendency error) or bad (severe error)

9. Allow certain features, good or bad, influence the evaluation of other characteristics (halo error)

10. Allow the quality of applicants that preceded the current influence their ratings (contrast effect)

11. To evaluate the applicant in the first minutes of the interview (the first printing error)
12. Favorably evaluate an applicant because he looks the interviewer in some way (like failure to me)

            In general, well-designed training programs are able to reduce many errors in traditional unstructured interviews, especially when training is done together with a structured interview format. Through training, managers better understand how to ask questions, how to record responses from the applicants and, to some extent, how to become aware of possible trends. Moreover, recent studies indicate that when a trained interviewer takes notes on behavior during the interview, its validity improvement.

Trainning

TRAINING (Author Renato Rivero Rosado)

The need for training arises from the rapid environmental changes. Improving the quality of products and services and increasing productivity for the organization to remain competitive is one of the objectives to be achieved by the companies. The training often improves the qualities of workers and increases their motivation, which leads to greater productivity and to an increment on profits.

The training program involves provide knowledge, which then allow the worker to carry out their work and be able to solve problems presented to it during their working hours. This affects the individual in two different ways:

·         Raise your standard of living

·         Raise your productivity

Currently the human resources training is the answer for companies or institutions that need to have a skillful and productive personal.

Benefits of training

Training at all levels is one of the best investments in human resources and a major source of welfare for staff and organization. Some of those benefits are:

·         Leads to higher profitability and more positive attitudes

·         Improve knowledge of the job at all levels

·         It speeds up decision making and problem-solving

·         Contributes to the formation of leaders and leaderships

The training objectives are:

Productivity: the development training should not only apply to new employees but also to experienced workers. The instruction can help employees to improve their performance in their current work assignments.

Quality: training and development programs designed and implemented properly also contribute to raise the production quality of the workforce.

Indirect benefits: many workers, especially managers consider that educational opportunities are part of the total remuneration package of the employee. Expect the company to pay for programs that increase knowledge and skills.

Prevention of actions: efforts continued training of employees is necessary for keeping workers current developments in their respective field. The obsolescence of the employee may be defined as the discrepancy between the skill of a worker and the demands of their work.

Personal development: not all of the benefits of training are reflected in this one. On a personal level employees also benefits from administrative development programs, will give participants a broader range of knowledge, a greater sense of competence and a sense of awareness.

Management Enhance Employee Safety in Workplace

Management Enhance Employee Safety in Workplace (Author Ana Laura Aguilar Solis)

Accidents and injuries impact on a company since unsafe environments lead to morale and production decrease and turnover and absenteeism increase. They cause loss of wages, pay of medical bills, increase in insurance premiums, the company’s image and qualitycan be severely damaged. They can be avoided by training people to be alert to hazards. The areas where hospitality employees suffer accidents include kitchens, bars, stairways, boiler rooms, elevator shafts, laundry rooms but these are not the only ones.

The most important steps to enhance employee safety in the workplace are:

·         To know the applicable safety regulations so actions to comply with them are taken.

·         To develop procedures, methods and guidelines to maintain a safe work environment.

·         To conduct training for all staff, especially for those in contact with potentially dangerous materials and equipment.

In order to comply with those steps, different methods can be followed, some of them are:

Safety and Security Meetings: these are held in order to promote safety and security by addressing topics such as slips and falls, ladder safety and electrical dangers among others, insurance carriers can offer classes to reduce accidents.

Safety and Security Committees: they are formed by selected hourly employees and managers that meet periodically to discuss unsafe work conditions and ways to deal with them.

Employee Rewards: To praise departments that reduce/eliminate accidents or unsafe conditions is of interest to the company’s employees, they can go from special recognitions to bonuses.

Different topics are addressed when planning how to enhance employee safety at the workplace:

Emergency and Natural Disaster: having an evacuation plan (this can be practiced at least every month). Any given evacuation plan should conclude with head counting for employees after exiting the building. Emergency supplies that should be kept on the desk include a flashlight, bottled water, shelf-stable food and an evacuation map.

Personal Safety: policies should be divulgated and enforced. They go from related to harassment to leaving the building accompanied in case of being late.

Accident and Injury: equipment manuals and instructions should be given to the staff that will work with it. Best practices for lifting heavy or awkward items, use of carts, back braces and toxic chemicals or hazardous substances should be instructed.

Equipment: to help control staff access, especially during off work hours, include keys and pass-cards. Surveillance cameras also help alert security personnel about people in unauthorized areas.

Problem Employees monitoring: staff members that are prone to violence should be identified and kept a close eye on since they could disturb safety through intimidation, bullying and threats.

To conclude, it is important to highlight what is needed in order to implement these planning procedures:

·         Create awareness through implementation of health, safety and security at the workplace.

·         Keep track of training sessions, divulgate company policies and procedures. Issue appropriate personal protective equipment and clothing, have safe facilities.

·         Monitor procedures, updating them after of accidents (record these) or new laws.

Here you can see i little video about this subject,so you can know more about it.
http://www.youtube.com/watch?v=6sKjnaz62XY

How to Solve Grievances with Union Contracts..

How to Solve Grievances with Union Contracts (Author: Pamela Beltran Carrillo)

What are unions?

Unions are organizations that negotiate with corporations, businesses and other organizations on behalf of union members. There are trade unions, which represent workers who do a particular type of job, and industrial unions, which represent workers in a particular industry.

What do Unions do?

Since the Industrial Revolution, unions have often been credited with securing improvements in working conditions and wages. Many unions were formed in manufacturing and resource companies, companies operating in steel mills, textile factories and mines. Over time, however, unions have spread into other industries. Unions are often associated with the "old economy": companies that operate in heavily regulated environments. Today, a large portion of membership is found in transportation, utilities and government.

How do unions affect the labor environment?

The power of labor unions rests in their two main tools of influence: restricting labor supply and increasing labor demand. Some economists compare them to cartels. Through collective bargaining, unions negotiate the wages that employers will pay. Unions ask for a higher wage than the equilibrium wage (found at the intersect of the labor supply and labor demand curves), but this can lower the hours demanded by employers. Since a higher wage rate equates to less work per dollar, unions often face problems when negotiating higher wages and instead will often focus on increasing the demand for labor.

Unions have a unique legal position and in some sense, they operate like a monopoly as they are immune to antitrust laws. Because unions control, or can exert a good deal of influence on, the labor supply for a particular company or industry, unions can restrict non-union workers from depressing the wage rate. They are able to do this because legal guidelines provide a certain level of protection to union activities.

What can unions do during negotiations?

When unions want to increase union member wages or request other concessions from employers, they can do so through collective bargaining. Collective bargaining is a process in which workers (through a union) and employers meet to discuss the employment environment. Unions will present their argument for a particular issue, and employers must decide whether to concede to the workers' demands or to present counterarguments. The term "bargaining" may be misleading, as it brings to mind two people haggling at a flea market. In reality, the goal of the union in collective bargaining is to improve the status of the worker while still keeping the employer in business. The bargaining relationship is continuous, rather than just a one-time affair.

If unions are unable to negotiate, or are not satisfied with the outcomes of collective bargaining, they may initiate a work stoppage or strike.

What goes in a Union Contract?

There are no typical union contracts, because every workplace is slightly different, and so are working conditions. However, some basic things are the same.

Definition: all contracts are products of negotiations between the workers and the boss. They are usually written in boring, legal terms, but these are very important for securing your rights in the workplace.

According to labor law, contracts represent the minimum compensation and benefits for employees. An employer may offer rights and benefits that exceed the minimum standards set in an existing contract.

It should also be pointed out that all workers in the workplace should know what's in their contract, because the bosses often will try to violate contracts (that is why we elect shop stewards and negotiate grievance procedures). The employer can only succeed in undermining the contract if the workers don't stand up for their rights.

List of typical Contract Provisions

• Union Shop - A provision that states that all employees must belong to the union as a condition of employment.
• No discrimination policy - employers cannot discriminate against employees because of union membership, age, creed, color, sexual preference, religion, etc.
• Grievance procedure - one of the cornerstones of unionism. This system provides a way for most conflicts between management and employees to be peacefully resolved. If an employee feels he or she has been wronged and cannot resolve it with management, a union representative will meet with a management representative and try to resolve the issue. If that fails, another attempt is made with the management representative's superior. If that fails, an outside arbitrator is called in, whose word is binding on both parties.
• Hours & Overtime defined - usually 40 hours at 8 hours a day. If more than 8 hours in one day or 40 hours in one week are worked, overtime must be paid.
• Work breaks defined - usually two 15 minute breaks per 8 hours worked.
• Union Stewards - union stewards are simply employees who are elected to represent the union on the job site. They make sure the contract is not violated, help employees that have problems with management, and handle most of the grievance procedure etc.
• No strike/no lockout - during the duration of the contract, the union may not strike and management may not lock employees out of the workplace.
• Appeal from discharge - in the event that an employee is fired, he or she can appeal to the union for help within 30 days.
• Wages - Union contracts will usually define what the base rate of pay is. If a union simply cannot secure a direct raise, there are other options available in getting better compensation for employees.
• Sunday premium pay - compensates employees at a greater rate for working Sunday.
• Birthday as a holiday - Happy Birthday! Take the day off!
• Health care - Most unions will work to insure that the employee has no monthly contribution.
• Pension fund - the contract states that the employer will contribute so much per month to a pension fund.

There are many other things that can and do go into contracts: they are tailored for each industry, shop, factory, etc. Some contracts will have special provisions for unusual cases. Some contracts may be "industry-wide" representing all workers in the same line of work for an entire region. Even collectively owned workplaces might have a union contract that protect the democratic rights of each worker-owner.

A typical grievance process

In a union environment, a typical grievance procedure begins with an employee presenting a problem to his or her immediate supervisor within a certain time period after the offending event has occurred. The supervisor then has a set amount of time to either respond or send the grievance on to be addressed by the head of the department. At this point, a union representative enters the negotiations on behalf of the employee. If the situation is still not resolved, the grievance continues up the chain of command to the plant manager and the president of the local union. If the labor union fails to follow the procedures at any point, the contract usually specifies that it must drop the grievance. Conversely, the company is usually obligated to resolve the grievance in the employee's favor if management fails to follow the procedures outlined in the collective bargaining agreement.

If the situation still cannot be resolved, the final step in the grievance process is for both parties to present their side to an arbitrator. The arbitrator's role is to determine the rights of both parties under the labor agreement, and his or her decision is usually final. The labor contract generally specifies the type of arbitrator used, the method of selecting the arbitrator, the scope of the arbitrator's authority, and the arrangements for the arbitrator's payment. A potential intermediate step involves presenting the grievance to a mediator, whose job is to help the parties solve their own differences before they reach the formal arbitration phase. Mediation is usually less time consuming and expensive than arbitration. In addition, the mediator may be able to teach the two parties dispute resolution skills that may be helpful in solving future problems.

What is a union contract?

A union contract - also called a "collective bargaining agreement" - is a legally binding document that is binding by law between the employee and the employer. It is negotiated with the employer and provides for, among other things, wages, benefits, hours, general working conditions, and procedures for addressing problems on the job. The advantages of having a Collective Agreement are many. Among the biggest is that everyone is subject to the same rules -- no favoritism, no wage disparity, not unjustified discipline.

A Collective Agreement has a set starting and ending date. Once the new Agreement is negotiated, it must be presented to the members in a ratification vote. Members have a choice of whether to accept or reject the Agreement. If a majority of those voting votes to accept the Agreement, it officially becomes the contract that governs everyone's employment until it is renegotiated.

After the Agreement is ratified, it becomes the union's job to make sure management lives up to it. If management tries to do something in which is not allowed under the Collective Agreement, the union can launch a “grievance”. A grievance is a charge that management has violated the Agreement. If management does not agree to make changes, the grievance can go all the way to Arbitration, where a neutral third party trained in workplace disputes will decide the issue, much like a judge in a court.

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Organization Chart...

Organization Chart (Author: Gabriel Guzman)

  An organizational chart:

An organizational chart is a visual communication tool. Charts help to organize the workplace while outlining the direction of management control of subordinates. Increasingly a necessary management tool, organizational charts are particularly useful when companies reorganize, embark on a merger or acquisition, or need an easy way to visualize a large number of employees.

An organizational chart is a diagram that shows the structure of an organization as well as the relationships and relative ranks of its positions. 

 Organizational charts are used for:

•   organizational and supervisory communication,
• workforce planning,
• departmental or team planning,
• resource planning,
• change management,
• organizational restructuring or redesign, and
• job analysis. 

  Benefits of Organizational Chart

•  Org chart can display basic information such as name and title, or details such as department and cost center
• An org chart makes it easier for people to comprehend and digest large amounts of information as a visual picture rather than as a table of names and numbers.
•  Provide the greatest value when used as a framework for managing change and communicating current organizational structure.
• Provide managers with specific departmental information that can then be used as a baseline for planning, budgeting and workforce modeling
•  The charts typically are pyramidal in shape. They show the person in charge at the top. Below them are clustered their subordinates, usually in progressively smaller boxes. Usually, individuals shown on the same horizontal level in the Org Chart are perceived to be "peers" within the organization.

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