HR Answers-HR 101

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Steve Lovig

Empresariales Tecnología

You MUST know the basics of
Human Resource Management.
Our ‘HUMAN RESOURCES’ are the
foundation of our business.

Pre-Employment Screening
Every applicant MUST
go through a
background screening
process
Use electronic
Employment
Application

Turnover spending…
“ONE-THIRD of a new hire’s
annual salary” according to
DOL

WHY ARE TURNOVER
COSTS SO HIGH?
1
2
3
4
5
6

1.  They don’t feel connected to their Boss
2.  They don’t feel appreciated
3.  They don’t feel they are growing
REASONS EMPLOYEES QUIT

Love ‘em or Lose ‘em
  Coach and Mentor
  Show Appreciation! FREQUENTLY!
  Emphasize POSITIVE reinforcement

Performance Evaluations
  Do them Timely
  Do them Accurately–don’t “sugar-coat”!
  and remember, just because it’s
budgeted…..
….Annual Reviews otherwise

Personnel Files
 Be careful what you
keep…
 Lawyers would LOVE
to get copies

What NOT to Keep in a Personnel File
(These are all stored separately at the Home Office)
Doctors notes
FMLA or ADA paperwork
Employee benefits documentation
Emergency contact information
I-9 (INS) forms

Family Medical Leave Act
 Employees may take UP TO 12 WEEKS
OFF
 No replacement; position must remain
open!

Harassment Prevention
As soon as you become aware of a
complaint or issue, Contact the Assc VP of
Human Resources.
As Managers must “Walk the Walk.”

ADA-Amendment Act
...a Disability is...
  Physical or Mental Impairment that Substantially
Limits a Major Life Activity
or
  Person has a Record of Such Impairment
or
  Is Regarded as Having Such an Impairment
Americans with Disability Act

….and some More Details on
“Disability”
  Chronic conditions
  Two or more impairments not limiting by
themselves, but together, limit one or more
major life activities…

Bottom Line:
Manager should in turn call
Human Resources.

Consistent Communication with employees
Truly open communication
Visit with …
Listen to…
Seek out; accept Constructive feedback

All I Really Need To Know I Learned
In Kindergarten
 Share
 Play fair
 Put things back
 Say you're sorry
 Wash your hands
 Take naps
 Watch out for traffic
 Stick together

All I Really Need To Know…
Now…“adult terms”…
 Cookies and milk, and a nap about three
o'clock every afternoon
 A policy to always puts thing back, and to
clean up our own messes
 When we go out into the world, it is best to
stick together
© Robert Fulghum. All I Really Need To Know I Learned In Kindergarten,
Villard Books: New York, 1990.

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INTEGRATIVE FRAMEWORK FOR UNDERSTANDING AND APPLYING OB Demographics are a key input that affects important OB processes, most particularly perceptions, which in turn affect the individual-level outcome of well-being/flourishing and the organizational outcomes of being an employer of choice and corporate reputation. Page 111 winning at work PERCEPTION PLAYS A KEY ROLE IN GETTING A JOB A recent survey of 400 humanresource professionals uncovered results that are important to college graduates looking for a job. The overwhelming conclusion? That “entry-level workers are an entitled, unprofessional bunch.” About 45 percent of the HR professionals believed that the work ethic of new college graduates had slipped in the past five years.1 Let’s consider how you can avoid being perceived so negatively. IMPRESSIONS FROM SOCIAL MEDIA The Internet is a gold mine of information for recruiters, and some of it creates a bad impression. Photos of drunken behavior, or rants with foul language or that “bash” your employer, won’t improve a recruiter’s perception. You need to be careful about your online presence because approximately 20 percent of all organizations browse sites like LinkedIn, Facebook, MySpace, and Twitter to help screen employees. Consider the experience of Pete Maulik, chief strategy officer at Fahrenheit 212. Maulik was ready to make an offer to an applicant, but first decided to check out the man’s LinkedIn profile—and decided that the applicant was not a team player. “He took credit for everything short of splitting the atom,” Mr. Maulik said. “Everything was ‘I did this.’ He seemed like a lone wolf. He did everything himself.” Maulik recalls another good applicant who used his Twitter account “to disparage just about every new innovation in the marketplace.” Maulik concluded that the applicant “was much more comfortable as the critic than the collaborative creator.”2 This candidate was not hired either. IMPRESSIONS FROM YOUR RÉSUMÉ Typos, gaps in employment, and too much work history can leave negative impressions. Career coach Cheryl Palmer notes that using your employer’s e-mail sends the message to potential employers “that the job seekers will not hesitate to use their equipment for personal use.”3 RECOMMENDED TIPS The following suggestions can help you manage the impression you are sending when applying for a job. Do’s •Adjust your Facebook privacy settings so potential employers can’t see your party photos. •Use Twitter and LinkedIn to play up your professional interests (like posting relevant news articles). •Cross-check your résumé and LinkedIn profile to make sure there aren’t discrepancies. Don’ts •Don’t badmouth a current or former employer, colleague, or company. •Avoid using foul language and making negative remarks. •Don’t post anything that might be perceived as racist, biased, or illegal.4 Note: We cover impression management in more depth in Chapter 12. FOR YOUWHAT’S AHEAD IN THIS CHAPTER We want to help you enhance you.

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normanibarber20063

MAKING OB WORK FOR ME WhatIsOBandWhyIsItImportant? THE VALUE OF OB TO MY JOB AND CAREER Theterm organizationalbehavior(OB) describesaninterdisciplinaryfielddedicatedto understandingandmanagingpeopleatwork. To achieve this goal, OB draws on research and practice from many disciplines, including:  Anthropology  Economics  Ethics  Management  Organizational theory  Political science  Psychology  Sociology  Statistics  Vocational counseling HowOBFitsintoMyCurriculumandInfluencesMySuccess AContingencyPerspective—TheContemporaryFoundationofOB A contingencyapproach callsforusingtheOBconceptsandtoolsthatbestsuitthesituation, insteadoftryingtorelyon“onebestway.” This means there is no single best way to manage people, teams, or organizations. A particular management practice that worked today may not work tomorrow. What worked with one employee may not work with another. The best or most effective course of action instead depends on the situation. Thus, to be effective you need to do what is appropriate given the situation, rather than adhering to hard-and-fast rules or defaulting to personal preferences or organizational norms. Organizational behavior specialists, and many effective managers, embrace the contingency approach because it helps them consider the many factors that influence the behavior and performance of individuals, groups, and organizations. Taking a broader, contingent perspective like this is a fundamental key to your success in the short and the long term. How Self-Awareness Can Help You Build a Fulfilling Career The Stanford Graduate School of Business asked the members of its Advisory Council which skills are most important for their MBA students to learn. The most frequent answer was self- awareness.6 The implication is that to have a successful career you need to know who you are, what you want, and how others perceive you. Larry Bossidy (former CEO of Honeywell) and Ram Charan (world-renowned management expert) said it best in their book Execution: “When you know yourself, you are comfortable with your strengths and not crippled by your shortcomings. … Self-awareness gives you the capacity to learnPage 6 from your mistakes as well as your successes. It enables you to keep growing.”9 They also argue that you need to know yourself in order to be authentic—real and not fake, the same on the outside as the inside. Authenticity is essential to influencing others, which we discuss in detail in Chapter12. People don’t trust fakes, and it is difficult to influence or manage others if they don’t trust you. As professors, consultants, and authors, we couldn’t agree more! To help you increase your self- awareness we include multiple Self-Assessments in every chapter. These are an excellent way to learn about yourself and see how OB can be applied at school, at work, and in your personal life. Go to Connect, complete the assessments, and then answer the questions include ...

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croysierkathey

· Practical Op-Amps – Understanding Op Amp Parameters 1. Search the Internet for a LM741 datasheet. texas Instruments can be a good source. 2. Answer the following questions: 1. Given a signal with a peak voltage of 10V and a frequency of 2kHz, calculate the SR for Figure A.4, pg. 212. 2. Given a total noise voltage of ent = 1mV, current noise In = 2pA/sqrt(Hz), and a source resistance Rs = 2kohms, calculate the voltage noise, Vn parameter. Requires solving for Vn in equation (A.3), pg. 207. 3. Given that the maximum frequency without distortion fmax is defined as fmax = SR/2πVp, calculate SR with fmax = 3kHz, and Vpp = 15. 4. Review the “LM741 datasheet” in your course materials and provide the following information: 1. Supply voltage range 2. Input Offset Voltage (typical) and (max) 3. Large Signal Voltage Gain (min) and (typical) 4. CMRR (typical) 5. SVRR (typical) 6. SR (typical) 7. How many BJT’s comprise the internal circuitry? 3. Scan all work and save it for upload with the title: “HW3_StudentID”, with your student id substituted in the file name. Show all work for full credit. 4. Upload file “HW3_StudentID” INTEGRATIVE FRAMEWORK FOR UNDERSTANDING AND APPLYING OB Demographics are a key input that affects important OB processes, most particularly perceptions, which in turn affect the individual-level outcome of well-being/flourishing and the organizational outcomes of being an employer of choice and corporate reputation. Page 111 winning at work PERCEPTION PLAYS A KEY ROLE IN GETTING A JOB A recent survey of 400 humanresource professionals uncovered results that are important to college graduates looking for a job. The overwhelming conclusion? That “entry-level workers are an entitled, unprofessional bunch.” About 45 percent of the HR professionals believed that the work ethic of new college graduates had slipped in the past five years.1 Let’s consider how you can avoid being perceived so negatively. IMPRESSIONS FROM SOCIAL MEDIA The Internet is a gold mine of information for recruiters, and some of it creates a bad impression. Photos of drunken behavior, or rants with foul language or that “bash” your employer, won’t improve a recruiter’s perception. You need to be careful about your online presence because approximately 20 percent of all organizations browse sites like LinkedIn, Facebook, MySpace, and Twitter to help screen employees. Consider the experience of Pete Maulik, chief strategy officer at Fahrenheit 212. Maulik was ready to make an offer to an applicant, but first decided to check out the man’s LinkedIn profile—and decided that the applicant was not a team player. “He took credit for everything short of splitting the atom,” Mr. Maulik said. “Everything was ‘I did this.’ He seemed like a lone wolf. He did everything himself.” Maulik recalls another good applicant who used his Twitter account “to disparage just about every new innovation in the marketplace.” Maulik concluded that the applicant “was much more comfortabl.

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1. The assignment is worth 100 points and 20% of your grade a. Submit a review of an article where physical security failed b. Propose a possible change in that organization’s physical security that could have prevented the breach/failure for that scenario c. Submit at least 2 but no more than 4 pages double spaced d. No photos or graphs e. Reference all sources used f. Individual work and NOT a group effort 2. By submitting this paper, you agree: (1) that you are submitting your paper to be used and stored as part of the SafeAssign™ services in accordance with the Blackboard Privacy Policy; (2) that your institution may use your paper in accordance with your institution's policies; and (3) that your use of SafeAssign will be without recourse against Blackboard Inc. and its affiliates. 3. Interview with Edward M. Hallowell, MD, author of Shine: Using Brain Science to Get the Best from Your People Interview by Juliet Harrison E dward Hallowell, MD, is a psychiatrist, served as an instructor at Harvard Medical School for 20 years, and is the director of the Hallowell Centers in New York City and Sudbury, Massachusetts. He has written two popular Harvard Business Review articles and authored 18 books, including the national bestseller Driven to Distraction, that have sold millions of copies. In his latest book, Shine, Edward combines new research into brain science with what we know about performance management to offer a proven process for managers to get the best from their teams and their people. Hallowell introduces what he calls, ‘‘the cycle of excellence’’ – a five-step plan that draws on his own work of helping people overcome attention deficit problems and become more productive in everyday life. What was the inspiration behind writing your recent book: Shine: Using Brain Science to Get the Best from Your People? For many years, I have been working with people who have learning differences to help them achieve peak performance. About 15 years ago, I got interested in getting into the population at large, specifically around the area of business and studying peak performance. I wrote an article for the Harvard Business Review about 12 years ago, called ‘‘The human moment at work’’[1] which was about the disappearance of face-to-face communication as it is replaced by electronic communication, which has only become truer and truer in recent years. I also became interested in how stressed and busy people are in this electronic age, so I wrote another article for Harvard Business Review called: ‘‘Overloaded circuits: why smart people underperform’’[2]. The article had such an impact that I went from that to a book called: Crazy Busy: Overstretched, Overbooked and About the Snap. From that, there was an enthusiastic response, so I thought well why do not I write a manual on how to bring the best out in people, since I have been studying it for most of my professional life; with special attention to the modern age ...

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HR Answers-HR 101

1. Human Resource Answers

2. You MUST know the basics of Human Resource Management. Our ‘HUMAN RESOURCES’ are the foundation of our business.

3. Pre-Employment Screening Every applicant MUST go through a background screening process Use electronic Employment Application

4. Turnover spending… “ONE-THIRD of a new hire’s annual salary” according to DOL

5. GIVE ME A DOLLAR FIGURE!

6. WHY ARE TURNOVER COSTS SO HIGH? 1 2 3 4 5 6

7. 1.  They don’t feel connected to their Boss 2.  They don’t feel appreciated 3.  They don’t feel they are growing REASONS EMPLOYEES QUIT

8. Love ‘em or Lose ‘em   Coach and Mentor   Show Appreciation! FREQUENTLY!   Emphasize POSITIVE reinforcement

9. Performance Evaluations   Do them Timely   Do them Accurately–don’t “sugar-coat”!   and remember, just because it’s budgeted….. ….Annual Reviews otherwise

10. Personnel Files  Be careful what you keep…  Lawyers would LOVE to get copies

11. What NOT to Keep in a Personnel File (These are all stored separately at the Home Office) Doctors notes FMLA or ADA paperwork Employee benefits documentation Emergency contact information I-9 (INS) forms

12. Family Medical Leave Act  Employees may take UP TO 12 WEEKS OFF  No replacement; position must remain open!

13. Harassment Prevention As soon as you become aware of a complaint or issue, Contact the Assc VP of Human Resources. As Managers must “Walk the Walk.”

14. ADA-Amendment Act ...a Disability is...   Physical or Mental Impairment that Substantially Limits a Major Life Activity or   Person has a Record of Such Impairment or   Is Regarded as Having Such an Impairment Americans with Disability Act

15. ….and some More Details on “Disability”   Chronic conditions   Two or more impairments not limiting by themselves, but together, limit one or more major life activities…

16. Bottom Line: Manager should in turn call Human Resources.

17. Consistent Communication with employees Truly open communication Visit with … Listen to… Seek out; accept Constructive feedback

18. …And Note…

19. All I Really Need To Know I Learned In Kindergarten  Share  Play fair  Put things back  Say you're sorry  Wash your hands  Take naps  Watch out for traffic  Stick together

20. All I Really Need To Know… Now…“adult terms”…  Cookies and milk, and a nap about three o'clock every afternoon  A policy to always puts thing back, and to clean up our own messes  When we go out into the world, it is best to stick together © Robert Fulghum. All I Really Need To Know I Learned In Kindergarten, Villard Books: New York, 1990.

21.

22. Human Resource Answers

HR Answers-HR 101

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