Class 1

- Have a structured interview guideline when doing interviews so you do not deviate and get caught in a sticky situation.

- Human resource manager help mitigate the damages when people are out to sue you.- Don’t terminate on a weekend. Employee will have time to think about the situation and

have a good defence.- DO NOT DEVIATE FROM YOUR GUIDELINE. BEWARE OF MOLES!!- Stay interview - Interview to figure out an employee's career path. Involved with

employee retention. Exam Question.- Human Resources doesn’t generate revenue. You need to be bottom line focused and

prove your worth because you can easily be cut.- Words are soft, number are loud.

- Eg. Retention - keeping your best employees can show long term gains- Activities in managing people

- Staffing- Retention- Development- Adjustment - Managing change- Show justification.

- You cannot manage if you cannot measure it.- Cultural intelligence can be understood as the capability to relate and work effectively

across cultures

Class 2

- In specific cases where information is sensitive, it is on a need to know basis- Follow up is key to make sure there are no misunderstanding between all

involved parties- Coach before counseling

- Balance scorecard - A strategic management system that enable organizations to align business activities to their mission, vission and and strategic goals and objectives

- Four legs- Customer- Financial- Internal business process- Learning and Growth - development of internal assets

- Exam question - how can we implement a balance score card?- paint a picture/visual aid that shows value creation- create concise strategic goals

- LAMP model (on blackboard)

- Logic- Analytics- Measures- Process

- Example of Direct measure - Salary - Example of indirect measure - Benefits

Side bar- Negotiate when interviewing

- Mouldable/trainable/coachable- Do not have a predisposition to certain practices- Lever the fact that I don’t need time off to complete a master’s degree.

- Have open conversations with employees on a regular basis

- Attitudes are subjective and a hard battle to fight

- Employee->Customer->Profit+

- Exam question. What can be the benefit of using an absenteeism model?- Cost the company money- probably some type of issue happening in the workplace causing the absences

Turnover- Ask what the turnover is- (The number of turnover incidents per period/average workforce size) x 100%- Areas where there is high turnover there could be a room for training and improvement

in that specific department - high turnover can affect productivity and moral

Class 3

Employment law

- Employment laws are laws outside unions- Labor laws exist within unions- Discrimination laws are only enforceable for protected groups described in the law

- Unequal (disparate) treatment- direct evidence (hardly ever)- circumstantial evidence (employment decision eg. not getting hired or not

getting a pay raise).- mixed motive

- Adverse impact (unintentional) discrimination - eg, company program discriminates against minorities who may have

committed a crime 10 years ago

- There is balance between for reasonable accommodation for protected groups/individuals

- Affirmative Action- refers to those actions appropriate to overcome the effects of past or present

policies, practices, or other barriers to equal employment opportunity.- For industries that may be under represented- However AA may be discriminating against groups when corporations need to fill

these “quotas”

- Six exemptions to Title VII- Bona Fide Occupational Qualifications

- eg hiring only women to do mammograms because of the sensitive nature of the job

- Have to be able to prove the business necessity - Seniority- Preemployment Inquiries - Testing- Preferential Treatment- national Security -

- 95% of cases settle; 5% go to trial- If you have less than 15 employees, you are not covered and can discriminate. LOL

(Federal). However state laws differ- No mandatory retirement age- Federal Enforcement Agencies : EEOC & OFCCP

- Three step process - Investigation, Conciliation & Litigation

- Employers not required to give pregnant ladies special treatment

- Sexual Harassment - born from court cases

- quid pro quo (you give me this; i’ll give you that)- Hostile work environment

- Reverse Discrimination is a thingLabor Laws: Unions

- Norma Ray - Sally fields - Unions need authorization cards signed by interested members

- Unions represents members giving them leverage to bargain for the terms and conditions of their employment (strength in numbers)

- Bargaining units - Groups of employees who unions target to kick off unionizations

- Need 50% of the company to vote for a company to be unionized- Unions can be deunionized but it is extremely difficult- Certain unions have provisions against strikes. eg, policemen and firefighters cannot go

on strike- Arbitration is binding and cannot be appealed in a formal grievance Procedure in a

unionized firm

Class 4

- Always ask questions first, you may be getting set up.

- Procedural Justice - focuses on the fairness of the procedures used to make decisions.

- Put surveillance on someone trying to make a claim because it may be bogus.

- Make sure that you respectfully let the employee know that they are not allowed to work off the clock if they are not approved for overtime.

- Retention rate increases when you look out for employees

- Procedural Justice systems should be simple and easy to use- elegant- Accessible- Correct- Responsive- Non Punitiveness - anonymity

- Be aware and respectful of other peoples feelings. Try to suppress rumors when they begin circulating.

- Red Hot Stove Rule- Be immediate - with waring- consistent- impersonal - never making personal, just keep it to the facts. NO IMO

- Progressive -Discipline System- Allow employee the opportunity to respond- Allow employees a reasonable period of time to improve their performance - Don’t lock yourself into a time period and then decide to terminate someone

- Exceptions to employment at will- Public policy exemption - cannot fire someone for jury duty or national guard

- Termination Interview- Plan plan plan with HR

- Pull employees fill to make sure there is adequate reason- Is the employee going to be surprised?

- Understand the WHY behind everything

- Succession planning - fewer and fewer businesses doing it because no one wants to think or know that

they are going to leave- Find organizations where there have succession plans

- Job analysis - describes the process of obtaining information about job- Job design focus