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SEM 415 Staffing > Midterm > Flashcards

Midterm Flashcards

1
Q

What is staffing?

A

Processes of acquiring, deploying, and retaining HR to achieve org objectives

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2
Q

Process of the HR flow

A

HR planning/vacant identification > recruiting and selection > orientation and training > internal deployment > exit/ retirement

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3
Q

HR planning

A

Trying to anticipate org needs and planning for them

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4
Q

Recruitment and selection

A

Recruitment: attract qualified candidates for jobs

Selection: process of choosing candidates from previously generated pool

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5
Q

Orientation (and training)

A

Introduction to company and developing good fit of the employees

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6
Q

Internal deployment

A

Move an employee in the company (through promotion or demotion)

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7
Q

Career planning

A

Part of internal deployment, show the employee they have a future at the org and how to get to it

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8
Q

Exit/ retirement

A

Leaving the company, we want to minimize voluntary exits. Consider if the employee wants to retire when the time comes

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9
Q

Issues with a multicultural workforce

A
  • accommodating cultural differences
  • credential recognition
  • recruiting and hiring for cultural knowledge (avoid bias of hiring based on ancestry)
  • communication difficulties
  • orientation (to the culture and place)
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10
Q

Constructive dismissal

A

A unilateral change made by the employer to the employees working conditions without advance notice that causes the employee to leave

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11
Q

How to avoid constructive dismissal

A
  • give employee new consideration for them to consent to
  • contract clause that allows employer to make changes to working conditions (within reason)
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12
Q

What are just causes for termination?

A
  • dishonesty (includes theft of property and time)
  • performance (must prove steps were taken to resolve issue)
  • insubordination
  • fraud and violating confidentiality
  • absence without leave
  • intoxication/ impairment
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13
Q

What to do when terminating without (just) cause?

A
  • provide reasonable notice of termination
  • provide severance pay in lieu of advanced notice
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14
Q

Factors to consider when giving advance notice or pay in lieu

A
  • how long employee has been with the company
  • state of the economy
  • how specialized the position is
  • promise of employment security upon hiring
  • was the employee induced to make a move to accept the position
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15
Q

Employment standards code

A

Sets minimum requirement for employers ONLY

Does not replace common laws

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16
Q

How to avoid having to award severance beyond ESC under common law

A
  • conduct firing with respect
  • consider time (after holidays, earlier in the week)
  • consider employees circumstance
  • don’t make unsubstantiated allegations
  • reason for severance
  • document process in writing
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17
Q

What is wrongful hiring?

A

Careless statement made during the hiring process that:
- a person would reasonably rely on
- induced employee to take position
- turns out to be untrue
- causes employee to suffer a loss

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18
Q

Remedy to rescission

A

Restore employee to where they would have been had they not entered into contract

19
Q

How to avoid wrongful hiring

A
  • provide reasonable notice of job changes
  • entire agreement clause in contract: agreement is entire agreement between parties and supersedes all other agreements
  • don’t make up answers
  • realistic job interviews
  • put it in writing
20
Q

Duty of mitigation

A

Employee has duty to take reasonable steps to find employment after termination in order to receive severance

21
Q

What are four areas the Alberta human rights code cover with regards to anti-discrimination in employment?

A
  • ads and application for employment
  • employment, terminations, and other conditions of employment (contract/ temporary work, WFH, skill training etc)
  • equal pay for similar work
  • trade union membership (ex. If union membership is a condition of employment and that eliminates some applicants)
22
Q

What are the prohibited grounds for termination in Alberta? (14 grounds)

A
  • race
  • gender
  • ancestry
  • place of origin
  • martial status
  • family status
  • physical disability
  • mental disability
  • source of income
  • religious beliefs
  • sexual orientation
  • colour
  • age (18+ only)
  • gender identity and expression
23
Q

What is needed for a BFOR?

A

Bona Fide Occupational Requirement

  • rationally connected to the job
  • set in good faith
  • necessary for the safe and efficient accomplishment of the job
  • not alternative possible
24
Q

What is considered for undue hardship (with regards to duty to accommodate)?

A
  • financial cost
  • disruption of any collective agreement
  • employee morale (has to be strong evidence of serious effect)
  • interchangeability of workers (how many workers can do what accommodated employee is doing)
  • magnitude of safety risks
  • size and resources of employer
  • disruption to operations
25
Q

What is job analysis?

A

Process of gathering all info on all the jobs in an org, organizing info into a usable database, and using it for making org and HR decisions

26
Q

Uses of job analysis?

A
  • orientation of new employees
  • work redesign
  • recruitment and selection
  • compensation
  • training needs
  • setting performance standards
  • career planning
  • establish BFOR
27
Q

Collection methods job analysis info

A
  • observation
  • interviews
  • questionnaires
  • diary/ logs
  • video taping
  • electronic monitoring
28
Q

What are competencies?

A

the KSAOs and behaviours that identify a successful employee. Can be learned

29
Q

Three types of competencies

A
  • core: necessary for all jobs in the org
  • functional: necessary for all jobs in a job family
  • job: necessary for a specific position
30
Q

What is necessary for a competency to be valid?

A
  • based on actual job performance
  • can be taught
  • linked to org goals
31
Q

Elements of a job description

A
  • job title, location
  • summary (high level)
  • job duties (specifics)
  • working conditions (what’s the working enviro like)
32
Q

Elements of job specification

A
  • job title, location, supervisor
  • Skill factors: education, experience, communication
  • effort factors: physical and mental demands (if required)
  • working conditions (office, WFM, hybrid)
33
Q

Environmental scanning

A

External environment (competition, economy, etc) and internal (strategy, tech, culture)

34
Q

Labour demand forecast

A

Project how business needs effect HR needs using qualitative (ex industry expert) and quantitative (trend analysis, linear regression analysis) methods

35
Q

Labour supply forecast

A

Project resource availability from internal and external sources

36
Q

Gaps analysis

A

Reconcile forecast of labour supply and demand (either surplus or shortage)

37
Q

Action programming

A

Implement the recommended solutions to projected surplus or shortage

38
Q

Control and evaluation

A

Monitor effects of HRP through monitoring and measuring critical criteria

39
Q

When trying to resolve HR problems, what do we have to consider? (What types of issues)

A
  • legal issues
  • ethical issues
  • moral issues
  • performance/ productivity issues
  • political
  • communication
  • cost
40
Q

Four designated groups under employment equity legislation

A
  • women
  • visible minorities
  • aboriginal people
  • people with disabilities
41
Q

What is undue hardship?

A

The point beyond which employers and service providers are not expected to accommodate a member of a protected group

42
Q

What are the types of discrimination?

A
  • direct discrimination: refusal to employee a person, or to adversely effect the current employment of an employee, on the basis of them belonging to protected group
  • adverse effect discrimination (indirect discrimination): practice is in good faith but has unintentional effect on protected group
43
Q

Adverse impact?

A

Selection rate for a protected group is lower than a relevant comparison group (4/5 rule)

SEM 415 Staffing (5 decks)

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