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SMO415 > SMO415 > Flashcards

SMO415 Flashcards

1
Q

What are the five steps of Human Resource Flow?

A

Human resource planning/vacancy identification
recruiting and selection
orientation and training
internal deployment (promotion, demotion, transfer)
exit/retirement planning

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2
Q

Hr issues (list examples)

A

legal - discrimination, employment standards
ethical - doing the right thing
morale - maintain morale of employees, productivity
performance - maintain or improve productivity
political - how employees interact, internal political issues
communication issues - upper management and teams
cost - cost vs the benefit of what we reccomend

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3
Q

pandemic plans - what are the steps?

A
  1. establish pandemic committee
  2. establish the core jobs - suspended, done at home, have to come in
  3. predict likely absenteeism rates
  4. determine how work will be done - cross training, volunteer, subcontract
  5. communication plan - how to keep in touch
  6. establish health policies and education
  7. review HR policies -sick leave, overtime, succession plan
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4
Q

workplace violence: what do employers have legal duty to do?

A
  1. perform risk assessment with view to reduce risk
  2. develop/publish violence reduction policy
  3. educate and train works in how to handle situations
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5
Q

aging workforce trends?

A

55+ % has increased –> 38%
20% of 65+ worked part time
almost 40% of workforce over 55
soon more employees will be leaving workforce than entering - labour shortage??

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6
Q

aging workforce issues?

A 
labour shortage /delayed retirement
cost of pensions/benefit obligations
retraining to update skills
ergonomics and workplace design
discrimination - age discriminatino
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7
Q

trends of war babies?

A

1935-1945
cost sensitive
independent
high school education - less well educated
wanted job security (grew up in depression) - wants pension plan and good benefits
expected mutual loyalty - keep job, seniority

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8
Q

trends of baby boomers?

A 
1946-1964
born into economically good times
better educated
higher expectations
focused on career
climbing corporate ladder
live to work, long hours
cost effective, hardworkers, problem solvers
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9
Q

generation X

A 
1965-1980 
baby busters
more volatile economy, more layoffs
parents more likely to be divorced
latch key syndrome
more cynical
doesn't expect to work with one company for long time
starts to use technology
most concerned with salary
entrepreneurial and problem solvers
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10
Q

generation Y

A 
1980-1995
millennials
grew up with technology 
less concerned about materials, more experience
job enrichment and growth
work life balance
more difficult to work with
entrepreneurial and problem solvers
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11
Q

generation Z

A 
I generation
smart phones
digital
postpone adulthood
delaying entry into labour force
spending more time on phones - isolation
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12
Q

what are some cross generation policies?

A

career paths and development
communication - need multiple communication tools
pay for performance and recognition
trustworthy management - who is promoted (ethical and moral)
flexibility in areas that matter - flexible hours, compensation, family time etc

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13
Q

what do employees WANT

A 
on site day care/subsidiaries
family leave
flexible hours
job sharing
compressed work weeks
work from home - telecommuting
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14
Q

what do employers OFFER

A

family leave
flexible hours
work from home
job sharing

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15
Q

what is the ideal worker bias?

A 
work long hours
no break in employment history
show ambition
ideal age between 18 and 50
no children
--> discriminatory towards gender and age
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16
Q

immigrant stats

A

23.8% of workforce are immigrants

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17
Q

what are some issues with having a multicultural workforce?

A 
accommodating cultural differences
credential recognition
recruiting and hiring for cultural KNOWLEDGE
communication difficulties
orientation
18
Q

what is the express entry program?

A

targets immigrants in 50 skilled occupations
skills matched to labour market needs
LMIA required

19
Q

what is LMIA?

A

labour market impact assessment

assesses if can employers can find Canadians for positions or have to go abroad

20
Q

what is constructive dismissal?

A

unilateral change made by employer without consent of employee
change is a significant and substantial change to employee’s job/working conditions
the change is made without advance reasonable notice

21
Q

how can you avoid constructive dismissal?

A

get consent of employee
offering voluntary retirement
outline in job offer and employment contract that duties might change - contract clause

22
Q

what are the three types of ways you can terminate an employee?

A

just cause
advance notice
pay in lieu of notice

23
Q

what determines how much notice you should give?

A 
age of employee
length of service
state of economy and labour market
employee's position
promise of employment security
employee was induced to move to take the job
24
Q

what are the statuatory minimums for notice period?

A 
less than 3 months: 0 weeks
3 months-2 years: 1 week
2-4 years: 2 weeks
4-6 years: 4 weeks
6-8 years: 5 weeks
8-10 years: 6 weeks
more than 10 years: 8 weeks
25
Q

what are honda claims?

A

aggravated damages

26
Q

what is aggravated damages

A

honda claims

extra compensation if REAL HARM is proved

27
Q

how can you avoid honda claims?

A 
fire in private
terminate early in the week/day
investigate employees personal circumstances
dont make unsubstantiated allegations
have final pay and severance offer ready
offer outplacement ocunselling
confirm in writing
28
Q

what needs to be true for wrongful hiring to apply?

A

induces employees to take position
turns out to be untrue
causes employee to suffer a loss

29
Q

what is the remedy to wrongful hiring

A

employee can repudiate the contract - can quit

can claim damages to restore them to where they’d be had they not entered the contract

30
Q

how to avoid wrongful hiring?

A 
ensure info is correct
inform candidate if aware of changes coming
if don't know an answer, check first
provide realistic job previews
put things in writing - contract clause
31
Q

what is the duty of mitigation?

A

dismissed employee has duty to take reasonable steps to find alternate employment or else compensation might be reduced

32
Q

what does the human rights code cover?

A
  1. advertising and applications for employment
  2. employment, terminations and other conditions of employment
  3. equal pay for similar work
  4. trade union membership
33
Q

what are the 14 prohibited grounds in alberta

A 
race
gender
ancestry
place of origin
marital status
family status
physical disability
mental disability
source of income
religious beliefs
sexual orientation
colour
age
gender, identify and expression
34
Q

what are the four parts of a Bona Fide Occupational Requirement

A
  1. rationally connected to job performance
  2. set in good faith
  3. necessary for safe/efficient accomplishment of job
  4. no alternative is possible - undue hardship
35
Q

duty to accomodate

A

have to try to accomodate up until the point of undue hardship

36
Q

what is included in undue hardship?

A 
financial cost - jeopardizes business
disruption of collective agreement
employee morale
interchangeability of workers
magnitude of safety risks
size and resources of employer
disruption of operations
37
Q

human rights complaint process

A

intake and screening
conciliation or settlement
human rights tribunal hearing
complaint upheld or rejected

38
Q

What is job analysis

A

process of gathering info on jobs in org
organizing info in useable database
can be used for making organizational and hr decisions

39
Q

what are some ways of collecting info for job analysis

A

interviews, questionnaires, observation, diaries/logs, electronic monitoring

40
Q

what are some uses of job analysis

A 
orientation of new employee
work re-design
recruiting and selection
compensation
training needs
setting performance standards
career planning
establish bona fide occupational requirement
41
Q

what are competencies?

A

knowledge skills, abilities and behaviours that identify a successful employee
compare superior employees to average employees
based on actual job performance
can be taught or developed
should be linked to organizational goals

42
Q

what are the 3 types of competencies

A

core competencies - necessary for all jobs in org
functional competencies - necessary for all jobs in a job family (clerical, production)
job competencies - necessary for a specific job (Widgetmaker III)

SMO415 (2 decks)

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