SMO 415 Staffing
Instructor: R.G. Bradford Winter Term 2017
Office: 3-20C BUS Lec B1
Office Hours: Tues & Thurs – 2:30-3:30 pm Classroom: 1-06 BUS
Telephone: (Bus) 780 492-5819 Time: Tues/Thurs
(Res) 780 433-3289 12:30-1:50 pm
E-mail: [email protected] --or-- [email protected]
COURSE OUTLINE Course Description
This course is an overview of the human resource planning, recruitment, selection and staffing cycle.
Course Objectives
- To understand the stages of the staffing process, from the identification of staffing requirements to the hiring decision.
- To understand the legal and ethical issues.
- To understand and be able to apply the theory which guides HR management.
- To understand how the staffing process serves the strategic goals of the organization.
- To understand current issues and challenges in HR management.
Text
Catano, Wiesner, et. al., Recruitment and Selection in Canada, Nelson Thomson, 6th CDN Ed 2016.
Evaluation Criteria
a) Mid-term Examination (Tues. Feb. 14) 30%
b) Final Examination* (Wed. April 26, 2:00 pm) 30%
c) Assignment (Due Tues. Mar. 28) 30%
d) Class Participation 10%
TOTAL 100%
* Past blank copies of scheduled final exams can be obtained by visiting the SU Exam Registry in person, at 0-26 Student Union Building (SUB), or online at http://www.su.ualberta.ca/services_and_businesses/services/infolink/exams.
Course Schedule
Topic Readings Exercises
(to be handed out)
Introduction to SMO 415 Buy Text Development of the HRM Function Ch 1 External Challenges to HRM Ch 1
Case Analysis “Turnover at Tarly”
Employee Relations and Rights Ch 3
Case Analysis "So long, its been
good to know you."
Human Rights Issues Ch 3
Case Analysis "Discrimination or job
Requirements?"
Job Analysis Ch 4 “Job Analysis”
Exercise
Human Resource Planning, Ch 5, 6 and Recruitment
Case Analysis “Whinner Commercial
Bank”
Selection Ch 2, 7, 8, 9 Gigantic Aircraft Co.
Training, Development, Career Planning
Case Analysis A practical application of
Training Methodologies
Performance Appraisals Ch 5
Case Analysis "P.A. at T.V. Station”
Management Under Collective Bargaining
Case Analysis “A Promotion Decision at
Whinner's Widgets” and
“Technological Change”case
FINAL EXAMINATION:
Wednesday April 26, 2017 --2:00-4:00 p.m.
Learning Outcomes
1. At the end of this course, you will have developed the following course skills or knowledge:
a. - Develop an understanding of how human resource practices help achieve organizational objectives within the organization’s overall strategy.
- Develop an understanding of the legal and ethical standards that apply to the staffing process.
- Understand an evidence based approach to the development of human resource practices.
- Understand the steps in creating a workforce plan and the techniques used to identify current and future talent needs to support the organization’s goals and objectives.
- Understand how to execute a workforce plan by selecting, hiring, and developing competence needs and retain qualified talent.
-Develop an ability to interpret legislation and collective agreements to treat employees in a fair and consistent manner and manage the risk of litigation and conflict.
-Identify organizational learning priorities aligned with business strategy using key stakeholder involvement to ensure appropriate learning and optional return on investment.
- Understand how to implement learning and development programs in accordance with adult learning principles to build competency and ensure relevance and effectiveness.
- Learn how to make informed staffing decisions using financial and objective information to align human resources with business strategy.
- Understand the importance of human resource audits by sampling policies, procedures, programs and systems to identify strengths and areas for
improvement and to ensure compliance with policy.
b. This course should contribute to your understanding of the following HR Competencies by functional area:
- Strategy
- Professional Practice
- Workforce Planning and Talent Management - Labour and Employee Relations
- Learning and Development - Human Resources Metrics.
2. This course incorporates the learning goals of the B.Com program, in particular:
Critical Thinking, Ethical Awareness, Global Awareness, Oral Communication, Teamwork, Written Communication.
3. Final grading in this course is based on individual student achievement of the course and program outcomes.
These outcomes are measured by the following assessment:
Mid-term Examination: Assesses - Critical Thinking, Ethical Awareness, Written Communication.
Interview Assignment: Assesses – Critical Thinking, Ethical Awareness, Written Communication.
Final Examination: Assesses – Critical Thinking, Ethical Awareness, Written Communication.
Participation: Assesses – Critical Thinking, Ethical Awareness, Global Awareness, Oral Communication, Teamwork.
ASSIGNMENT
C A S E
Designing A Job Interview and Candidate Evaluation Form
Consider the following job description for the position of Human Resource Officer (page 4). Your assignment is to design a Job Interview Questionnaire for this position, together with a Form to Evaluate (rate) the potential applicants for this job. In designing your questionnaire you should consider what information you need to extract from a job applicant in order to come to an effective decision. You should also consider on what attributes you should be evaluating the job applicants for this particular job.
In addition to your interview questions and evaluation form, you should explain why you designed your interview procedure the way you did, i.e., explain why you believe the procedure you designed would be valid and reliable and contribute to an effective selection decision. Your explanation and defence of your interview question set and rating system should be no more than five (5) pages in length.
In your grading assignment I will be considering the following factors:
• Identification of the knowledge, skills, abilities and other characteristics (K.S.A.O.Cs) necessary to perform the job
• Interview questions and evaluation system clearly relate to the necessary K.S.A.O.Cs
• Evaluation system uses objective criteria
• Proper organization of the interview system
• Interview system is not overly complicated or would be difficult to use in a real interview
• Clarity
• Spelling/punctuation
• For the explanation, the reasoning is well supported through research materials, the job description, and logical arguments
HUMAN RESOURCE OFFICER
Human resource officers facilitate the effective use of human resources in their organizations. They develop recruitment programs and assist in the selection of job candidates, facilitate employee professional development, and administer a wide variety of human resource programs.
DUTIES
In general, human resource officers
• Evaluate position descriptions,
• Select appropriate recruitment strategies and advertise job vacancies,
• Interview applicants and recommend prospective employees to management,
• Arrange for and, in some cases, deliver training programs for employees,
• Provide advice regarding employee promotions, transfers and dismissals,
• Administer performance management systems,
• Administer employee benefit plans (e.g. group life insurance, sickness and accident benefits, health insurance, holidays and retirement pension plans) or supervise administrative staff who perform this function,
• Advise management regarding human resources policies and manpower planning,
• Handle labour relations issues, and
• Assist in negotiating collective agreements.
WORKING CONDITIONS
Human resource officers work in an office environment. Overtime and/or travel may be required.
SKILLS, INTERESTES, VALUES
Human resource officers need the following characteristics:
• Good judgement and problem-solving skills,
• Tact and diplomacy,
• The ability to communicate well with people, both orally and in writing,
• The ability to understand a variety of viewpoints,
• Leadership ability,
• Good organization and time management skills, and
• The ability to get the co-operation of employers, unions and employees to settle disputes.
Human resource officers should enjoy working with people, taking a methodical approach to their work, and taking responsibility for projects.
EDUCATIONAL REQUIREMENTS
A degree or diploma in a field related to human resource management (e.g. business administration, commerce, industrial relations or a related social science).
Grading System
Final grades will be determined by cut-off points rather than a particular distribution.
Consideration will be given to a raw score out of 100 points, possible natural breaks, university policy on class GPAs, and any relevant factor that relates to students’
performance. The instructor has some discretion in awarding final grades but, generally, cut-off points should fall quite closely to the following:
95+ = A+ 80+ = B+ 65+ = C+ 50+ = D+
90+ = A 75+ = B 60+ = C
85+ = A- 70+ = B- 55+ = C-
A grade of D will be used for borderline cases that for some reason should be given the minimum conditional pass of D. For the vast majority of cases, though, a score of less than 50 will be a fail and get a grade of F.
Academic Integrity
“The University of Alberta is committed to the highest standards of academic integrity and honesty. Students are expected to be familiar with these standards regarding academic honesty and to uphold the policies of the University in this respect. Students are particularly urged to familiarize themselves with the provisions of the Code of Student Behaviour (online at www.ualberta.ca/secretariat/appeals.htm) and avoid any behaviour which could potentially result in suspicions of cheating, plagiarism,
misrepresentation of facts and/or participation in an offence. Academic dishonesty is a serious offence and can result in suspension or expulsion from the University.” (GFC 29 SEP 2003)
University Policy on Course Outlines
“Policy about course outlines can be found in Section 23.4(2) of the University Calendar.” (GFC 29 SEP 2003)