MAN 320F Lecture 12 Outline of Last Lecture I HRM Process II Managerial HR Roles A Covered III Legal Environment EEO A If you face discrimination Outline of Current Lecture IV Legal environment Continued V Recruiting Sources VI Recruitment VII Tips for Managing Downsizing VIII Selection Devices IX Employee Selection Interviews X Illegal Interview Questions A Can t Ask B Can Ask XI Written Tests XII Performance Simulation Tests XIII Selection Summary XIV Workforce Diversity A Benefits B Managing Diversity XV HRM Issues Sexual Harassment XVI Managers Bookshelf The No Asshole Rule Current Lecture Chapter 12 Managing Human Resources Continued Learning Objectives o o o o o o o o o o o Describe the HRM process Describe employment at will and EEO laws Discuss how a company avoids discrimination Discuss the challenges of managing FMLA Discuss the tasks associated with recruiting employees Identify decruitment options Describe selection devices and their advantages Describe how to manage downsizing in the workplace Explain what sexual harassment is and what managers need to know about it Define workplace diversity and explain why managing it is so important Explain how to manage diversity to create a culture of inclusion Legal Environment Family and Medical Leave Act FMLA o Applies to employers of 50 employees o 12 weeks unpaid leave per year for care of Newborn adopted child Ill family member Their own illness Exigent issues related to deployment overseas o One time or intermittent leave o Must have serious health condition o Hard to administer unclear qualifying events o New veterans caregiver benefits 26 weeks Recruiting Sources Decruitment Options Tips for Managing Downsizing Types of Selection Devices o Application Forms o Written Tests o Performance Simulations o Interviews o Background Investigations o Physical examinations Selection Devices o Validity of Prediction A proven relationship exists between the selection device and critical success criterion for performance o Reliability of Prediction Test scores are consistent over multiple testing instances o Critical for defense against disparate impact discrimination o Realistic Job Preview RJP provides both positive and negative information about job and company Employee Selection Interviews o Most widely used tool o Disproportionate influence on hiring decisions o Unstructured ineffective Favor applicants that share attitudes Unduly high weight to negative information o Structured better validity Standard set of questions Uniform recording Standardized rating system Use behavioral focus Illegal Interview Questions o Can t ask What s your birth date or How old are you What s your marital status or Do you plan to have a family What s your native language Have you ever been arrested o Can ask Are you over 18 Would you relocate Can you attend events in the evening on weekends Are you authorized to work in the United States Have you ever been convicted of fill in the blank The crime must be reasonably related to the performance of the job Written Tests o Intelligence o Aptitude o Ability o Interests o Integrity o Personality Performance Simulation Tests o Work samples simulation o Most accurate predictor of job fit success o Case Interviews file on Bb o Assessment centers o Can be expensive o Danger of inadvertent bias Post Offer Selection Devices o Background investigations Reference checks Security clearance Credit check o Physical examinations Drug tests 57 employers Strength stamina evaluation MMPI Minnesota Multiphasic Personality Inventory o Rules for use in selection Must offer job first Can only withdraw offer if 1 Applicant has lied 2 Findings indicate inability to perform essential job functions Selection Summary o Keep it job related o Treat all candidates the same o Use valid predictors e g employment tests o Don t discriminate on legally protected characteristics What is Workforce Diversity o Workforce Diversity how people are different from and similar to one another o Importance Reflect employee demographics Reflect customer demographics Source of innovation Benefits of Workforce Diversity Texas Glass Ceiling Report Not on Exam o 2008 o Women make up 10 92 of Senior Leadership Teams SLT o 40 of the corporations have no women on their SLT o Women make up 10 97 of Corporate Board Members o 33 of the corporations have no women on their Boards o Women make up 47 of the National Workforce Dept of Labor Managing Diversity o Create a culture of inclusion Supports and values difference Generates a sense of belonging to the organizational community o Demand a higher level of performance from everyone o Treat all people as irreplaceable assets o Video SHRM HRM Issues Sexual Harassment o Quid pro Quo Form of gender discrimination covered by Title VII Sexual advances verbal or physical conduct Submission to or rejection of this conduct explicitly implicitly affects continued employment promotion job assignment Same sex or opposite sex o Offensive hostile work environment Unwelcome intimidating working conditions reasonable person criteria Sexual banter jokes pictures example1 Non sexual but hostile treatment based on gender example2 Sexual Harassment Final Thoughts o Knowledge requires action Please don t do anything I just want to talk o Workplace romances Potential harassment liability o It s about power not sex When men are objectified and abused they should not be expected to like it o The law is the law is the law Our workplace is rough and tumble it s part of our culture was not an adequate defense when a Denver car dealership tried to argue that calling a female salesperson a floor whore was a term of endearment and simply exemplified the way people in the industry spoke Managers Bookshelf The No Asshole Rule o Why should every workplace have a no asshole rule o What should managers do to implement the rule