500-700 word reflection on: How well is your organization doing with human resources? What challenges do they face? Are those challenges industry or restaurant specific? What recommendations would you give to your employer to enhance their human resources practices? Be sure to touch on multiple concepts as learned over the past six weeks.
Performance Management
Feedback
Compensation
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Lesson Objectives
Recognize the importance of performance appraisals
Evaluate effective and ineffective performance appraisal techniques
Determine how the employee is accountable for effective performance management.
Consider the value of being coachable
Assess why we need to give effective feedback and learn how it is done
Define stagiaire and look at its benefits and drawbacks
Understand employee rights with regards to compensation – stages, internships and overtime
Be sure to review document: TIPS FOR A SUCCESSFUL EXTERNSHIP OR STAGE
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What is Performance Management?
A process by which managers and employees work together to plan, monitor and review an employee’s work objectives and overall contribution to the organization.
The ultimate objective is to align individual performance with organizational goals.
More than just an annual performance review, performance management is the continuous process of:
setting objectives,
assessing progress, and,
providing on-going coaching and feedback to ensure that employees are meeting their objectives and career goals.
Recall that one of the primary functions of any manager is: Controlling. Performance management is a key area of control for any manager to monitor productivity, development, contribution and labour cost.
Performance Management is an example of this.
The definition of GREAT performance management: An engaged workforce that is fully aligned with your core business strategies and is moving the organization to success.
http://hrcouncil.ca/hr-toolkit/keeping-people-performance-management.cfm
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Goal of Performance Management
The fundamental goal of performance management is to promote and improve employee effectiveness.
An effective performance management system requires that the organization has key HR management practices in place to support the process. These include:
Well designed jobs and written job descriptions
Effective supervision
Comprehensive employee orientation and training
A positive and supportive work environment
The Corporate Leadership Council found that most of the important drivers of employee engagement and performance are related to effective performance management skills, including:
setting clear goals, providing regular feedback supporting employee development.
The Ken Blanchard Companies found that managers who are effective at employee performance management produce better business results, including:
50% less staff turnover
10 to 30%higher customer satisfaction ratings
40% higher employee commitment ratings
200% higher net profits
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Essentials of Effective Performance Management
Set clear goals and expectations – employee and manager involved in setting goals – SMART goal training
Provide regular feedback – formal and informal – be specific, timely and show how behaviour is valued.
Support employee development and success – mentoring, job shadowing, coaching, etc.
Hold employees accountable – this can only happen if we involve employees in the goal–setting and performance review process
Managers must be leaders who can coach and develop employees in addition to simply having supervisory skills
What can HR do to drive high performance in your organization?
Set clear goals and expectations – Ensure personal goals in some way contribute to the achievement of the organization’s high level goals. Give your managers and employees (since they should participate in writing their own goals) annual training on how to write effective goals. It’s not an easy skill to master, and we easily forget how to do it well. And make it a priority in you organization to regularly communicate the progress and status for high level organizational goals.
Tip: Provide a sample of an effectively written goal (aka SMART goal) on your review form.
In terms of setting expectations, make sure managers and employees review goals set for the year. Use organizational and job-specific competencies to clarify expectations and help describe what it takes to be successful in a role.
Provide regular feedback – Think of feedback and recognition as an investment in future performance. Have managers provide both formal and informal feedback and recognition. Managers should clearly tell employees what they are doing well, and why the behavior is valued (impact on team, organization, customer, etc.).
Feedback should clearly tell what behavior needs to change/improve and why (impact on team, organization, customer, etc.). Feedback should include a specific example of when the behavior in question was demonstrated (no generalizations!).
Support employee development and success– Building organizational bench strength is just good business. By investing in your employee’s development, you ensure your organization has the built-in knowledge skills and experience it needs to succeed, both today and tomorrow. It’s also a critical way to drive up employee retention.
Remember, development can take many forms: mentoring, job shadowing, volunteer work, lunch and learn sessions, reading books/journals/blogs, coaching, cross-functional team assignments, webinars, podcasts, etc. Managers (and HR) should engage employees to identify the learning activities most appropriate to their needs.
Train your managers to be better leaders
To be successful at performance management, your organization needs people managers who can coach. If the role of the manager is to accomplish or facilitate work through others, then managers need to effectively direct and develop their employees.
As an HR leader you should be ensuring managers are trained on basic supervision skills and trained in coaching and giving performance feedback. Your managers should also be trained on using your organization’s performance management system well.
It can’t be stressed enough: the manager-employee relationship is critical to employee engagement and retention of top performers. As a result, managers should be working hard to build trusting relationships with each employee they supervise.
Hold employees accountable
This point reinforces the importance of organizational alignment and giving employees a role in the goal-setting process. When employees help to set their own goals, it not only ensures they are more engaged in the goal-setting process itself, it also holds them accountable to those goals.
Another way to ensure accountability is to include some sort of self-assessment in your performance management process. This self-assessment has many benefits, the first being that it gives employees a voice in how their performance is assessed and rated. As a result they become an active, rather than passive participant during performance discussions.
Second, it also helps to identify how a manager and employee may perceive performance outcomes differently. The information revealed in a self-assessment can be used to help prepare for a more meaningful discussion about performance as a result. http://www.halogensoftware.com/blog/a-simple-definition-of-performance-managementand-why-everyone-plays-a-role
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Performance Management Cycle
Phase 1 – Plan
For a performance management system to be effective, it must start off with proper planning. Management must identify, clarify and agree upon expectations of a particular role and identify how results will be measured. The plan should be documented, and a monitoring process should be put in place.
Phase 2 — Monitor
Employee progress and performance must be continuously monitored. Monitoring day-to-day performance does not mean watching over every aspect of how employees carry out assigned activities and tasks. Managers should not micro-manage employees, but rather focus their attention on results achieved, as well as individual behaviors and team dynamics affecting the work environment. During this phase, the employee and manager should meet regularly to:
Assess progress towards meeting performance objectives
Identify any barriers that may prevent the employee from accomplishing performance objectives and what needs to be done to overcome them
Share feedback on progress relative to the goals
Identify any changes that may be required to the work plan as a result of a shift in organization priorities or if the employee is required to take on new responsibilities
Determine if any extra support is required from the manager or others to assist the employee in achieving his or her objectives
Continuous coaching
Performance management includes coaching employees to address concerns and issues related to performance so that there is a positive contribution to the organization. Coaching means providing direction, guidance, and support as required on assigned activities and tasks. As a coach, managers need to recognize strengths and weaknesses of employees and work with employees to identify opportunities and methods to maximize strengths and improve weak areas. The role of the coach is to demonstrate skills and to give the employee feed back, and reassurance while he or she practices new skills. Good listening skills on the part of the coach, together with the ability to deliver honest feedback, are crucial. In a coaching role, you are not expected to have all the answers. The strategic power of any coaching dialogue lies primarily in the coach’s ability to ask the right questions.
Phase 3 – Review and Evaluate
Providing feedback
Positive feedback involves telling someone about good performance. Make this feedback timely, specific and frequent. Recognition for effective performance is a powerful motivator.
Constructive feedback alerts an individual to an area in which performance could improve. It is descriptive and should always be directed to the action, not the person. The main purpose of constructive feedback is to help people understand where they stand in relation to expected and/or productive job and workplace behavior.
Often, it is the positive and supportive feedback that is most readily and easily shared, while finding the right way to provide constructive feedback to address a particular performance issue can be more daunting. If an employee is not meeting performance expectations, managers need to provide constructive and honest feedback. It’s important to do this when an issue first arises – before it escalates into a significant problem.
The most significant form of evaluation in the Performance Review where the employer sits down with the employee to review positive as well as constructive feedback as well as to discuss what changes should be made to performance in the future.
Here are a few points to consider when giving constructive feedback:
Prepare
Think through what you want to address in the meeting, confirm the facts of the performance issue and make sure you know and can describe what happened or is happening
Be clear about what the issue is and about the consequences if the employee’s performance does not improve
Plan to meet in a location where there will be privacy and minimal interruptions (note that in a unionized environment, you may have to invite a union representative to be with the employee during the discussion)
Be calm, so that you can approach the discussion objectively and with clarity
State the facts
Using a non-threatening tone, describe the performance issue in an objective, factual, nonjudgmental way, providing specific examples
Identify the negative impact on people in the workplace or on the organization
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Phase 1: Plan
Review current job description to ensure it reflects the work that the employee is doing and any new responsibilities.
Review the links between the employee’s job description, the organization’s goals, objectives and strategic plan.
Develop a work plan that outlines the tasks or goals to be completed, expected results and measures or standards that will be used to evaluate performance.
Identify 3-5 key performance objectives for the year. These are objectives that are critical to the overall success of the position. They are determined by the organization’s strategic plan, the employee’s desire to improve in a certain part of their job.
Identify training objectives that will help the employee grow his or her skills, knowledge, and competencies related to their work.
Identify career development objectives that can be part of longer-term career planning.
Both the employee and manager must sign off on the proposed work plan. A copy of the plan should be given to the employee.
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Phase 2: Monitor
For a performance management system to be effective, employee performance must be continuously monitored. Do not micro-manage employees, instead, focus attention on results achieved, as well as individual behaviours that impact the working environment.
During this phase, the employee and manager should meet regularly to:
Assess progress towards meeting performance objectives
Share feedback on progress relative to the goals
Identify any barriers that may prevent the employee from accomplishing performance objectives and what needs to be done to overcome them
Determine if any extra support is required from the manager or others to assist the employee
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Phase 3:
Review and Evaluate
Performance appraisals are used to determine who needs what training, who will be promoted, demoted, retained, or terminated.
The performance review is an opportunity to:
examine and evaluate an employee’s work contributions by comparing it with preset standards,
documents the results of the comparison,
use the results to provide feedback to the employee to show where improvements are needed and why.
Employees should also assess their performance in preparation for the appraisal meeting. This encourages accountability and can identify gaps between the employee’s self-perceptions the chef’s.
See Performance Management Review Template on Blackboard
The performance review is an opportunity to:
examine and evaluate an employee’s work behavior by comparing it with preset standards,
documents the results of the comparison, uses the results to provide feedback to the employee to show where improvements are needed and why.
Performance appraisals are employed to determine who needs what training, and who will be promoted, demoted, retained, or fired.
One of the most important things you can do to ensure the success of your employee performance appraisal is to actively prepare for it. Whether your company includes a self-evaluation step in their process or not, you don’t have to play a passive role where you are merely the recipient of feedback and direction from your manager. By properly preparing for your appraisal meeting with your manager, you can ensure your manager has a broader picture of your performance and career goals, foster dialogue, and take charge of your career progression. Here are some tips to help you prepare for your performance appraisal.
Your Performance Review
Review your job description, personal and organizational goals, and development plans
Use these as the foundation for preparing details on your accomplishments, strengths and areas for development.
Gather any regular reports you’ve created (e.g. weekly reports, monthly highlights, project status reports) or significant contributions you have made to highlight performance milestones, as well as any challenges.
Review your last performance appraisal and look at the feedback and ratings you were given. It will give you a clear idea of how you’ve developed over the period.
1. Gather information
Review your job description and the goals, competencies and development plans set out for you at your last appraisal. Use these as the foundation for preparing details on your accomplishments, strengths and areas for development.
Gather any regular reports you’ve created (e.g. weekly reports, monthly highlights, project status reports). They’ll help you recall performance highlights and milestones, as well as any challenges.
It can also be helpful to review your last appraisal and look at the feedback and ratings you were given then. It will help give you a sense of how you’ve grown and developed over the last period.
2. Prepare a list of your accomplishments
If you’ve kept a journal of your performance over the last performance cycle, get it out now and review your notes. Notice any trends or recurring themes that reveal things like: particular strengths, challenging people or situations, knowledge or skills you need to develop, projects or work you really enjoyed, etc.
If you didn’t keep a journal, start today. Keeping a record of your activities, accomplishments, successes and challenges as they happen helps you capture details while they’re fresh in your mind. Having all this detail at hand will help both you and your manager get a broader, more objective view of your performance over the entire period, and avoid being biased by recent events. It will also make your preparation for your next performance appraisal faster and easier.
With all this information as background, you’re ready to prepare a list of your accomplishments. As you do, it’s important to relate them to your goals and higher level organizational goals. Make sure you capture the “how” not just “what” you accomplished but keep it brief; don’t use this as a diary or performance journal. Give your manager any contextual details they need to understand your performance. Identify any challenges that limited your abilities to succeed, as well as any support you received from others.
Think about your audience. What does your manager need to know? What do they already know?
Gather any letters, emails, certificates of recognition, awards, etc. that document exemplary performance since your last appraisal. Also gather any written communications that identify challenges or problems with knowledge and performance.
Make note of any training or development activities you completed.
Think of this as an opportunity to let your light shine. Your manager may not be aware of all the great things you’ve done, especially the many small things that can really add up and make a difference.
You can use this information as background for your discussion with your manager during your performance appraisal meeting, or even submit it to your manager before your review, to help them in their preparation.
You can use the details from your list of accomplishments and journal notes to provide summaries of your performance of goals. It can also be helpful to list or cite specific examples of your work to backup your ratings.
5. Prepare a list of areas for development
In reviewing your job description, competencies, goals, performance journal notes, list of accomplishments, etc, identify any areas where you felt you struggled, or where others may have noted your performance lacked, and make note of these.
You should also identify any areas where you would like to expand your skills/experience/expertise or share them with others as part of your career growth and progression.
Be honest about your struggles, and when you meet with your manager, ask for coaching, mentoring, training, or whatever support you need to develop, improve or be more successful. No one is perfect. Everyone should be continually learning and developing.
You should also think about your career plans if you have any and be prepared to talk to your manager about them. What skills/knowledge/experience do you need to develop to help you achieve these goals?
6. Draft goals for the coming period
Don’t wait for your manager to hand down your goals to you. Take a proactive approach and draft some possible goals based on your job description, your department or the organization’s higher level goals, your skills/experience/abilities, etc. In drafting your goals, you might want to look for opportunities to expand your duties, broaden your knowledge, or take on more responsibility. You can review and refine these in your meeting with your manager.
8.Keep an open mind
Often, we come to our performance appraisal meeting with our manager feeling a bit defensive. We’re bracing ourselves to hear criticism, or we’re jockeying for ratings/positioning that impact our compensation and advancement in the company.
Unfortunately, when we’re defensive, we don’t listen very well. Prepare yourself for your performance appraisal meeting with your manager by trying to relax and let go of any defensiveness you’re aware of. Your goal should be to listen deeply to the feedback your manager provides you, as well as the goals and development plans they lay out for you.
Conclusion
It’s your career! You have both the power and responsibility to manage your own performance and ensure your ongoing development and success. Make the most of the opportunity your performance appraisal offers to make your contributions known and to get meaningful feedback and direction that will help you grow. Proper preparation and participation can help ensure that.
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Your Performance Review
Prepare a list of your accomplishments
Review your own performance. (It’s a great idea to keep your own performance journal.) Your manager may not be aware of all the great things you’ve done, especially the many small things that can really add up and make a difference.
Notice any recurring themes that reveal things like: particular strengths, challenging people or situations, knowledge or skills you need to develop, projects or work you really enjoyed, etc.
Gather any letters, emails, certificates of recognition, awards, etc. that document exemplary performance since your last appraisal.
Make note of any training or development activities you completed.
Summarize the work accomplished in the previous year in relation to the goals that were set – the key results, accomplishments and shortfalls for each of the objectives.
Document any challenges encountered during the year and identify areas for training and development
Identify and discuss any barriers to the achievement of your performance objectives
Both employee and supervisor must sign off on the appraisal.
This acknowledges involvement in the process, but not necessarily agreement by employee with the content of the evaluation.
If an employee disagrees with any part of the performance assessment, provide them with the opportunity to attach their comments and file with their performance assessment form.
The employee receives a copy of the appraisal form and the signed document is put in the employee’s file.
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Your Performance Review
Prepare a list of areas for development
Identify any areas where you felt you struggled, or where others may have noted your performance lacked, and make note of these.
Identify areas where you would like to expand your skills/expertise as part of your career growth and progression.
Be honest about your struggles, and ask for coaching, mentoring, training support you need to develop, and be more successful. No one is perfect. Everyone should be continually learning and developing.
Your Performance Review
Draft goals for the coming period
Don’t wait for your manager to give you your goals. Take a proactive approach and draft some possible goals based on your job description, your department or the organization’s higher level goals, your skills/experience/abilities – look for opportunities to expand your duties, broaden your knowledge, or take on more responsibility.
Keep an open mind
If we come to our performance appraisal meeting feeling a defensive, we don’t listen very well. Your goal should be to listen to the feedback as well as the goals and development plans they lay out for you.
Make the most of the opportunity your performance appraisal offers to make your contributions known and to get meaningful feedback and direction that will help you grow.
Performance Appraisal Approaches
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Results Appraisals
what a worker accomplishes or the results of their performance.
Most objective method
Eg.: waste, amount of time required to complete tasks, errors, etc., are measured against standards
Not all job aspects can be evaluated this way
Behaviour Appraisals
how workers perform their jobs—actions and behaviours they exhibit on the job.
Focuses on what a worker does right and how they could improve – communication, leadership, teamwork, goal-focused
Performance Appraisal: how often?
Performance appraisals should be conducted at a minimum of once per year
Studies show that more frequent feedback with employee may have positive implications for both the organization and employee
More frequent feedback prevents minor issues or poor performance from becoming problems
See Mini-Performance Review example on Blackboard
Image source: Marina Social
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Effective Performance Coaching Guidelines
Build a working environment built on mutual trust and caring.
Maintain an ongoing, two-way dialogue about performance sharing expectations, provide coaching, answer questions.
Feedback and coaching is focused on desired behaviours and outcomes, and opportunities for development, not on “failures.”
Treat mistakes or less than desired results as learning opportunities rather than failures.
The goals you assign your employees must be achievable.
Support your employees’ career development and progression by providing ongoing development opportunities.
Recognize and reward accomplishments, progress and success.
Work to see the potential in every one of your employees and help them to be their best.
Help each employee to discover and bring their passion to their work.
(http://www.halogensoftware.com/blog/are-you-committed-to-your-employees-success-teaching-vs-coaching-your-employees)
To make your performance reviews as productive as possible:
Be prepared
Lead with the positive
Don’t be confrontational
Keep it Simple
Be consistent
Make it a two-way conversation
Address what’s important to the employee
Discuss work/life balance
Be a good listener
Give Feedback Regularly
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Avoid Poor Performance Review Pitfalls
Too vague
No preparation
They never happen at all
No recognition for a job well done
No follow-up
No discussion about the employee’s ambitions and development goals
Everything’s perfect – until it’s not and you’re fired
Recency effect
Too vague. Do not be brief and generic in giving the employee unspecific feedback on the work they’ve done over the course of the last year. Be specific about what you liked and didn’t like in their performance.
No preparation: doing reviews ‘on the fly’ is unacceptable. When this occurs, the message sent to the employee from the boss is: “I’m very important and busy. I don’t have time to tell you how I think you’re doing at your job.”
They never happen at all: The bosses who don’t plan their performance reviews are typically not great planners in their jobs, either. An effective leader understands this is an important aspect to organizational success and plans for performance reviews.
No pats on the back or recognition for a job well done: Employees are demotivated when their dedication and performance is never recognized. Sincerely thank your people when they do a good job. It’s the cheapest bonus you’ll ever pay.
No follow-up: As part of every performance review, there should be goals set for the coming year. The worst bosses forget about these goals as soon as they’ve been completed. There’s no quarterly review of them to see if the employee is on track. There’s no mid-stream feedback on how the report is doing in relation to the goals or tips from the boss on what to do to get back on track. Then, 12 months later, the old form gets pulled out from the file to be discussed again and new goals are set.
No discussion about the employee’s ambitions and development goals: People don’t think a lot of their career path – whether they’re a boss or a report. Yet, people need to be asked “what do you want to do?” or “where do you want to go?” at every performance review (or at a separate dedicated meeting annually). This forces the employee to look him or herself in the mirror.
Everything’s perfect – until it’s not and you’re fired. It is unfair and ineffective to handle poor performance like this when especially when the boss has been bothered by some aspect of the employee’s performance, but never bothered to mention it to them until the time of their firing.
Recency effect: Some bosses seem to have no memory, so they only base their opinions on the most recent events and opinions from others to form their opinion on what’s happening over the long-term, which is not accurate.
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When Performance Management Goes So Wrong
What is going wrong here?
Who is responsible?
What are 3 things, from the lesson on performance management and feedback, that could have prevented this awkward performance review situation?
Watch the video (2min. 38sec.): https://www.youtube.com/watch?v=gdp4sPviV74
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Feedback
Feedback
Leaders skilled at feedback can better influence behaviour, redirect performance, build understanding of organizational goals, while effectively demonstrating leadership.
Image source: http://www.reading-college.ac.uk
Feedback is a powerful tool through which leaders demonstrate support, reinforce values, and build accountability.
Feedback needs to be an ongoing practice supported by shared expectations and effective monitoring.
Feedback should not be an infrequent event focused solely on negative performance.
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Why Feedback Works
Feedback motivates behavior.
People who are well-informed about their performance are more accountable about how they perform.
Feedback influences how workers see themselves, giving them the confidence to take on new challenges.
Feedback provides leaders an immediate, direct and useful way to give—and gather—information about performance.
Chef Piggott and team: utoronto.ca
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Feedback How-To
Effective feedback includes two elements:
Success feedback: reinforcing behaviours you want continued
Guidance feedback: redirecting behaviours that must improve or change
Feedback that is timely, specific and descriptive increases performance improvement.
Use behavioural words and be specific:
“You showed a lot of initiative in resolving that issue”
or
“I can always count on you to see a project right through to completion”
rather than
“You did a great job.”
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Feedback vs. Criticizing
Ask employee for her view of the situation. People are more receptive when they have a chance to explain first. You might also learn something new that will explain the situation or change your point of view. Be sensitive to people’s feelings. Effective managers demonstrate concern for the well-being of their employees. This doesn’t mean withholding criticism or ignoring problems, however.
2. Before a feedback session, your goal is to gather evidence that allows you to describe:
Specific behaviour. Be specific about what the person has done or not done, without judging her intent. Avoid statements that begin “You always. . .” or “You never. . .”
The impact of that behaviour. Tell the person how her behavior is affecting you, the team, or the business.
What you want the person to do differently. Your employee can’t read your mind. Be clear and detailed about what needs to change.
3. Implement a clear action plan that the employee understands to resolve the situation.
4. Follow up to ensure the situation has been resolved. When you follow up, you are telling employees that you are being thorough and that the work is important.
Feedback That Works
Cynthia M. Phoel
https://hbr.org/2009/04/feedback-that-works.html
Fundamentally, feedback is a good thing. For managers, it’s an important tool for shaping behaviors and fostering learning that will drive better performance. For their direct reports, it’s an opportunity for development and career growth.
Why, then, is it so problematic? Most managers say they dislike giving feedback and don’t think it’s as effective as it could be. Those on the receiving end say they don’t get enough feedback they can actually use.
Many reasons account for this disconnect. Strong emotions on both sides, a focus on character rather than on behavior, and a lack of clarity about what needs to change and why are just a few of the factors that can undermine a feedback session, write Mark D. Cannon and Robert Witherspoon in an Academy of Management Executive article. What can a manager do to improve feedback?
Focus on business outcomes
Business outcomes should be your starting place for giving feedback: You need to develop talent, boost sales, improve service. When feedback is framed as a means to reach a specific business goal, it becomes an opportunity to solve a problem rather than criticize.
A character attack provides no information and doesn’t offer any actionable ideas for change. Before a feedback session, find concrete data that may or may not support your conclusions. Your goal is to gather evidence that will allow you to describe:
Specific behavior. Be specific about what the person has done or not done, without judging her intent. Avoid statements that begin “You always. . .” or “You never. . .”
The impact of that behavior. Tell the person how her behavior is affecting you, the team, or the business.
What you want the person to do differently. Your employee can’t read your mind. Be explicit about what needs to change.
This opportunity is not geared only to the manager. When feedback is focused on the employee’s development, “that makes it a lot more helpful,” says Cannon, a professor of leadership and organizational studies at Vanderbilt University, in Nashville. “Feedback becomes a gift of someone investing in the recipient’s career.”
Give feedback often
Feedback works best when it’s a continual process rather than a formal session once or twice a year. In fact, experts agree that the yearly performance appraisal is the worst time to surprise an employee with negative feedback. You’re nervous, and so is the employee. With pulse rates up and adrenaline flowing, the natural response is fight or flight, not the thoughtfulness an effective feedback session requires.
Practice giving feedback often; soon it will become a habit. Praise good performance right away. When negative feedback is required, talk with the employee within 24 hours.
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Use clear, nonjudgmental language that focuses on results and behaviour:
Negative Feedback
“Your work has been sloppy lately.” (Negative: too vague)
“You’re obviously not a mathematician.” (Negative: focuses on the person, not on performance)
“Don’t let it happen again.” (Negative: blanket demands)
“I hope your graphics are better this time than last time.” (Negative: Lack of confidence; mean)
Effective Feedback
“Your last three reports contained an unacceptable number of statistical errors.” (Positive: cites specifics)
“I know you’re capable of producing more accurate work.” (Positive: reaffirms confidence in employee’s abilities)
“How can we prevent errors from effecting quality of plates coming from your station?” (Positive: asks for feedback on improving performance)
“So, we’ve agreed that you’ll spend more time developing your knife skills to improve your efficiency. Let’s give you 1 hour/day this week to practice and we can follow up next Monday.” (Positive: collaborative; set’s employee up to succeed)
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But, are you doing your part?
All of the performance management efforts in the world from the leader will not be effective if an employee is not coachable.
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Non-Coachable vs. Coachable
Non-Coachable
Always thinking they’re right
Not willing to learn new things or grow
Not open to change
Negativity/Pessimism
Putting others down
Eye rolling during criticism
Disrespectful of others and opinions
Inability to self-reflect
Coachable
Open to change
Easy going
Receptive to constructive criticism
Desire to be better
Positive and optimistic
Humble
Hungry
Self-aware
Persistent and determined
http://www.huffingtonpost.com/laura-probert-mpt/what-it-means-to-be-coachable-and-why-you-should-care_b_9178372.html
Being coachable – even if it makes you feel vulnerable – is the secret to achieving many or most of your dreams.
Being coachable is about awareness and the ability to take the gold nuggets from a situation and use them to your advantage. There’s wisdom in being coachable. It means you’re paying attention to other people and the experience, wisdom, skills and knowledge they’ve earned and you’re willing to listen close enough to see what might help you on your own journey.
If you’re NOT coachable, you’ll quickly find your experience with whatever you’re involved in becomes difficult or just plain boring. Being coachable means you’re leaving room for the possibility that there’s something you haven’t learned yet that could make you even better.
Be open to that possibility.
Be coachable.
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Being Coachable – why it’s important
If you wish to grow, learn, improve, excel, you should care about whether or not you’re coachable.
Being coachable relates to a happy, productive life. It means you’re ready to do what it takes to change, transform, improve or excel.
Being coachable means you’re leaving room for the possibility that there’s something you haven’t learned yet that could make you even better.
Be open to that possibility.
Be coachable.
Find a leader/chef who is a coach and be a sponge.
Being coachable means you’re open to listening to feedback, able to receive constructive criticism without taking it personally, willing to take a look at your own performance in order to improve it, and generally a super-badass-enthusiastic go getter type of person.
http://www.huffingtonpost.com/laura-probert-mpt/what-it-means-to-be-coachable-and-why-you-should-care_b_9178372.html
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Leadership Development
Competence comes with training & development and by putting it into practice
Growth and excellence are a result of applying what you learn through coaching and performance management
Leaders seek out feedback and development opportunities
These are essential steppingstones to becoming a leader
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Compensation
Overtime
Salary/Day Rate
So, what is fair?
The Current $
tate
of Toronto’s Culinary Industry
Read the G&M article on exploitation of cooks in the industry
Image Credit: Stannesman/flickr
Overtime and the Salaried Employee in Ontario
Employees do not have the ability to contract out or waive minimum employment standards.
There is a widespread misconception that salaried workers are not entitled to overtime pay. According to the Human Resources Professional Association of Ontario, 44.75% of organizations said their non-management, salaried employees are expected to work overtime without pay. This goes against employment standards in Canada.
Salaried employees have the same entitlement to overtime as hourly employees. Salary and hourly pay are merely methods by which wages are paid and affect how the entitlement to overtime is calculated, not whether it exists. The regular pay of salaried employees is determined by dividing their weekly salary by the hours in their regular work week.
So this means that any cook who signs a contract to work for a day rate is not signing away his/her right to overtime pay in Canada.
So, what exactly does this mean? Well, it means that an employee cannot waive their rights to what is already mandated in Canada’s Employment Standards Act. An employee cannot agree to giving away their rights to overtime pay by not working for an hourly wage. A salaried employee, meaning one that is being paid a daily or weekly rate instead of an hourly wage have the same entitlement to overtime pay. Managers, chefs, sous chefs, who are salaried are currently not entitled to overtime as their wages are to be higher to make up for the extra work and time they put in.
Overtime and the Salaried Employee in Ontario: A Disaster Waiting to Happen
April 2010
Co-authored: George Waggott and Aaron Rousseau
About one in five employees in Canada works overtime, averaging about nine extra hours per week. Only about half of these employees are compensated with overtime pay. That means potentially one in ten Canadian employees are working unpaid overtime hours. This represents over $15 billion in potential claims for unpaid overtime every year, just at straight time. 1 At time and a half, this is more than $22.5 billion. So far, five large class action lawsuits have been commenced by plaintiffs in Canada, alleging overtime hours that have not been compensated for by their employers, as required by both provincial and federal employment standards legislation.
Employees do not have the ability to contract out or waive minimum employment standards.
There is a widespread misconception that salaried workers are not entitled to overtime pay. According to the Human Resources Professional Association of Ontario, 44.75% of organizations said their non-management, salaried employees are expected to work overtime without pay. 13 Whether an employee is paid on an hourly or salary basis is not criteria for overtime entitlement. Salaried employees have the same entitlement to overtime as hourly employees. Salary and hourly pay are merely methods by which wages are paid and affect how the entitlement to overtime is calculated, not whether it exists. The regular pay of salaried employees is determined by dividing their weekly salary by the hours in their regular work week.
The ESA states that employers normally cannot require or permit an employee to work more than 48 hours in week. 15 Outside of an emergency, an employee can exceed 48 hours in a week only when the employee has signed a written agreement to do so and the employer has applied for approval to the Ministry of Labour. At that point, the limit rises to 60 hours a week.
Form of Compensation
For the same amount of money and the same total hours, most employees would rather have a higher base salary and not earn overtime pay. This gives them the financial security of receiving the same amount of pay each week. It’s also easier for the employer, because it makes record-keeping and budgeting simpler. Unfortunately, the law does not automatically presume that employees made this implicit trade-off. If employers and employees want to make this reasonable trade-off, they should consider specifying a realistic number of hours in a written employment contract. Employers who don’t protect themselves in this way run the risk of paying for an employee’s overtime twice; first through higher wages, and second through unpaid extra hours – at the already high wage rate.
Another problem is extra compensation for hard workers through bonuses or promotions. Neither bonuses nor promotions count as overtime pay, should an employee bring a claim for unpaid hours.
Many employers try to cut unlawful deals with employees. The effort is doomed to fail. Under the legislation, an employee cannot “contract out” of overtime, even if they want to. The result is that employers cannot, for example, agree to a higher wage but no overtime pay.
If an employer does not want employees to work overtime, the employer must not only order them to refrain from or stop the overtime, it must also see to it that they do not work it.
Simply stating that an employee will only be paid a fixed salary with no overtime does not end the overtime issue. If the employee’s hours of work exceed the overtime threshold, then the employer will need to pay the employee overtime. Even if the employee’s regular hours exceed 44 hours a week, the law will not accept that the employee contracted for no overtime pay. Instead the employer will need to pay overtime every week.
http://www.mcmillan.ca/Overtime-and-the-Salaried-Employee-in-Ontario-A-Disaster-Waiting-to-Happen
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Overtime
Many employers try to cut unlawful deals with employees. Under the legislation, an employee cannot “contract out” of overtime, even if they want to. The result is that employers cannot agree to a higher wage but no overtime pay.
And, if an employer does not want employees to work overtime, the employer must not only order them to refrain from or stop the overtime, it must also see to it that they do not work it.
Simply stating that an employee will only be paid a fixed salary with no overtime does not end the overtime issue. If the employee’s hours of work exceed the overtime threshold, then the employer will need to pay the employee overtime. All cooks are advised to track their hours. If there is a conflict and the labour board is involved they will want to see evidence of hours worked.
In kitchens, it is common practice for cooks to come in 2-3 hours before their shift begins and not get paid for the work they complete, but this goes directly against the ESA in Canada. Some chefs will state, “if a cook comes in on his/her own time, that is their choice so we’re not responsible for paying them.” However, once an employee sets foot in the workplace and starts working, the employer/chef is responsible and must either tell them to stop working or pay them. They are not allowed to put this accountability on the employee because it is too easy to take advantage of people by setting up a culture that encourages people to get ahead by working for free. Think about it, if 3 cooks constantly come in 2 hours early and you don’t, who will be seen as more dedicated? If you work, the law states you must be paid.
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The Culinary Stagiaire
“A culinary degree—while enormously helpful—is only helpful to a point. A year working at Mugaritz or L’Arpège or Arzak can transform your life—become a direct route to other great kitchens. All the great chefs know each other. Do right by one and they tend to hook you up with the others.” ~Anthony Bourdain
http://blog.ruhlman.com/2010/09/so-you-wanna-be-a-chef%E2%80%94-by-bourdain-2/
Staging is similar to trialling in professional kitchens. Trialling is an activity often used to assess the skills and training of a cooking job candidate. The hiring chef might assess the trial cook’s adaptive skills in the new kitchen and how they interact with other staff in the restaurant. When a culinary student or cook-in-training is seeking an internship, often the trial is the next step after the interview.
A server or waiter can also “stage” in a restaurant for much the same purpose.
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What is a stage (pronounced “staahj”) ?
Stagiaire is a French word meaning:
trainee, apprentice or intern.
A stagiaire, or stage, is an unpaid kitchen apprenticeship where a cook or chef works briefly, for free, in exchange for learning and to be exposed to new techniques and cuisines.
Before modern culinary schools, cooks learned their craft as unpaid apprentices in professional restaurant kitchens under the supervision of a mentoring chef.
Image source: luckypeach.com
Edouardo Jordan, the thirty-five-year-old chef and owner of the half-year-old Salare in Seattle
Edouardo Jordan, the thirty-five-year-old chef and owner of the half-year-old Salare in Seattle – for more: http://luckypeach.com/on-being-black-in-the-kitchen-edouardo-jordan/
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Should you do a ‘stage?’
“Every kitchen you spend time in will teach you something different. In one, you’ll learn speed. In another, precision. In a third, you might see techniques you didn’t even know were possible. A fourth chef might have a phenomenal palate, and a fifth might be a screamer that teaches you what kind of kitchen to get the hell out of.”
– Michael Natkin Cooking Internship, Theory and Rants
However, it is illegal to have anyone work without compensation in Canada. No employer should ask you to work for free to ‘pay your dues’
A stage should be the choice of the cook – it should be something you seek out so you can learn not so that you can be exploited as free labour
http://herbivoracious.com/2012/03/so-you-want-to-stage-intern-at-a-restaurant.html
So it would seem that doing a stage is a good thing, right? Well, in fact it can be a great thing to do for a new cook. One has to be careful, however. All stages should be undertaken at your own discretion. You should be making the choice to earn something in a currency that is meaningful to you. Unpaid stages should not be open-ended. Many cooks who travel will ask to stage in a kitchen for several shifts but it shouldn’t be about paying dues in order to secure employment. The culinary industry is not the only industry where employees are taken advantage of. In 2011, unpaid interns for the 2010 movie Black Swan — who knowingly and voluntarily worked for free on the production team — filed a lawsuit claiming they were entitled to minimum wage under federal laws in America. During the case, the judge analyzed the legality of the production internships under guidelines issued by the DOL. Of course, the findings are from American courts but they are precedent setting. In determining whether internships are legal, the courts are instructed to follow these guidelines:
1. The internship, even though it includes actual operation of the facilities of the employer, is similar to training which would be given in an educational environment;
2. The internship experience is for the benefit of the intern;
3. The intern does not displace regular employees, but works under close supervision of existing staff;
4. The employer that provides the training derives no immediate advantage from the activities of the intern; and on occasion its operations may actually be impeded;
5. The intern is not necessarily entitled to a job at the conclusion of the internship; and
6. The employer and the intern understand that the intern is not entitled to wages for the time spent in the internship.
The judge determined that Black Swan’s unpaid production internships failed the first four factors I just listed and, as a result, violated important labour laws. As a matter of law, the interns were considered employees and, as such, were entitled to be paid. Again, this happened in the US in a different industry but it is getting attention because unpaid stages/internship are starting to be so prevalent and many potential employees, in all industries are experiencing hardships that existing laws are supposed to prevent. In conclusion, if you choose to do a stage, then do so and be sure that you are setting the boundaries for it. Avoid being lured into the promise of future employment if you just work for the next 4 months for free, for instance. This is not a stage. Yes, it happens, and many will argue that if you want to be the best this is how you do it but beware. At the end of the day, working for free means there is no employment contract, and in some cases, no protection if you get hurt on the job. Essentially, a person doing an unpaid stage or internship doesn’t exist on the employer’s books. If they promise you work afterward, there is nothing that can hold them to that.
“Stages are going to happen, legal or not,” says chef Justin Woodward, who currently leads the kitchen at Portland’s Castagna but previously staged at Noma and Mugaritz. “But is it important to [make] stages legal in my opinion? Very much so. A place like Noma or Mugaritz is what it is because of stages. A restaurant with a surplus of manpower is capable of reaching new heights, and it would be great to see more restaurants like that in the United States… I would like to see American cuisine raised to a higher level and permitting restaurants to host stages would help bring this about.”
https://www.eater.com/2015/3/16/8210363/restaurant-stage-illegal-stagiaire-kitchen-intern
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Pros and Cons of Staging
PROS
Build upon skills learned at school
Expose yourself to new cuisine, techniques and even cultures
You will learn whether you have or can develop the stamina to work in a professional kitchen
Earning respect and building connections to help direct your career path
CONS
It usually means working without pay or promise of employment
You could be exploited as free labour
No learning or development takes place
Paid work could be taken away from someone else
Preparing for a stage:
your goal is to demonstrate that you can be a net plus in the kitchen, so that by later in your stage you’ll be allowed to do more interesting things and learn as much as possible.
all your tools should be clean and sharp. if you don’t need your gigantic tool-kit, don’t bring it. bring only the tools your chef tells you you need.Practice your knife skills as you will probably be prepping tons of veg-you will have to uniformly and quickly julienne, slice, dice, mince, etc.
Have a small notebook and a couple of sharpies (one fine and one medium)
look and learn. try not to chat or ask a lot of questions. see if your answer is in front of you before asking it.
Be serious, respectful, polite, humble, clean, organized, and has a sense of urgency
KEEP YOUR OPINIONS TO YOURSELF.
Be coachable; leave your ego at the door. The answer to every question is either “Yes, Chef” or “No, Chef” it’s always better to start out more polite than you need to be.
immediately after every day of staging, write down EVERYTHING you saw, did, heard. even if this isn’t legible to anyone else but you; even if grammar can’t find it’s way into your sentences, write it down. at least 30m before you go into that kitchen, read through your notes twice. at the end of every week, create a list of the most important things you saw, heard, smelled, ate, tasted, felt etc.
say “behind you”, “hot behind”, “sharp behind”, “corner”, “oven open”, “knife”, etc – and do it every time. It is a matter of both safety and respect to let each other know where the hazards are.
Hygiene is essential. Wash your hands well and frequently, at least a few times during a shift and anytime you handle anything messy. When you go to the restroom, leave your apron and towel outside. And, do not handle your phone while working!
Be nice to the folks in the dish pit. They are the backbone of a kitchen. Learn where they want stuff stacked, and which things (typically anything sharp) you wash yourself.
Keep your focus on you and keep your area clean. Accountability is your best friend. Accountability is looking deep within yourself and coming clean to your chef and your team when you’ve made a mistake.
If for some reason you don’t have something to do, ask other folks if there is something you can help with, or find something to clean.
Always be aware of what you want to achieve and track your success!
http://eggbeater.typepad.com/shuna/so-you-want-to-be-a-chef-.html (follow the Eggbeater blog of Shuna Fish Lydon
For more info read the LINECOOK Blog on being a stagier: http://linecook415.blogspot.ca/2010/03/stage-guide.html
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In Conclusion
Read the document:
Tips for having a successful externship found in the week 6 folder
So that’s HRM – we’ve just skimmed the surface, but everything we’ve covered will give you a frame of reference as you head off into the workforce.
It’s a lot to take in, but now you should be feeling that you know more about your rights and how human resources should be managed from recruitment and selection, health and safety, right through to performance management and feedback. You also should be developing a strong appreciation for how much power you have over your career path and the need for goals and commitment to your own career planning and personal development.
Be sure that you know your rights, and when you’re responsible for others, you will be able to respect them and their rights too, the benchmark of a respected chef. Confidently build experience by doing stages but be proactive in knowing what you want to learn and what your boundaries are. It is easy to get swept into working for free in this industry because such precedents have been set but this isn’t what you have to do. Many cooks will sign their employment contract agreeing to be paid a daily or weekly rate, but remember, you are still entitled to overtime pay if you work more than 44 hours/week, unless you have signed on to a management position. As you go out to do your first externship, approach it with curiosity, humility and passion. Feel confident that you have chosen your externship well and, in 14 weeks, you will have grown substantially as a culinary professional. Be sure to read the document, Tips for Having a Successful Externship found in the week 6 folder on Blackboard.
Then, read some of these other great memoirs by the likes of Jaques Pepin, Bill Bulford, Daniel Boulud, Karen Page and Andrew Dornenburg, Grant Achatz, and Bourdain. You aren’t reading these books because your experience in your first week of staging will be anything like what these folks have done, but because they will inspire you, and because they give you some sense of what it will feel like and what is expected of you. But do keep in mind, many of these books are sensationalized and are from a different time, when more chefs were screamers and pot throwers. There are still pirate-ship operations out there, but most kitchens these days are a lot more calm and professional. Still, you can learn plenty by reading them.
http://herbivoracious.com/2012/03/so-you-want-to-stage-intern-at-a-restaurant.html
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Week 4
Career planning
HOSF2064
Lesson Objectives
Assess how to be proactive in building one’s own career.
Understand what is part of a successful career plan
Recognize why a career plan is necessary for any professional
Examine the employer’s role in career development
Acknowledge goal setting as part of successful career planning and development
Analyze networking as a key component to successful career planning
Great careers don’t happen by accident.
Truly satisfying careers are the reward of talent, hard work, a bit of luck, and a strategy carefully managed and put to work.
Truly satisfying careers are the reward of talent, hard work, and a strategy carefully managed and put to work.
True
Great careers are based on luck and usually happen by accident.
False
5 Reasons to have a Career Development Plan:
A career development plan will keep you from getting stuck in a rut
A career development plan will help you take responsibility for your weaknesses
A career development plan will help define your future career path
A career development plan will help you to take charge of your own advancement
A career development plan will give you the confidence you need to succeed.
Successful companies have learned that it is critical to assist their employees in their career development.
Employers can support employees to find learning opportunities and develop skills they can use in the future, and they can ensure that employees understand company goals and have them set their own goals for development with management.
For development to be successful, management should:
Provide a well-crafted job description, since this is the foundation upon which employee training and development activities are built.
Provide training required by employees to meet the basic competencies for the job.
Develop an understanding of the knowledge, skills and abilities that the organization will need in the future. Management must decide what the long-term goals of the organization are and what implications these goals have for employee development. Once management has reached a conclusion, this information should be shared with staff
Explain the employee development process and encourage staff to develop their own individual development plans
Support staff when they identify learning activities that make them an asset to the organization both now and in the future
CAREER PLANNING DISCUSSIONS
Discussions of career planning typically include the following:
Current job: Does the employee have the skills to meet the responsibilities of their current job?
Gaps: Assess the person’s current levels of competency and their future requirements. This will reveal what gaps need to be addressed to develop their skills so they can meet future job requirements
Future aspirations: Where does the employee see themselves in the future? What business results do they hope to achieve?
Career plan: Develop a roadmap that enables the employee to acquire the skill set needed for their current job and for the future. Use a career plan template as part of the performance review process. The template should include:
Areas of development
Development goals:
Action steps
Expected completion date
Obstacles and solutions
Evaluation criteria
For employee development to be a success, the individual employee should:
Look for learning opportunities in everyday activities
Identify goals and activities for development and prepare an individual development plan
4
Why Do I need A Career Plan?
It will keep you from getting stuck in a rut
It will make you think about how to better utilize your strengths, talents, experience, and passion in your work
It will help you take responsibility for your weaknesses.
It will help define your future career path.
It will help you to take charge of your own advancement.
It will give you the confidence you need to succeed.
5 Reasons Why You Need A Career Development Plan Now
Published on February 25, 2015
Joya Martin Cousin
https://www.linkedin.com/pulse/5-reasons-why-you-need-career-plan-now-joya-martin
1. A career development plan will keep you from getting stuck in a rut
If you allow yourself to grow comfortable performing only the tasks you were trained to do when you were hired, then you might as well make up your mind to be overworked and underpaid for the rest of your working life.
There are all types of people who get stuck in a rut at work. The one thing they all have in common is that they’ve taken their professional development for granted. Don’t be one of those people.
Whether or not we’d like to admit it, everyone around us knows exactly how well or how poorly we’re doing at work. All the little shortcomings we’ve minimized in our own minds are well-known by our colleagues.
Maybe you’re slightly late for work, two or more times per week or you don’t stay up to date on important techniques or skills needed. Sure you get away with it now, but you’re not fooling anyone. No matter how sweet and well-liked you are, not addressing those little quirks now may mean career suicide later on. The management might change. The company could start cracking down on inefficiency. Without notice, your minor shortcomings could suddenly be looked as major areas of underperformance.
You’re probably getting defensive, and thinking: there are things I can improve on, but I’m a not a slacker. If you are not consistently identifying areas for improvement, and working on getting better and better at what you do, sooner or later, you may lose.
Socrates said, the unexamined life is not worth living. I say that the unplanned career is not worth having.
In the little book “The Go-Giver”, Bob Burg presents three universal reasons why we work: survive, save, serve. Survival and saving have to do with meeting our basic needs and having some time and money left over to enjoy life. Service has to do with making a meaningful contribution to the world around us. Most people get stuck on the first two stages, but never figure out a way to reach a place of purpose in their work.
When we don’t develop the habit of establishing and achieving clear goals, we miss out on the opportunity to steer our careers along a path of significance. Would you like to wake up one day and realize that you plodded through your days in a job you hated, instead of making a difference? Of course you don’t.
Crafting a career development plan will give you the opportunity to gradually assess not only the tasks you do well, but also identify the things that bring joy and meaning to your work.
Carving out the time, and drumming up the discipline it takes to craft a career development plan for yourself will forces us to be accountable. Instead of blaming external forces for every negative turn that occurs at work, we begin to take responsibility for our own actions and reactions.
Creating a career development plan will put the power back into your own hands. Instead of excusing yourself for being late because of traffic, you will be able to recognize that you have stayed up too late flipping through channels on TV, and neglected to pick out your clothes or organize your kids for the day ahead. Instead of being passed over for a promotion because you didn’t have the requisite skills, you get the computer training you need by taking afternoon classes, to position yourself for the promotion you want.
A career development plan will give you ownership over all aspects of your career.
You will begin to know your strengths and weaknesses inside out. You will decide on meaningful targets and set a realistic plans to meet them. You will know what you want to accomplish, and how far you’ve already come. You will find yourself going to work each day with a sense of purpose.
When performance review time rolls around, you will no longer have to struggle to list your strengths or outline your achievements. You will be able to confidently prepare for assessment and promotion meetings. You will be able to update your résumé with ease, and not choke up at the thought of going on a job interview.
6
There are two types of employee development Plans:
Professional Growth
Such employee development plans are created to help individuals in their career growth. In such a plan, a team manager sits with his team members and designs growth plans with specific deadlines as to when the development goals can be accomplished. It is essential to give deadlines to employees for them to take trainings and employee development activities seriously. Employees are encouraged to attend training sessions, seminars, conferences to acquire new skills and knowledge.
Improvement
Managers design a performance improvement plan also called as PIP and create an action plan to help employees improve their performance. Employees are trained not only for their professional development but also for their personal growth. Initiatives are taken to improve behavioral skills, communication skills, interpersonal skills which would help them in the long run.
We must be proactive when it comes to career and personal development. We cannot simply wait around hoping someone will recognize how great we are. If you want to develop your leadership skills that lead to advanced career opportunities:
Serve as a mentor to other colleagues, or help to onboard new colleagues.
Offer to lead a team for a new important project that you believe in.
Assume a liaison role with HR on processes for:
Recruitment and selection, helping to fill a position in your area
Managing people issues
and Speak at a meeting allowing your additional skills and expertise to be recognized.
A Career Plan Maximizes Your True Potential
Having a realistic career plan is an essential part of our personal growth and development. It’s very rare that a dream job simply appears. For most, it takes years of planning, work and even a little bit of luck to access the career of your dreams.
Without goals to strive for, most people find it difficult to gain skills and opportunities which make them a more valuable commodity in their field. By planning for the future with a specific timeline for accomplishing milestones, a career plan is an effective way to stay on track for pursuing your career goals.
By isolating exactly what you’ll need to accomplish in order to be a candidate for the job you truly want, fulfilling the needed tasks will become much easier and your chances of success are much higher.
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Pursuit of Continuous Learning
It is up to you to actively pursue your own continuous learning, professional development and career development.
Here are some questions you can ask yourself to help focus your learning goals:
• What am I curious about right now?
• What do I need to learn to keep up with the changes in my field?
• What strengths would I like to capitalize on?
• What do I want to get better at?
• What are my career goals for the next 3-5 years?
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Goal Setting = success
Goal-setting is essential to success in all aspects of life.
By setting clearly defined goals, you can measure your progress and focus your efforts to progress toward the vision you have for your ideal career and life. You will be able to see progress in what might otherwise feel like a long, pointless grind.
By setting and taking action toward your goals, you will raise your self-confidence.
13
Purpose of Goal Setting
– Drives You Forward
– Gives You Laser Focus
– Makes You Accountable
– Encourages You To Be The Best You Can Be
– Enables You To Live Your Best Life
If you want success, you need to set goals. Without goals you lack focus and direction. Goal setting not only allows you to take control of your life’s direction; it also provides you a benchmark for determining whether you are actually succeeding.
15
To Set Effective Goals:
Set Goals that Motivate You
Set SMART Goals
Set Goals in Writing
Make an Action Plan
Get to work
Stick With It!
16
Recall S.m.a.r.t. Goal Planning
SMART Goals – How to Write a SMART Goal(2min. 38sec.): https://www.youtube.com/watch?v=0Mi9_XEXQqc
17
Goal Setting: How To?
Express your goals positively, rather than in terms of what you don’t want.
Be specific in setting dates, times, and amounts so that you know when you have achieved your goals.
Set priorities so that you know which of your goals to focus your attention toward and helps you avoid feeling overwhelmed by having too many goals.
Write your goals down so that you can visually be reminded of them and so that you can craft them to be precise and clear.
Break down your goals into small, achievable tasks so that you get frequent opportunities to accomplish them and feel motivated to take on other goals.
Set realistic goals that you can achieve and that are in your own control.
Once you have a sense of your development goals, think about how you can pursue them on-the-job, through your learning network, and in formal training and education. Meet with your manager to create an individual development plan, and consistently work and update your plan.
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Trust your struggle
Watch the video
Trust your struggle | Zain Asher | TEDxEuston (14:38)
ZAIN ASHER was born and raised in London. She graduated from Oxford University where she studied French and Spanish (graduating with a distinction in oral Spanish). In 2006, she earned an MS from Columbia University’s Graduate School of Journalism, where she focused on business and financial news. Asher is a national business and personal finance correspondent for CNN, where she appears across platforms covering the latest news on money and the economy. She often reports from the New York Stock Exchange, covering equities and IPOs and interviewing entrepreneurs and dignitaries. In 2014, Asher was part of a team of reporters sent to Nigeria to cover the Boko Haram kidnappings of over 200 schoolgirls in Chibok, Nigeria. Asher comes to CNN from MONEY magazine where she covered careers and investing, primarily focusing on stocks, mutual funds, consumer tech stories and workplace advice. She served as a contributing reporter for Forbes.com, where she covered business trend and consumer stories. She has lived and worked in Mexico, France and Nigeria. Asher is fluent in French, Spanish and Igbo (her native Nigerian language).
10 tips to help you achieve successful career planning
https://www.livecareer.com/quintessential/career-planning-tips
By Dr. Randall S. Hansen
1. Make Career Planning an Annual Event
Many of us have physicals, visit the eye doctor and dentist, and do a myriad of other things on an annual basis, so why not career planning? Find a day or weekend once a year — more often if you feel the need or if you’re planning a major career change — and schedule a retreat for yourself.
By making career planning an annual event, you will feel more secure in your career choice and direction — and you’ll be better prepared for the many uncertainties and difficulties that lie ahead in all of our jobs and career.
2. Map Your Path Since Last Career Planning
One of your first activities whenever you take on career planning is spending time mapping out your job and career path since the last time you did any sort of career planning. While you should not dwell on your past, taking the time to review and reflect on the will help you plan for the future.
Once you’ve mapped your past, take the time to reflect on your course — and note why it looks the way it does. Are you happy with your path? Could you have done things better? What might you have done differently? What can you do differently in the future?
3. Reflect on Your Likes and Dislikes, Needs and Wants
Change is a factor of life; everybody changes, as do our likes and dislikes. Something we loved doing two years ago may now give us displeasure. So always take time to reflect on the things in your life — not just in your job — that you feel most strongly about.
Make a two-column list of your major likes and dislikes. Then use this list to examine your current job and career path. If your job and career still fall mostly in the like column, then you know you are still on the right path; however, if your job activities fall mostly in the dislike column, now is the time to begin examining new jobs and new careers.
Finally, take the time to really think about what it is you want or need from your work, from your career. Are you looking to make a difference in the world? To be famous? To become financially independent? To effect change? Take the time to understand the motives that drive your sense of success and happiness.
4. Examine Your Pastimes and Hobbies
Career planning provides a great time to also examine the activities you like doing when you’re not working. It may sound a bit odd, to examine non-work activities when doing career planning, but it’s not. Many times your hobbies and leisurely pursuits can give you great insight into future career paths.
Think you can’t make a hobby into a career? People do it all the time. The great painter Paul Gauguin was a successful business person who painted on the side. It actually wasn’t until he was encouraged by an artist he admired to continue painting that he finally took a serious look at his hobby and decided he should change careers. He was good at business, but his love was painting.
5. Make Note of Your Past Accomplishments
Most people don’t keep a very good record of work accomplishments and then struggle with creating a powerful resume when it’s time to search for a new job. Making note of your past accomplishments — keeping a record of them — is not only useful for building your resume, it’s also useful for career planning.
Sometimes reviewing your past accomplishments will reveal forgotten successes, one or more which may trigger researching and planning a career shift so that you can be in a job that allows you to accomplish the types of things that make you most happy and proud.
6. Look Beyond Your Current Job for Transferable Skills
Some workers get so wrapped up in their job titles that they don’t see any other career possibilities for themselves. Every job requires a certain set of skills, and it’s much better to categorize yourself in terms of these skill sets than be so myopic as to focus just on job titles.
For example, one job-seeker who was trying to accomplish career planning found herself stuck because she identified herself as a reporter. But once she looked beyond her job title, she could see that she had this strong collection of transferable skills — such as writing, editing, researching, investigating, interviewing, juggling multiple tasks, meeting goals and deadlines, and managing time and information — skills that could easily be applied to a wide variety of jobs in many different careers.
7. Review Career and Job Trends
Everyone makes his or her own job and career opportunities, so that even if your career is shrinking, if you have excellent skills and know how to market yourself, you should be able to find a new job. However, having information about career trends is vital to long-term career planning success.
A career path that is expanding today could easily shrink tomorrow — or next year. It’s important to see where job growth is expected, especially in the career fields that most interest you. Besides knowledge of these trends, the other advantage of conducting this research is the power it gives you to adjust and strengthen your position, your unique selling proposition. One of the keys to job and career success is having a unique set of accomplishments, skills, and education that make you better than all others in your career.
8. Set Career and Job Goals
Develop a roadmap for your job and career success. Can you be successful in your career without setting goals? Of course. Can you be even more successful through goal-setting? Most research says yes.
A major component of career planning is setting short-term (in the coming year) and long-term (beyond a year) career and job goals. Once you initiate this process, another component of career planning becomes reviewing and adjusting those goals as your career plans progress or change – and developing new goals once you accomplish your previous goals.
9. Explore New Education/Training Opportunities
It’s somewhat of a cliche, but information really does lead to power and success. Never pass up chances to learn and grow more as a person and as a worker; part of career planning is going beyond passive acceptance of training opportunities to finding new ones that will help enhance or further your career.
Take the time to contemplate what types of educational experiences will help you achieve your career goals. Look within your company, your professional association, your local universities and community colleges, as well as online distance learning programs, to find potential career-enhancing opportunities — and then find a way achieve them.
10. Research Further Career/Job Advancement Opportunities
One of the really fun outcomes of career planning is picturing yourself in the future. Where will you be in a year? In five years? A key component to developing multiple scenarios of that future is researching career paths.
Of course, if you’re in what you consider a dead-end job, this activity becomes even more essential to you, but all job-seekers should take the time to research various career paths — and then develop scenarios for seeing one or more of these visions become reality. Look within your current employer and current career field, but again, as with all aspects of career planning, do not be afraid to look beyond to other possible careers.
Final Thoughts on Career Planning
Don’t wait too long between career planning sessions. Career planning can have multiple benefits, from goal-setting to career change, to a more successful life. Once you begin regularly reviewing and planning your career using the tips provided in this article, you’ll find yourself better prepared for whatever lies ahead in your career — and in your life.
19
“It’s not what you know, but who you know.”
Develop a network of friendly people who share information to help each other.
Networking is a strategy for opening the hidden job market.
Because most jobs are not advertised, it is essential that you develop friendly relationships with people who can tip you off to job openings — even introduce you to the person who is doing the hiring.
Networking is a planned, and ongoing effort. You set goals, develop strategies for achieving them, take action, evaluate how well your plan is working, and make changes as necessary.
Networking is something that you continue throughout your career.
Networking and Career Development
Why is networking sometimes uncomfortable?
For many people, it’s the expectation and pressure of ‘pushing’ your message. If you’re basically a shy person, this doesn’t come naturally.
Effective, engaging and enjoyable networking is an important part of your career development. But it’s a strategy that is NOT about using people for your gain. Rather, it IS about a win/win exchange of contacts, information, referrals, and tips that are mutually beneficial.
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Evaluate your network
Examine three factors: the size, the diversity, and the strength of your contacts:
List the key people in your career world inside and outsideof your company. The greater the size or number, the more access you have to information and support.
Review that list and write down what they do and who they work for.
Are most of your contacts in your functional area or profession? Assess the quality of those relationships. Are they strong or weak? How can you develop them?
One way to decide strength is: How soon will they return your phone call or email, if at all? The stronger the ties, the more you can go to the well for water – the more you can ask for their time and contacts.
http://managementhelp.org/careers/networking.htm
How to Build a Personal Career Plan
Read the article on Career Planning
http://lifehacker.com/5852033/how-to-build-a-personal-career-plan-and-plot-a-course-out-of-your-dead-end-job
http://lifehacker.com/5852033/how-to-build-a-personal-career-plan-and-plot-a-course-out-of-your-dead-end-job
Step 1:
Write down your primary career interest.
Tip: A primary career interest is usually described in terms of a general vocation. For example, “My primary career interest is marketing within the automobile industry.”
Step 2:
Identify long-term professional goals (including positions desired within the company).
Tip: Long term professional goals are often conveyed in terms of specific positions (“become a regional sales manager”) or major accomplishments (“write a book”).
Tip: List any lateral moves or promotions that will help you meet your long-term professional goals. For example, “I want to move from sales associate to sales manager, and finally to regional sales manager.”
Step 3:
Identify the short-term goals that contribute to long-term interests and the challenges that must be overcome in order to reach these goals.
Tip: Identify barriers, both personal and external, that prevent you from accomplishing your short-term goals, then create ways to overcome them. For example, “My short-term goal is to acquire advanced computer skills. The barrier is the time constraints on my job in mechanical engineering which leave me little or no time to receive the additional training I need. The way I could overcome this barrier is to find more efficient ways to complete my tasks or to delegate them to others while I attend the August training sessions.”
Step 4:
List 2-3 activities that will help you reach each goal. Be sure to specify how you will accomplish the activity, including any resources you might need, and when you will start and finish it. (Resources may include other people’s time/expertise, funds for training materials and activities,or time away from your other responsibilities).
Tip: Common Development Activities
Identify and cultivate a relationship with a mentor/role model.
Read relevant material.
Engage in training and education.
Keep a journal.
Attend appropriate seminars.
Take on special job assignments or job rotation.
Receive coaching from a skilled co-worker.
Increase customer contact.
Incorporate activities into ongoing work assignments.
Step 5:
Describe tasks in your current job that are contributing to long term goals and that you would like to emphasize or perform more frequently.
Step 6:
Describe tasks in your current job that are not contributing to your long-term goals. Suggest ways to minimize, remove, or delegate them to others.
Step 7:
Write down any additional skills, knowledge or experience you would like to acquire that may directly or indirectly help you in your current job or future positions.
Step 8:
Describe when and how progress checkpoints will occur (e.g., memos, phone calls, meetings) and what developmental activities will be completed or discussed at these times.
Part 2: Manager Review
Questions to ask….
1. Are you aware of your employee’s career interests and values? Do you know which of your employee’s strengths contribute to these career goals and what areas need to be developed?
2. Do you feel that the short-term goals your employee has suggested are unrealistic, given the employee’s abilities or other external factors? Is there anything standing in the way of the desired goals?
Tip: Convey what you know about organizational realities to help the employee set short-term goals. If you think there are outside barriers which will inhibit the attainment of their goals, describe them and help the employee work around them.
3. Do you know of other activities that would help the employee reach the developmental goals? What has helped you in the past in this area?
Tip: Help the employee select at least one development activity for each short-term goal. Scan the Employee Appraiser Coaching Advisor for action suggestions.
4. Are there people you know who could help your employee meet their career development goals? Can you provide the resources identified?
Tip: Help the employee meet their goals by offering your ideas, contacts with people, and resources. Think of at least one person who could help the employee in a mentor or advisor role.
5. Can you make changes to the employee’s job to replace routine tasks with new work that is more closely aligned with the employee’s goals?
Tip: If you agree with the employee’s suggestions for expanding their responsibilities, work with them to define any additional knowledge or experience they will need to meet the new set of expectations. Also take a close look at how their workload will be affected, and discuss any responsibilities they will need to give up.
Tip: When employees mention tasks they no longer want to be involved with, ask them for specific suggestions on how to get the same result without their involvement, e.g. delegate, eliminate, or find more efficient ways of accomplishing the tasks.
6. Have you and the employee agreed on dates for progress checkpoints and what will be measured at each one?
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Networking Suggestions
Canadian Culinary Federation: http://ccfcc.ca/
Toronto Networking Events: https://www.eventbrite.ca/d/ontario–toronto/networking/
George Brown Chef School Alumni: http://www.georgebrown.ca/chefschool/alumni/
Terroir Symposium: http://www.terroirsymposium.com/
Toronto Culinary Events (this is for 2017 but most are annual): http://www.blogto.com/eat_drink/2017/05/toronto-food-events-culinary-ontario-festival/
Toronto Taste – and Toronto Taste Chef Challenge: http://www.torontotaste.ca/chef-challenge
Hawksworth Young Chef Foundation: http://hawksworthscholarship.com/about/
Here are a few, but go out and find more opportunities to network.
In conclusion
Honestly assess your strengths and weaknesses – use your performance feedback
Evaluate your interests and passions
Set SMART goals for your life and career
Work with your employer to build a plan
Network to build important relationships to help you on your career path.
“It’s not what you know but who you know.”
Be proactive – don’t be passive; make your career happen
Be prepared –
“Most people wait until they get the call for a job interview, before they begin to prepare; but those who succeed prepare well before getting that call.”
~ Zain Asher
Learning Objectives
Course Outline
What is HRM?
HRM Practices
Impact of HRM
Responsibilities of HR
Trends impacting HRM
Employment Relationship
Ethics
Some great companies
1-‹#›
2
What is every company’s most valuable resource?
HUMANS: the foundation of all high-performance work systems!
1-‹#›
Human capital is defined as an organization’s employees, described in terms of their training, experience, judgment, intelligence, relationships, and insight. That’s right, the human resource is the most valuable resource of any company. People supply ideas, skill, effort, information, expertise and energy. Without the human resource no company, as we know it today, could succeed.
Human resources are valuable, rare, cannot be imitated, and have no good substitutes
People are the foundation of any high-performance work system and the best organizations knows this resource needs to be managed effectively.
Human resources are considered valuable and are the foundation of a high-performance work system.
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Human Resources Management
Human Resource Management (HRM): the practices, policies and systems that aim to influence employee behavior, attitudes and performance in a productive way
A productive human resources department supports an organization in meeting its goals through managing the company’s most valuable resources — its employees.
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Key Responsibilities of HR Department
Analysis and Design of Work
Recruitment and Selection
Training and Development
Performance Management
Compensation and Rewards
Employee Relations
Strategy
Compliance with Employment Laws
Company Culture and ethics
1-5
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How does a company know who needs to be hired for what job at any given time? An HR department plays a big part in job design and workforce planning, as well as recruitment, hiring, training and development of all employees. Human resources play a key role in employee relations by ensuring that the entire team knows how to bring the organization’s vision to life and allow strategic goals to be met. The HR department must stay up-to-date with employment law to ensure that company culture and ethics reflect these laws.
Determining what kinds of work need to be done (job analysis and design) and in what quantities (workforce planning)
Interview job candidates and participate in hiring decisions
Train, coach, and develop employees
Conduct performance appraisals and recommend pay increases
Key role in employee relations
The Impact of HRM
HRM maximizes all types of human capital by keeping the workforce motivated, giving optimal effort which results in:
A high-performance work system
=
productivity
high quality
profitability
customer satisfaction.
< 6 >
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6
< 7 >
What is a high-performance work system?
A set of ethical management practices that create an organizational environment where the employee has greater engagement and responsibility where employee knowledge, skill, and commitment are maximized leading to high performance.
A high-performance work system is key to organizational success.
HRM aims at hiring and maintaining a committed, productive and engaged workforce to produce organizational success.
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Barnes, W. F. (2001). The challenge of implementing and sustaining high performance work systems in the United States: An evolutionary analysis of I/N Tek and Kote. Doctoral dissertation : University of Notre Dame.
Bohlander, G., & Snell, S. (2004). Managing human resources (13th ed.). Mason, OH: Thomson/South-Western.
7
Evidence of Employee Engagement
Pride and satisfaction with employer and job
Seeks opportunity to perform challenging work
Recognition and positive feedback from contributions
Personal support from managers
Effort above and beyond the minimum
Understanding link between one’s job and company vision
Prospects for future growth with the company
Intention to stay with the company
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1-‹#›
8
< 9 >
Earning a Reputation as a Great Employer
Criteria for Ranking as Top Employer:
Comfortable physical workplace
Positive work atmosphere – social
Health, financial & family benefits
Vacation & time off
High ethical standards
Communication/openness
Performance management
Training & Development – career planning
Employee engagement – employees are motivated and speak positively of employer
Community involvement
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http://www.canadastop100.com/national/
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Top Employers for Young Canadians (2019)
Cactus Restaurants Ltd.
JOEY Restaurant Group
Keurig Canada Inc.
Marriott International
Egg Farmers of Canada
Labatt Brewery Company Ltd.
PepsiCo Canada
Baycrest Health Sciences
Corus Entertainment Limited
Bell Canada
Health Canada/Santé Canada
< 10 >
https://www.canadastop100.com/young_people/
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4 Principles of Ethical Companies
While businesses must meet economic expectations, they also have ethical responsibilities. Everyone, from the bottom to the top of the organizational chart, must take care to meet these responsibilities.
1-‹#›
Standards or rules describing the kind of behavior an ethical person should and should not engage in, are ethical principles. The following list of principles incorporate the characteristics and values associated with an ethical company that will be upheld by the Human Resource department:
1. HONESTY. Ethical companies are honest and truthful in all their dealings and they do not deliberately mislead or deceive others.
2. INTEGRITY. Ethical companies demonstrate the courage of their convictions by doing what they think is right even when there is great pressure to do otherwise.
3. PROMISE-KEEPING & TRUSTWORTHINESS. Ethical companies are candid and forthcoming in supplying relevant information and correcting misapprehensions of fact, and they make every reasonable effort to fulfill the letter and spirit of their promises and commitments.
4. LOYALTY. Ethical companies are worthy of trust, demonstrate fidelity and loyalty to persons and institutions by friendship in adversity, support and devotion to duty. They are loyal to their companies and colleagues and if they decide to accept other employment, they provide reasonable notice, and respect the proprietary information of their former employer.
5. FAIRNESS. Ethical companies are fair and just in all dealings; they do not exercise power arbitrarily, and do not use overreaching nor indecent means to gain or maintain any advantage nor take undue advantage of another’s mistakes or difficulties. Fair persons manifest a commitment to justice, the equal treatment of individuals, tolerance for and acceptance of diversity, the they are open-minded; they are willing to admit they are wrong and, where appropriate, change their positions and beliefs.
6. CONCERN FOR OTHERS. Ethical leaders care about their employees. They are compassionate, benevolent and kind.
7. RESPECT FOR OTHERS. Ethical companies demonstrate respect for the human dignity, autonomy, privacy, rights, and interests of all those who have a stake in their decisions; they are courteous and treat all people with equal respect and dignity regardless of sex, race or national origin.
8. LAW ABIDING. Ethical companies abide by laws, rules and regulations relating to their business activities.
9. COMMITMENT TO EXCELLENCE. Ethical companies pursue excellence in performing their duties, are well informed and prepared, and constantly endeavor to increase their proficiency in all areas of responsibility.
10. LEADERSHIP. Ethical companies are conscious of the responsibilities and opportunities of their position of leadership and seek to be positive ethical role models by their own conduct and by helping to create an environment in which principled reasoning and ethical decision making are highly prized.
11. REPUTATION AND MORALE. Ethical leaders seek to protect and build the company’s good reputation and the morale of its employees by engaging in no conduct that might undermine respect and by taking whatever actions are necessary to correct or prevent inappropriate conduct of others.
12. ACCOUNTABILITY. Ethical executives acknowledge and accept personal accountability for the ethical quality of their decisions and omissions to themselves, their colleagues, their companies, and their communities.
Emphasize mutual benefits in customer, supplier, client and community relationships.
Employees are accountable for the actions of the company.
Sense of purpose or vision the employees value and use.
Emphasize fairness; respect and concern for others while seeking excellence.
< 12 >
Trends impacting HRM
.
Employment Relationship
Work/life balance
Temp and contract work
Flexibility
Change in the Labour Force
An aging workforce
A diverse workforce
Shortage of skilled labour
High-Performance Work
Systems
• Employee engagement
Teamwork
Increasing education
Technological Changes
• The Internet economy
Globalization trend
LO6
1-‹#›
HRM must stay on top of trends that are impacting their industry but also on top of trends and needs of their human resources. Currently, people want different things from their employer, things like greater work/life balance and flexibility. Diversity and an aging workforce has brought about changes for organizations as well. The largest sector of the population, the age group of 55+ is also the largest part of the workforce in Canada. With so many people getting ready to retire, HR managers are tasked with finding ways to carry on the expertise they will be losing during a time where there has also been a shortage of skilled labour in many sectors. Some creative ways around this has been to have people of retirement age agree to continue to work part time while they mentor and train new employees. HRM must always be looking forward as changes and high impact trends are coming at businesses quickly and can literally make or break them if not dealt with properly.
12
Technology and HRM
Technology has altered the way we work; how information is created, used, shared and stored.
HRIS – Human Resources Information System – storage, retrieval of data about human resources enables better decisions about productivity, record keeping and employee management.
< 14 >
An Aging Workforce
Canada’s population and labour force are aging
Fastest growing age group is 55+ years
25-54 and 15-24 years will decrease
HR professionals will deal with:
Needs of a multi-generational workforce
Planning retirement and re-skilling workers
Controlling cost of health-related benefits
Sharing valuable knowledge and expertise gained over many years
Finding ways to attract, retain, and prepare younger and older generations
LO6
1-‹#›
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Workforce Diversity
Canada’s population and labour force is increasingly diverse
Diversity helps companies meet the needs of diverse customers. As communities change so does its need for goods, entertainment, services and products.
Successful organizations establish diversity awareness and promote the hiring, inclusion, and career advancement of diverse employees as well as ensuring differences are accepted and respected
< 15 >
1-‹#›
15
< 16 >
How is the employment relationship changing?
What companies expect from employees:
Excellent customer service
High productivity
Willingness to take on more responsibility
Use of alternative work arrangements e.g. independent contractors, on-call workers, temporary workers, and contract workers
What employees want companies to provide:
Flexible work schedules – used to attract and retain employees and increase employees’ satisfaction and productivity
Effective work environments & more autonomy
Training + Development opportunities
Financial incentives
LO8
1-‹#›
Autonomy = independence, empowerment; ability to make decisions on one’s own.
16
Putting the Human Back in HR
Watch the video
Mary Schaefer TED x Wilmington (9 min. 36 sec.): https://www.youtube.com/watch?v=0Mq2TiJmqCI
Mary’s interest in the dynamics of humans at work started while working on her family’s farm in southern Indiana. As the principal of her own business, Artemis Path, Inc., Mary is a coach, trainer, and consultant specializing in talent development, change management, and workplace interactions. Mary has a Master’s degree in HR and is certified as a Professional in Human Resources (PHR). Previously, she was a corporate employee at DuPont as an HR Manager where she worked for 20 years. While at DuPont Mary was the recipient of The Crystal Award, designed to recognize “champions of people.” Mary applies her fierce idealism to create work cultures where organizations and human beings can both thrive.
17
Hospitality Law:
Canadian Employment Legislation,
Health & Safety
In this video we will be talking about hospitality law and more specifically how laws in Canada can have a profound affect on how we engage in human resources management.
Objectives
Recognize how law is created in Canada
Examine Canadian Labour Law from the perspective of the restaurant industry – Requirements for employers and employees
Analyse Canadian Human Rights Act – fair employment practices, discrimination, workplace harassment and violence
Review a real-life example of a case of harassment in the restaurant
Understand how the Employment Standards Act influences the employee-employer relationship
Investigate Occupational Health and Safety Acts and what employees and employers must know about their accountability for workplace injuries and health hazards
Government Impact
Federal and provincial laws regulate the employee-employer relationship
Responsibility of HRM:
Stay up to date with laws, interpretations, and court rulings
Develop and administer programs to ensure company compliance with laws
Maintain an optimal workforce for the organization while providing a fair, safe workplace
3
Federal, Provincial and Municipal laws have an impact on how businesses are run and how employees engage with each other.
What is “law”?
Where is “law” created?
In this section of the presentation, we will discuss WHAT IS A LAW and how laws are created in Canada
Canadian Legal System
Canada has a dual system.
Law is created by
The government
Legislation and regulations
Created at federal, provincial and municipal levels
The courts
The courts create laws known as Common Law
Voice: It’s important to understand that in Canada we have a dual system of law, meaning that law can be created by the government at all levels, and additionally, the courts can create law in Canada. If a law is in dispute, the court will rule on it creating what is known as a “common law” which is just a binding as law created by government. FYI: The Supreme Court of Canada (Ottawa) is the highest court in Canada
Law in Canada that is created by the courts is referred to as “common law;” that is to say that common law is created when legislation or regulations are not clear or are in dispute and the courts have to make new ruling creating updated or new law.
Judges are asked to make decisions on these issues and those decisions become “common law”
Judges must follow the precedent (decisions) of judges at the same level or higher
5
Government Law
Government-made law is often referred to using the terms:
Legislation
Regulation
Act
Statute
Code
The Canadian Human Rights Act is one of our most important bodies of law
Voice: Government law can be made by:
The federal government
The House of Commons
The provincial government
The Ontario Legislative Assembly
The municipal government
Toronto City Council
Agencies given the power to create regulations
Toronto Public Health; Alcohol and Gaming Commission of Ontario (AGCO)
Canadian
Human Rights Act
Pardoned
convicts
Prohibited Grounds of Discrimination
Religion
National or
Ethnic origin
Race &
colour
Disability
Marital and
Family status
Sex & Sexual
orientation
Age
9
The Canadian Human Rights Act, passed in 1977, prohibits discrimination on the grounds of race, ancestry, place of origin, colour, ethnic origin, citizenship, creed, sex, sexual orientation, age, record of offences, marital status, same-sex partnership status, family status and handicap. This is a big part of employment equity in Canada. It ensures that employers cannot discriminate when it comes to hiring and employment.
The Ontario Human Rights Commission (also known as the “Commission”) considers “employment” to include full-time and part-time work, contract work, temporary work for an agency, and probationary periods. “Employment” may even include volunteer work.
Employment Discrimination
Unfair treatment based on the prohibited grounds listed in the Canadian Human Rights Act resulting in disadvantage, barriers to or preferential access to opportunities, for one group over another.
(Human Rights Discrimination and Harassment Policy, George Brown College)
Employers in Canada cannot discriminate against people that they hire, nor can they impose barriers for promotion or give preferential treatment to one group over another. This is a very powerful law but people will still experience workplace discrimination. Requirements or duties of employment should be reasonable, genuine and directly related to the job. For example, in Canada it is reasonable and job-related to require that a receptionist speak clearly in English or French and have excellent comprehension of those languages in which their business is done: but, it is not acceptable to require “unaccented English.” This would be considered discriminatory. Also, an employer cannot post a job for a cook and specify “men only.” If the job requires lifting heavy equipment, the employer can specify that the applicants must be able to lift 20 kg, and this would not be discriminatory since it is a requirement for anyone doing the job.
What about job ads?
Job advertisements cannot directly or indirectly ask about race, ancestry, place of origin, colour, ethnic origin, citizenship, creed, gender, sexual orientation, age, record of offences, marital status, same-sex partnership status, family status or handicap.
Some qualifications can unfairly prevent or discourage people from applying for a job. For example, a job that requires “Canadian experience” may create discriminatory barriers.
Many Craigslist ads explicitly ask for things like “hot, young Asian women for bottle service.” This is plainly discriminatory. If a job descriptions list things such as being able to stand for more than 8 hours at a time or lifting 50 lbs above a certain level, it is because all applicants must be able to perform this task. If a person in not able to perform these kinds of tasks because they are in a wheelchair or a have a small physique, the job requirements are not considered discriminatory.
Requirements or duties of employment should be reasonable, genuine and directly related to the job. Sometimes there is a Bona fide occupational qualification (BFOQ) – which is considered to be a “Legal form of discrimination”: in other words, there is a justified business reason for discriminating against a member of a protected class. For example: Firefighters must meet certain physical standards and abilities. And of course as we all know, there are female firefighters!
Duty to Accommodate
A reasonable accommodation is a modification to a job, the work environment, that enables a qualified individual with a disability or special need to enjoy an equal employment opportunity.
An employer has a “reasonable” duty to accommodate so long as it does not impose “undue hardships” on the employer, and recent Supreme Court of Canada decisions have placed the burden on employers to demonstrate how providing accommodations will cause undue hardship (usually by compromising safety or jeopardizing the organization’s solvency.)
The need for accommodations usually center around illness, disabilities or religion of an individual employee.
In Canada, the employer now also has a reasonable duty to accommodate for employees. Accommodations are “reasonable” so long as they don’t impose “undue hardships” on the employer, and recent Supreme Court of Canada decisions have placed the burden on employers to demonstrate how providing accommodations will cause undue hardship. Sometimes a short period of accommodation is all that’s required (for example, setting a flexible schedule for an employee returning to work after an illness). Employees with mental health problems may not have functional limitations, but someone with depression or an anxiety disorder, for example, might find that accommodation helps them to work much more productively, and with fewer health and disability costs.
Employers are not only to refrain from discrimination but they are also obligated to take steps to accommodate individuals who are protected under the Act. (This includes people with drug and alcohol dependencies).
What is undue hardship?
The law does set limits on the obligation of an employer to accommodate an employee. In Canada, the limits are described as either “reasonable” accommodation or accommodation to the point of “undue hardship,” depending on the legislative requirements.
In Ontario, under the Ontario Human Rights Code, three criteria are used to determine whether undue hardship exists:
1. Cost
2. Whether other sources of funding are available through grants and other government funding options;
3. Health and safety requirements that may exist
http://www.mentalhealthworks.ca/what-is-a-reasonable-accommodation/
(2009 Amendment to the Occupational Health & Safety Act (OHSA)
In 2009 – The Occupational Health and Safety Act was amended to include policies regarding workplace harassment and violence.
People can refuse to work if there is fear of workplace violence or harassment that is not being suitably dealt with.
Bill 168 requires every workplace with 6 or more employees to establish minimum standards and policies (in writing and visible to all employees).
Bill 168 assigns a legal duty for Canadian employers to provide and maintain a physically and psychologically safe workplace for employees.
Workplace Harassment
Workplace harassment: engaging in distressing comment or conduct against a worker in a workplace that is known or ought reasonably to be known to be unwelcome. This also includes sexual harassment.
Workplace harassment can involve unwelcome words or actions that should be known to be offensive, embarrassing, humiliating or demeaning to a worker or. It can also include behaviour that intimidates, isolates or discriminates against the targeted individual(s).
Workplace bullying is a form of harassment. It is repeated, unreasonable or inappropriate behaviour directed towards a worker, that creates a risk to health and safety.
https://www.labour.gov.on.ca/english/hs/pdf/wpvh
Workplace harassment may include making remarks, jokes or inferences that demean, ridicule, intimidate, or offend; displaying or circulating offensive pictures or materials in print or electronic form; bullying; repeated offensive or intimidating phone calls or e-mails; or workplace sexual harassment.
Sexual Harassment
Unsolicited or unwelcome sex or gender-based conduct that has adverse employment consequences for the accuser.
Quid Pro Quo Harassment: When some type of benefit or punishment is made dependent upon the employee submitting to sexual advances.
Hostile Working Environment: Occurs when someone’s behavior in the workplace creates an environment that makes it difficult for someone of a particular gender to work.
.
14
Sexual harassment is a sub-section to the topic of workplace harassment.
Bundy vs. Jackson – 1964 – facts showed that the plaintiff repeatedly received sexual propositions from her fellow employees and supervisor. She rejected these advances and was eventually passed over for promotion without reason. It was the first complaint that sexual harassment was a form of discrimination in the workplace. This was finally written into law in the United States in 1981 citing that workplace sexual harassment could constitute employment discrimination under the Civil Rights Act of 1964.
http://scholarship.law.missouri.edu/cgi/viewcontent.cgi?article=2653&context=mlr
Sexual Harassment in the Kitchen
Read the article
Image Credit: Jennifer Roberts, Globe & Mail
Warning: Article contains stories that could be triggers for assault survivors
Please take a moment to read this important article that was published in the Globe and Mail
Workplace Violence
Physical force by a person against a worker that causes or could cause physical injury.
An attempt at physical force against a worker that could cause physical injury.
A statement or behaviour that it is reasonable for a worker to interpret as a threat of physical force against the worker, in a workplace, that could cause physical injury.
Under Bill 168, workplace violence is essentially considered a threat or an attempt at physical force causing injury or the actual exercise of physical force to cause injury in the workplace. It is important to note that workplace violence and harassment can also be dealt with under the Criminal Code of Canada. If violence occurs at the workplace, it is important to call the police. Filing a report with the police is an important measure not only to help protect yourself, but to also serve as documentation that can be referred to as evidence if the violence or harassment persists, which would help in a legal case.
Legitimate Management
is NOT harassment
Management has a right to:
Reorganize, adjust the way work is performed
Impose deadlines
Insist that work be of a satisfactory quality
Respectfully criticize work and ask for improvement
Warn someone that if they do not improve their performance, they may face disciplinary action or termination (they actually have an obligation to do this)
Image source: http://lifeminute.tv
Reducing the Risk of Workplace Harassment & Violence
Educate:
Follow Bill 168 standards and educate employees
Regularly train new and existing employees
Safe workplace policy
Use bill 168 to implement a policy that keeps people safe
Safe reporting procedures
Provide clear ways for employees to report instances or risks of workplace violence and harassment. Eg.: HR
Investigate all complaints
Keep detailed records of any workplace violence or harassment, investigation or work refusal.
Commit to act upon harassment and bullying to keep workplace safe.
Discipline employees for not following workplace violence and harassment policies.
Bullying is considered a form of harassment and psychological violence. Bullying at work is the repeated, health or career endangering mistreatment of one employee, by one or more employees. The mistreatment is a form of psychological violence and is often a mix of verbal and strategic insults preventing the target from performing work well.
Being the target of a workplace bully can affect your physical and mental health, it can impact other areas of your life, such as affecting social bonds or your enjoyment of work. Forty-five per cent of targets suffered stress-related health problems, including anxiety, panic attacks, and clinical depression.
In a study conducted by the Workplace Bullying Institute cited by the Canadian Safety Council, 37 per cent of workers have been bullied, with 57 per cent of the targets being women. The majority of bullies (72 per cent) are people in positions of authority, whereas peer bullies are less frequent at 18 per cent. The most common victims are women in their 40s.
What if I am being harassed?
1. Document what happened:
the date and time of each event
who was there
what people said, including who said it
what order things happened in
any injuries you had
any steps you took to try to fix the problem
what you told your supervisor and when you told them
2. Speak to your employer about the harassment
3. Make a complaint to Human Rights Tribunal and/or Ministry of Labour
For more information:
http://stepstojustice.ca/common-question-plus/employment-and-work/what-can-i-do-if-i-am-being-harassed-work
Not only should you speak to your employer about the problem, you should also send them an email later that day to recap what you discussed so that there is a paper trail. Unfortunately sometimes people will try to deny that you spoke to them: when you have an email to back up your claim, now you have proof.
Employment Standards Act (ESA)
The Ministry of Labour enforces employment standards, such as minimum wage, hours of work, public holidays and other standards.
Further reading:
http://www.isthatlegal.ca/index.php?name=overtime_hours.employment_law_Ontario
Ontario Minimum Wage Rates
Employees Sent Home After Working Less Than Three Hours: The Three-Hour Rule*
When an employee who regularly works more than three hours a day is required to report to work but for some reason works less than three hours, he or she MUST be paid whichever of the following amounts is the highest:
three hours at the minimum wage, or
the employee’s regular wage for the time worked.
For example, if an employee who is a liquor server is paid $10.00 an hour and works only two hours, he or she is entitled to three hours at minimum wage (i.e., $9.55, the liquor servers minimum wage, x 3 = $28.65) instead of two hours at his or her regular wage ($10.00 x 2 = $20.00).
21
Employment Standards Act
Employment Standards are enforced under the Employment Standards Act (ESA), 2000 which sets out the minimum standards that employers and employees must follow.
Examples: Dismissal/termination, hours of work, overtime, holidays, minimum wage, etc.
For further information: https://www.labour.gov.on.ca/english/es/
Image source: essential-picture.com
However, the ESA has many exceptions to its provisions. Most of the information included here does not apply to managers and supervisors and can be altered by getting written consent from employees and special permission for exemptions from the Ministry of Labour.
Employment Standards Act
A workday is defined as 8 hours (or other agreed upon)
Working over 44 hours a week is OVERTIME – pay is time and one half (but most kitchen never pay overtime as it can be averaged over 2 or more weeks – if employer has written consent from employee and it’s approved by the Ministry of Labour).
Managers and supervisors (this includes sous chefs and chefs) are exempt from overtime provisions.
48 hours a week is maximum allowable hours an hourly employee can work (but can be higher if employer has written consent from employee and it’s approved by the Ministry of Labour).
Also many kitchens don’t pay overtime because cooks agree to getting paid a day rate which is equivalent to becoming a salaried employee like a manager.
Voice: Written consent from the employee will lift most of these standard limits. Often a clause in the initial offer of employment letter, which the employee signs, will remove many of these provisions. Be sure to read your offer letter before you sign it.
The ‘otherwise agreed upon’ clause carries a lot of weight. Many cooks sign their job offer letter (which is a contract where they agree to things that are binding, but most don’t realize this) giving consent to many situations that can veer away from the ESA rules. In a court of law it would be argued that because they signed their job offer letter that stated that they would do what was needed to maintain standards for customers and meet the needs of business volume, then they agreed to different rules of engagement. This holds some weight but no one can ever agree to working slave hours in Canada and have it hold up in a court of law for the employer. Question how many hours you will work and be paid for. This may make you less desirable for some kitchens but until everyone starts doing it, the pattern of exploitation won’t change because even though the Ministry of Labour sets out the standards and businesses are inspected periodically, most restaurants can act outside of employment standards because employees don’t question it. Be the change. The laws are there for you. Make them work for you. If you suspect or are sure that your employer is violating a code of the ESA, you can call the Minsitry of Labour and speak to an Employment Standards Officer. You are fully protected under the law and cannot be fired for doing so. Your employer may be fined and an Employment Standards Officer will make regular check-ins to ensure that the appropriate changes have been made to rectify the violation.
Employment Standards Act
24 consecutive hours off each work week or 48 consecutive hours off every two work weeks.
An employee must not work for more than five hours in a row without getting a 30-minute eating period (unpaid meal break) free from work.
Meal breaks are unpaid. The employee must be free from work in order for the time to be considered a meal break.
Note: Meal breaks are not considered hours of work and are not counted toward overtime.
8 hours off between shifts
Statutory/Public Holiday Pay
STATUTORY/PUBLIC HOLIDAYS:
If the employee is required to work on a public holiday, the employer may either:
pay the employee 1.5 times the employee’s regular rate for the hours worked. So if you are earning $14/hour then you will be paid $21/hour
or
pay the employee the regular rate for the hours worked on the public holiday, and provide a substitute day off work with public holiday pay
Ontario has nine Statutory Holidays:
New Year’s Day
Family Day
Good Friday
Victoria Day
Canada Day
Labour Day
Thanksgiving Day
Christmas Day
Boxing Day (Dec. 26)
This is a bit complicated. The employer can pay time and a half for hours worked on the public holiday or they can give their staff a substitute day off which is known as a “day in lieu.” “Public holiday pay” is calculated as the total amount of regular wages earned plus vacation pay payable to the employee in the four work weeks before the work week that contains the statutory holiday, and then divided by 20. This will be what you will be paid for the substitute day you take for a public holiday. There are other scenarios to consider but for that you can investigate the Ontario Ministry of Labour Employment Standards site.
Every employee in Ontario is entitled to Statutory Holiday pay but the employee must work their scheduled shift before and after the public holiday to qualify. For example, if an employee calls in sick the day before the holiday or the day after, they will no longer receive the public holiday pay. If an employer cancels either or both of those shifts, the employee is still entitled to Public Holiday pay.
People who are employed full-time and receive a salary are to receive all Statutory Holidays off and are also paid their regular day rate for those days.
Termination
An employer can terminate an employee who has been employed continuously for three months or more if the employer has given the employee proper written notice of termination.
Or
an employer can terminate the employment without written notice or with less notice than is required if the employer pays termination pay to the employee.
No notice is required for employment less than 3 months.
Length of Employment and Notice Required
Less than 3 months – 0 weeks
3 months but less than 1 year – 1 week
1 year – 2 weeks
3 years – 3 weeks
4 years – 4 weeks
5 years – 5 weeks
6 years – 6 weeks
When an employee is terminated, the written notice required under the ESA is generally determined by how long someone has been employed by the employer.
Notice of termination of employment, once given, cannot be withdrawn without the consent of the employee.
26
Termination Pay
An employee who does not receive the written notice required under the ESA must be given termination pay in lieu of notice.
Termination pay is a lump sum payment equal to the regular wages for a regular work week that an employee would otherwise have been entitled to during the written notice period.
An employee earns vacation pay and benefits on his/her termination pay.
Employers must also continue to make whatever contributions would be required to maintain the benefits the employee would have been entitled to had he or she continued to be employed through the notice period.
An employer is required to average out the “regular wages” based on 16 weeks of employment directly leading up to the termination.
27
Occupational Health and Safety Act (OSHA)
OHSA protects workers from health and safety hazards on the job. It sets out duties for all workplace parties and rights for workers.
Health and safety in Ontario is fixed on the principle of each of us doing our part to keep the workplace free of accidents and illness.
https://www.ontario.ca/laws/statute/90o01
Click on link to view OHSA
The OHSA establishes procedures for dealing with workplace hazards and provides for enforcement of the law.
In Canada both employers and employees have a duty to take responsibility for health and safety. Employees also have rights under the law that the employer must uphold. An occupational hazard is a thing or situation with the potential to harm a worker. Occupational hazards can be divided into two categories: safety hazards that cause accidents that physically injure workers, and health hazards which result in the development of disease. It is important to note that a “hazard” only represents a potential to cause harm.
Workers have a general duty to take responsibility for personal health and safety, which means they should not behave or operate equipment in a way that would endanger themselves or others. Section 28 of OHSA lists additional specific duties:
Work in compliance with the Act and regulations;
Use any equipment, protective devices or clothing required by the employer;
Tell the employer or supervisor about any known missing or defective equipment or protective device that may be dangerous;
Report any known workplace hazard or violation of the Act to the employer or supervisor;
Not remove or make ineffective any protective device required by the employer or by the regulations.
Worker Rights – OHSA
The right to know about hazards in your workplace and be given training on how to work with them safely. Instructions and guidelines are to be posted in a visible area.
The right to refuse work that you believe is unsafe and could cause harm to yourself or others
The right to participate in workplace health and safety activities, like the joint health and safety committee.
There are three main workers rights as outlined by the Ontario Health and Safety Act.
Workers have the right:
Worker Responsibilities – OHSA
Employees have a general duty to take responsibility for personal health and safety, which means they should not behave or operate equipment in a way that would endanger themselves or others.
Work safely – don’t take risks; you might injure yourself or another worker
Report unsafe conditions – tell your supervisor or employer right away; don’t wait until someone gets hurt
Wear the right safety equipment for the job – follow training on how to use it properly
Ask your employer first – your employer needs to know your concerns and questions about health and safety issues, so they can take the necessary measures to avoid injuries
safety hazards that cause accidents that physically injure workers, and health hazards which result in the development of disease. It is important to note that a “hazard” only represents a potential to cause harm.
Joint Health and Safety Committee – (JHSC)
Any employer with over 20 employees must have a JHSC
JHSC:
Completes inspections to identify workplace hazards once every 3 months
Makes recommendations to the employer for improvements
Members consist equally of management and staff
Members are trained and certified by the government
Another way we keep the workplace safe and healthy is by the mandatory establishment of the Joint Health and Safety Committee which is required to inspect the workplace for hazards every three months, and then bring the findings to management so they can take step to resolve any issues as required. These committees can exist in any place of employment, in fact, I was on a Joint Health and Safety Committee when I was a book editor and I would monitor things such as loose carpeting that someone could trip on, etc. In kitchen environments this is even more important. The Joint Health and Safety Committee ensures transparency and safety in the workplace. The members of the committee are certified by the government. There are both employees and management on the committee to ensure that there is transparency and fairness. The inspections happen every 3 months. A form is filled in and either the GM of the restaurant or the Executive Chef must sign off on it. This signature endorses that the employer is aware of potential hazards that must be corrected. They are in essence taking responsibility to act. If any accident happens on site, the first thing the Ministry of Labour does is refer to the inspections to see if hazards were highlighted and brought to the employer’s attention. If the hazards listed on a recent JHSC report that the manager/chef/employer signed off on and no actions had been taken to resolve the issues which subsequently caused an injury, the company may be in serious trouble. They cannot say they never knew about it because their signature is part of the report. They will most probably be given a hefty fine and can even be sued by the injured party.
WHMIS
What is WHMIS?
Workplace Hazardous Materials Information System (WHMIS) is a system designed to provide employers and workers information about hazardous materials used in the workplace.
Under WHMIS, there are three ways in which information on hazardous materials is to be provided:
labels on the containers of hazardous materials;
material safety data sheets to supplement the label with detailed hazard and precautionary information; and
worker education programs
As you move into your career in the kitchen you will no doubt have to start handling a variety of hazardous materials on a daily basis. Recently, I heard of an experienced chef receiving second degree burns from inadvertently making the mistake of mixing degreaser and another common kitchen cleaner. Mishandling of hazardous materials can have disastrous consequences. At work, and at school, knowing what you are dealing with, how to minimize exposure, and how to respond when an accident happens, can drastically reduce the potentially life-altering consequences of an encounter with hazardous materials. WHMIS training has not been made mandatory by government but some employers include the training as part of their standard health and safety protocol. The training gives workers the foundation of knowledge to prevent accidental and long-term exposure to the harmful effects of hazardous materials at work.
First Aid
First Aid kits are required in all workplaces
The workplace must have an employee(s) trained in first aid
https://www.ontario.ca/laws/regulation/901101
A first aid station shall contain:
Necessary first aid supplies
Form 82 poster (see slide 34)
the valid first aid certificates of the trained workers
a signed inspection card recording the date of the most recent inspection of the first aid box
Click on link to see what must be in First Aid kit. https://www.ontario.ca/laws/regulation/901101
Form 82: In Case of Injury Poster
This is form 82, known as the “In Case of Injury” poster. By law, it must be posted at first aid stations and also in the staff area where it is visible to all employees. It instructs the steps that according to WSIB must be followed in the event of an accident causing personal injury at work. It outlines the rights and responsibilities of workers, supervisors and employers with regard to injuries that happen in the workplace and it provides a Ministry of Labour telephone number to report critical injuries, fatalities and work refusals or to obtain information about workplace health and safety. Next time you go to work make sure you can find this poster.
34
What to do if you’re injured at work:
The injured employee must:
Seek first aid immediately
Tell your employer/supervisor about your injury immediately
The employer must:
Arrange and pay for transportation for worker to access medical care if required
Report injury to WSIB within three days if it involves:
Medical treatment
Lost wages due to time away from work
Pay injured worker’s full wages for the day of the injury
Workplace Safety and Insurance Board (WSIB)
http://www.healthandsafetyontario.ca/HSO/Home.aspx?_ga=1.207839954.1109146177.1480530389
http://www.healthandsafetyontario.ca/HSO/Home.aspx?_ga=1.207839954.1109146177.1480530389
If someone gets hurt on the job an employer must pay them the full amount they would have earned if they had not been injured (It’s calculated as based on an average of several weeks’ worked leading up to injury). Medical treatment can means a doctor visit, emergency visit but not just being bandaged or taking a break before getting back to work.
If an employer neglects to submit the paperwork (WSIB Form 7) within the 72-hour window, steep fines are levied against them. If too many injuries occur at this workplace, if they are late on their insurance payments, or they don’t send in paperwork upon injuries, it can result in a loss of a business license which essentially shuts a business down. The government takes worker health and safety very seriously.
If your employer does not file the paperwork in the 72-hour window, you need to call WSIB to let them know and they will help you file the necessary documents so that you can receive WSIB payments. I once waited over two weeks for my employer to do this and had to take matters into my own hands. The restaurant ended up having to pay a very hefty fine, and unfortunately there was a long delay before I received my WSIB payment because of the delay in filing the paperwork.
Never hide an injury that you have received at work. Even if it doesn’t seem terribly bad in the moment, it could cause issues later and if not reported, it will not be covered by WSIB. For instance, some cooks may have to climb up on boxes in dry storage to retrieve supplies. If they fall and hurt their shoulder or back many will be afraid to tell anyone, but in the long-term they might suffer from nerve damage, soft tissue that could affect their health and ability to work in future if not treated.
Also, never agree to work “under the table” as you will not be covered by WSIB. I know a student who agreed to work for cash without signing an employment contract and he broke his ankle at work on the second day of his job. The employer, of course, let him go and he was not able to get another job for 4 months AND he had no access to WSIB because he essentially did not exist on the employer’s payroll. Not only did he lose the ability to work, he had to cover the cost of his cast and crutches and all other medical treatments and prescriptions out of his own pocket. This is a very serious issue that can financially devastate a person. Be educated. Know your rights. Don’t agree to working “under the table.”
When not to report to WSIB:
You don’t need to report the incident if injured employee:
Only needs first aid on site
Some examples of first aid are:
Cleaning minor cuts, scrapes or scratches
Treating a minor burn
Applying bandages, a cold compress or ice bag
Image source: firstaidforfree.com
For more information: http://www.wsib.on.ca
Links for Your Reference
Health & Safety and ESA
In Case of Injury Poster https://www.wsib.ca/en/case-injury-poster-form-82
Summary of Employment Standards Legislation: https://www.ontario.ca/page/posters-required-workplace#section-1
Employment Standards Act: https://www.ontario.ca/laws/statute/00e41
Ontario Health & Safety Act: https://www.ontario.ca/laws/statute/90o01
WHMIS: http://whmis.org/
Canadian Human Rights Act: http://laws.justice.gc.ca/en/H-6/ http://www.unac.org/rights/actguide/canada.html
Canadian Charter of Rights and Freedoms:
http://www.unac.org/rights/actguide/canada.html
Employment Equity Act: http://laws.justice.gc.ca/en/E-5.401/
WSIB: http://www.wsib.on.ca
Workplace Harassment: http://stepstojustice.ca/common-question-plus/employment-and-work/what-can-i-do-if-i-am-being-harassed-work
Here is a list of links for your reference.
The Employment Standards Act is a lengthy document that outlines the rights of employees and provides information on almost any employee-related question you can think of. For instance, what rights you may have for a leave of absence should a parent pass away, or what would happen if your company gets sold to another and what that means for your employment.
Minimum Wage
Rate
Rates from October 1, 2015 to
September 30, 2016
Current Rates as of
January 9, 2020
General Minimum
Wage
$11.25
per hour
$11.40
per hour
Student Minimum
Wage
$10.55
per hour
$10.70
per hour
Liquor Servers
Minimum Wage
$9.80
per hour
$9.90
per hour
Minimum Wage Rates
Minimum Wage
Rate
Rates from October 1, 2015 to
September 30, 2016
Current Rates as of
January 9, 2020
General Minimum
Wage
$11.25
per hour
$11.40
per hour
Student Minimum
Wage
$10.55
per hour
$10.70
per hour
Liquor Servers
Minimum Wage
$9.80
per hour
$9.90
per hour
Minimum Wage Rates
Minimum Wage Rate
Rates from October 1, 2015 to September 30, 2016
Current Rates as of January 9, 2020
General Minimum Wage
$11.25
per hour
$11.40
per hour
Student Minimum Wage
$10.55
per hour
$10.70
per hour
Liquor Servers Minimum Wage
$9.80
per hour
$9.90
per hour
Minimum Wage Rates
Ministry
of Labour
Employment Standards in Ontario
The Employment Standards Act, 2000 ( ESA ) protects employees
and sets minimum standards for most workplaces in Ontario.
Employers are prohibited from penalizing employees in any way
for exercising their ESA rights.
What you need to know
Minimum wage
Most employees are entitled to be
paid at least the minimum wage.
For current rates visit:
Ontario.ca/minimumwage.
Hours of work
and overtime
There are daily and weekly
limits on hours of work, and
rules around meal breaks, rest
periods and overtime. For more
information visit:
Ontario.ca/hoursofwork and
Ontario.ca/overtime.
Public holidays
Ontario has a number of public
holidays each year. Most
employees are entitled to take
these days off work and be paid
public holiday pay. For more
information visit:
Ontario.ca/publicholidays.
Vacation time and pay
Most employees earn vacation
time after every 12 months of work.
There are rules around the amount
of vacation pay an employee earns.
For more information visit:
Ontario.ca/vacation.
Leaves of absence
There are a number of job-protected
leaves of absence in Ontario.
Examples include pregnancy,
parental and family caregiver leave.
For more information visit:
Ontario.ca/ESAguide.
Termination notice and pay
In most cases, employers must
give advance written notice when
terminating employment and/or
termination pay instead of notice.
For more information visit:
Ontario.ca/terminationofemployment.
Learn more about your rights at:
Ontario.ca/employmentstandards
1-800-531-5551 or TTY 1-866-567-8893
@ONlabour @OntarioMinistryofLabour
Other employment
rights, exemptions and
special rules
There are other rights,
exemptions and special
rules not listed on
this poster including
rights to severance pay
and special rules for
assignment employees of
temporary help agencies.
Subscribe to stay
up-to-date on the latest
news that can affect you
and your workplace:
Ontario.ca/labournews
Version 8.0
Training & Development
Image source: chefsroll.com/
1
Goals for today
Examine the purpose of training and development
Identify key training styles
Analyze importance of development and how it differs from training.
Understand the purpose of Orientation and Onboarding and its impact on employee progress and retention
Review the Four Step Job Instruction Training method
Assess the negative impact of a lack of workplace training
Recognize the traits that make an effective trainer
Companies are in business to make money, and every department is under pressure to show how it contributes to the overall success of the company or else they will face spending cuts and even outsourcing.
To contribute to a company’s success, training activities should help the company achieve its business strategy. There is both a direct and an indirect link between training and business strategy and goals. Training can help employees develop skills needed to perform their jobs, which directly affects the business. Giving employees opportunities to learn and develop creates a positive work environment, which supports the business strategy by attracting talented employees as well as motivating and retaining current employees. This chapter emphasizes the conditions through which training practices can help companies gain competitive advantage and how managers can contribute to a high-leverage training effort and create a learning organization.
The Purpose of Training and Performance Management
Effective orientation, training and performance feedback maintains the peak performance of a motivated, committed team of employees. Peak performance leads to organizational success and profitability.
When you start a new job, are you left to sink or swim? Or are you put on a structured learning program, supervised by a trainer who is skilled at training?
Too often, employees are left to muddle through, learning by their mistakes and picking up the work practices (often bad ones) of others doing the same job.
Successful businesses realize that training can raise productivity standards. They regard training as an investment, not a cost.
By providing proper training, the employer is communicating to a new hire that their job is valued. New staff are more likely to “get it right first time” and reach the required standard more quickly. Even more importantly, their confidence and motivation to do well will improve. And their impression of your business will be much better than if left to their own devices. Proper training always begins with employee orientation and focused onboarding that segues directly into a structured training program.
Performance management will be covered in the next lesson.
4
Orientation
and
Onboarding
Image source: boss.blogs.nytimes.com
Courtesy of Birchbox.
7
During a new hire orientation it is important to consider the following things:
Provide a tour of the facility
Have someone friendly, such as the receptionist, conduct the tour. This gives the employee a chance to locate all the necessary places, such as restrooms and break rooms, and lets him interact with a co-worker. Make sure you are available after the tour to walk him back to his department.
Authentically welcome the employee to the team and express confidence in them
Let them know that they are an important part of keeping the company moving in the right direction
Have one of the key leaders of the organization conduct or visit the orientation
Even a few minutes of the boss’s time is important. Being acknowledged in this way makes a new employee feel like a valued part of the team.
Enthusiastically share the company vision and goals
Give the employee all the information they need to start
Present the company rules and regulations to your new employee to avoid misunderstandings. Outline his work responsibilities and duties. Provide him with a copy of the company handbook and a job description if one is available. Everyone is more satisfied with the relationship when expectations on both sides are clear.
DO NOT Overwhelm the new employee with too much information
Go over the basic, most important things on the first day. Leave the rest for a few days later, to give him a chance to settle in. There is plenty of time for him to learn what he needs to know.
DO NOT: Let other work duties interfere with the orientation
Set aside the time needed specifically for orientation and make it clear that you are not to be disturbed. Handing off a new employee to someone else on his first day gives a bad impression and makes him feel unimportant. This first impression often determines your future relationship with your new hire.
DO NOT: Ignore the new employee after his first day
Most new employees are hesitant to ask questions. Stop by later in the week to see how he is doing. Ask if he has any questions that his supervisor is unable to answer. Reiterate that you are available if there are any questions or concerns.
Benefits of Orientation
Helps your employees get up to speed quickly and learn the “ground rules” of the company.
Conserves manager, supervisor and peer time.
Reduces the “new employee stress” factor.
Helps establish a positive, can-do attitude at the beginning of a new employment situation
Answering the most common questions posed by new employees saves everyone else the time in answering, explaining and clarifying issues. It would be a good idea for the employer to have a list of Frequently Asked Questions prepared to help.
Efficient new employee orientation programs have been proven to significantly reduce the stress that new employees feel and bring it down to a manageable level.
Learning job responsibilities, expectations, and the corporate “attitude” of their new employer helps employees feel both comfortable with and knowledgeable about their new job and the level of performance that the company wants. This typically establishes a positive employee attitude toward the new situation and future possibilities of success.
8
Purposes
of
On-boarding
increases morale
and employee feels
valued
reduces
turnover
transmits
brand & culture
clear
performance
expectations
organizational
stability
reduces
grievances or need
for discipline
reduces errors
&
costs
Onboarding starts with orientation developing
a happy contributor from the day one.
9
What is onboarding? Onboarding is the action or process of integrating a new employee into an organization.
Onboarding is a process that starts with orientation. The onboarding process helps the employee to develop into a happy contributor from the first day. Onboarding transmits the company’s brand and values, explains what the people and culture of the company are all about, and aligns expectations and performance.
Onboarding ensures that new hires feel welcome and prepared in their new positions, giving them the confidence and resources to start on the right foot, helping the company to be more productive. Onboarding reduces costs associated with learning on the job. It saves time training the new employee, increasing productivity and it increases morale and reduces turnover by showing the employee is valued.
Effective Onboarding
Onboarding is the continuation of orientation.
Effective onboarding shares the small, logistical details that provide a sense of comfort and familiarity in the workplace. This is good not just for a new hire’s peace of mind, but also for the overall well-being of the business.
The new employee’s supervisor and a senior manager should be present.
the clear message here is that the new employee is valued
The process should continue over several months and, during that time, it is essential to be communicating with the employee
Here’s a list of things you should have ready by the time your new hires walk in the door:
Send out an e-mail to everyone in the office so they’re prepared to welcome a new employee.
Get the new worker a security badge if he or she needs one.
Provide a name plate on his or her desk or office door as a tangible sign that you’ve prepared the space.
Set up the computer.
Configure the new employee’s e-mail accounts.
Provide guides for any necessary software he or she will be using.
Set up his or her phone system and provide instructions for using voicemail.
Have a stack of business cards waiting.
And here’s a list of questions you should answer for the new employee voluntarily:
What should he or she bring? (Telling them to bring SIN card and health card.)
Where should he or she park?
Who should he or she ask for in the lobby?
Where are the restrooms?
Where is the copy machine? (And how does it work?)
Where is the cafeteria?
Who should the employee talk to if he or she has additional questions? (It’s a good idea to assign a co-worker or a hiring manager as a mentor to check-in with the new hire throughout at least the first week.)
10
Make The Most of Onboarding
Watch the video
http://hiring.monster.com/hr/hr-best-
https://www.youtube.com/watch?v=_nZH2A4eF5g
Onboarding, explains business consultant Jon Picoult, is the crucial completion of any successful hiring process. Visit the Monster Resource Center — http://hiring.monster.com/
hr
/
hr
-best-… — to explore new developments in recruiting, hiring and management and labor market trends.
11
Review the Onboarding Checklist
Onboarding Checklist
Many companies stop at orientation, ignoring the rest of the onboarding process. Why is this harmful to the company?
Consider the benefits to the employee and the company if onboarding was seen through for the first year. How would this impact you as an employee?
Review the Onboarding checklist example and note the outcomes expected
Onboarding Checklist Outcomes (http://welcome.mit.edu/managers/checklists):
BEFORE THE EMPLOYEE’S START DATE
Outcomes: This is a welcoming work environment with informed colleagues and a fully-equipped work space; new employees feel “settled in” on their first day.
FIRST DAY
Outcomes: The employee feels welcomed and prepared to start working; begins to understand the position and performance expectations.
FIRST WEEK
Outcomes: New employee builds knowledge of internal processes and performance expectations; feels settled into the new work environment.
FIRST MONTH
Outcomes: Employee is aware of his/her performance relative to the position and expectations; continues to develop, learn about the organization, and build relationships.
FIRST THREE MONTHS
Outcomes: Employee is becoming fully aware of his/her role and responsibilities, beginning to work independently and produce meaningful work. He/she continues to feel acclimated to the environment, both functionally and socially.
FIRST SIX MONTHS
Outcomes: Employee has gained momentum in producing deliverables, has begun to take the lead on some initiatives, and has built some relationships with peers as go-to partners. Employee feels confident and is engaged in new role while continuing to learn.
FIRST YEAR [BETWEEN SIX AND TWELVE MONTHS]
Outcomes: Employee is fully engaged in new role – applies skills and knowledge, makes sound decisions, contributes to team goals, understands how his/her assignments affect others in the organization, and develops effective working relationships. He/she has a strong understanding of company’s mission and culture. Employee continues to be engaged in his/her role and has gained greater confidence in position; begins to take on additional assignments and works with some level of autonomy.
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What Should Be Ready For New Hires
Alert all employees so they’re prepared to welcome a new employee.
Get the new worker a security pass or identification card if it’s needed.
Provide a name plate on his or her jacket, desk or office door as a sign that you’ve prepared the space for them.
Set up the phone system/computer and configure the new employee’s e-mail accounts and voicemail.
Have their business cards waiting.
What should he or she bring? (Telling them to bring two forms of ID to verify paperwork is a good idea.)
Where should he or she park?
Where are the washrooms?
Where is the change room?
Where can they lock up their personal belongings?
Who should the employee talk to if he or she has additional questions? (It’s a good idea to assign a co-worker or a hiring manager as a mentor to check-in with the new hire throughout at least the first week.)
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The Why and How of Training
14
Types of Training
Training is a well-planned effort facilitating employees’ learning job-related knowledge, skills and behaviour.
Formal training
Informal training
Development is building the knowledge and skills of employees to enable them to take on new duties and challenges.
For people being groomed or prepped for promotion or management positions
7-15
Employee training is the responsibility of the organization. Employee development is a shared responsibility of management and the individual employee. The responsibility of management is to provide the right resources and an environment that supports the growth and development needs of the individual employee.
15
Formal and Informal Training
7-16
16
Training
Informal training is learner initiated, involves action and doing, is motivated by an intent to develop and does not occur in a formal learning setting.
Formal training is instructor led and on-line programs, courses and events developed and organized by the company.
The Training Process
1. Complete a Training Needs Assessment
Organizational, Person and Task Analysis
2. Ensuring Employee Readiness for training
Basic skills, attitudes and motivation
3. Creating a Learning Environment
Identify learning objectives and training outcomes and develop targeted training
Practice, feedback and observation of others
4. Select Proper Training Methods
Presentational Methods
Hands-on Methods
5. Evaluate Training Programs
Evaluate training outcomes & modify for performance
7-18
Table 7.1.
The training design process refers to a systematic approach for developing training programs. Needs assessment refers to the process used to determine if training is necessary.
There are often pressure points that may suggest that training is necessary. Organizational analysis involves determining the business appropriateness of training.
Person analysis helps the manager identify whether training is appropriate and which employees need training.
Task analysis identifies the conditions in which tasks are performed. A job is a specific position requiring the completion of specific tasks.
Ensuring Employees’ Readiness for Training—Motivation to learn is the desire of the trainee to learn the content of the training program.
Creating a Learning Environment—For employees to acquire knowledge and skills in the training program and to apply this information in their jobs, the training program must to include specific learning principles.
Table 7.1 presents the six steps of this process, which emphasizes that effective training practices involve more than just choosing the most popular or colorful training method.
Step 1 is to assess needs to determine if training is needed.
Step 2 involves ensuring that employees have the motivation and basic skills to master training content.
Step 3 addresses whether the training session (or the learning environment) has the factors necessary for learning to occur.
May be determined by the human resource department and/or supervisors Needs Assessment includes:
Person analysis:
(1) determining whether performance deficiencies result from a lack of knowledge, skill, or ability (a training issue) or from a motivational or work-design problem;
(2) identifying who needs training; and
(3) determining employees’ readiness for training.
Task analysis includes identifying the important tasks and knowledge, skill, and behaviors that need to be emphasized in training for employees to complete their tasks.
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Needs Assessment:
Training Outcomes
Training outcomes must be established:
• What do trainees need to learn?
• Who receives training?
• Type of training
• Frequency of training
Before training can take place, an HR manager along with the managers in the department must establish what the outcomes of training should be and how those outcomes will be evaluated.
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Employee Readiness
Managers can instill a motivation to learn by ensuring an understanding of the benefits and expected outcomes of training.
To increase employees’ motivation level:
Let employees know that the purpose of training is to improve performance.
Provide information about the training program and purpose prior to actual training.
Ensure trainee possesses the basic skills required.
4. Provide employee assurance that:
they have the ability to succeed
Express confidence in their success
Creating a Learning Environment
The conditions under which employees learn best include:
Create an organizational culture that values learning and provides necessary resources
Encourage learning at all levels.
Encourage people to learn from mistakes rather than being afraid to admit their mistakes for fear of disciplinary action – a culture that removes the punishing effects of failure to help people to take risks, be creative, and to grow
Provide the time for learning with opportunities to observe, practice and ask questions. – Allow for enough repetition to commit training content to memory.
Reinforce progress with ongoing feedback.
7-22
http://hrcouncil.ca/hr-toolkit/learning-implementing.cfm
Creating a learning environment in your organization
A positive environment for learning is always critical for success, whether it is the environment of a classroom or the environment of your organization.
The Board of Directors and Chefs of your organization set the tone for the organization’s culture. Do their decisions and actions view learning as a positive way to improve individual performance and the performance of the organization? Are these positive outlooks reflected in the value statements, policies and structures that guide the operation of the organization?
Here are some ways organizations that value learning provide a supportive learning environment:
Opportunities to learn should happen all the time. Organizational cultures that support learning recognize learning as an ongoing process, not an event. A new piece of legislation may be used as a learning tool for all staff. A proposed special event may become a learning opportunity for an employee who has expressed an interest in cooking for big events. And, opportunities to learn are made available for everyone in the organization from the head chef to the most junior member of the team.
An organization also shows that it values learning by including employee training and development in the annual budgeting process. Items included in the annual budget reflect the priorities of the organization.
One way an organization shows that it values learning is in its approach to mistakes.
“Failure is critical to the learning process and must be considered in the context of the individual’s role, potential, and future success. When we fail, we might react in one of three ways: learn from the mistake, continue to fail, become reluctant to try again. In today’s workplace environment, leaders must develop a culture that removes the punishing effects of failure to help people to take risks, be creative, and to grow. “It is important to encourage people to learn from mistakes rather than being afraid to admit their mistakes for fear of disciplinary action.
Laurie Hillis (see Links and Resources below).
Have a policy on employee training and development
A policy on employee training and development shows that the organization values learning. Having a policy will ensure that the organization provides time for learning
Time for learning in the workplace is important for the success of an employee development program. This means giving employees time to learn without the interruptions of every-day activity. Allow for practice of new skills on-the-job. Learning does not end when the activity is over. Opportunities to use the knowledge and skills they have learned on-the-job will ensure that people retain what they have learned.
Links and Resources
Hillis, Laurie. The Ten Commandments of Managing. Retrieved from Leadership Compass: Issue 7.
Noe, Raymond. 2002. Employee Training and Development 2nd Edition. New York, New York: McGraw-Hill Irwin.
Selecting Training Methods
Presentation Methods (trainees are passive recipients of information and include Instructor-led classroom instruction)
Instructor-led classroom instruction
Distance learning
E-learning
Conferences, forums, field trips
Hands-on Methods On-the-job training
Apprenticeships
Simulations
Job aids – checklists, manuals
Job shadowing, rotation
Special ‘stretch’ projects
Peer-assisted learning
Two employees agree to help each other learn different tasks. Both employees should have an area of expertise that the co-worker can benefit from
The employees take turns helping their co-worker master the knowledge or skill that they have to share
‘Stretch’ assignments
These assignments give the employee an opportunity to stretch past his or her current abilities. For example, a stretch assignment could require an employee to chair a meeting if the person has never done this before
To ensure that chairing the meeting is a good learning experience, the manager should take time after the meeting to discuss with the employee what went well and what could have been improved
Special projects
Give an employee an opportunity to work on a project that is normally outside his or her job duties. For example, someone who has expressed an interest in events planning could be given the opportunity to work as part of a special events team
Training Preparation
As an effective trainer:
Make a Timetable for Training
Who to train on which job by what date
Who will be the trainer(s)
Break Down the Job
List important steps
Pick out key points and their why they are important
Safety is always a key point
Get Everything Ready
Arrange the work area
The right equipment, materials, and supplies
Having a timetable s is so important for training, but unfortunately is often overlooked by the employer, and this is usually where training starts to go wrong.
Establishing a timetable for training is the first requirement for getting ready to train. By capturing the critical tasks, identifying the urgent training needs, who’s involved, and then, creating a schedule for training on the timetable, the leader has a plan to drive the training. Often without such a plan, training is unfocused or too general, or the effort may not have the desired outcome. The timetable prevents confusion and drived training with a focus on improvement in results.
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Training Evaluation:
Relationships and Feedback
Coaching/Mentoring: between an experienced manager and the employee.
The role of the coach is to demonstrate skills and to give the employee guidance, feedback, and reassurance while s/he practices the new skill
In a mentorship, the two people involved have developed a working relationship based on shared interest and values
Performance Appraisal: Should be partly evaluation and partly developmental.
The results of an appraisal can be used to identify areas for further development of the employee.
And, measuring productivity is key to assessing success of training.
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How To Train:
Four-Step Training Method
Think about your training experiences – what has been good about them? What has been missing? It is so important to follow the four steps of training regardless of what is being trained.
Having a plan is essential, you have done the preparation. Instructing requires patience, remembering to instruct one important step at a time and then demonstrating. Don’t try to train on too many things at once, it doesn’t work. Allow the trainee to practice until they have mastered the skill. This may take several attempts at re-instruction and this is where the patience comes into play. Let the employee work on their own but check back on them gradually reducing the frequency as confidence and proficiency increase. A trainee must be allowed to ask questions throughout the training process so the trainer must make him/herself available. Remember, learning is ongoing so follow up and coach to refine and fine tune skills learned.
Preparation (don’t wing it!)
Put the employee at ease e.g. this isn’t a test
Briefly describe the task and find out what the employee already knows
Find out what the trainee already knows
Explain why the employee needs to learn the skill
2. Instruct and Demonstrate
Verbally instruct one important step at a time and then demonstrate
Emphasize key points
Don’t try to cram in too much
Instruct clearly, completely, patiently giving no more than they can master at one time
Practice
Have the employee try the task
Have the employee explain key points as he/she performs the task
Correct errors immediately and constructively
Re-instruct if necessary
Continue practice until skill is mastered
Give positive feedback
Make sure they understand. Continue until you know they can perform the task as it should be done.
Follow up
Encourage the trainee to ask questions
Allow the trainee to work on his/her own after instruction and practice
Be available if the employee needs help
Check back frequently, encouraging the employee to ask questions
Gradually reduce frequency of checks to encourage independence
Evaluate at a later point and coach to maintain or improve performance
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Preparation
Put the employee at ease e.g. this isn’t a test
Instruct & Demonstrate
Verbally instruct one important step at a time and then demonstrate
Practice
Employee tries the task and explains key points as he/she performs the task
Follow up
Briefly describe the task and find out what the employee already knows
Find out what the trainee already knows
Explain why the employee needs to learn the skill
Emphasize key points
Don’t try to cram in too much
Correct errors constructively
Re-instruct if necessary
Continue practice until skill is mastered
Give constructive feedback – highlight positives; build confidence
Encourage the trainee to ask questions
Allow the trainee to work on his/her own after instruction and practice
Be available if the employee needs help
Check back frequently, encouraging the employee to ask questions
Gradually reduce frequency of checks to encourage independence
Evaluate at a later point and coach to maintain or improve performance
Training Mistakes to Avoid
Training employees isn’t easy. It’s important to be aware of all the challenges you will face and prepare for them ahead of time. Also, training is not a one-time event, but a continuous improvement process
Omitting a training needs analysis
Choosing the wrong trainer
Information overload or irrelevant information
You train once and consider it done
Failure to coach and mentor – training is a process
Providing little to no feedback
A training needs-assessment must happen before any training takes place. Before you engage a trainer, or as the first step in training development, determine what training is actually necessary for the employee. Know your goals, know the players, and know your audience.
Determine if your training goal is to solve a problem, improve staff performance, teach a new skill, make an organizational change, or prepare for a new project. Not explaining how the training is relevant
Make it relevant: Explaining how the training program is applicable to long-term career growth as well as how it will benefit them as new employees allows employees to build a stronger commitment to the company from the start. In the case of training, too much extraneous information is not helpful and may actually prevent learners from recognizing and retaining the key elements of the training.
Provide feedback: Employees want to know if they’re doing a good job. Actually, “Research shows that millennials want even more feedback than other generations.”
Coaching and mentorship can help trainees learn that progress can’t come immediately and they won’t be chef on their second day of work. Most of us perform well within a structured chain of command, so setting up a coaching relationship can help employees evaluate their successes and failures along the way. Also, training is not a one-time event, but a continuous improvement process. Support for a training program must come from the top, filter through all levels of management, and be respected.
Unhappy employees lead to high turnover
Low productivity and low quality
Unsafe work environment
Loss of customers and profitability
http://smallbusiness.chron.com/negative-effects-lack-training-workplace-45171.html
A lack of training is costly in so many ways.
Unhappy employees leading to high turnover
Employees are interested in performing their jobs well to advance the company, feel a sense of pride for a job well done and advance to higher positions. When there is no training, employees do not understand how to do their jobs and none of these goals are possible. This leads to low morale among workers, which results in employee turnover. A company with a reputation for high employee turnover is also unattractive to potential job candidates. Are you inspired to apply for a position in a kitchen that is constantly hiring cooks?
Low productivity and low quality
The rate of production is low when employees don’t know enough to perform their jobs confidently. Unskilled employees could spend considerable time seeking help to perform their jobs or they could perform tasks to their understanding, to the detriment of the work process. This could lead to errors and injury. Supervisors and more experienced employees must also spend time monitoring unskilled workers, which detracts from their work and increases the amount of time necessary to complete production.
Unsafe Work Environment
The Occupational Safety and Health Administration states that untrained workers are more susceptible to injuries. This happens when workers lack the knowledge and skills required to use equipment and supplies safely. The problem could be fatal in work environments that contain heavy-duty machinery and hazardous materials.
Loss of Customers & Profitability
Untrained employees cannot produce high-quality products. They also lack adequate knowledge and skills to meet let alone exceed customer expectations. This combination results in dissatisfied customers. The company will experience declining sales if dissatisfied customers choose competitors who can provide a better overall experience.
Lead by example
Know Your Subject
Get to know your trainees
Be patient!
Be enthusiastic and have some fun
Be an effective communicator
Image source: Kyodo | japantimes.co.jp
So What Makes a Good Trainer?
I once asked an employee who had great trainer skills for her secret. She told me that she treated every learner as an individual. For example, some liked to use their own initiative as soon as possible whereas others wanted more guidance. She adapted her style to suit their needs. Here are other qualities of a good trainer:
Lead by Example
In your role as a trainer, you need to have a strong sense of purpose and high standards in everything you do. If you cut corners, then your learners will do the same.
Know Your Subject
You should know more about the subject than those you are trying to teach, and always be looking to learn more. If you lack knowledge, this will be quickly detected and your relationship with your learners will suffer.
Get to Know Your Learners
A strong working relationship between you and your learners is essential. It determines whether the process of learning is going to be a co-operative effort, an uneasy alliance, or a cold war. Be curious about what motivates learners, and find out what they know already.
Be Patient
When someone knows less than you, there is sometimes the temptation to feel superior, and even to patronise them. Be respectful of their efforts if you want to maintain a good level of co-operation.
Be Enthusiastic
Enthusiasm is infectious and sets a good tone for the learning event. It does need to be balanced with composure – an over-enthusiastic approach may undermine your credibility. Also, if you set out to enjoy your work and use a little humour, it can go a long way to creating conditions for good learning to take place.
Communicate with Others
To be an effective trainer you must be an effective communicator – remember to listen, do not interrupt, be clear and concise and ensure that the message is received correctly.
http://hrcouncil.ca/hr-toolkit/planning-strategic.cfm
Case study assignment: recruit and selection – job description, success profile, reporting relationship, performance management, etc.
Learning Objectives
Discuss how to align company’s strategic direction with its HR planning.
Maintaining competitive advantage with your human resources
Describe various recruitment policies to make job vacancies more attractive.
Examine how to attract candidates
Analyze various recruitment methods to source job applicants
List various sources from which job applicants can be drawn, their advantages, disadvantages and evaluation methods.
Determine effective selection criteria for the best candidates
Steps in the selection process
The interview
Making the final decision
Explain the needs and expectation of GEN Y in the workplace.
5-2
Effectiveness + Efficiency
= Successful Organizational Performance
A measure of how efficiently and effectively managers are using organizational resources to satisfy customers and achieve goals.
3
Effectiveness
A measure of the suitability of the goals an organization is pursuing and the degree to which they are achieved.
Efficiency
A measure of how productively resources (including human resources) are used to achieve a goal.
Performance is everything. It doesn’t matter how beautiful your plates are if you are the only one that can do it, it takes too long to prepare or no one is interested in what you are serving. Successful Organizational Performance, which includes profit, occurs when there is Effectiveness and Efficiency of the staff. We depend on the human resources department to recruit, hire and train enough skilled people to meet the company’s strategic goals. HRM works to ensure successful organizational performance by hiring the right people with the right skills at the right time
3
What is Recruitment?
The process of finding and attracting qualified candidates to apply for employment
Recruitment is the responsibility of the HR department
Recruiting new staff with the skills and abilities that your organization will need in the future is essential
Source, Google image search: https://www.linkedin.com/pulse/you-making-right-recruiter-call-nikhil-saha
4
Recruiting consists of any practice or activity carried on by the organization with the primary purpose of identifying and attracting potential emploees. It thus creates a buffer between workforce planning and the actual selection of new employees. The goals of recruiting includes encouraging qualified people to apply for the job and then selecting candidates who will be the highest performers.
Recruitment is:
The responsibility of the HR department
The process of finding and attracting the right people
Ensuring that the organization has staff who can contribute skills to fit the demands of the future.
Recruiting Methods
The key is to build your candidate pool before you need it
5
Recruitment Sources
Internal Sources
faster, cheaper,
can be more certainty
External Sources
new ideas & approaches
Direct Applicants
& Referrals
Self-selection, low cost
Newspaper Advertising –
large volume, low quality
recruits
Electronic Recruiting
Internet/Social Media
Public & Private
Employment Agencies –
headhunters can be
expensive
Colleges & Universities
campus placement services
JOBS
JOBS
5-6
Recruitment Sources—Since recruitment sources are unlimited, an organization must decide how to reach the best sources of potential employees.
Internal versus External Sources—Relying on internal sources is useful since employees are well known and are knowledgeable about the organization and jobs. However, there may not be enough internal recruits
2. Direct Applicants and Referrals
a. Direct applicants are people who apply for a vacancy without prompting from an organization.
Referrals are people who are prompted to apply for a vacancy by someone within the organization, such as a friend or neighbor.
3. Advertisements in newspapers and periodicals – Typically are less effective than direct applicants or referrals and are more expensive.
4. Electronic Recruiting – The growth of the information highway as opened up new vistas for organizations trying to recruit talent such as social networking sites., niche boards, search engine sites as well as job boards.
5. Public and Private Employment Agencies—Agencies will search their computerized inventory of individuals searching for work for an organization at no charge.
6. Colleges and universities are an important source for entry level professionals. To increase effectiveness, organizations employ internship programs to get early access to potential applicants and to assess their capabilities directly.
Recruitment Methods
Develop and hire internally – Provide promotional opportunities for employees – boosts morale and contributions
Incentivize your employees for referrals
Have an active social media presence – post about good things happening at your company
Include a Careers page on company website – be known as a great employer
Use social media networking platforms
LinkedIn, Facebook (Food & Wine Career Industry Navigator Toronto)…
Campus recruitment – develop important relationships with schools – career fairs, develop apprenticeships and internship programs
Use a recruiting agency/”headhunter” that understands your HR needs and the labour market
Providing internal opportunities for current employees to get promoted positively boosts morale and makes your current staff members feel that their talents, capabilities, and accomplishments are appreciated. Always post positions internally first. There is nothing worse that when an outside person is hired into a position that a few internal staff could have easily filled: it serves as a signal to the staff they they are not valued.
A great way for a company to attract new George Brown College culinary management graduates would be for their HR team to:
Post a job ad online
Use a headhunter who understands your HR needs
Post a job ad directly with the GBC career services centre
*Invite students to an exciting culinary demo by one of the chefs so they can learn more about what the restaurant is all about
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Able to acquire skills and knowledge that may not be available within company
Newer ideas and ways of solving problems may emerge
Usually more expensive to train
Employee is familiar with the organization
Lower recruitment costs
Employee is “known,” thereby increasing ability to predict success
Improves employee morale & motivation
INTERNAL RECRUITING
Recruiting
EXTERNAL RECRUITING
8
A 2017 study of Canadian organizations revealed that 4 in 10 positions are filled by internal staff. For senior executives as well as service and production-level jobs, 50% of the positions were filled by internal candidates.
Benefits of hiring internally are:
It generates applicants who are well known to the organization
The applicants are relatively knowledgeable about the job vacancy, which means they will not have unrealistic expectations about the job
Lower training expenses
Improvement of morale for existing employees
An increased ability to predict the new employee’s success
A benefit of external recruiting are:
An introduction of new ideas and ways of solving problems
It helps employees build a career with the company rather than just holding a job
Campus Recruitment
Career Fairs
Guest Lectures/Demos
Information Sessions
Networking Receptions
Social Media
Scholarships
Externships
Apprenticeships
Campus Recruitment is becoming more important every day. In fact, according to AfterCollege’s 2016 Student Career Insight Survey, career fairs are the third most popular way that new grads find career opportunities (behind job boards and employer websites). A study from 2017 showed that on-campus recruiting was utilized by half of all employers.
The job market is more dependent on young talent than ever before. Millennials, in fact, are now the largest generation in the Canadian workforce. And as Canada’s labour force ages (the country now has more people over the age of 65 than under 15), the demand (and competition) for young college-educated talent will only increase.
Strategies for campus recruitment include :
Get Your Best People to Engage With Students
Go Where the Students Are – Social Media platforms such as Facebook and Instagram are now essential
Make the Application Process Easy and Engaging
https://hbr.org/2014/03/how-companies-can-attract-the-best-college-talent
https://hbr.org/search?term=sanjeev+Agrawal
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Generation Y Characteristics
Largest generation in history
Most educated generation in western history
Tech savvy
Global citizens – nomadic
Entrepreneurial
Progressive
Embrace diversity
Communicators
Impatient: expect instant gratification, instant answers and services
Image credit: http://luckyattitude.co.uk/wp-content/uploads/2015/05/millennials-characteristics
Millenials are the largest generation in history.
True
12
What do Millenials Want at Work?
The same thing as everyone else!
“Conventional wisdom holds that Millennials are entitled, easily distracted, impatient, self-absorbed, lazy, and unlikely to stay in any job for long. On the positive side, they’re also looking for purpose, feedback, and personal life balance in their work. A growing body of evidence suggests that employees of all ages are much more alike than different in their attitudes and values at work. To the extent that any gaps do exist, they amount to small differences that have always existed between younger and older workers throughout history and have little to do with the Millennial generation per se. Looking at the importance of six traits in a potential employer — ethics, environmental practices, work-life balance, profitability, diversity and reputation for hiring the best and brightest — CNBC found that Millennial preferences are just about the same as the broader population on all six.”
https://hbr.org/2016/04/what-do-millennials-really-want-at-work
http://www.businessnewsdaily.com/1367-millennial-generation-demographic-portrait.html
What Do Millennials Really Want at Work? The Same Things the Rest of Us Do
Bruce N. Pfau https://hbr.org/2016/04/what-do-millennials-really-want-at-work
The Human Capital Edge, 2002, Ira Kay and Bruce N. Pfau
Millenials want career development, they want to work somewhere that is diverse, inclusive, open-minded. They want a caring management and for the company they work for to be involved in a cause.
13
How to Recruit Millenials
Update your technology:
Engage in social media
Have a mobile friendly site
Video screening interviews – Youtube and video resume/profiles are the way of the future
Emphasize company culture – be a good corporate citizen, offer work/life balance, have transparent goals
Highlight your perks:
Flexible schedule
Desirable benefits and clear paths to advancement opportunities
Make it easy for them to learn more about you and your work environment.
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Hospitality Recruiters
Lecours Wolfson http://www.lecourswolfson.com/wp/
Profile Hospitality Group
http://profilehospitalitygroup.com/
Many companies use an outside consulting specialist known as a recruiter or talent advisor in order to recruit and select candidates for key roles. The job of a recruiter is to match the right person to the right job. The recruiter is responsible for assessing the knowledge, skills, abilities, and other traits of a candidate that will meet the requirements of a job. To be a true “Talent Advisor,” recruiters need to spend most of their time interacting with candidates and hiring managers to ensure the right person is hired for the job. Recruiters are not only responsible for the careers of their candidates but they are also responsible for the productivity and success of the companies they are recruiting for.
There are dozens of hospitality recruiters in Toronto. If you have a profile on LinkedIn I strongly suggest that you try to connect with as many recruiters as possible. As you update your profile with new professional experience, recruiters will contact you to see if you are interested in positions your experience matches. I personally tend to ignore my LinkedIn feed with its neverending updates of the profiles of my contacts, but a recruiter is specifically looking through this information every day in order to keep a good roster of candidates who may pair well with a company they represent.
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Career Websites
http://gbcareers.georgebrown.ca/home.htm
The Job Description
An effective job description is critical for every position and performs several important functions:
describes the skills and competencies needed to perform the role
defines where the job fits within the overall company hierarchy
It’s the basis for the employment contract
a valuable performance management tool used to create a success profile
In addition to creating job descriptions, it’s important to develop a “success profile” of the ideal employee for key positions in your company that are critical to the successful organizational performance. These might include such positions as team leaders like chefs de partie, sous chefs, chef de cuisine and executive chefs.
To accomplish that goal, you need to identify any skills and attributes that are common in top performers. Using this information, you’ll be able to develop a profile to help you select the candidates most likely to succeed in that position. You can’t tell if you’ve found a match if you’re not matching candidates against a specific profile. Later this job description or success profile will become the basis of a valuable performance management tool to use with the candidate hired for a key role.
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Key Parts of Job Postings
Job title
accurately reflects the nature of the job and the duties being performed
reflects the reporting relationship to other jobs in the company
is free of gender or age implications
Duties
Skills and competencies
Relationships
Company overview
Salary
Post it in relevant communities
“If you have a specialized need, find a LinkedIn group that corresponds to that need and open up a discussion. This will attract people in that field. Referral is the best way to get a higher quality candidate.” – Mark Frietch, president, Frietch Consulting Group [15 LinkedIn Groups Every Entrepreneur Should Belong To ]
Don’t use an outdated template
“Don’t go back to the original posting that was used to hire the current employee in the role and just send it out. There is oftentimes a sense of urgency about trying to fill a position when someone quits. Instead of using the posting that you used to hire the current employee, take some time to think about how the position has changed since this person took the role. What do you need now? What will you need moving forward?”– Liz D’Aloia, CEO, HR Virtuoso Company
Don’t just list requirements
“Top candidates want to understand how a position will impact their career, challenge them and add skills. A boring list of requirements doesn’t accomplish any of that.” – Stephanie McDonald, owner, Hire Performance
Explain your company’s values
“High performers try to figure out whether your business shares their values. They want to understand your products and what you stand for. Your ad needs tell them that. The first few sentences need to capture the candidate’s attention. Like any effective sales pitch, make it about them and their interests.” – Rebecca Barnes-Hogg, founder and CEO, YOLO Insights
Ask for skills, not experience
“Skills trump experience. Be clear about the specific skills a candidate will use in their new job. Focusing on experience alone may eliminate the candidate with the best skills which you can grow and develop in favor of a more experienced but mediocre performance.” – Steve Langerud, workplace consultant, Steve Langerud & Associates
Watch your tone
“Write in a tone that reflects your organization’s brand. If you’re looking for someone who’s creative, just writing ‘seeking a creative individual’ [is] meaningless unless your job description is creative. Especially in smaller organizations, if you don’t walk the walk, the best candidates will recognize that your organization is not creative, just really good at inserting random keywords in their job descriptions.” – Joseph Terach, CEO, Resume Deli
Make it quick and easy to read
“Make the job post scannable. Most job seekers are scanning. They are on the hunt for the right job and will look at a job post and scan the details before deciding to apply, or to ignore it. By organizing key responsibilities with bullet points, the readability of the post will increase and catch the attention of the right people. In addition to bulleted lists, it’s also a good idea to separate sections with descriptive headers that allow a potential applicant to scan the important facts as quickly and easily as possible.” – Steve Dempsey, VP of recruiting, Aquent
Avoid business jargon
“Not every great candidate will know the ins and outs of your business before reading your job description. Don’t assume that they’ll know industry lingo or abbreviations. Spell those things out and provide plenty of context about what your company actually does.” – Shayleen Stuto, talent coordinator, TechnologyAdvice
Add a catchy title
“The title is very important. The title must entice the job seeker to click through to the posting. Rather than just listing ‘Project Manager,’ try ‘Project Manager at a fast growing startup’ or ‘Project Manager at a leading Fortune 500 company.'” – Sean Pritchard, co-founder and partner, MilitaryHire
List specific skill requirements
“Use specific language. For example, instead of seeking a candidate who is ‘computer literate’ or has ‘good communication skills,’ explain the specific programs or technologies the employee will be using and the ways in which they will be required to communicate and with whom. The words ‘administrative duties’ are also very broad and should be clarified as much as possible.” – Jeanine Hamilton, president, Hire Partnership
Consider your mobile presence
“Think about how your listing will look on mobile. Many companies put requisition numbers and internal codes at the top of their job listings. Although this may be easily overlooked on a full-size monitor, candidates who browse your jobs from a mobile device will have to scroll several times just to get to the job requirements. Over time this can result in avoidance of your company’s job postings.” Susan Martindill, director of demand generation, Simply Hired
Add a call to action
“In the body of your job posting, include instructions on how to apply that contain a specific call to action. This serves as a built-in screening process as you will be able to weed out applicants who are not able to follow directions and demonstrate a clear lack of attention to detail.” – Michael Lan, senior resume consultant, Resume Writer Direct
Don’t include obvious red flags
“Never, ever, ever say ‘this is not a scam.’ This should go without saying. Potential applicants automatically see red flags. You’d be shocked by how many hiring managers include this in job postings.” – Chad Bronstein, CEO, Time to Hire
Describe your company well
“Open up with a quick blurb about the company or the role that will engage the candidate to read on—and reinforce that in the closing by pointing out why the company is a great place to work or why this position, in particular, would be appealing.” – George Vollmer, client partner, Alexander Mann Solutions
Get familiar with the position
“Before you make a job posting and look for someone new to fill an opening, be sure you understand everything that job will entail. To ensure you know everything, sit down and talk with the person who currently holds the position, or someone who recently did. Getting them to write down all their responsibilities and tasks is a great way to help find someone who will fill the role perfectly.” – Christopher Young, CEO and founder, Async Interview
Encourage your staff to share it
“A large percentage of your best hires will come from your staff’s combined existing network, so in your job postings, make sure and include a social sharing feature and incentivize staff to post.” – Chris Gannon, manager of sales talent, Signpost
Talk about your company culture.
“Beyond the skills and experience required for the position, applicants are looking for a company where they can fit in and relate to the culture and goals. To draw the highest-quality and best-fit applicants to your position, you must give them a feel for your company culture.” –Jean Cook, business coach and certified facilitator, The Alternative Board
– See more at: http://www.businessnewsdaily.com/7899-better-job-description.html#sthash.PsluDlcS.dpuf
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Duties
The job description contains a list of the duties and responsibilities associated with the role.
Descriptions of duties should be short in length and should be outcome-based, containing an action, an object and a purpose – ‘prepares all cold appetizers dinner menu.’
The list should be made up of approximately 10-15 duties.
Image credit: Getty Images
Sometimes we even include the amount of time expected to be dedicated to each task. This should be represented as a percentage (i.e. filing 20%, data entry 40% etc). The entire point of listing the duties is to ensure that the appropriate candidates are applying for the position. If a potential applicant looks at the duties and thinks they are over their head or perhaps they don’t have the experience to perform the duties, then that person will probably decide not to further pursue the position.
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Skills & Competencies Are Not the Same Thing
Skills are activities that the candidate can perform based on what they have learned in the past, or from qualifications they already have.
A skill is the ability to give effective presentations. A skill is something that can be learned through study and practice.
Competencies are the traits or attributes you expect the candidate to display in the role.
A competency, would be strong communication, which is a characteristic displayed by a person
When hiring, strong consideration is given to competencies such as leadership, teamwork, flexibility, communication and initiative.
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Reporting
Relationships
Reporting lines clarify the responsibilities of the position by showing who the candidate reports to and who reports to them.
An organizational chart is a good way to represent relationships in a job description, with vertical lines between boxes demonstrating reporting lines and horizontal lines showing working relationships.
Salary
A salary range should be included in the job description. It should be competitive with similar positions in other organizations and allow for variations according to education and experience levels.
Company Overview
While a candidate should already know essential details about the hiring company, it is still useful to provide a description of the company.
Include information about the company’s mission, goals, key leaders and its significance in the industry.
For a job description, choose a style that conveys your company’s philosophy. The goal is to attract people who are the right fit for the position and the company.
While it is ideal that a candidate would already know essential details about the hiring company, it is helpful for potential applicants to have a description of the company (as written by the company) at hand. Include information about the company’s mission, goals, industry and headquarters location. Other useful details could include the number of states and countries where the company is present, number of employees, annual sales and so on.
While it is ideal that a candidate would already know essential details about the hiring company, it is helpful for potential applicants to have a description of the company (as written by the company) at hand. Include information about the company’s mission, goals, industry and headquarters location. Other useful details could include the number of states and countries where the company is present, number of employees, annual sales and so on.
http://mashable.com/2011/06/03/how-to-write-job-description/#8k8xlFSmN5qM
When creating a job description, choose a style that conveys your company’s philosophy. The goal is to attract people who are the right fit for the position and the company.
Selection and Placement, focuses on ways to minimize errors in employee selection and placement to improve a company’s competitive position; it focuses on five standards that should be met by any selection method. It then evaluates several common selection methods according to those standards.
Watch the video
There’s No Greater Act of Hospitality than to Embrace a Stranger as One’s Own. It’s In Our Nature.
https://www.youtube.com/watch?v=wZeS0Un3jwk (3min 01sec)
Based on the Shangri-La video from week 2 when selecting the right candidates to fit the company culture, the HR team would be looking for the ability for the candidate to:
*Sincerely embrace a stranger
Speak more than one language
Work internationally
Work with little supervision
Our Philosophy: Shangri-La Hospitality from a Caring Family.
Our Mission: To delight our guests every time by creating engaging experiences straight from our hearts.
Our Core Service Values: Respect, Humility, Courtesy, Helpfulness and Sincerity.
What is the service philosophy of Shangri-La? What qualities will candidates for any position within Shangri-La need to posses? As a hiring manager at Shangri-La, how could you assess whether the candidate possessed the necessary qualities and attributes to fit with the company culture?
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Selection
Selection:
Placing candidates who are the right fit for your company in the right job at the right time.
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The video is as intense as the Shangri-la is about their hospitality.
Here are Shangri-La’s philosophy, mission and core service values that you will probably be able to identify from the video you just watched:
Our Philosophy: Shangri-La Hospitality from a Caring Family.
Our Mission: To delight our guests every time by creating engaging experiences straight from our hearts.
Our Core Service Values: Respect, Humility, Courtesy, Helpfulness and Sincerity.
After watching the video and considering the company philosophy, mission and core service values, consider the following questions:
What qualities will cook or chef candidates within Shangri-La need to posses?
As a hiring manager at Shangri-La, how could you assess whether the candidate possessed the necessary qualities and attributes to fit with the company culture?
Certainly we can see that by having such a clear vision of who they are it then becomes easier to select the right employees who will bring their vision to life.
The key to successfully developing such a program is to follow a proven recruiting process for the positions you need to fill. Resist the temptation to omit steps, because shortcutting the process can shortchange your results. Here’s what you’ll need to do:
1. Develop accurate job descriptions. Your first step is to make sure you have an effective job description for each position in your company. Your job descriptions should reflect careful thought as to the roles the individual will fill, the skill sets they’ll need, the personality attributes that are important to completing their tasks, and any relevant experience that would differentiate one applicant from another. This may sound fairly basic, but you’d be surprised at how many small companies fail to develop or maintain updated job descriptions.
2. Compile a “success profile.” In addition to creating job descriptions, it’s important to develop a “success profile” of the ideal employee for key positions in your company that are critical to the execution of your business plan. These might include such positions as team leaders, district managers and salespeople. For example, let’s say you currently have 20 salespeople. Within that group, you have four that are top performers, 12 that are middle-of-the-road and four that aren’t quite making the grade. If you could bump the number of folks in the top group from 20 percent to 33 percent, that could have a dramatic impact on your company’s performance.
To accomplish that goal, you need to profile everyone in the sales group to identify any skills and attributes that are common to the top group but missing from the other groups. Using this information, you’ll be able to develop a profile to help you select the candidates most likely to succeed in that position. Remember, you can’t tell if you’ve found a match if you’re not matching candidates against a specific profile.
3. Draft the ad, describing the position and the key qualifications required. Although some applicants will ignore these requirements and respond regardless, including this information will help you limit the number of unqualified applicants.
4. Post the ad in the mediums most likely to reach your potential job candidates. Of course, the Internet has become the leading venue for posting job openings, but don’t overlook targeted industry publications and local newspapers.
5. Develop a series of phone-screening questions. Compile a list of suitable questions you can ask over the phone to help you quickly identify qualified candidates and eliminate everyone else.
6. Review the resumes you receive and identify your best candidates. Once you post your ad, you’ll start receiving resumes…sometimes many more than you anticipated. Knowing what you’re looking for in terms of experience, education and skills will help you weed through these resumes quickly and identify potential candidates.
7. Screen candidates by phone. Once you’ve narrowed your stack of resumes to a handful of potential applicants, call the candidates and use your phone-screening questions to further narrow the field. Using a consistent set of questions in both this step and your face-to-face interviews will help ensure you’re evaluating candidates equally.
8. Select candidates for assessment. Based on the responses to your phone interviews, select the candidates you feel are best qualified for the next step in the process.
9. Assess your potential candidates for their skills and attributes using a proven assessment tool. A resume and phone interview can only tell you so much about a job applicant, so you’ll need a dependable assessment tool to help you analyze the core behavioral traits and cognitive reasoning speed of your applicants. For example, a good test will provide insights as to whether the individual is conscientious or lackadaisical, introverted or extroverted, agreeable or uncompromising, open to new ideas or close-minded, and emotionally stable or anxious and insecure.
The success profile you created for each position will help you determine which behavioral traits are important for that position. For example, you would expect a successful salesperson to be extroverted. On the other hand, someone filling a clerical position might be more introverted.
These assessment tests can be administered in person or online. Online testing and submission of results can help you determine whether the applicant should be invited for a personal interview.
10. Schedule and conduct candidate interviews. Once you’ve selected candidates based on the previous steps, schedule and conduct the interviews. Use a consistent set of 10 or 12 questions to maintain a structured interview and offer a sound basis for comparing applicants.
11. Select the candidate. Make your selection by matching the best applicant to the profiled job description.
12. Run a background check on the individual to uncover any potential problems not revealed by previous testing and interviews.
13. Make your offer to the candidate. The information you collected during the interview process will provide you with important insights as to starting compensation levels and training needs.
Additional Pre-Recruiting Tips
Before you start the hiring process, determine your strategy relative to how people fit into your organization. What is your process for making sure they’re a good fit with your company’s culture? Decide whether your approach to the cultural question should include a second interview. Also, who else, if anyone, do you involve in the interviews to help make this selection and judge the candidate? Your goal is to have a plan that will help you determine whether you have a qualified applicant who will fit into your company’s culture.
In addition, decide whether you’re going to conduct pre-employment testing. How much is it worth for you to know an individual’s strengths and weaknesses, not just as a hire/don’t hire test, but as a coaching tool to help you determine their training needs and the best approach to maximize the person’s productivity? Pre-employment testing is often overlooked, when it could be a very valuable tool. For example, if you find an applicant who fits the job description and appears to be the person you want to hire, pre-employment testing can help you determine how to work with them more effectively and move them along in your organization.
If you want your business to attract and retain good clients, your comprehensive people strategy must include a recruiting and selection strategy that attracts and retains quality employees. Following a well-thought-out, structured process will help you best match the right people to the right jobs in your company.
https://www.entrepreneur.com/article/76182
The Selection Process
Review of Application
Care taken to ensure applicant is qualified and meets legal requirements
Set up phone interview pre-screening
Employment tests
Personality/Aptitude
Knowledge
Performance
Integrity
Attitude
Review & Screening
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The Selection Process
Review & screening
Employment references
Discuss applicant’s work history
References may not be candid, especially with negative information
Employment tests
Interview
Verification of references
Supervisors (not just HR managers) involved to increase quality of the hiring decision.
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Various Employment Tests:
A cognitive ability test differentiates individuals based on mental rather than physical capacities.
Verbal Comprehension -a person’s capacity to understand and use written and spoken language.
Quantitative Ability – speed and accuracy with which one can solve arithmetic problems.
Reasoning Ability – a person’s capacity to invent solutions to diverse problems.
Personality inventories categorize individuals by personality characteristics. – extroversion, inquisitiveness etc.
Emotional Intelligence – Empathy, Self Awareness, Social Skills
Physical Ability Tests
Work samples simulate a job in miniaturized form
Drug Tests – tend to be reliable and valid, used where safety is a concern
Reference Checks: give the applicant notice in advance that it intends to contact previous employers or conduct background checks
explain to the applicant in advance the purpose or reason for collecting, using or disclosing the information
ensure that the collection and use of the information is “reasonably required” for the establishment of the employment relationship (i.e., to determine the job applicant’s suitability for the position).
The Purpose of an Interview
The goal is to determine whether or not a candidate is a strong match for the company and the job.
The goal is to hire the best people possible always.
The interview is a more in depth assessment of a candidate’s qualities and experiences than the application/resume evaluation.
Allows the employee to understand the job setting before the hiring decision
Observation shifts show candidate:
Type of work
Equipment
Work environment/company culture
Steps in the Selection Process
Review & screening
Employment tests
Verification of references
Employment interview(s)
Realistic job previews
Hiring decision
Marks the end of the selection process
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Structured
Face-to-face interview:
Interviewers are looking for dedication, teamwork, leadership and who you are, your personal characteristics. Use your STAR stories.
Behaviourally-oriented/S.T.A.R.
Behavioural description: past behaviour is the best predictor of future behaviour
Situational–attempts to assess applicant’s likely future response to specific situations
Pre-screen: Phone or Video
Verification of key details of resume and candidate’s fit for position
Rely on a predetermined checklist of questions
Prerequisite to moving to formal interview
Types of Interviews
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STAR stands for Situation, Task, Action, Result. Using this strategy is particularly helpful in response to competency and behavioural-focused questions, which typically start out with phrases such as, “Describe a time when…” and “Share an example of a situation where….”
The STAR technique
What Is the STAR Interview Response Technique?
The STAR interview response technique is a way of answering behavioral interview questions. Behavioral interview questions are questions about how you have behaved in the past. Specifically, they are about how you have handled certain work situations. Employers using this technique analyze jobs and define the skills and qualities that high-level performers have exhibited in that job.
Since past performance can be a good predictor of the future, interviewers ask these questions to determine whether candidates have the skills and experiences required to excel in the job.
For example, employers might be looking for proof of problem-solving skills, analytical ability, creativity, perseverance through failure, writing skills, presentation skills, teamwork orientation, persuasive skills, quantitative skills, or accuracy.
Examples of behavioral interview questions include the following:
Tell me about an occasion when you had to complete a task under a tight deadline.
Have you ever gone above and beyond the call of duty?
What do you do when a team member refuses to complete his or her quota of the work?
Situation: Describe the context within which you performed a job or faced a challenge at work. For example, perhaps you were working on a group project, or you had a conflict with a coworker. This situation can be drawn from a work experience, a volunteer position, or any other relevant event. Be as specific as possible.
Task: Next, describe your responsibility in that situation. Perhaps you had to help your group complete a project within a tight deadline, resolve a conflict with a coworker, or hit a sales target.
Action: You then describe how you completed the task or endeavored to meet the challenge. Focus on what you did, rather than what your team, boss, or coworker did. (Tip: Instead of saying, “We did xyx,” say “I did xyz.”)
Result: Finally, explain the outcomes or results generated by the action taken. It may be helpful to emphasize what you accomplished, or what you learned.
How to Prepare for an Interview Using STAR
Since you won’t know in advance what interviewing techniques your interviewer will be using, you’ll benefit from preparing several scenarios from the jobs you’ve held.
First, make a list of the skills and/or experiences that are required for the job. It may help you to look at the job listing and similar job listings for indications of the required or preferred skills/qualities and match your qualifications to those listed in the posting. Then, consider specific examples of occasions when you displayed those skills. For each example, name the situation, task, action, and result.
Whatever examples you select, make sure they are as closely related to the job you’re interviewing for as possible.
You can also take a look at common behavioral interview questions, and try answering each of them using the STAR technique.
Examples of Interview Questions and Answers Using STAR
Example Question 1: Tell me about a time you had to complete a task within a tight deadline. Describe the situation and explain how you handled it
Example Answer 1
While I typically like to plan out my work in stages and complete it piece by piece, I can also achieve high-quality work results under tight deadlines. Once, at a former company, an employee left days before the imminent deadline of one of his projects. I was asked to assume responsibility for it, with only a few days to learn about and complete the project. I created a task force and delegated work, and we all completed the assignment with a day to spare. In fact, I believe I thrive when working under tight deadlines.
Example Question 2: What do you do when a team member refuses to complete his or her quota of the work?
Example Answer 2
When there are team conflicts or issues, I always try my best to step up as team leader if needed. I think my communication skills make me an effective leader and moderator. For example, one time, when I was working on a team project, two of the team members got embroiled in an argument, both refusing to complete their assignments. They were both dissatisfied with their workloads, so I arranged a team meeting where we reallocated all the assignments among the team members. This made everyone happier and more productive, and our project was a success.
Example Question 3: Tell me about a time you showed initiative on the job.
Example Answer 3
Last winter, I was acting as an account coordinator, supporting the account executive for a major client at an ad agency. The account executive had an accident and was sidelined three weeks before a major campaign pitch.
I volunteered to fill in and orchestrate the presentation by coordinating the input of the creative and media teams. I called an emergency meeting and facilitated a discussion about ad scenarios, media plans, and the roles of various team members in relation to the presentation.
I was able to achieve a consensus on two priority ad concepts that we had to pitch, along with related media strategies. I drew up a minute-by-minute plan of how we would present the pitch that was warmly received by the team based on our discussions. The client loved our plan and adopted the campaign. I was promoted to account executive six months later.
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The Interview Process
3. Information
exchange
1. Interviewer
preparation
2. Creation
of rapport
4. End Interview
Discuss next steps
5. Evaluation
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Candidates selected for interviews should know exactly what to expect: when, where, and who will be involved in the interview. Be considerate, be thoughtful… be awesome.
Spend twice the time on doing homework on the candidate as you do on the interview.
Make the interview a conversation, not an interrogation.
Allow candidates to ask questions and take the time thoughtfully answer them. Remember, a candidate who has questions is more serious about the job and we should take them more seriously.
Describe the next steps; provide closure
Contact references – not only the ones provided by candidate, but also reach out to contacts that also may know the candidate so you get an impartial reference.
Conduct a second or even third interview if necessary
Make an enthusiastic offer! Be excited to offer the job to the candidate. After all, they may be your new star and you want them to know you can’t wait for them to be part of the team.
The Interview
Conducting the Perfect Job Interview
Read the article
Please read Successful Interviewing by Jeff Haden (found under week 3)
https://www.linkedin.com/pulse/20140210135852-20017018-conduct-the-perfect-job-interview-in-twelve-simple-steps Jeff Hayden
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Interviewer Errors
Arriving late and being unprepared
Fail to define a success profile for position
Fail to ask open-ended, accomplishment-oriented questions
What do you consider to be the biggest accomplishments of your life and your career? Why?
Not making candidate feel welcome
Not using a scorecard or writing down what the candidate actually said:
helps you to grade every candidate objectively against criteria that are important for the job
Click on hyperlink to see example of Interview Scorecard
Stereotypes
Harbouring prejudice or hiring people like you or who make you feel comfortable
Interviewer domination
Let the candidate do most of the talking
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An interview scorecard can keep you focused and on track during an interview with an applicant. This helps you to grade every candidate objectively against criteria that are important for the job.
Additionally, encourage every interviewer to write down what candidates actually say during the interview, rather than what they thought was said. When interviewers review these verbatim notes it will jog their memories and recall the candidates’ actual responses. In turn, this will enable everyone to more accurately discuss the candidate’s strengths and weaknesses and decide who makes the next round of interviews. http://hiring.monster.com/hr/hr-best-practices/recruiting-hiring-advice/interviewing-candidates/interview-preparation.aspx
Interviewee Errors
Arriving late
Dressing inappropriately
Making a weak first impression
Open posture, smile and firm handshake convey confidence for a great first impression
Failing to research the position and company
Having phone out during interview
Talking too much/too little
Badmouthing a former employer
Failing to ask the interviewer questions
Not updating your social media profiles
Set social networking profiles to private, and display your education and experience on your public (LinkedIn, etc.) profiles
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Here’s a favourite interview question to assess a candidate’s emotional intelligence and how they approach interpersonal challenges:
Have you worked with someone you didn’t like? How did you handle it?
Yes as a matter of fact, I have worked with someone whom I found difficult to like as a person. However, when I focused on the skills they brought to the job and their ability to solve problems, slowly my attitude towards them changed and I could appreciate their contribution. We were never friends, but we did work well together and we got the job done.
This answer is mature and honest and shows the candidate can focus on what is important – getting the job done with the team and not get bogged down in petty interpersonal power struggles.
So, What Does Everyone Want at Work?
Despite generation, race, or gender employees want the same things from work.
Companies that create environments in which employees answer each of the four following questions with “Yes” are those most likely to win and retain the best talent.
Next slide
The Human Capital Edge, 2002, Ira Kay and Bruce N. Pfau
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All employees consider the following when deciding whether to join, give their best effort or stay at an organization:
Is this a winning organization I can be proud of?
Employees want to be proud of the organization they work for. They want to work for a successful, high-performing company and for leaders with a blend of competence, integrity and vision.
Can I maximize my performance on the job?
Most employees want to be able to do a good job. That means working in an environment that will make the most of their skills and which provides the resources, information, authority and training necessary to be at their best.
Are people treated well?
People want to work in an inclusive environment where they are respected, valued and treated fairly. They want their opinions to count, and they want their contributions recognized and rewarded both financially and psychologically.
Is the work itself fulfilling and enjoyable?
Everyone wants to enjoy the work they do and the people with whom they work. They also want to derive a sense of meaning and purpose from what they do every day.
What Do Millennials Really Want at Work? The Same Things the Rest of Us Do
Bruce N. Pfau https://hbr.org/2016/04/what-do-millennials-really-want-at-work
The Human Capital Edge, 2002, Ira Kay and Bruce N. Pfau
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Someone from our customer support team is always here to respond to your questions. So, hit us up if you have got any ambiguity or concern.
Complete Confidentiality
Sit back and relax while we help you out with writing your papers. We have an ultimate policy for keeping your personal and order-related details a secret.
Authentic Sources
We assure you that your document will be thoroughly checked for plagiarism and grammatical errors as we use highly authentic and licit sources.
Moneyback Guarantee
Still reluctant about placing an order? Our 100% Moneyback Guarantee backs you up on rare occasions where you aren’t satisfied with the writing.
Order Tracking
You don’t have to wait for an update for hours; you can track the progress of your order any time you want. We share the status after each step.
From brainstorming your paper's outline to perfecting its grammar, we perform every step carefully to make your paper worthy of A grade.
Preferred Writer
Hire your preferred writer anytime. Simply specify if you want your preferred expert to write your paper and we’ll make that happen.
Grammar Check Report
Get an elaborate and authentic grammar check report with your work to have the grammar goodness sealed in your document.
One Page Summary
You can purchase this feature if you want our writers to sum up your paper in the form of a concise and well-articulated summary.
Plagiarism Report
You don’t have to worry about plagiarism anymore. Get a plagiarism report to certify the uniqueness of your work.
Free Features $66FREE
Most Qualified Writer
$10FREE
Plagiarism Scan Report
$10FREE
Unlimited Revisions
$08FREE
Paper Formatting
$05FREE
Cover Page
$05FREE
Referencing & Bibliography
$10FREE
Dedicated User Area
$08FREE
24/7 Order Tracking
$05FREE
Periodic Email Alerts
$05FREE
Our Services
Join us for the best experience while seeking writing assistance in your college life. A good grade is all you need to boost up your academic excellence and we are all about it.
On-time Delivery
24/7 Order Tracking
Access to Authentic Sources
Academic Writing
We create perfect papers according to the guidelines.
Professional Editing
We seamlessly edit out errors from your papers.
Thorough Proofreading
We thoroughly read your final draft to identify errors.
Thorough Proofreading
We thoroughly read your final draft to identify errors.
Delegate Your Challenging Writing Tasks to Experienced Professionals
Work with ultimate peace of mind because we ensure that your academic work is our responsibility and your grades are a top concern for us!
We Analyze Your Problem and Offer Customized Writing
We understand your guidelines first before delivering any writing service. You can discuss your writing needs and we will have them evaluated by our dedicated team.
Clear elicitation of your requirements.
Customized writing as per your needs.
We Mirror Your Guidelines to Deliver Quality Services
We write your papers in a standardized way. We complete your work in such a way that it turns out to be a perfect description of your guidelines.
Proactive analysis of your writing.
Active communication to understand requirements.
We Handle Your Writing Tasks to Ensure Excellent Grades
We promise you excellent grades and academic excellence that you always longed for. Our writers stay in touch with you via email.
Thorough research and analysis for every order.
Deliverance of reliable writing service to improve your grades.
