102991-144050 - Nidhi Rana- Dec 25, 2020 449 PM - Class log

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Nov 24, 2024

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Class log HRP 102 Nidhi Rana A00121907

1. Entrepreneurship Entrepreneurship is the act of creating a business or businesses while building and scaling it to generate a profit. But as a basic entrepreneurship definition, that one is a bit limiting. The more modern entrepreneurship definition is also about transforming the world by solving big problems. Like bringing about social change or creating an innovative product that challenges the status quo of how we live our lives on a daily basis. What the entrepreneurship definition doesn’t tell you is that entrepreneurship is what people do to take their career and dreams into their hands and lead it in the direction they want. It’s about building a life on your own terms. No bosses. No restricting schedules. And no one holding you back. Entrepreneurs are able to take the first step into making the world a better place – for everyone in it, including themselves. What Is an Entrepreneur? An entrepreneur is an individual who creates a new business, bearing most of the risks and enjoying most of the rewards. The entrepreneur is commonly seen as an innovator, a source of new ideas, goods, services, and business/or procedures. Entrepreneurs play a key role in any economy, using the skills and initiative necessary to anticipate needs and bring good new ideas to market. Entrepreneurs who prove to be successful in taking on the risks of a startup are rewarded with profits, fame, and continued growth opportunities. Those who fail, suffer losses and become less prevalent in the markets. Example: Aaron Hurst who has used the science of purpose to change the way we work and service. He is the CEO and Founder of Imperative, a venture-backed startup that is reconnecting us as human beings in the workplace through peer coaching. An entrepreneur since 16, Aaron began his career as a social innovator at the University of Michigan, where he designed and led an educational program for local correctional facilities, subsequently becoming the first student to receive the Michigan Campus Compact Award.

2. Functions of HR and marketing as an important function. Recruiting and Hiring Recruiting and hiring talent is one of the most important HR functions, and it goes far beyond attending job fairs and going through resumes. Workforce planning , writing job descriptions, advertising openings, screening and interviewing applicants, and helping managers make the best hiring decisions are all part of this critical HR function. HR managers need to do this while accomplishing the company’s wider goals of attracting a diverse, multigenerational workforce . HR managers generally also provide support through the hiring and onboarding process, including making job offers, negotiating salary, and enrolling new hires in benefit programs. Compensation Management Compensation management includes establishing salary ranges for positions, placing employees within the ranges based on their qualifications, and adjusting pay to recognize milestones and accomplishments. It also includes managing performance incentives such as year-end bonuses and sales commissions. The HR manager may be responsible for setting corporate strategy and working with front-line supervisors and managers to ensure competitive, equitable compensation practices across the organization. Performance Management Performance management is a continual process of evaluating how individual employees are performing, identifying areas of improvement, and recognizing achievement. Many organizations conduct performance reviews on a regular schedule, often annually, with additional reviews as desired by the employee or manager. If an employee is underperforming or violating policy, employers may impose discipline or create a performance improvement plan with goals to achieve within a specific time period. For serious infractions, employees may be fired or placed on probation subject to firing. All disciplinary policies should be spelled out in the handbook, and managers should be trained to implement them accordingly. Benefits Management According to the BLS, benefits make up approximately 30 percent of total employee compensation. Benefits that are provided as part of an employee’s compensation are known as fringe benefits. Fringe benefits have monetary value and are generally subject to taxation. Some examples include education benefits, childcare assistance, and use of a company car. Administering employee benefits is a substantial part of the HR management function.

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When evaluating your benefits package, it’s important to understand small business health insurance requirements and other mandates for employers. Professional Development and Training It’s human nature to want to grow and learn new things, and employers who capitalize on that desire can reap substantial benefits. On-the-job training may include orientation training to introduce employees to company policies, procedures, and resources; training in job-specific skills and tools; safety training; company strategy meetings; and compliance training . Some companies provide education benefits to fund learning opportunities outside of work. These can range from conventions and seminars to college courses. Developing employees requires an investment of employee time or benefit dollars. Yet education and training can pay off in higher quality, productivity, engagement, and retention. Deloitte recently identified the need to improve learning and development as the top-rated challenge among its 2019 Global Human Capital Trends, thanks to a tightening job market and the transformation of jobs due to technology . 3. Bona fide Occupational Requirements In employment law, a bona fide occupational qualification or bona fide occupational requirement or genuine occupational qualification is a quality or an attribute that employers are allowed to consider when making decisions on the hiring and retention of employees—a quality that when considered in other contexts would constitute discrimination and thus be in violation of civil rights employment law. Such qualifications must be listed in the employment offering. 4. Reasonable Accommodation A reasonable accommodation is any change to the application or hiring process, to the job, to the way the job is done, or the work environment that allows a person with a disability who is qualified for the job to perform the essential functions of that job and enjoy equal employment opportunities. Accommodations are considered “reasonable” if they do not create an undue hardship or a direct threat.

An employer has a responsibility to provide accommodations unless doing so would cause undue hardship to the employer, or in cases of direct threat. Undue Hardship : When an accommodation is expensive, difficult, disruptive to the work environment, or will fundamentally change the nature of the position. Direct Threat : A significant risk of threat to the safety of the employee or others that cannot be eliminated or lessened by reasonable accommodation. 5. Harassment and types of harassment Workplace harassment is the belittling or threatening behavior directed at an individual worker or a group of workers Recently, matters of workplace harassment have gained interest among practitioners and researchers as it is becoming one of the most sensitive areas of effective workplace management, because a significant source of work stress is associated with aggressive behaviors at workplace. Racial Harassment A victim may experience racial harassment because of their race, skin color, ancestry, origin country or citizenship. Even perceived attributes of a certain ethnicity (curly hair, accents, customs, beliefs or clothing) may be the cause. Racial harassment often looks like:  Racial slurs  Racial insults  Racial jokes  Degrading comments  Disgust  Intolerance of differences Gender Harassment Gender-based harassment is discriminatory behavior towards a person based on their gender. Negative gender stereotypes about how men and women should or do act are often the center of the harassment. Some examples are:

 A male nurse faces harassment for having what is perceived as a woman’s job  A female banker hits the glass ceiling and taunted for not being “leader material”  A male colleague displays material (comics, posters) that’s degrading to women Religious Harassment Religious harassment is often interconnected with racial harassment but narrows in specifically on the victim’s religious beliefs. Disability-Based Harassment Disability-based harassment is a type of workplace harassment directed towards individuals who either:  Suffer from a disability themselves  Are acquainted with a disabled person or people  Use disability services (sick leave or workers’ comp) A person with a disability may experience harassment in the form of harmful teasing, patronizing comments, refusals to reasonably accommodat e or isolation. Sexual Orientation-Based Harassment Sexual orientation-based harassment is starting to gain traction and recognition as a legitimate type of workplace harassment. Victims face harassment because their sexual orientation is different from those around them. People of any sexual orientation (heterosexual, homosexual, bisexual, asexual, etc.) may experience this form of harassment depending on their line of work. For example, a homosexual man may face harassment on a construction site whereas a heterosexual man may be teased for working in a salon. Age-Based Harassment Workers 40 years and older are specifically protected by the Civil Rights Act of 1964 in an attempt to promote the employment of older people and reduce age-based harassment .

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A person facing age-based harassment might be:  Teased and insulted,  Left out of activities or meetings, or  Unfairly criticized… …Simply because of their age and the stereotypes that come with it. Unfortunately, this harassment is sometimes an attempt to wrongfully push the individual into early retirement. 6. Job analysis Job analysis is a family of procedures to identify the content of a job in terms of the activities it involves in addition to the attributes or requirements necessary to perform those activities. Job analysis provides information to organizations that helps them determine which employees are best fit for specific jobs. Job description: A job description summarizes the essential responsibilities, activities, qualifications and skills for a role. Also known as a JD, this document describes the type of work performed. A job description should include important company details — company mission, culture and any benefits it provides to employees. It may also specify to whom the position reports and salary range. An effective job advertisement will provide enough detail for candidates to determine if they’re qualified for the position. Job specification: A job specification defines the knowledge, skills and abilities that are required to perform a job in an organization. Job specification covers aspects like education, work- experience, managerial experience etc. which can help accomplish the goals related to the job. Job specification helps in the recruitment & selection process, evaluating the performance of employees and in their appraisal & promotion. Job specification, along with job description, is actually derived from job analysis. Collectively, job specification and job description help in giving an overview of the job in terms of its title, position, roles, responsibilities, education, experience, workplace etc. 7. Recruitment process: The Recruitment is the process of analyzing the job requirements and then finding the prospective candidates who are then encouraged and stimulated to apply for the job in the organization.

Need for Recruitment: Every Company in the world knows the importance of the recruitment step in increasing. The performance of the company and increasing the productivity of the products. In this part of the project we will mention some important point about the importance of the recruitment step in any organization:  It helps the organization by finding the need for requirements by job analysis activities and personnel planning .  To collect many job candidates with less cost.  It helps to organize application by dividing them by underqualified or overqualified, to increase the possibility of increasing and choosing the successful person to the right place.  Employing new and better-qualified staff often the only effective long-term strategy for improving operational performance.  Capabilities and commitment of employees ensure an organization’s success.  Raise organizational and individual value in the short term and long term. Advantages of internal recruitment  Reduce time to hire  Shorten onboarding times  Cost less  Strengthen employee engagement Disadvantages of internal recruitment  Create resentment among employees and managers  Leave a gap in your existing workforce  Limit your pool of applicants  Result in inflexible culture Pros to Hiring Externally:  An external candidate may provide a fresh perspective, which can be beneficial for the team and for the organization—it can help to get out of old habits.

 Top talent may be available to increase the overall performance of the team. The person you hire may have much more experience or expertise than existing team members. Or they may have specific training, skills, or knowledge that the current team does not have, such as new certifications or degrees that were not previously available.  New people can bring new energy and ideas. They can help bring new mind-sets and outcomes. This may be beneficial especially where innovation or cultural change is needed. Cons of Hiring Externally:  An external hire may take a while to come up to speed in the role, which may mean it takes longer to regain productivity.  An external hire may require more training because he or she is likely to be unfamiliar with the organization’s software, systems, processes, etc.  An external hire is likely to have to give a notice period at his or her current employer before he or she can even begin, further delaying the process.  Bringing someone in from outside the organization is likely to be frustrating for any internal employee who thought he or she should get the promotion—even if the new hire is better qualified. This could impact employee morale and could signal, rightly or wrongly, that the organization is not invested in growing and developing employees.  It may mean those who feel they were passed over—who may be top performers on the team—will start looking elsewhere because they feel underappreciated. 8. Steps in selection process  Screening Applications Once the applications are received, they are screened by a special screening committee who choose candidates from the applications to call for an interview. Applicants may be selected on special criteria like qualifications, work experience etc.  Employment Tests Before an organization decides a suitable job for any individual, they have to gauge their talents and skills. This is done through various employment tests like intelligence tests, aptitude tests, proficiency tests, personality tests etc.

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 Employment Interview The next step in the selection process is the employee interview. Employment interviews are done to identify a candidate’s skill set and ability to work in an organization in detail. Purpose of an employment interview is to find out the suitability of the candidate and to give him an idea about the work profile and what is expected of the potential employee. An employment interview is critical for the selection of the right people for the right jobs.  Background Investigation Background Investigation is intended to verify that information on the application form is correct and accurate. This step is used to check the accuracy of application form through former employers and references. Verification of education and legal status to work, credit history and criminal record are also made. Personal reference checks may provide additional insight into the information furnished by the applicant and allow verification of its accuracy. Past behavior is the best predictor of future behavior. It is important to gain as much information as possible about past behavior to understand what kinds of behavior one can expect in the future.  Job Interview An interview is a goal-oriented conversation in which the interviewer and applicant exchange information. The employment interview is especially significant because the applicants who reach this stage are considered to be the most promising candidates.  Permanent Job Offer Individuals who perform successfully in the preceding steps are now considered eligible to receive the employment offer. The actual hiring decision should be made by the manager in the department where the vacancy exists. Notification to Candidates The selection process results should be made known to candidates—successful and unsuccessful —as soon as possible. Any delay may result in the firm losing a prime candidate, as top prospects often have other employment options. As a matter of courtesy and good public relations, the unsuccessful candidates should also be promptly notified.

9. Labor relations in food industry Food industry is one of the most profitable and lucrative industries in the current times. The main advantage of this type of industry is people are able to find food anywhere and at any place that they want to have, and this is bringing a lot of smiles in the faces of people. We also have to understand that the people who are behind these smiles should also be given equal amount of credit for the same. People have to bring them smiles and this would make them happier and would help them to make a good living for all. Fast food industry giants should ensure that there is great amount of support and help that is being given to the people. This kid of ethnicity is very good for the people and there is great round of support for Indian foods from all the quarters. The labor relations in India is also good as compared to the other developing nations across the globe. India would be ranked first amongst the most hygienic fast foods giants that is being present them. People love to enjoy and make others also enjoy in the best possible manner. 10. 360-degree evaluation Often, there are times an organization's supervisors are biased towards their employees. Not always, but sometimes. An employee may feel that he is being underrated, probably because the supervisor or the manager does not like him. In such a scenario, it is always better if the rating is done by several people rather than just the supervisor. In order to prevent such problems, we use 360-degree feedback in organizations. A 360-degree review is a feedback mechanism through which feedback is solicited from multiple sources apart from just the manager, in order to analyze the effectiveness of an employee and develop the overall productivity and the managerial effectiveness of an organization. 360-degree feedback is also called multi-rater feedback or multi-source feedback. The point is to get a comprehensive perspective on employee performance from multiple sources. Who Are the People Involved in the 360-Degree Feedback?  Self-ratings  Peer evaluation  Feedback from immediate supervisor  Subordinates  External stakeholders: customers, vendors, and mentors

What Are the Benefits Of 360-Degree Feedback?  Overall productivity in employee performance  Effective employee engagement  Accurate performance reviews, free from individual prejudices  Easier Performance Management  Increased business success and productivity  Less room for perception gaps  Better leadership and team management  Increased collaboration among employees  Effective strategic training programs and developmental plans  Self-development and individual counseling Benefits for the employee  The multitude of reports gathered gives the employee an insight into his performance  The feedback that is given is often considered accurate and free from biases  Reports that are given are kept confidential in order to prevent any individual biases  Employees are motivated and they work better because they perceive themselves as others perceive them  Employees can also give anonymous feedback to their managers or supervisors Benefits for the organization  Facilitates openness in communication and constructive feedback is given to the employees  Encourages continuous comprehensive evaluation of employee performance  Improves leadership and team development at the managerial level  Increases adherence to the values of the organization and sets managerial expectations clearly

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 Helps to analyze the strengths and weaknesses of the organization as such to develop strategic plans  Communication flows from multiple directions other than from just the employer and the employee

102991-144050 - Nidhi Rana- Dec 25, 2020 449 PM - Class log

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