人力资源四个方面内容.docx

人力资源四个方面内容.docx

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人力资源四个方面内容

EXECUTIVESUMMARY

WechosetolookattheCanadianTireCompanywhichproducestires.TherearefouraspectsoftheHumanResourceswechosetolookatandthefourareRecruitment,Selection,OrientationandTraining,andPerformancemanagement.WewillbegoingindepthofhowtheCanadianTireCompanyrecruitsandselectspeopleintheorganisation.Includedisabriefdescriptionofthecompany’sworkingenvironment,thetoolstheyusetoperformthefouraspectsofHumanResourcesandtheimportancesofhavingtheseaspects.TheCanadianTireCompanyisreallysuccessfulbecauseithasverystrictrulesinrecruiting,selecting,orientingandtrainingaswellasmanagingtheperformanceoftheirworkers.Thereisaninsightofhowthecompanyviewsandappreciatestheiremployeeswhentheyarebeingproductive,efficientandeffective.TheiremployeesarealwaysmotivatedhencetheyalwaysproducegoodproductsarerankedamongthebestcompaniesinCanadaasawhole.

INTRODUCTION

Humanresourcesmanagementisanimportantpartofbusinesstoday.successfulcompaniesarethosewhichconsidertheirhumancapitalasthemostimportantasset.Thehumanresourcesdepartmentisresponsibleforcreatingasuccessfulorganization,whichfocusesonthecompany’semployeesbecausetheyknowwithoutgoodemployees,thebestbusinessandideaswillfail.

CanadianTireCorporationlimitedisoneofCanada’smostshoppedgeneralretailersandthecountry’slargestsportinggoodsretailer.Therearemorethan1,700retailandgasolineoutletsfromcoasttocoast.OneofthereasonswhyCanadianTireissosuccessfulisbecausetheyusehumanresourcesmanagementtoachievetheirgoals.AtCanadianTire,thehumanresourcesdepartmentknowshowimportanttheefficiencyofanorganizationgreatlydependsuponhoweffectivelyitspersonnelismanagedandutilized.Startingfromrightstaffingtomaintainingperformingemployees,humanresourcesdepartmentuseswell-conceivedrecruitment,selection,orientation&training,andperformancemanagementtomeettheirobjectives.

RECRUITMENT

Recruitmentisaprocessofsearchingoutandattractingqualifiedjobapplicants.Today,CanadianTireemploysnearly68,000peopleacrossthecountry.Thisisatestamenttothequalityofhumanresourceswhichbeginswithastrategicperspectiveinthemanagementofrecruitment.Fromidentificationofapositionthatrequiresstaffing,towhenanumberofresumesarereceived,CanadianTire’sHRteamalwaysensuresthatthejobpostingandthejobrecruitmentmethodsareveryclearandmeettheprevailingstandards.

1．Jobposting

AjobpostingisaveryimportantstepforCanadiantire’sHRteambecauseitisakeypartofattractingthecandidatetotheposition.ItiswheretheHRteamhelpsthecandidateunderstandthemissionofthecompany,thecultureandwhatitisliketoworkinthecompany.Thejobpostingincludes:

abriefdescriptionoftheCanadianTire;ThereasonwhyCanadianTireisagoodplacetowork;whatitisliketoworkthere,forexample,CanadianTireisateambasedenvironment;theopportunitiesfordevelopmentandcareerprogramfortheemployees.

2．Jobmethods

OnlinerecruitingandprintadvertisingarewidelyusedinCanadianTire’sHRteam.ThereasonwhytheHRteamusesonlinerecruitingisbecausemostcandidatescansearchforpositionselectronicallythroughCanadianTire’swebsiteorjobboardseasilyandtherecruitmentwillbecomemoreeffective.TheHRteamknowsthatthismethodcontainsmanybenefits:

internetrecruitingiscosteffective,somesitesofferfreepostingsanditisavailabletopotentialcandidates24hoursaday.Theycanvisitthewebsiteanytimetheywant;TheHRteamcanminimizethenumberofunqualifiedcandidatesbydirectingpeopletomoreinformationontheirwebsite;Besides,itprovidesgreaterflexibilitytopost,amendandremovetheadatanytime.PrintadvertisingisanothermethodthattheHRteamlikestouse.ThebenefitsofthisapproachhelpstheHRteamreachalargeraudienceinaspecificgeographicregionandhelpsfindanaudiencewithspecializedskills.Thisprintadvertisingappearsinlocalnewspapersandmagazines.

SELECTION

Selecctioncanbeconceptuallizedintermsofeitherchoosingthefitcandidates,orrejectingtheunfitcandidates,oracombinationofboth.Therefore,selectionisaprocessofchoosingthemostsuitablepersonsoutofalltheparticipants.Inthisprocess,relevantinformationaboutapplicantiscollectedthroughseriesofstepssoastoevaluatetheirsuitabilityforthejobtobefilled.Onotherhand,seletionistheprocessofassessingthecandidatesbyvariousmeansandmakingachoicefollowedbyanofferofemployment.

Typicalstepsintheselectionprocess

1　Preliminaryapplicantscreening

OnlineApplication

Gotothe“ApplyNow”pageandanswertheapplicationquestionsinfull.Anapplicationformcannotbeprocesseduntilthecompletedandsignedapplication.Oncesuccessfullycompleted,HRselectionteamofCanadianTirereviewsallapplicationsandcontactspromisingcandidates.

2　Selectiontesting

Thecandidateswearelookingforarewell-roundedindividualswhohaveapositiveattitudeforsuccessandthepassionanddedicationnecessarytoexcel.Self-motivationiskey.Itmeansyouarereadytocommit,beproactive,deliverresults,andcontinuelearningandgrowing.

3　Theprocessesofselectioninterview

1）TelephoneInterviewandOnlineAssessment

Ifyouadvancetothisstep,yourbusinessacumenandleadershipabilitieswillbeassessedinatelephoneinterview.ACanadianTirerelevantselectionrepresentativewillcontactyoutoconductaStage1telephoneinterview.Timing:

Approximatelythreetofourweeksafterapplicationisreceived.

2）HomeOfficeInterviews

CandidateswhoaredeterminedtohavehighpotentialwillthenbeinvitedtoourTorontohomeofficeforasetofface-to-faceStage2interviews.Youwillmeetwithanoperationalvice-presidenttodiscussyourtechnicalandbusinessawarenessandalsowithhumanresourcesrepresentativestoassessyourbehaviouralqualities.Timing:

Approximately6to8weeksafterresultsfromStage1.

3）PanelInterview

Duringthisfinalstep,youwillagainbeinvitedtoTorontoforaStage3interviewwithapanelcomprisedofourseniorleadershipteamandrepresentativesofournetwork.Theseinterviewsaretimedaccordingtostoreavailability.Timing:

Basedonstoreavailability.

ORIENTATIONANDTRAINING

OrientationistheprocessofprovidingnewemployeeswithbasicbackgroundinformationaboutCanadianTireandthejobwithintheorganization.

1．Orientation

Thenewemployeesaregivenatourofthebuilding,introducedtotheco-workersofCanadianTiresothattheyarefamiliarwiththetopmanagementandarealsogivenahandbookthatcoversinformationaboutthecompanyhistory,currentmission,workinghoursandattendanceexpectationsaswellasvacationsandholidays.Theyaretoldofthestandards,valuesandpatternsofbehaviourthatareexpectedbytheorganization.Theemployeesaregivenacommonbond,taughttheimportanceofteamworkintheworkplaceandareprovidedwiththetoolsandinformationofhowtobesuccessfulattheCanadianTireCompany.

PurposeoforientationatCanadianTireCompany

Thenewemployee’sjobperformanceisimprovedastheyhaveanideaofwhatisexpectedofthemandalsotheproductivityofthecompanyisimproved.IthelpsreducefirstdayjittersastowhereamIgoingtostartandhowamIgoingtodoit.Thenumberofworkplaceinjuriesfortheyoungworkersarereduced.Theworkersaremotivatedandwillbeeagertostartworking.Theyareinformedoftheworkplacesafety.

2．PurposeofTrainingatCanadianTireCompany

Trainingneedsareidentifiedandareidentifiedbyreducedoutputandtomanydefectsinthetiresthatareproduced.Theemployeeshavingbeentrainedimprovequantityandqualityoftirestheyproduce.Thecompanyexercisesonthejobtrainingwhichenabletheemployeestobeefficientandeffective.Intrainingtheemployee’sskillsaredevelopedtoevenproducebetterandlonglastingtires.

PERFORMANCEMANAGEMENT

Thisisaprocessencompassingallactivitiesrelatedtoimprovingemployeeperformance,productivityaswellaseffectiveness.Itincludesgoalsetting,payforperformance,traininganddevelopment,careermanagementanddisciplinaryaction.Thissystemwillhelpprovideanintegratednetworkofproceduresacrosstheorganizationthatwilldirectallworkbehaviour.

TheCanadianTireCompanyexercisesanopentwo-waycommunicationandboththeemployeeandthemanagerneedtocheckinfrequentlythroughouttheperformancemanagementprocesstotalkaboutprogressiontowardgoals.Theappraisingisusuallydonebysupervisors,peers,committees,selfandsubordinates.

AppraisalMethod

TheyhavetwobasicmethodsofappraisingtheirstaffwhichareGraphicRatingScalethatliststraitsandarangeofperformancevaluesforeachemployeeandComputerizedandWeb-Basedwerethemanagersareabletokeepcomputerisednotesonemployees.Apartfromtheappraisingmethodstheyalsocarryoutappraisinginterviewswhichwillhelpthemanagementknowwhethertheindividualemployeeispromotable,notpromotableorunsatisfactory.Whenperformanceisunsatisfactorybutcorrectable,theobjectiveoftheinterviewistosetoutanactionplanforcorrectingperformance.Forthosethatpromotionisnotpossiblebutissatisfactory,theobjectiveistomaintainsatisfactoryperformance.

CONCLUSION

Inconclusion,thequalityofanorganization'shumanresourcesbeginswithastrategicperspectiveinthemanagementofrecruitment.TheCanadianTire'sHRteamtypicallyincludesspecialists,whosejobitisto