Canadian Human Resource Management, Mixed Media Product, 10th Edition Solution Manual

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Chapter 1Strategic Importance of Human Resource Management1-1STRATEGIC IMPORTANCE OFHUMAN RESOURCEMANAGEMENTCHAPTER OBJECTIVESAfter studying this chapter, you should be able to:Discuss the objectives of human resource management.Identify steps in strategic management of human resources.Explain how human resource departments are organized and function.Discuss the role of human resource professionals in today’s organization.POWERPOINT®SLIDESCanadian Human Resource Managementincludes a complete set of Microsoft PowerPoint® files for each chapter.(Please contact your McGraw-Hill Ryerson representative to find out how instructors can receive these files.) In thelecture outline that follows, a reference to the relevant PowerPoint slide for this chapter is placed beside thecorresponding lecture material. The slide number helps you to see your location in the slide show sequence and to skipslides that you don’t want to show to the class. (To jump ahead or back to a particular slide, just type the slide numberand hit the Enter or Return key.)1

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Part 1The Strategic Human Resource Management Model1-2LECTURE OUTLINE (with PowerPoint®slides)StrategicImportance ofHumanResourceManagementSlide 1What is HRM?Slide 2Strategic HRMSlide 3Proactive HRMSlide 4Steps inStrategic HRMStep 1:EnvironmentalScanSlide 5STRATEGIC IMPORTANCE OF HUMAN RESOUCE MANAGEMENTINTRODUCTION—WHAT IS HRM?HRM is the leadership and management of people within an organization usingsystems, methods, processes, and procedures that enable employees to optimizetheir contribution to the organization and its goals.HRM aims to support and enable organizations to meet their short- and long-term economic, social, and environmental goals.STRATEGIC HUMAN RESOUCE MANAGEMENT•A strategy is similar to a game plan and is linked to the strategic needs ofan organization—formulated at three levels: corporate, business, andfunctional•Human Resource strategies and tactics must be mutually consistent—strategies may fail if they are not supported by effective tactics, i.e.methods and procedures•Human Resource strategies need to reflect the organization’s mission andstrategies, i.e., be consistent with organizational prioritiesPROACTIVE HRM STRATEGIESStrategic HRM should be proactive rather than reactive.•Proactive-- Strategic HRM often enables an organization to anticipate a problem andrespond to it before causing damage to the organization-- Occurs when HR problems are anticipated and corrective action beginsbefore the problem exists•Reactive-- Occurs when decision-makers respond to HR problemsUNDERSTANDING THE STRATEGIC HRM PROCESSSTEP 1. ENVIRONMENTAL SCAN•Continuous monitoring of economic, technological, demographic, andcultural forces and noting changes in governmental policies, legislation,and statements•The environmental scan includes the following economic forces: economiccycles, global trade, productivity improvement, global competitiveness

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Chapter 1Strategic Importance of Human Resource Management1-3Economic ForcesSlide 6Economic ForcesSlide 7Economic ForcesSlide 8Economic ForcesSlide 9Economic Force: Economic cycles•The Canadian economy goes through boom and bust cycles, which areoften linked to boom and bust cycles in other economies•During recessionary periods, HR managers face challenges associated withlayoffs, wage concessions, and the lower morale that accompaniesrecessions.•During boom cycles, HR managers must consider how to recruit anddevelop the organization’s talent base.Economic Force: Global trade•For Canada, international trade has always been a crucial issue-- Canada ranks high among exporting nations, exporting more than U.S.and Japan on a per capita basis-- Canadian jobs and economic prosperity depend upon international trade-- Exports of goods and services account for 31% of Canada’s GrossDomestic Product (GDP)Economic Force: Productivity Improvement•Productivity refers to the ratio of an organization’s outputs (goods andservices) to its inputs (people, capital, material, and energy)-- Productivity improvement is essential for long-term success i.e., toreduce costs, save scare resources, and enhance profits•HR professionals contribute to improved productivity directly by findingbetter, more efficient ways to meet their objectives and indirectly byimproving the quality of work life for employees•To meet productivity ratios, HR professionals may use outsourcing,outplacement, part-time workers, and contingent workers-- Nearly a quarter of all employment is part-time-- Contingent workers comprise nearly 25% of the workforce as well. Theuse of contractors is becoming popular in not only lower level, clericalor secretarial jobs but also for professional jobs like lawyers andaccountants.Economic Force: Global Competitiveness•Productivity levels in the U.S., consistently outpace those in Canada•In recent years, Canada’s ability to innovate and create wealth has not keptpace with other countries—Canada ranked ninth as compared to sixth adecade ago.•Canada only holds 2% of the world’s patents, while the U.S. and Japanhold 60%The environmental scan includes technological forces:flexible work design,information sharing and knowledge management, and automation

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Part 1The Strategic Human Resource Management Model1-4TechnologicalForcesSlide 10TechnologicalForcesSlide 11TechnologicalForcesSlide 12DemographicForcesSlide 13DemographicForcesSlide 14Technological Force: Flexible Work Design•An unprecedented degree of technology has changed the way we work,play, study, and entertain ourselves, while access to information hasaffected the way several organizations conduct their business.•Technology has brought flexibility into when and where work is carriedout. For instance, employees can work without leaving their homes throughtelecommutingTechnological Force: Information Sharing and Knowledge Management•More effective knowledge management – the process of capturingorganizational knowledge and making it available for sharing and buildingnew knowledge – has been another outcome of digital information systems•Information management systems store integrated information that can beaccessed quickly and accurately•The internet has had a profound impact on human resource activitiesthrough social networking sites, video-sharing sites, wikis, blogs, and otherinteractive opportunities to own and control data, and add value to theapplications used.Technological Force: Automation•Organizations automate to increase speed, provide better service tocustomers, increase predictability in operations, achieve higher standards ofquality in production, and increase flexibility•May use robots to replace boring or hazardous jobsThe environmental scan also includes demographic forces: gender balance inthe workplace, shift towards knowledge workers, educational attainment ofworkers, aging population, generational shiftDemographics of the labour force describe the composition of the workforce e.g.education levels, age. Demographic changes occur slowly and can usually bepredicted with considerable accuracy.Demographic Force: Gender Balance in the Workplace•Nearly 48% of the workforce in 2012 are women•Women accounted for 70% of employment growth in Canada in last twentyyears-- Raises importance of child care, work-family balance, dual careerfamilies, and employment equityDemographic Force: Shift toward knowledge workers•Shift from employment in primary and extractive industries to service,technical, and professional jobs; nearly 78% of the total labour force isemployed in service producing industries.

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Chapter 1Strategic Importance of Human Resource Management1-5DemographicForcesSlide 15DemographicForcesSlide 16DemographicForcesSlide 17Cultural ForcesSlide 18Step 2:OrganizationalMission andGoals AnalysisSlide 19Step 3: Analysisof organizationalcharacter andcultureSlide 20--Information workers (data and knowledge workers) and non-informationworkers-- Knowledge workers have been the fastest growing type of workers inCanada—organizations need to attract, retain, and retrain theseknowledge workersDemographic Force: Educational attainment of workers•Increases are expected to continue, however, 9% of women and 15% ofmen drop out of school; currently more than 8 million Canadians lack basicschool certificate or diploma.Demographic Force: Aging Population•Average age of the workforce is increasing (impending “old age crisis”),along with the general aging population in Canada-- Pressure for expanded retirement benefits, variable work schedules,coordination of government benefits with company benefits, andretraining programs, etc.Demographic Force: Generational Shift•The Baby Boomers, Generation X, and Generation Y are qualitativelydifferent workers•Although the differences within groups may be wider than the differencesbetween groups, understanding that people have different expectationsfrom their workplaces is a useful starting pointThe environmental scan also includes cultural forces: diversity, ethicsCultural Force: Diversity•Canadian society is a cultural mosaic—Canada encourages maintainingunique culture and heritage vs. U.S. “melting pot”-- Brings opportunities and challenges for an HR departmentCultural Force: Ethics•Ethical conduct of business is becoming an increasingly important issue.Managers should understand different ethical perspectives and take intoaccount the ethical implications of their decisions.STEP 2. ORGANIZATIONAL MISSION AND GOALS ANALYSIS•The organization’s overall mission and goals guide the human resourcesthat are needed to fulfil the mission and goals•For instance, goals such as productivity (or revenue surplus), organizationalgrowth, employee satisfaction, efficiency, ability to adapt to environmentalchanges, etc., will help to identify human resources strategiesSTEP 3. ANALYSIS OF ORGANIZATIONAL CHARACTER ANDCULTURE•Human resource strategies should be formulated only after a careful look atthe organization’s character: its employees, objectives, technology, size,age, unions, policies, successes, and its failures. Character reflects the

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Part 1The Strategic Human Resource Management Model1-6Step 4: Analysisof organizationalstrategiesSlide 21Step 5: Choiceandimplementationof HR strategiesSlide 22Step 6: Reviewand evaluation ofhuman resourcestrategiesSlide 23organization’s past and shapes the future.•Each organization has a unique culture—core beliefs and assumptions thatare widely shared by all organizational members. Need to be familiar withand adjust to the culture of the organization.STEP 4. ANALYSIS OF ORGANIZATIONAL STRATEGIESThere are three generic organizational strategies:•Cost Leadership strategy:Aims to gain competitive advantage throughlower costs, e.g., seek efficiency and use tight controls•Differentiation strategy:Focuses on creating a creating a distinctive orunique product that is unsurpassed in quality, innovative design or otherfeature, i.e., achieved through product design, unique technology, or evenadvertising and promotion•Focus strategy:Concentrates on segment of the market and attempts tosatisfy that segment’s with a low-priced or highly distinctive productSTEP 5. CHOICE AND IMPLEMENTATION OF HUMAN RESOURCESTRATEGIESStrategic choice and implementation involved identifying, securing, organizing,and directing the use of resources both within and outside the organization.•Ultimately, there should be a clear line of sight between the humanresource strategy and the corporate goals.•The HR strategy must reflect every change in the organizational strategyand support it.•In formulating strategies, the HR department must continuously focus onthe following 5 groups of activities:•Planning Human Resources—Job Analysis, HR Planning•Attracting Human Resources—Meeting Legal Requirements,Recruitment•Placing, Developing and Evaluating Human Resources—Training,Development, Career Planning, Performance appraisals•Motivating Employees—Compensation, Benefits, EmployeeMotivation•Maintaining High Performance—Employee Relations, Meeting theNeeds of a Diverse Workforce, Safety, Union RelationsNote:Defined action plans with target achievement dates are requiredto ensure effective implementation of HR strategiesSTEP 6. REVIEW AND EVALUATION OF HUMAN RESOURCESTRATEGIES•Strategies should be examined periodically for their continuedappropriateness and with consideration for changing factors, e.g.,technology, environments, internal factors, etc.•A human resource audit involves a holistic examination of the humanresource policies, practices, and systems of a firm (or division) to eliminatedeficiencies and improve ways to achieve goals•HR departments must also focus on looking to the future to be proactive intheir orientation

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Chapter 1Strategic Importance of Human Resource Management1-7The Organizationof HRMSlide 24The Service Roleof the HRDepartmentSlide 25Today’s HRProfessionalSlide 26THE ORGANIZATION OF HRMThe Human Resource Department in a Small Organization•A separate HR department emerges in an organization when the humanresource activities become a burden to other departments—often emergesas a small department or an individual reporting directly to a middle-levelmanager-- Typical duties include maintaining employee records, helping managersfind new recruitsA Large Human Resource Department•As the organization grows, the HR department usually grows inimpact/complexity and specialists are added, often in the areas ofemployment, compensation, training, safety, employee and labour relations•Greater importance of the head of human resources may be signified by achange in title to “Vice President”THE SERVICE ROLE OF THE HR DEPARTMENT•Staff Authority-- Human resource departments are service departments. They exist toassist employees, managers, and the organization-- Authority to advise, not direct managers in other departments•Line Authority-- Possessed by managers of operating departments, allows these managersto make decisions about production, performance and people•Functional Authority-- In highly technical or extremely routine situations, the human resourcedepartment may be provided the authority to make decisions usuallymade by line managers or senior managers, e.g., deciding the type ofbenefits provided to employeesTODAY’S HUMAN RESOURCE MANAGEMENT PROFESSIONAL•In the last thirty years, there has been an enormous growth in the number ofHR managers (1971: 4,055; 1999: more than 43,000)-- HRM has been slow to evolve into a full-fledged profession•Human Resource managers expected to possess competencies including:Mastery of HRM Tools, Change Mastery, Personal Credibility•CCHRA (Canadian Council of Human Resources Associations), acollaborative effort of HR Associations from across Canada, coordinatesthe nationally recognized designation in HR called theCHRP(CertifiedHuman Resources Professional)

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Part 1The Strategic Human Resource Management Model1-8ANSWERS TO REVIEW AND DISCUSSIONQUESTIONS1.Whatarethegoalsofahumanresourcedepartment?Choose an organization that you arefamiliar with and indicate which of these goals willbe more important in this organization and why.Strategic HRM is systematically linked to the strategicneeds of an organization and aims to provide it with aneffective work force while meeting the needs of itsmembers and other constituents in society.HRM aimsto improve the productive contribution of individualswhilesimultaneouslyattemptingtoachieveothersocietal and individual objectives.In practice, thismeans that the department is attempting to achieve theorganizational, functional, societal, and individual (orpersonal)goalsofemployeeswhereverfeasible.Today’sorganizations mustbeabletosurviveandcompeteinavastlychangedworld,wherehighproductivityandeffectivenessarecornerstonestosuccess.The HR department aims to achieve thesegoalswhileatthesametimeattemptingtosatisfysocietal and employee individual needs.2. Draw a diagram of a HR department in a firmthat employs over 5,000 persons, and name the likelycomponents of such a department. Which of thesefunctions are likely to be eliminated in a small firmemploying 50 persons?See Figure 1-15, p. 28 in the text. In a small firm, themiddle-level managers are likely to be eliminated.3. Identify and briefly describe three major externalchallenges(choosingoneeachfromeconomic,technological, and demographic categories) facinghumanresourcemanagersinCanadaandtheirimplications.Examples can be taken from Figure 1-2, p. 7; thediscussion is on pp. 6 to 18.4.Outline the three major strategies pursued byCanadian businesses.What implications do theyhave for human resource function within the firms?Illustrate your answers with suitable examples.The three major strategies are cost leadership, focus,and differentiation (See p. 20).5.Whatarefourtrends(orattributes)intheCanadian labour market that have implications fora human resource manager?Explain your answerciting which of the HR functions will be affected andhow.Trend 1:The increasing number of women in the workforce.HRDimensions:Benefits(childcare,counsellingfortwo-careerfamilies),recruitment,selection (employment equity, promotion).Trend2:Shifttowardknowledgeworkers.HRDimensions:RecruitmentandSelection(recruitmentstrategies, selection criteria), training and development(special programs), compensation (pay for knowledge,not skills).Trend3:Educationalattainmentofworkers.HRDimensions:Traininganddevelopment(re-trainingprograms), compensation (incentives).Trend 4: Aging population. HR Dimensions: Training(re-trainingprograms),benefits(coordinationofgovernmentandcompanybenefits),workoptions(variable work schedules).Trend 5: Generational Shift. HR Dimensions:Recruitment, training, benefits (what is desirable),work options (flexibility).See the discussion on pp. 12-16 of the text.

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Chapter 1Strategic Importance of Human Resource Management1-9ANSWERS TO CRITICAL THINKING QUESTIONS1.Suppose your company is planning a chain ofhigh-quality restaurants to sell food products thatthe company already produces. Outline which areasof human resource management will be affected.Virtually every area of human resource managementwill be affected.Initially, consideration will have to begiventohumanresourceplanning,recruitment,selection, training, compensation, and overall employeecommunications and relations.Once the business isestablished,plansnorthefurtherdevelopmentofpresent employees, career planning, and performanceevaluation will have to be undertaken.2.If a bank is going to open a new branch in adistantcity,withwhatinputswillthehumanresource department be concerned?What activitieswillthedepartmentneedtoundertakeinthetransition to a fully staffed and operating branch?What type of feedback do you think the departmentshould seek after the branch has been operating forsix months?The primary inputs of concern to the human resourcedepartment are the availability of the needed workers inthe branch bank’s locale, staffing requirements, andanticipated salary levels.Creating a fully operating branch requires a plan for thehuman resources needs and then to recruit, select, hire,and train the personnel.Perhapsthemostimportantfeedbackthehumanresource department should seek after the branch hasoperated for six months is an evaluation of employeeperformance.Thisinformationenablesthehumanresource department to assess how successful it was inconductingthenecessaryhumanresourceactivitiesneeded to start the branch bank.3.Find two recent news items and explain howthese developments might affect the demands madeon the HR department of an organization.Answers will vary.4. Suppose the birthrate during the early 2000s wasto double from the low rates of the 1990s.Whatimplications would this growth have in the years2020 and 2030 for (a) grocery stores, (b) fast foodrestaurants, (c) Canadian Armed Forces, (d) largemetropolitan universities?(a) Grocery store: it will probably be easier to hire staffdue to larger supply, more difficult for older workers tofind jobs.(b) Fast food restaurants:can be selective in hiring;large supply (higher selection ratio); lower turnover dueto lack of alternatives.(c) Canadian Armed Forces: more applicants; higherselection ratio; higher quality recruits.(d) Large metropolitan university: higher enrolment;higher staffing needs; higher revenues.5.Assume you were hired as the human resourcemanagerinafirmthathistoricallygavelowimportance to the function.Most of the humanresource management systems and procedures in thefirm are outdated.Historically, this function wasgiven a low-status, “record-keeping” role within thefirm.Armed with sophisticated HR training, yourecently entered the firm and want to upgrade theHR systems and status of the department.In otherwords, you want to make management recognize thetrue importance of sound HR practices for strategicsuccess. What actions will you take in the short andlong term to achieve your goals?Be specific in ouractionplansandillustrateyourstepswhererelevant.Answers will vary.Short-term suggestion: Make HRMrelevant to line managers. Show some tangible benefits(e.g.,improved communication, faster processing ofdepartmentalrequests).MediumandLongterm:Encourage their input in formulating the overall HRstrategy and policies; encourage human resource auditto bring about continuous improvements; show tangiblecontributions (e.g., reduced employee turnover, bettermorale, reduced absenteeism; better legal compliance).

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Part 1The Strategic Human Resource Management Model1-10ETHICS QUESTIONComments to InstructorsThere is no right or wrong answer to this question. It is for class discussion purposes.WEB RESEARCHComments to InstructorsThese exercises have been designed for students to demonstrate their computer and Internet skills to research the requiredinformation. Answers will vary

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Chapter 1Strategic Importance of Human Resource Management1-11INCIDENT 1.1: HUMAN RESOURCE DECISIONMAKING AT CALGARY IMPORTERS LTD.Incident CommentsA constantly recurring issue between human resource departments and operating managers is who should make criticalhuman resource-related decisions. Operating managers claim they are responsible for results, therefore, they should havethe authority to hire, fire, compensate, and perform other human resource activities. However, when operating managersare given complete control, inequities and inconsistencies arise.If you were president of Calgary Importers Ltd. And were asked to resolve this dispute, which argument wouldyou agree with? Why?Because managers are responsible for their performance, the president risks depriving these managers of the authoritythey need to do their jobs if they are not allowed to make human resource decisions about their staff.Thus, supportingthe line manager’s need for decision-making authority seems reasonable arrangement. However, when different managersmake decisions looking at only departmental needs, consistency in overall HR practices may be lost. The result could beconfusion, sense of inequity on the part of employees and potential legal violationsCan you suggest a compromise that would allow line managers to make these decisions consistently?Most organizations strive to achieve consistency in their human resource decision making without depriving the managerof the authority to make decisions.This compromise approach results in operating managers being able to makedecisions within the department’s guidelines.Usually these decisions, particularly with respect to major changes, aresubjecttoreview by thedepartment’sspecialists.If thereview by thehuman resourcedepartmentuncoversinconsistencies,themanageris advisedof theproblem andgiven an advisory recommendation toremovetheinconsistency. If the manager persists in ignoring the policy or advice, managers at higher levels are consulted.

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Part 1The Strategic Human Resource Management Model1-12INCIDENT 1.2:CANADIAN BIO-MEDICALINSTRUMENTS LTD.Incident CommentsWhen enterprises expand internationally, many new considerations have to be taken into account. Besides cross-culturalissues, local constraints will have to be considered. International HRM requires creativity, tolerance, and adaptability atall levels of management.Assume you are the vice-president in charge of human resources. What additional information would you wantthese three employees to find out?Apart from legal details, the firm would want to find out, among other things:•the availability of locally qualified personnel•the local salary levels and benefits•the cost of living•immigration and work permit requirements for foreign nationals•the structure and work climate in a typical German firm of this size (including the degree of worker participationpresent)•major unions in the industry and their policies•safety and health requirements for employeesWhat human resource issues or policies are you likely to confront in the foreseeable future?•hiring of employees (either locally or in Germany)•training of employees who have to work in Germany in that country’s customs, laws, living conditions, and workethic (in the case of Canadians who are hired to work in Germany)•safety, health, and employment laws•compensation issues•performance appraisal criteria for expatriate managers and staff•planning the career path of expatriate managers on their return after assignments. Research shows that asubstantial number of expatriates leave their employer because of the employer not meeting their expectationson their return.•communication with expatriate employees and managers

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Chapter 1Strategic Importance of Human Resource Management1-13CHAPTER CASE STUDY: MAPLE LEAF SHOESLTD., A STRATEGIC MANAGEMENT EXERCISEAnswers to Discussion Questions1. What are some changes within Maple Leaf Shoesand in its environment that have caused a shift in itsstrategy?List the challenges facing the companyusing the classification provided in your text.Students may point out any of the number of changesthat have occurred in the firm and its environments.Samples include:•The firm’s cost of production is on the rise.•There seems to be more competition, especiallybased on price.Maple Leaf Shoes’ prices are nolonger very low priced compared to those of othermanufacturers.•Remaining non-managerial staff are about to beunionized.•Thereisincreasingcompetitionfromabroad.Several of the new competitors are from countriessuch as Mexico and Thailand, which have lowerlabour costs.•The planned facilities in Indonesia (and plans toenter India and Mexico) raise new HR challengesin the areas of managerial training (especially thosewho have Asian assignments), diversity training,and developing new HRM policies and systems tobe suitable for an international organization.•Thereis a lack of well-trained managerial andsupervisory staff. The growth plans will make thiseven more apparent in future.Several of the challenges listed in Figure 1-1, pg. 4 canbe added to the above list.2. Assume that you are hired as a consultant to helpthe firm hire a new human resource manager. Whatimmediate and long-term job responsibilities willyou identify for the new job incumbent?The immediate priorities will be:•Meeting human rights legislation requirements andthe requirements imposed by various federal andprovincial laws.•Preparing for contract negotiations with unions.•Job analysis of key functions and task holders to setthe stage for cost-reduction proposals.•Employee relations, especially fosteringcommunication with employees and improving theoverallmoralebyestablishingnecessaryadministrative systems.The long-term priorities will be:•Training and developing managers and otherstaff to prepare them for future expansion.•Employment planning, which will also involvethepreparationofskillsinventoriesandreplacementcharts,andemployeecareercounseling.This will also have to be tied to aperformance appraisal system.•Facilitatingorganizationalchangestoaccommodatenewprioritiesimposedbygrowth and expansion.3. Identify three sample objectives of the humanresource department at Maple Leaf Shoes andlist associated strategies and action plans to beimplemented by the department.There may be a number of acceptable answershere.Itisrecommendedthattheinstructorevaluate the objective for its clarity and rationale.Financial information is given in Table 1, pg. 40.For example: The objective may be:“To train 20 percent of the current managerial staffin topics X, K, and Z by 15-7-2012 at a cost notexceeding $_.The trained managers should beable to do (a) ____ , (b) ____ , and(c) ________satisfactorily.”This could translate into actions such as:1.Identifying the sample of managers who needtraining. Thus, the training needs analysis mustbe completed by a set date (with monetary andresource constraints attached to it).2.The training methodology must be identifiednext,choosingfromlecture,roleplaying,computer simulation, on-the –job training, etc.Once again, the person responsible for eachaction and the date by which the action must becompletedistobeidentified.

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Part 1The Strategic Human Resource Management Model1-14CASE STUDY: CANADIAN PACIFIC ANDINTERNATIONAL BANKAnswers to Discussion Questions1. What are some major challenges facing CPIB?ThemajorchallengetoCPIBistoimproveitscompetitivepositionbybecomingoreinnovative.Specifically, technological developments have allowedfor electronic banking and virtual banks with loweroverheadcosts.Further,shareholdershavebeendemandingmorevoiceinbankdecisions.Morebroadly, CPIB operates in a highly regulated industry.Due to such regulations, Canadian banks feel they are ata disadvantage relative to U.S. banks.2.What are the specific implications for the humanresource function?HRMmusttakeaproactiveapproachtomeetthetechnologicalandcompetitivechallenges.Thisincludes a thorough environmental analysis to identifyenvironmentalthreatsandopportunities.Suchananalysis may suggest adopting cutting-edge technology,for example.As discussed on page 20, the type oforganizationstrategythatCPIBadoptswillgreatlyaffect HR priorities and practices.If a focus strategy isused, this would indicate a high emphasis on training,with moderate emphasis on both skill application andflexibility to change.3.What suggestions do you have for the currentchallenges faced by the HR function?Thebankshouldadoptadifferentiationstrategybecausethisisconsistentwiththeirhistoryofcapitalizing on opportunities, especially in opening upin foreign markets.It should continue to innovatetechnologically as it did before as a key player in thedevelopment of e-commerce.To address the concernsofshareholders,CPIBshouldemphasizeitsleanoperationsyetstillmaintain its practiceas agoodcorporate citizen.Adopting such a strategy means thatemployees should be selected on the basis of broadskills and their creativity and innovation, while traininganddevelopmentaregivenhighemphasis.HRMshould foster an environment that encourages employeeflexibilitytodealwithchange.

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Chapter 2Job Analysis and Design2-1JOB ANALYSIS AND DESIGNCHAPTER OBJECTIVESAfter studying this chapter, you should be able to:Describe the uses of job analysis information for human resource managers.Discuss the various steps in conducting job analysis and methods of job data collection.Describe the contents of a job description and a job specification.Discuss the various approaches to setting performance standards.Outline the key considerations in job design.POWERPOINT®SLIDESCanadian Human Resource Managementincludes a complete set of Microsoft PowerPoint® files for each chapter.(Please contact your McGraw-Hill Ryerson representative to find out how instructors can receive these files.) In thelecture outline that follows, a reference to the relevant PowerPoint slide for this chapter is placed beside thecorresponding lecture material. The slide number helps you to see your location in the slide show sequence and to skipslides that you don’t want to show to the class. (To jump ahead or back to a particular slide, just type the slide numberand hit the Enter or Return key.)2

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