Equal employment opportunity in hrm ppt

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Chapter Eleven

Human Resource Management: Finding and Keeping the Best Employees

Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved.

McGraw-Hill/Irwin

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SALLY MAINQUIST
Certes Financial Pros

Certes finds financial professionals to fit temporary, flexible work environments.
Besides receiving outstanding benefits, Mainquist’s workers gain a very broad range of work experience.
Profile

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HUMAN RESOURCE MANAGEMENT

Working with People is Just the Beginning

LG1

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See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources.

Human resource management is more than hiring employees it now involves a multitude of task and responsibilities. This slide gives some insight into the various roles the HR department has now assumed. Business leaders in many companies now understand the effect management of human capital can have in creating a competitive advantage in the marketplace.

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HUMAN RESOURCE
MANAGEMENT (HRM)

Human Resource Management -- The process of determining human resource needs and then recruiting, selecting, developing, motivating, evaluating, compensating and scheduling employees to achieve organizational goals.
HRM’s role has grown because:
Increased recognition of employees as a resource.
Changes in law that rewrote old workplace practices.
LG1

Working with People is Just the Beginning

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See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources.

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DEVELOPING the FIRM’S
ULTIMATE RESOURCE

Service and high-tech manufacturing requires employees with highly technical job skills.
LG1

Developing the Firm’s Ultimate Resource

Such workers are scarce, making recruiting and retention more important and more difficult.
The human resource job is now the job of all managers in an organization.
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See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources.

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CHALLENGES in FINDING
HIGH-LEVEL WORKERS

A shortage of trained workers in key areas
Worker shortage in skilled trades
Changes in employee attitudes about work
A declining economy with fewer full-time jobs
Expanding global markets with low-wage workers
Increasing benefit demands and benefit costs
A decreased sense of employee loyalty
LG1

The Human Resource Challenge

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See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources.

Demographic changes are creating a challenging environment for human resources management requiring these departments to come up with creative ways to attract, develop and retain employees.

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CIVIL RIGHTS ACT of 1964

Title VII prohibits discrimination in hiring, firing, compensation, apprenticeships, training, terms, conditions or privileges of employment based on:
Race
Religion
Creed
Sex
Age
National Origin
LG2

Laws Affecting Human Resource Management

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See Learning Goal 2: Illustrate the effect of legislation on human resource management.

The Civil Rights Act of 1964 was a significant piece of legislation and directly brought the federal government into human resource management.

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1972 EQUAL EMPLOYMENT OPPORTUNITY ACT (EEOA)

Strengthened the Equal Employment Opportunity Commission (EEOC).
Gave EEOC the right to issue workplace guidelines for acceptable employer conduct.
EEOC could mandate specific recordkeeping procedures.
EEOC was vested with the power of enforcement.
LG2

Laws Affecting Human Resource Management

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See Learning Goal 2: Illustrate the effect of legislation on human resource management.

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CONTROVERSIAL PROCEDURES
of the EEOC

Affirmative Action -- Policy designed to “right past wrongs” by increasing opportunities for minorities and women in the workplace.
Reverse Discrimination -- Discrimination against whites or males in hiring or promoting.
This policy has been at the center of many debates and lawsuits.
LG2

Laws Affecting Human Resource Management

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See Learning Goal 2: Illustrate the effect of legislation on human resource management.

Ask the students: Did Affirmative Action create reverse discrimination against whites and males by unfairly giving preference to females and minorities?

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CIVIL RIGHTS ACT of 1991
and OFCCP

Civil Rights Act of 1991
Amended Title VII and gave victims of discrimination the right to a jury trial and possible damages.
Office of Federal Contract Compliance Programs (OFCCP)
Ensures that employers doing business with the federal government comply with the nondiscrimination and affirmative action laws.
LG2

Laws Affecting Human Resource Management

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See Learning Goal 2: Illustrate the effect of legislation on human resource management.

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LAWS PROTECTING
EMPLOYEES with DISABILITIES

Americans with Disabilities Act of 1990 (ADA)
Requires employers to give applicants with physical or mental disabilities the same consideration for employment as people without disabilities.
LG2

Laws Protecting Employees with Disabilities and Older Employees

Also requires “reasonable accommodations” for employees with disabilities.
Passage in 2008 of Americans with Disabilities Amendments Act expanded protection.
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See Learning Goal 2: Illustrate the effect of legislation on human resource management.

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AGE DISCRIMINATION in EMPLOYMENT ACT (ADEA)

Age Discrimination in Employment Act (ADEA)
LG2

Laws Protecting Employees with Disabilities and Older Employees

Protects workers 40 and over from employment and workplace discrimination in hiring, firing, promotion, layoff, compensation, benefits, job assignments and training.
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See Learning Goal 2: Illustrate the effect of legislation on human resource management.

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MINDING the LAW in HRM

Employers must know the law and act accordingly.
Legislation affects all areas of HRM.
Court cases highlight that sometimes it’s proper to go beyond providing equal rights.
Changes in law and legislation occur regularly.
LG2

Effects of Legislation

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See Learning Goal 2: Illustrate the effect of legislation on human resource management.

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PROGRESS ASSESSMENT

What’s human resource management?
What did Title VII of the Civil Rights Act of 1964 achieve?
What’s the EEOC and what was the intention of affirmative action?
What does “accommodations” mean in the Americans with Disabilities Act of 1990?
Progress Assessment

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What’s human resource management? Human resource management is the process of determining the needs of the organization and then recruiting, selecting, developing, motivating, evaluating, compensating, and scheduling employees to achieve organizational goals.
What did Title VII of the Civil Rights Act of 1964 achieve? Title VII prohibits discrimination in hiring, firing, compensation, apprenticeships, training, terms, conditions, or privileges of employment based on race, religion, creed, sex, or national origin. At a later date age discrimination was added to the act.
What’s the EEOC and what was the intention of affirmative action? The Equal Employment Opportunity Commission was created by the Civil Rights Act. The EEOC was permitted to issue guidelines for acceptable employer conduct in administering equal employment opportunity. Affirmative action is the most controversial policy of the EEOC and was designed to “right past wrongs” by increasing opportunities for minorities and women.
What does “accommodations” mean in the American with Disabilities Act of 1990? Employers are required to make “reasonable accommodations” for employees with disabilities, such as modifying equipment or widening doorways.
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HUMAN RESOURCE PLANNING PROCESS

Determining a Firm’s Human Resource Needs

LG3

Preparing a human resource inventory of employees.
Preparing a job analysis.
Assessing future human resource demand.
Assessing future labor supply.
Establishing a strategic plan.
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See Learning Goal 3: Summarize the five steps in human resource planning.

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WHAT’S a JOB ANALYSIS?

Determining a Firm’s Human Resource Needs

LG3

Job Analysis -- A study of what employees who holds various job titles do.
Job Description -- Specifies the objectives of the job, the type of work, the responsibilities and duties, working conditions and relationship to other jobs.
Job Specifications -- A summary of the minimal education and skills needed to do a particular job.
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See Learning Goal 3: Summarize the five steps in human resource planning.

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RECRUITING EMPLOYEES

Recruiting Employees from a Diverse Population

LG4

Recruitment -- The set of activities for obtaining the right number of qualified people at the right time.
Human resource managers use both internal and external sources to recruit employees.
Small businesses often make use of web sources like CareerBuilder and Monster to recruit employees.
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See Learning Goal 4: Describe methods that companies use to recruit new employees, and explain some of the issues that make recruitment challenging.

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IT’S NOT EASY BEING SMALL
(Spotlight on Small Business)

To survive, small businesses must recruit and retain qualified workers.
Unfortunately, they lack the resources of larger companies to compete for employees.
Small businesses need innovations like:
Letting staff help recruit and select candidates.
“Test-Drive” an employee.
Seek out publicity through local media.
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See Learning Goal 4: Describe methods that companies use to recruit new employees, and explain some of the issues that make recruitment challenging.

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EMPLOYEE SOURCES

LG4

Recruiting Employees from a Diverse Population

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See Learning Goal 4: Describe methods that companies use to recruit new employees, and explain some of the issues that make recruitment challenging.

Job candidates can come from internal and external sources. In order to attract qualified employees from external sources many employers offer referral bonuses to employees who refer a new employee to the company.

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SELECTION

Selecting Employees Who Will be Productive

LG5

Selection -- The process of gathering information and deciding who should be hired, under legal guidelines, to fit the needs of the organization and individuals.
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See Learning Goal 4: Describe methods that companies use to recruit new employees, and explain some of the issues that make recruitment challenging.

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STEPS in the
SELECTION PROCESS

Selecting Employees Who Will be Productive

LG5

Obtaining complete application forms
Conducting initial and follow-up interviews
Giving employment tests
Conducting background investigations
Obtaining results from physical exams
Establishing trial (probationary) work periods
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See Learning Goal 5: Outline the six steps in selecting employees.

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OOPS!
Areas Where Job Applicants Make Mistakes

Source: USA Today, www.usatoday.com.

Selecting Employees Who Will be Productive

LG5

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See Learning Goal 5: Outline the six steps in selecting employees.

Applicants’ Mistakes

This slide presents the job application areas where the applicants make the most mistakes.
The results are based on the survey of over 1,400 CFOs of US companies with 20 or more employees.
The top two areas where applicants make the most mistakes are interviews and resumes.
Ask the students: What are your experiences with interviews or resume errors? How many of you follow-up after an interview?
(Source: USA Today)

Chart1
Interview
Resume
Cover Letter
Reference Checks
Follow Up Interview
Screening Call
Other/Don't Know
Sales
0.32
0.21
0.09
0.09
0.07
0.06
0.16
Sheet1
Sales
Interview 32%
Resume 21%
Cover Letter 9%
Reference Checks 9%
Follow Up Interview 7%
Screening Call 6%
Other/Don't Know 16%
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HIRING CONTINGENT WORKERS

Hiring Contingent Workers

LG5

Contingent Workers -- Include part-time and temporary workers, seasonal workers, independent contractors, interns and co-op students.
There are about 5.7 million contingent workers in the U.S.
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See Learning Goal 5: Outline the six steps in selecting employees.

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WHY HIRE
CONTINGENT WORKERS?

Hiring Contingent Workers

LG5

Companies hire contingent workers:
When full-time workers are on leave
During periods of peak demand
In uncertain economic times
To save on employee benefits
To screen candidates for future employment
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See Learning Goal 5: Outline the six steps in selecting employees.

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MOTIVATING TEMPORARY EMPLOYEES
(Making Ethical Decisions)

Contingent workers perform well if the promise of full-time employment is a possibility.
Highbrow’s has no intention of hiring any temporary workers full-time.
But the company feels if they imply two workers will be hired full time, it may improve employee performance. What is the ethical thing for them to do?
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See Learning Goal 5: Outline the six steps in selecting employees.

Is this an ethical way to try to motivate employees? What are the dangers of using this tactic?

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PROGRESS ASSESSMENT

Progress Assessment

What are the five steps in human resource planning?
What factors make it difficult to recruit qualified employees?
What are the six steps in the selection process?
Who is considered a contingent worker and why do company hire such workers?
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What are the five steps in human resource planning? The five steps in human resource planning are: Preparing a human resource inventory of the organization’s employees, preparing a job analysis, assessing future human resource demand, assessing future labor supply and establishing a strategic plan.
What factors make it difficult to recruit qualified employees? Some factors that make it difficult to recruit qualified employees include: organizational policies that demand promotions from within, union regulations, and low wages.
What are the six steps in the selection process? (1) Obtaining complete application forms, (2) conducting initial and follow-up interviews, (3) giving employment tests, (4) conducting background investigations, (5) obtaining results from physical exams, and (6) establishing trial period.
Who is considered a contingent worker and why do company’s hire such workers? Contingent workers include part-time workers, temporary workers, seasonal workers, independent contractors, interns, and co-op students. Contingent workers are sometimes hired in an uncertain economic climate, when full-time workers are on leave, when there is peak demand for labor or products and finally when quick service is necessary.
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TRAINING and DEVELOPING EMPLOYEES

Training and Developing Employees for Optimum Performance

LG6

Training and Development -- All attempts to improve productivity by increasing an employee’s ability to perform.
Training focuses on short-term skills.
Development focuses on long-term abilities.
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See Learning Goal 6: Illustrate employee training and development methods.

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THREE STEPS of TRAINING and DEVELOPMENT

Training and Developing Employees for Optimum Performance

LG6

Assessing organization needs and employee skills to develop appropriate training needs.
Designing training activities to meet identified needs.
Evaluating the training’s effectiveness.
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See Learning Goal 6: Illustrate employee training and development methods.

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MOST COMMONLY USED TRAINING
and DEVELOPMENT ACTIVITIES

Training and Developing Employees for Optimum Performance

LG6

Orientation
On-the-Job Training
Apprenticeships
Off-the-Job Training
Online Training
Vestibule Training
Job Simulation
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See Learning Goal 6: Illustrate employee training and development methods.

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DEVELOPING EFFECTIVE
MANAGERS

Management Development

LG6

Management Development -- The process of training and educating employees to become good managers and tracking the progress of their skills over time.
Management training includes:
On-the-job coaching
Understudy positions
Job rotation
Off-the-job courses and training
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See Learning Goal 6: Illustrate employee training and development methods.

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WHY GOOD EMPLOYEES QUIT

LG6

Management Development

Source: Robert Half International

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See Learning Goal 6: Illustrate employee training and development methods.

Why Good Employees Quit

This slide presents some of the reasons why good employees quit.
Ask the students: Why is it important for managers to understand why employees leave a company? (It translates directly into the bottom line of the organization. The higher the turnover, the higher the costs for recruiting, selecting, training and development, etc.)
Ask the students: What are other reasons why employee retention is important? (Some other reasons may be morale of the workers, ability to recruit, reputation and image of the company, etc.)
Ask the students: Would you like to work at a place that feels like it has a revolving door?
Chart1
Unhappy with Management
Limited Advancement
No Recognition
Inadequate Salary/Benefits
Boredom
No Specific Reason
%
0.35
0.33
0.13
0.13
0.01
0.05
Sheet1
%
Unhappy with Management 35%
Limited Advancement 33%
No Recognition 13%
Inadequate Salary/Benefits 13%
Boredom 1%
No Specific Reason 5%
To resize chart data range, drag lower right corner of range.
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USING NETWORKS and
MENTORING

Networking

LG6

Networking -- Establishing and maintaining contacts with key managers in and out of the organization and using those contacts to develop relationships.
Mentors -- Managers who supervise, coach and guide selected lower-level employees by acting as corporate sponsors.
Networking and mentoring go beyond the work environment.
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See Learning Goal 6: Illustrate employee training and development methods.

Many students are familiar with social networking but are unfamiliar with career networking. Ask the students: How can you use sites like Facebook, YouTube, and Twitter to establish and maintain contacts with key managers in and out of the organization?

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APPRAISING PERFORMANCE
on the JOB

Appraising Employee Performance to Get Optimum Results

LG7

Performance Appraisal -- An evaluation that measures employee performance against established standards in order to make decisions about promotions, compensation, training or termination.
A 360-degree review gives managers opinions from people at different levels to get a more accurate idea of the worker’s ability.
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See Learning Goal 7: Trace the six steps in appraising employee compensation programs.

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SIX STEPS of PERFORMANCE APPRAISALS

Appraising Employee Performance to Get Optimum Results

LG7

Establishing performance standards that are understandable, measurable and reasonable.
Clearly communicating those standards.
Evaluating performance against the standards.
Discussing the results with employees.
Taking corrective action.
Using the results to make decisions.
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See Learning Goal 7: Trace the six steps in appraising employee compensation programs.

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MAJOR USES of
PERFORMANCE APPRAISALS

LG7

Appraising Employee Performance to Get Optimum Results

Identify training needs
Use as a promotion tool
Recognize worker’s achievements
Evaluate the firm’s hiring process
Judge the effectiveness of the firm’s orientation process
Use as a basis for possible termination of a worker
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See Learning Goal 7: Trace the six steps in appraising employee compensation programs.

Major Uses of Performance Appraisals

This slide gives students insight as to the importance of regular performance appraisals.
To start a discussion on performance appraisals ask students to discuss the 360-degree review.
After the discussion use the next slide to walk students through some of the problems associated with performance appraisals.
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PERFORMANCE APPRAISAL MISTAKES
Common Problems Made While Reviewing Employees

Contrast Effect - Comparing one employee to another.
Halo/Horn Effect - Allowing performances in specific areas to unfairly influence overall performance evaluation.
Similar-to-Me Effect - Generosity to those you feel are more like you.
Appraising Employee Performance to Get Optimum Results

LG7

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See Learning Goal 7: Trace the six steps in appraising employee compensation programs.

Performance Appraisal Mistakes

This slide highlights some of the problems made while reviewing employees.
Ask the students: How can managers avoid some of the issues discussed in this slide?
To start a discussion about performance appraisals and teams ask students: Do you think it is fair to have your own performance appraised based on the work of others on your team?
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PROGRESS ASSESSMENT

Progress Assessment

Name and describe four training techniques.
What’s the primary purpose of a performance appraisal?
What are the six steps in a performance appraisal?
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Name and describe four training techniques. Off-the-job training occurs away from the workplace and consists of internal or external programs to develop any of a variety of skills or to foster personal development. An apprenticeship program involves a student or apprentice working alongside an experienced employee to master the skills and procedures of a craft. Vestibule training or near-the-job training is done in a classroom with equipment similar to that used on the job so employees learn proper methods and safety procedures before assuming a specific job assignment. Job simulation is the use of equipment that duplicates job conditions and tasks so trainees can learn skills before attempting them on the job.
What’s the primary purpose of a performance appraisal? The primary purpose of a performance appraisal is to determine whether workers are doing an effective and efficient job, with a minimum of errors and disruptions.
What are the six steps in a performance appraisal? (1) Establishing performance standards, (2) communicating those standards, (3) evaluating performance, (4) discussing results with employees, (5) taking corrective action, and (6) using the results to make decisions.
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COMPENSATION PROGRAMS

Compensating Employees: Attracting and Keeping the Best

LG8

A managed and competitive compensation program helps:
Attract the kinds of employees the business needs.
Build employee incentive to work efficiently and productively.
Keep valued employees from going to competitors or starting their own firm.
Maintain a competitive market position by keeping costs low due to high productivity from a satisfied workforce.
Provide employee financial security through wages and fringe benefits.
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See Learning Goal 8: Summarize the objectives of employee compensation programs, and evaluate pay systems and fringe benefits.

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TYPES of PAY SYSTEMS

Pay Systems

LG8

Salary
Hourly Wage/Day Work
Piecework System
Commission Plans
Bonus Plans
Profit Sharing Plans
Gain-Sharing Plans
Stock Options
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See Learning Goal 8: Summarize the objectives of employee compensation programs, and evaluate pay systems and fringe benefits.

Students should be aware when accepting a job offer to consider not just the salary but the entire compensation package.

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COMPENSATING TEAMS

Compensating Teams

LG8

Team-based pay programs are more challenging than individual pay systems.
The two most common methods for teams involve:
Skill-Based: Pay is increased as skill increases. (Eastman Chemical uses this system.)
Gain-Sharing: Pay is increased as performance increases. (Nucor Steel uses this system.)
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See Learning Goal 8: Summarize the objectives of employee compensation programs, and evaluate pay systems and fringe benefits.

Skill-based pay is increased when teams learn and apply new skills. Gain sharing bases team bonuses on improvements over previous performance.

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FRINGE BENEFITS on the JOB

Fringe Benefits

LG8

Fringe Benefits -- Sick leave, vacation pay, pension and health plans that provide additional compensation to employees beyond base wages.
In 1929, Fringe benefits accounted for less than 2% of payroll cost. Today it’s about 30%.
Healthcare has been the most significant increase in fringe benefit cost.
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See Learning Goal 8: Summarize the objectives of employee compensation programs, and evaluate pay systems and fringe benefits.

The rising cost of healthcare and the cost of employer provided health insurance is unsustainable in the long term. This requires both management and employees to create systems that keep cost down, but still provide meaningful coverage. This could include employee wellness programs and/or higher deductibles.

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The RANGE of
FRINGE BENEFITS

Fringe Benefits

LG8

Fringe benefits include incentives like:
Company cars
Country club memberships
Recreation facilities
Special home mortgage rates
Paid and unpaid sabbaticals
Day-care and elder care services
Dental and eye care
Legal counseling
Short or compressed work weeks
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See Learning Goal 8: Summarize the objectives of employee compensation programs, and evaluate pay systems and fringe benefits.

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LG8

SPECIAL PERKS at
DREAMWORKS

Fringe Benefits

Free DVDs and screenings of current films.
Free breakfast and lunch plus dinner when working late.
Free snack rooms on every floor.
Profit sharing.
Ping-Pong and poker tournaments during work hours.
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See Learning Goal 8: Summarize the objectives of employee compensation programs, and evaluate pay systems and fringe benefits.

Special Perks at Dreamworks

Employee perks can take different shapes.
Companies like Dreamworks try to offer benefits to keep the work environment loose and creative.
Have students read this article from Entrepreneur.com (http://www.entrepreneur.com/humanresources/compensationandbenefits/article171630.html) with ideas for twenty low-cost employee perks.
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CAFETERIA-STYLE and
SOFT BENEFITS

Fringe Benefits

LG8

Cafeteria-Style Fringe Benefits -- Allow employees to choose the benefits they want (up to a certain dollar amount).
Soft Benefits include:
Onsite haircuts and shoe repair
Concierge services
Free meals at work
Doggie daycare
Onsite farmer’s markets
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See Learning Goal 8: Summarize the objectives of employee compensation programs, and evaluate pay systems and fringe benefits.

The name of the game today regarding employee benefits is creativity!

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LG8

CHANGING TIMES,
CHANGING EMPLOYEE BENEFITS

Fringe Benefits

Source: National Study of Emplyees (2008), Family & Work Institute.

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Employer Benefits 1998 2008
Provide Pension Plans 48% 29%
Offer Wellness Programs 51% 60%
Retirement Plan Contribution 91% 81%
Permit Some Flexible Work Hours 68% 80%
See Learning Goal 8: Summarize the objectives of employee compensation programs, and evaluate pay systems and fringe benefits.

Changing Times

This slide shows how employees have moved away from monetary based employee benefits to non-monetary based employee benefits.
Discuss with students the implication of this trend.
Ask the students: Why has this shift occurred? (Answers will vary but will should include competition and globalization.)
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LET’S GO to the BEACH!
Average Vacation Days by Country

Fringe Benefits

LG8

11-*

See Learning Goal 8: Summarize the objectives of employee compensation programs, and evaluate pay systems and fringe benefits.

Vacation Days Per Year

This slide presents a comparison of number of vacation days per year in different countries.
Italy leads with an average of 42 vacation days per year where as the U.S. comes in last with just 13 days.
Even though the U.S. comes in last with only 13 days, an interesting fact to share with the students is that most American don’t even use these 13 days.
Ask the students: What impact does this benefit of number of days of vacation have on recruiting at an international level? (Most should be able to identify that domestically, it may not have much of an impact. However internationally, potential candidates would be comparing between different countries. Especially if they are from one of the ones that offer a much higher number of vacation days, such as Italy, France, or Germany. This may have an impact on the ability of an organization to recruit.)
Chart1
USA
Japan
Canada
UK
Brazil
Germany
France
Italy
Series 1
13
25
26
28
34
35
37
42
Sheet1
Series 1 Series 2 Series 3
USA 13 2.4 2
Japan 25 4.4 2
Canada 26 1.8 3
UK 28 2.8 5
Brazil 34
Germany 35
France 37
Italy 42
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WORKING WORLDWIDE
(Reaching Beyond Our Borders)

Managers need to understand the business needs of each country they operate in.
Compensation: Conversion to foreign currencies and special allowances often are needed.
Health and Pension Standards: Benefits are different country-by-country.
Paid Time Off: Vacation time, sick and personal leave vary.
Taxation: Tax policies vary.
Communication: Employees can feel disconnected in other countries.
11-*

See Learning Goal 8: Summarize the objectives of employee compensation programs, and evaluate pay systems and fringe benefits.

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FLEXIBLE SCHEDULING PLANS

Scheduling Employees to Meet Organizational and Employee Needs

LG9

Flextime Plan -- Gives employees some freedom to choose which hours to work as long as they work the required number.
Compressed Work Week -- Employees work the full number of work hours, but in fewer than the standard number of days.
Job Sharing -- Lets two or more part-time employees share on a full-time job.
11-*

See Learning Goal 9: Show how managers use scheduling plans to adapt to workers’ needs.

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USING FLEXTIME PLANS

Flextime Plans

LG9

Most flextime plans require Core Time -- When all employees are expected to be at their job stations.
Flextime is hard to incorporate into shift work and managers have to work longer hours.
Communication among employees can also be difficult under flextime and managers have to be alert to any system abuses.
11-*

See Learning Goal 9: Show how managers use scheduling plans to adapt to workers’ needs.

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A FLEXTIME CHART

Flextime Plans

LG9

11-*

See Learning Goal 9: Show how managers use scheduling plans to adapt to workers’ needs.

Flextime gives employees some freedom and empowers them to work when it best meets their schedule. The benefits are obvious and often lead to a more motivated workforce.