section three managing human resources in small & mid business “people, including managers,...

Section Three MANAGING HUMAN RESOURCES

IN SMALL & MID BUSINESS

“People, including managers, can make or break a business.”

中小企业管理-路琳-人力资源管理 2

I. Managing people is complicated

• Governmental rules and regulations

• New generation are looking for challenge, incentive and opportunity to learn, to be creative and to advance

• Huge expenses:


II. Why HRM Difficult in SME

• 1. Small size

• 2. Disadvantages in compensation system

• 3. Low industrial interest • 4. Personality of the business owner


III. Recruiting in Small Business

• Best people for the key positions

• Internal recommendation

• Find a specific manager for recruitment

• Provide shares

• Be a nice boss

• Organizational culture


IV. Training in Small Business


1. Purpose of Training and Development

• 1) Creating a pool of readily available and adequate replacements

• 2) Enhancing the company's ability to adopt and use advances in technology

• 3) Building a more efficient, effective and highly motivated team

• 4) Ensuring adequate human resources for expansion into new programs.


2.Benefits a small business receives from T&D

• 1) Increased productivity.

• 2) Reduced employee turnover.

• 3) Increased efficiency resulting in financial

gains.

• 4) Decreased need for supervision.


1) Organizational Objectives

2) Needs Assessment

3) Is there a gap?

4) Training Objectives

5) Select the Trainees

3. Steps in the Training Process


Steps in the Training Process

6) Select the Training Methods & Mode

7) Choose a Means of Evaluating

8) Administer Training

9) Evaluate the Training


4. Training Methods


1) Orientations

• For new employees

• The company's history and mission.

• The key members in the organization.

• The key members in the department, and how the

department helps fulfill the mission of the company.

• Personnel rules and regulations.


2) Lectures

• present training material verbally and are used when the goal is to present a great deal of material to many people.


3) Role playing and simulation

• attempt to bring realistic decision-making situations to the trainee. Likely problems and alternative solutions are presented for discussion.


4) Audiovisual method

• such as television, videotapes and films are the most effective means of providing real world conditions and situations in a short time.


5) Job rotation

• moving an employee through a series of

jobs so he or she can get a good feel for the

tasks that are associated with different jobs


6) Apprenticeships

• develop employees who can do many different tasks. They usually involve several related groups of skills that allow the apprentice to practice a particular trade, and they take place over a long period of time in which the apprentice works for, and with, the senior skilled worker.


7) Internships and assistantships

• a combination of classroom and on-the-job training.


8) Programmed learning, computer-aided instruction and interactive video

• they allow the trainee to learn at his or her own place.


9) Laboratory training

• conducted for groups by skilled trainers.


Training Techniques & Activities(On-the-job)

Orientingnewemployees

Specialskilltraining

Creative,technical &professionaleducation,

Sales,administrative,supervisory andmanagerialeducation

Orientation *

Apprentice * * * *

Internship * * *

Jobrotation *


Training Techniques & Activities(Off-the-job)





Lecture * * * *

Films * * * *

Television * * * *

Conferences * * *


Training Techniques & Activities(Off-the-job)





Roleplaying *

Simulation * * *

Programmed * * * *

Laboratory *


Most small business owners want to

succeed, but do not engage in training

designs that promise to improve their

chances of success.

WHY?


5. Reasons training is ignored

• Time

• Getting started

• Broad expertise

• Lack of trust and openness

• Skepticism as to the value of the training


V. Building Employee Trust

• Trust cannot be created by excessive wages, great company picnics or wonderful working conditions; it can only be generated through teamwork, honesty and fairness.


Three attributes of trust in successful small businesses

• Open and honest

• Consistent and fair

• Communications


Honesty• Take time to talk with your workers.

• Find out what they're thinking.

• Find out what they'd like to know and tell them whenever possible.

• Don't tell only good things.

• Allow employees an opportunity to provide you, the owner, with information, questions and suggestions. In this way, communications are two way.


VI. Strategic decision: When a firm needs a HR manager

• The firm has more than 100 employees.

• Turnover is very high (and costly).

• The need for skilled or semiskilled labor creates problems in recruitment or selection.

• Employee morale is low.

• Competition for good personnel is especially keen in the market area.


Buy vs. DIY


Professional Employer Organization

• Employee Leasing Firm

• Why use PEO

• Pitfalls in PEO– Limited Responsibility– Loose contact– Higher cost

section three managing human resources in small & mid business “people, including managers,...

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