Introduction to Human Resource Management
Daily Activities
April 22, 2025
1. Discuss the various methods by which job analysis can be completed. Compare these
methods, noting the pros and cons of each.
The various methods by which job analysis can be completed are
Method
Observation
Method
Interview
method
Questionnaire
Method
Diary/Log
Method
Critical
Incidents
Techniques
Description
An analyst
observes
employees as
they perform
their job tasks
Pro
•
•
Analyst
interviews job
incumbents or
supervisors
about the job
•
Standardized
questionnaires
are completed
by employees or
supervisors
•
Employees keep
a log of their
daily activities
over a set period
•
Collects
examples of
particularly
effective or in
•
•
•
•
Provides direct
information about job
tasks and tools used
Good for manual or
observable jobs
Con
•
•
Allows for detailed
information including
job context and worker
perceptions
Flexible and can clarify
unclear points
Efficient for analyzing
large numbers of jobs
Quantifiable data that
allows comparisons
across jobs
•
Captures real time and
detailed information
Reflects how the job
varies over time
•
Highlights important
aspects of job
performance
•
•
•
•
•
Not suitable for
cognitive or nonobservable tasks
Can be time
consuming and
may alter
employee behavior
Time consuming
and subject to bias
Quality depends
on interviewers'
memory and
honesty
Limited depth may
miss job specific
nuances
Requires literacy
and
comprehensions
not all workers
may be able to
complete
accurately
Time consuming
for employees
May be inaccurate
due to
forgetfulness or
non-compliance
Doesn't cover the
full job only
extremes
Useful for developing
• Subjective and not
behavioral
reflect routine
competencies and
tasks
training
Technical
Involves subject
• Useful when job
• Lacks real time
Conference
matter experts
incumbents are
observation
method
in discussions to
unavailable
• May overlook
describe job
• Efficient for collecting
practical day to
requirements
expert consensus
day realities
2. Find out the job advertisements on job sites such as Linkedin, Indeed or Canada jobs
(www.jobbank.gc.ca/findajob). Find out what skills, knowledge, abilities, education
and experience required in each job. For example, Administrative Assistant, HR
Executive, Sales Manager etc.
effective job
performance
•
April 23, 2025
1.Suppose that you are the manager of an ‘Accounts Receivable Unit’ in a large company. You are
switching to a new system of billing and record keeping and need to train your three supervisors
and 28 employees in the new procedures. What training method(s) would you use? Why?
To train supervisors and employees on a new billing and record keeping system, the method I
would use would be a blended training approach. This would include instructor led classroom
sessions so each employee would have understanding of the new procedures followed by role
specific workshops to address the unique responsibilities or system simulations where
employees and supervisors get hands on training as this will allow practical experience while e
learning modules, video tutorials, and quick reference guides would provide flexible review and
be available for future reference. Finally, job aids who can support on the job learning. A
combination to best support a good foundation of comprehensive efficient and practical training
tailored to each employees individual learning needs
2. Review all methods and types of training. What are your top 3 methods/types of training? Why
did you choose those Three methods/types? Why didn't you choose other methods?
My top three types of training in human resources are compliance training, technical or hard
skills training, and diversity, equity and inclusion (DEI) training. These stand out because they
address critical areas for both organizational success and employee development. Compliance
training is essential for legal and ethical operations, ensuring employees understand workplace
regulations and policies. Technical Training directly impacts job performance by building role
specific skills while DEI training fosters a respectful inclusive culture that improves collaboration
and employee satisfaction. The training methods I prioritize – blended learning, on the job
training, and workshops or seminars – offer a well-rounded approach. Blended learning provides
flexibility and consistency by combining digital and in person instruction; on the job training
delivers hands on experience that enhances real world skills application; and workshops or
seminars promote active engagement and knowledge sharing through interactive expert led
sessions. Together these types and methods of training create a strong, adaptive learning
environment that supports both individual growth and organizational goals. While all training
types have value i focused on those that have the most direct and immediate impact on legal
compliance, job performance, and workplace culture. I did not choose other types because they
are more role specific and may not apply universally across the organization. As for methods i
prioritized as i did because I feel those three offer flexibility real world relevance and
interactivity. Other methods are convenient yes, but they can sometimes lack depth or
engagement regarding e learning or micro learning. Coach and simulations while valuable are
often resource intensive and may not be practical for large teams or fast paced environments. I
feel my selections reflect a balance if effectiveness accessibility and impact.
April 24, 2025
April 28, 2025
1.Discuss how factors internal to the organization may affect compensation levels and the wage
mix.
Internal factors such as company strategy, financial performance and organizational structure
play a key role in shaping compensation. For instance, a company focused on innovation may
offer higher salaries and bonuses while one with limited resources may offer more modest
packages. Internal equity is also critical – ensuring fairness in pay among similar roles helps
maintain morale and retention. The company's hierarchy and job evaluation systems influence
how roles are classified and paid. Additionally union presence can standardize wages while
organizational culture my dictate preferences for performance-based pay or benefits. These
elements collectively determine both how much employees are paid, and rhea mix of salary
bonuses and benefits they receive.
2. As we discussed in Career Development, create your own career development plan. As
discussed in steps, evaluate yourself. Find out what are your interests, skills, abilities, uniqueness
and values. How can you find the people who can guide you in choosing the right role for you in
the field of human resource management? What are the skills and knowledge you need to work
on to be successful in getting a job and succeeding as an HR professional?
Personal Career Development Plan
Name: Stephanie Young
Carrer Goal: Become a successful HR professional with a focus on fairness, inclusion, and
employee development.
1. Self-Assessment: Who Am I?
Interests:
•
•
•
•
Supporting employees and improving workplace culture
Promoting fairness diversity and inclusion
Solving people related problems and building HR systems
Helping others grow through training and development
Skills and Abilities
•
•
•
•
Strong communication and interpersonal skills
Organizational planning and multi-tasking
Empathy, active listening, and problem solving
Basic HR knowledge and a passion for continuous learning
Personal Uniqueness
•
•
•
•
Approachable and trustworthy personality
Deep commitment to fairness and respect
Passion for learning and self-improvement
Open minded and adaptable in new situations
Core Values
•
•
•
•
Integrity and honesty
Respect and inclusion
Accountability
Professional growth and Execellence
2.Exploring Opportunities in HR
Potential Career Roles
•
•
•
•
HR Generalist
Talent Acquistion Specialist
Diversity & Inclusion Coordinator
Learning and Development Coordinator
Finding Guidance and Mentorship
•
•
•
•
Connect with professionals on LinkedIn (HR Hashtags and groups)
Join HR organizations like SHRM or local HR networks
Reach out to alumni or HR professionals for informational interviews
Attend webinars and workshops for networking insights
3. Skills & Knowledge to Develop
Technical Skills
•
•
•
•
HR information Systems (e.g., Workday, SAP, BambooHR)
Microsoft Excel and data reporting
Employment law and compliance (local and international)
Recruitment platforms and applicant tracking systems
Soft Skills
•
•
•
•
Conflict resolution and mediation
Cultural competence and inclusive communication
Time management and teamwork
Presentation and training delivery
Recommended Certifications
•
•
•
SHRM-CP or PHR (once eligible)
Online HR Foundations (LinkedIn Learning, Coursera, etc.)
DEI or Mental Health First Aid Training
4.Action Plan: Steps Toward Success
Action step
Timeline
Tools & Resources
Complete self-assessment journal
This Week
Free templates of journaling apps
Identify 2-3 potential mentors
within 2 weeks
LinkedIn, SHRM, Networking events
Take and HR Fundamentals course
within 1 month
Coursera, Udemy, LinkedIn Learning
Build & update resume + LinkedIn Profile within 3 weeks Resume builder, Career Center, Canva
Apply for internships or entry HR roles
ongoing
Attend 1 HR networking event or seminar
Track Goals and Progress
Job boards (indeed, Glassdoor, LinkedIn)
Monthly
weekly review
Eventbrite, SHRM, HR Meetups
google sheets Trello or personal notebook
5. Long Term Vision
1- year Goal:
•
•
•
Gain practical HR experience through an internship or entry level role
Build a strong professional network in the HR field
Begin preparing for a professional certification (e.g. SHRM-CP)
3-year Goal
•
•
•
Secure a mid-level HR role aligned with your strengths and interests
Lead small projects related to DEI recruitment or employee development
Continue professional development through workshops and certifications
5-year goal
•
•
Become an HR leader or specialist with recognized expertise in a chosen area (e.g DEI,
talent development, or employee relations)
Mentor newer HR professionals and contribute to building a positive, inclusive workplace
culture
April 29, 2025 – Midterm Exam Day
April 30th, 2025
1. Many organizations are concerned about the rising cost of employee benefits
and question their value to the organization and to the employees,
a. In your opinion what benefits are of greatest value to employees? To the
organization? Why?
b. What can management do to increase the value to the organization of the
benefits provided to employees?
2. Given the costs of employee benefits, should cash strapped organizations
provide discretionary benefits? Why or why not? Support your answer with
reference to examples
3. Go through the webpages shared in the chat box regarding employee
assistance services employee wellness and mental health at the workplace.
Employee Assistance Services: About us
https://www.canada.ca/en/health-canada/services/environmental-workplacehealth/occupational-health-safety/employee-assistance-services.html
Resources for employees for mental health in the workplace
https://www.canada.ca/en/government/publicservice/wellness-inclusion-diversity-publicservice/health-wellness-public-servants/mental-health-workplace/resources-employeesmental-health-workplace.html
May 01, 2025
1. Do you have a right to your job? What rights do you have with respect to
employment? In what ways if any does a unionized employee have greater
protection from dismissal than a nonunionized employee in the Canadian
model? Do you think that is fair or not? Why?
In Canada you do not have a guaranteed right to a specific job however you do have legal rights
as an employee and those rights differ significantly between unionized and non-unionized
workers. All employees have basic rights in Canada including Fair wages and hours, safe working
conditions, freedom from discrimination and harassment and notice of severance. A unionized
employee has greater protection from dismissal than a non-unionized employee in Canada in the
following ways.
Unionized employees
•
•
Employers must show just cause and follow a strict negotiated grievance and
arbitration process.
Collective agreements often provide additional rights (e.g. Job security, discipline
procedures, seniority rules)
Non-Unionized Employees
•
•
•
Can be dismissed without cause provided proper notice or pay in lieu is given
Must pursue legal action individually if they believe dismissal was wrongful or
discriminatory
No guaranteed right to progressive discipline or grievance procedures.
Many argue that unionized employees having greater protection is fair because it balances
power between employers and workers and it ensures consistency and accountability in
discipline measures and dismissal. Workers have a collective voice and support if disputes should
arise in the workplace. However, others may argue it may be unfair if non-unionized workers are
left with fewer protections creating inequality and it's harder to remove truly underperforming
employees in unionized settings due to bureaucracy. I say yes, it's generally fair that unionized
employees have more protection because they have negotiated those rights through collective
bargaining. However more protections should be available to all employees so un unionized
employees are not left vulnerable to arbitrary or unjust dismissals.
2. Under what conditions can an employer monitor employee? Ask a group of
working students the following questions:
1. Are you monitored at work?
2. What types of monitoring are used?
3. For what purposes does your employer monitor the workplace?
4. Do you object to the monitoring? If so, then why? If not, why not
3. You have discovered that an employee has not been keeping client files
updated as is required by your company policy. Outline the steps that you
would use to deal with this performance problem.
1. Investigate the issue
•
•
Gather the facts: Confirm the extent of the problem (which files, how long, how much of
an impact has resulted)
Review policies: make sure that it is clearly stated in the policies or the job description
that the files must be kept always updated.
2.Meet with the Employee
•
•
•
Hold a private meeting: to discuss the issue
Present the facts: objectively and give the employee a chance to explain their side.
Determine if this has been caused by negligence, oversight, workload or a lack of training
3.Issue a formal warning (if called for)
•
•
•
Written: so, it's clearly documented for future reference that the warning was issued
Clearly state expectations moving forward also include a timeline for improvement to be
seen
Provide options for support and/or training if needed.
4. Monitor performance
•
•
Set a review period to monitor performance and see if the problem is corrected
Offer the employee check ins and mentorship during this time to show company support.
5. Escalate if no improvement
•
•
•
If the employee fails to meet expectations after the agreed upon review period issue a
final warning
Clearly state that continued noncompliance may result in termination
Clearly state once more the expectations moving forward
6.Dismissal (if necessary)
•
•
•
•
Document everything. Show a record of your warnings, support offered and lack of
improvement
Follow company HR policy and applicable labor laws
Conduct a termination meeting with the HR present
Provide the termination letter final paycheck or final paycheck date and information
about benefits
May 02, 2025
1.Find out whether the following situations are fair or not fair:
a. Zabeen was using the company internet to locate a nursing home for her
increasingly handicapped father. Her supervisor observed this and verified
it with the information technology unit. Zabeen was given a written
reprimand. Meanwhile, Sonia used the company telephone to do her
personal banking and bill paying and was not reprimanded.
This situation is not fair because both persons have used company resources for personal
matters however only one was reprimanded even though her action could of ben seen with
compassion and as an urgent matter meanwhile the others was whish was just personal use and
could have been done at any time not during company hours did not result in a reprimand. This
inconsistency of rules suggests unequal treatment which one could take as favoritism
discrimination or a lack of clear policy application
b. Anthony spent his lunch hour at the gym, consisting of a strenuous workout
program with a personal trainer. Meanwhile, Nicholas met his friends for
lunch, sharing several beers at the local pub. Both employees felt fatigued
in the afternoon, and their diminished productivity was noticed by their
supervisor. Nicholas was asked to meet with his supervisor to review
performance standards and received a verbal warning. Anthony was not.
This situation also seems unfair because of the inconsistent treatment of similar outcomes. Both
men had reduced productivity in the afternoon but only Nicholas received a verbal warning even
though the issue of diminished performance during work hours was present for both the men.
Although Anthoy's activity was healthy the outcome was still the same so it really shouldn't
matter what the activity was just the fact that that was the outcome that resulted. Unless the
company has a clear policy differentiating between the activities (alcohol consumption vs
exercising) the response should be consistent to all employees regardless of the activity that
caused it. Fairness in the workplace requires the same standard for all employees with the same
outcome.
2.You have discovered that an employee has not been keeping client files updated as
is required by your company policy. Outline the steps that you would use to deal with
this performance problem. How are you going to dismiss? What procedure will you
follow?
It would be important to follow a fair consistent and documented disciplinary process after
discovering that an employee has not been keeping client files updated as is required by
company policy. An outline of the steps that i would use to deal with this performance problem
are as follows:
1. Investigate the issue
•
•
Gather the facts: Confirm the extent of the problem (which files, how long, how much of
an impact has resulted)
Review policies: make sure that it is clearly stated in the policies or the job description
that the files must be kept always updated.
2.Meet with the Employee
•
•
•
Hold a private meeting: to discuss the issue
Present the facts: objectively and give the employee a chance to explain their side.
Determine if this has been caused by negligence, oversight, workload or a lack of training
3.Issue a formal warning (if called for)
•
•
•
Written: so, it's clearly documented for future reference that the warning was issued
Clearly state expectations moving forward also include a timeline for improvement to be
seen
Provide options for support and/or training if needed.
4. Monitor performance
•
•
Set a review period to monitor performance and see if the problem is corrected
Offer the employee check ins and mentorship during this time to show company support.
5. Escalate if no improvement
•
•
•
If the employee fails to meet expectations after the agreed upon review period issue a
final warning
Clearly state that continued noncompliance may result in termination
Clearly state once more the expectations moving forward
6.Dismissal (if necessary)
•
•
•
•
Document everything. Show a record of your warnings, support offered and lack of
improvement
Follow company HR policy and applicable labor laws
Conduct a termination meeting with the HR present
Provide the termination letter final paycheck or final paycheck date and information
about benefits
Summary of dismissal procedure
1.
2.
3.
4.
5.
Investigate thoroughly
Provide clear communication and documentation
Apply progressive discipline
Ensure legal compliance and HR involvement
Maintain professionalism and respect throughout.
3. Visit www.severancepaycalculator.com to find out how much severance pay you must give. Try out different
variables to get an idea how severance pay is calculated.
Dismissal for cause in Canada 5 things you must know – http://www.youtube.com/watch?v=AMIKvjeRfdU
Employment law dismissal and redundancy part 1 – http://www.youtube.com/watch?v=PBWmV2QzArw
Losing your job 9 examples of dismissal – http://www.youtube.com/watch?v=PBWmV2QzArw
Disciplinary meeting – https://www.youtube.com/watch?v=BdzCDvxXB5Q
www.severancepaycalculator.com
May 08 2025
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