Nickels McHugh McHugh

1. 11-1 Nickels McHugh McHugh

2. 11-2 HR Challenges Shortages Unskilled Workers Undereducated Workers Shift in Workforce Composition Laws & Regulations Single-Parent & Two-Income Families Attitudes Toward Work Continued Downsizing Overseas Labor Pools Customized Benefits Employees With New Concerns Decreased Loyalty See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290

3. 11-3 See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290







10. 11-10 See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290



13. 11-13 HUMAN RESOURCE MANAGEMENT is the process of determining human resource needs and then recruiting, selecting, developing, motivating, evaluating, compensating, and scheduling employees to achieve organizational goals. DEVELOPING THE ULTIMATE RESOURCE The U.S. economy has undergone a major shift from traditional manufacturing industries to service industries that require more highly technical job skills. Many workers must be retrained for new, more challenging jobs. See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290

14. 11-14 EMPLOYEES ARE THE ULTIMATE RESOURCE. In the past, the human resource was plentiful, so there was little need to nurture and develop it. Qualified labor is scarcer today, and that makes recruiting more difficult. See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290


16. 11-16 THE HUMAN RESOURCE CHALLENGE The ability of the U.S. business system to com�pete globally depends on people with good ideas. Some of the CHALLENGES include: Shortages in people trained to work in high tech areas Abundance of unskilled workers with obsolete skills who need retraining Growing number of undereducated and unprepared workers An aging work force, including aging Baby Boomers deferring retirement See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290

17. 11-17 A complex set of laws and regulations An increasing number of single parent and two-income families A shift in employee attitudes toward work Continued downsizing More competition from low-wage overseas labor pools Increased demand for benefits tailored to the individual Growing concern over health issues, elder care, child care, equal opportunities for people with disabilities, and affirmative action A decreased sense of employee loyalty See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290

18. 11-18 Determining HR Needs Prepare HR Inventory Prepare Job Analysis Job Description Job Specification Assess HR Demand Assess HR Supply Establish Strategic Plan See Learning Goal 2: Summarize the five steps in human resource planning. See text pages: 290-292See Learning Goal 2: Summarize the five steps in human resource planning. See text pages: 290-292

19. 11-19 PREPARING A JOB ANALYSIS A JOB ANALYSIS is a study of what is done by employees who hold various jobs. The results of the job analysis are two written statements. A JOB DESCRIPTION is a summary of the objectives of a job, the type of work to be done, the responsibilities and duties, the working condition, and the relationship of the job to other functions. JOB SPECIFICATIONS are written summaries of the minimum qualifications required of workers to do a particular job. See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290

20. 11-20 ASSESSING FUTURE HUMAN RESOURCE DEMAND�HR managers must be proactive to anticipate future needs of their organizations ASSESSING FUTURE SUPPLY in a constantly changing labor market ESTABLISHING A STRATEGIC PLAN addressing recruiting, selecting, training and developing, appraising, compensating, and scheduling the labor force Companies are also using advanced technologies to manage the human resource planning process. � See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290

21. 11-21 Hiring Process Recruit Select Application Form Interview Test Investigate Examine Probation Train/Develop Orientation OJT Apprenticeship Off-The-Job Training Online Training Vestibule Training Job Simulation See Learning Goal 3: Describe methods that companies use to recruit new employees, and explain some of the issues that make recruitment challenging. See Learning Goal 4: Outline the six steps in selecting employees. See Learning Goal 5: Illustrate the use of various types of employee training and development methods. See text pages: 292-299See Learning Goal 3: Describe methods that companies use to recruit new employees, and explain some of the issues that make recruitment challenging. See Learning Goal 4: Outline the six steps in selecting employees. See Learning Goal 5: Illustrate the use of various types of employee training and development methods. See text pages: 292-299

22. 11-22 RECRUITMENT is the set of activities used to obtain a sufficient number of the right people at the right time. RECRUITING IS DIFFICULT for several reasons: Some organizations have policies that demand promotion from within, operate under union regulations, or offer low wages. See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290

23. 11-23 It important to hire skilled people who also fit in with the culture. People with the necessary skills may not be available, and must be hired and then trained. Human resource managers turn to many SOURCES for assistance. INTERNAL SOURCES involve hiring from within the firm and employee recommendations. Internal sources are usually less expensive. Hiring from within helps maintain employee morale. See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290

24. 11-24 When it isn�t possible to find qualified workers within the company, HR managers must use EXTERNAL RECRUITMENT sources. Recruiting qualified workers may be particularly difficult for small businesses. � See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290


26. 11-26 STEPS OF THE SELECTION PROCESS: OBTAINING COMPLETE APPLICATION FORM Legal guidelines limit the kinds of questions that may appear on an application form. Allowed information includes the applicant�s educational background, past work experience, career objectives, and other qualifications. Many large organizations use an artificial intelligence program, Smart Assessment, to screen applicants. CONDUCTING INITIAL AND FOLLOW-UP INTERVIEWS A human resource department staff member often screens applicants in a first interview. Potential employees are then interviewed by the manager who will supervise the new employee. See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290

27. 11-27 GIVING EMPLOYMENT TESTS Some organizations continue to use tests to measure basic competencies in specific job skills, although testing has been severely criticized. It is important that the test be directly related to the job. Employment tests have been criticized because of the potential for illegal discrimination. See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290

28. 11-28 Important Factors When Phrasing Interview Questions Language Relevance Information Level Complexity Information Accessibility Also available on a Transparency Acetate See Learning Goal 4: Outline the six steps in selecting employees. Important Factors When Phrasing Interview Questions This slide presents five factors that can help or hinder the information interview process. Language � use words that interviewees can understand. Be specific, precise, and concrete. Relevance � Every question should be asked with the interview�s purpose in mind. Information level � Ask only the questions that interviewee has the information about. Complexity � Do not muddy the issue with multiple questions at a time. Phrase questions so that they are simple, clear requests for information. Information accessibility � Interviewer should watch out for the situational, social, and psychological constraints that may inhibit the interviewees from providing the relevant information. (Source: University of Central Arkansas)Also available on a Transparency Acetate See Learning Goal 4: Outline the six steps in selecting employees. Important Factors When Phrasing Interview Questions This slide presents five factors that can help or hinder the information interview process. Language � use words that interviewees can understand. Be specific, precise, and concrete. Relevance � Every question should be asked with the interview�s purpose in mind. Information level � Ask only the questions that interviewee has the information about. Complexity � Do not muddy the issue with multiple questions at a time. Phrase questions so that they are simple, clear requests for information. Information accessibility � Interviewer should watch out for the situational, social, and psychological constraints that may inhibit the interviewees from providing the relevant information. (Source: University of Central Arkansas)


30. 11-30 OBTAINING RESULTS FROM PHYSICAL EXAMS Medical tests cannot be given just to screen out individuals. In some states, physical exams can be given only after an offer of employment has been accepted. Pre-employment testing to detect drug or alcohol abuse or AIDS screening is controversial. Over 70% of U.S. companies now test current and potential employees for drug use. See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290


32. 11-32 HIRING CONTINGENT WORKERS Sometimes it is more cost-effective to hire contingent workers when a company has a varying need for employees. CONTINGENT WORKERS are workers who do not have the expectation of regular, full-time employment. These include part-time workers, temporary workers, seasonal workers, interns, and co-op students. See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290

33. 11-33 Reasons to use contingent workers: a varying need for employees full-time employees on leave a peak demand for labor Contingent workers receive few benefits and earn less than permanent workers do. Many temporary workers are offered full-time positions. Although exact data is unavailable, the use of contingency workers appears to be increasing. Many people, such as college students, find that temporary work offers them more flexibility than a permanent position. Temping may be a more secure situation in an era of downsizing. See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290

34. 11-34 Training & Development Assess Needs Design Training Evaluate Effectiveness See Learning Goal 5: Illustrate the use of various types of employee training and development methods. See text page: 297See Learning Goal 5: Illustrate the use of various types of employee training and development methods. See text page: 297


36. 11-36 Training Methods Employee Orientation On-The-Job Apprenticeship Off-The-Job Online Vestibule Job Simulation See Learning Goal 5: Illustrate the use of various types of employee training and development methods. See text pages: 297-299See Learning Goal 5: Illustrate the use of various types of employee training and development methods. See text pages: 297-299




40. 11-40 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. ONLINE TRAINING, training programs in which employees �attend� classes via the Internet. Educational institutes offer DISTANCE LEARNING programs. Employers can offer content tailored to specific training needs. See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290

41. 11-41 VESTIBULE TRAINING (near-the-job training) is training done in schools where employees are taught on equipment similar to that used on the job. JOB SIMULATION is the use of equipment that duplicates the job conditions and tasks so that trainees can learn skills before attempting them on the job. See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290

42. 11-42 MANAGERS NEED SPECIAL TRAINING: They must learn communication, planning, and human relations skills. MANAGEMENT DEVELOPMENT is the process of training and educating employees to become good managers and then monitoring the progress of their managerial skills over time. See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290

43. 11-43 MANAGEMENT DEVELOPMENT PROGRAMS include the following: ON-THE-JOB COACHING by a senior manager UNDERSTUDY POSITIONS as assistants to higher-level managers who participate in planning and other managerial functions JOB ROTATION exposing managers to different functions of the organization OFF-THE-JOB COURSES AND TRAINING exposing managers to the latest concepts and create a sense of camaraderie See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290



46. 11-46 APPRAISING EMPLOYEE PERFORMANCE TO GET OPTIMUM RESULTSLearning goal 6 Trace the six steps in appraising employee performance. A PERFORMANCE APPRAISAL is an evaluation in which the performance level of employees is measured against established standards to make decisions about promotions, compensation, additional training, or firing. See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290

47. 11-47 Performance Appraisal Establish Standards Communicate Standards Evaluate Performance Discuss Results Take Corrective Action Use Results to Make Decisions See Learning Goal 6: Trace the six steps in appraising employee performance. See text pages: 301See Learning Goal 6: Trace the six steps in appraising employee performance. See text pages: 301

48. 11-48 APPRAISING EMPLOYEE PERFORMANCE TO GET OPTIMUM RESULTS SIX STEPS OF PERFORMANCE APPRAISALS: ESTABLISHING PERFORMANCE STANDARDS that are understandable, measurable, and reasonable COMMUNICATING THOSE STANDARDS to employees EVALUATING PERFORMANCE DISCUSSING RESULTS WITH EMPLOYEES TAKING CORRECTIVE ACTION or providing feedback USING THE RESULTS TO MAKE DECISIONS The latest form of performance appraisal is the 360 REVIEW because it uses feedback from all directions in the organization: up, down, and all around. See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290

49. 11-49 APPRAISING EMPLOYEE PERFORMANCE TO GET OPTIMUM RESULTS SIX STEPS OF PERFORMANCE APPRAISALS: ESTABLISHING PERFORMANCE STANDARDS that are understandable, measurable, and reasonable COMMUNICATING THOSE STANDARDS to employees EVALUATING PERFORMANCE DISCUSSING RESULTS WITH EMPLOYEES TAKING CORRECTIVE ACTION or providing feedback USING THE RESULTS TO MAKE DECISIONS The latest form of performance appraisal is the 360 REVIEW because it uses feedback from all directions in the organization: up, down, and all around. See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290



52. 11-52 Employee Retention Compensation Individual Team Fringe Benefits Job-Sharing Flextime Core Time Compressed Workweek Home-Based & Mobile Work See Learning Goal 7: Summarize the objectives of employee compensation programs, and describe various pay systems and fringe benefits. See Learning Goal 8: Explain scheduling plans managers use to adjust to workers� needs. See text pages: 302-309See Learning Goal 7: Summarize the objectives of employee compensation programs, and describe various pay systems and fringe benefits. See Learning Goal 8: Explain scheduling plans managers use to adjust to workers� needs. See text pages: 302-309


54. 11-54 Pay Systems Salary Hourly wage and daywork Piecework system Commission plans Bonus plans Profit-sharing plans Gain-sharing plans Stock options See Learning Goal 7: Summarize the objectives of employee compensation programs, and describe various pay systems and fringe benefits. See text pages: 303See Learning Goal 7: Summarize the objectives of employee compensation programs, and describe various pay systems and fringe benefits. See text pages: 303

55. 11-55 Compensation & Benefits Program Objectives Attract the right people Employee incentives Retain valued employees Maintain competitiveness Financial security for employees See Learning Goal 7: Summarize the objectives of employee compensation programs, and describe various pay systems and fringe benefits. See text pages: 302See Learning Goal 7: Summarize the objectives of employee compensation programs, and describe various pay systems and fringe benefits. See text pages: 302



58. 11-58 FRINGE BENEFITS FRINGE BENEFITS are benefits such as sick-leave pay, vacation pay, pension plans, and health plans that represent additional compensation to employees beyond base wages. In recent years fringe benefit programs have grown faster than wages. Benefits account for about 30% of payrolls today. To avoid higher taxes, many employees want more fringe benefits instead of more salary.Fringe benefit PACKAGES Fringe benefit packages can include recreation facilities, company cars, paid sabbaticals, and day care. b. Employees want packages to include dental care, mental health care, elder care, legal counseling, eye care, and short workweek. c. The cost of health care is rapidly trending upward, and employees are asking companies to pay a larger share of the bill. 3. SOFT BENEFITS help workers maintain the balance between work and family life by freeing them from spending time on errands. 4. Some companies offer CAFETERIA-STYLE FRINGE BENEFITS, fringe benefit plans that allow employees to choose the benefits they want up to a certain dollar amount. See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290

59. 11-59 Fringe benefit PACKAGES Fringe benefit packages can include recreation facilities, company cars, paid sabbaticals, and day care. Employees want packages to include dental care, mental health care, elder care, legal counseling, eye care, and short workweek. The cost of health care is rapidly trending upward, and employees are asking companies to pay a larger share of the bill. SOFT BENEFITS help workers maintain the balance between work and family life by freeing them from spending time on errands. Some companies offer CAFETERIA-STYLE FRINGE BENEFITS, fringe benefit plans that allow employees to choose the benefits they want up to a certain dollar amount. See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290

60. 11-60 Because of the cost of administering benefit programs, many companies are contracting with outside companies (OUTSOURCING) to run their benefit plans. Managing benefits can be especially complicated when employees are located in other countries. See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290

61. 11-61 SCHEDULING EMPLOYEES TO MEET ORGANIZATIONAL AND EMPLOYEE NEEDS Learning goal 8 Explain scheduling plans managers use to adjust to workers� needs. Managers and workers are demanding more flexibility and responsiveness from their jobs. See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290

62. 11-62 Flextime PLANS FLEXTIME PLAN is a work schedule that gives employees some freedom to choose when to work, as long as they work the number of required hours. Most flextime plans include some CORE TIME, a period when all employees are expected to be at their job stations. Flextime plans are designed to allow employees to adjust to the demands of the times, such as two-income families. Companies find that flextime boosts employee productivity and morale. There are disadvantages, as well. a. It does not work in assembly-line processes or for shift work. Managers often have to work longer days in order to supervise employees. Flextime makes communication more difficult. Some employees could abuse the system. See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290

63. 11-63 A COMPRESSED WORKWEEK is a work schedule that allows an employee to work a full number of hours per week but in fewer days.Employees enjoy working only four days. But some employees get tired working such long hours, and productivity could decline. Few employees take advantage of flexible schedules. HOME-BASED AND OTHER MOBILE WORK Telecommuting has grown tremendously in recent years. Nearly 10 million U.S. workers work from home at least once a month. To be successful, a home-based worker must have the discipline to stay focused on the work. Telecommuting can save costS for employers. Many businesses are doing away with the concept of one seat per employee. When companies reduce the number of offices, employees use �hoteling� or �hot-desking� to share office space. See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290

64. 11-64 Benefits of Job-Sharing Opportunities for wanting to work only part-time High level of enthusiasm and productivity Reduced absenteeism and tardiness Ability to schedule in peak demand period Retention of experienced workers See Learning Goal 8: Explain scheduling plans managers use to adjust to workers� needs. See text pages: 309See Learning Goal 8: Explain scheduling plans managers use to adjust to workers� needs. See text pages: 309


66. 11-66 Management Development On-The-Job Coaching Understudy Job Rotation Off-The-Job Courses & Training See Learning Goal 5: Illustrate the use of various types of employee training and development methods. See text pages: 299See Learning Goal 5: Illustrate the use of various types of employee training and development methods. See text pages: 299


68. 11-68 TERMINATING EMPLOYEES Human resource managers are struggling to manage layoffs and firings due to downsizing and global trends. The COST OF TERMINATING employees is so high that managers choose to use TEMPORARY EMPLOYEES or OUTSOURCE certain functions. EMPLOYMENT AT WILL The doctrine of �EMPLOYMENT AT WILL� meant that managers had as much freedom to fire workers as workers had to leave voluntarily. = See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290

69. 11-69 EMPLOYMENT AT WILL The doctrine of �EMPLOYMENT AT WILL� meant that managers had as much freedom to fire workers as workers had to leave voluntarily. Most states now have employment laws that limit the �AT WILL� DOCTRINE to protect employees from wrongful firing. This legislation has restricted management�s ability to terminate employees. RETIRING EMPLOYEES Another tool used to downsize companies is to offer early retirement benefits, called GOLDEN HANDSHAKES, to entice older workers to resign. Offering early retirement benefits rather than laying off employees INCREASES THE MORALE OF THE SURVIVING EMPLOYEES See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290

70. 11-70 Retiring senior workers increases PROMOTION OPPORTUNITIES for younger employees. LOSING EMPLOYEES Some employees will inevitably choose to leave the organization. One way to learn why employees leave is to have a third party conduct an exit interview. There are now Web-based exit interview systems. � See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290


72. 11-72 The EQUAL EMPLOYMENT OPPORTUNITY ACT (EEOA) was added as an amendment to Title VII in 1972. It strengthened the Equal Employment Opportunity Commission (EEOC), which issues guidelines for administering equal employment opportunity. Congress gave the EEOC broad powers to regulate equal employment opportunity. See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290

73. 11-73 AFFIRMATIVE ACTION programs are controversial. AFFIRMATIVE ACTION are employment activities designed to �right past wrong� by increase opportunities for minorities and women. Interpretation of the law was often controversial, and enforcement difficult. One result has been perceived Reverse discrimination is discrimination against whites or males in hiring or promoting. Companies have been charged with reverse discrimination when they have been perceived as unfairly giving preference to women or minorities in hiring or promoting. The U.S. Supreme Court ruled in a 2003 lawsuit against the University of Michigan that: The �points� system was unconstitutional. See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290

74. 11-74 However, considering race was acceptable to achieve diversity. The CIVIL RIGHTS ACT OF 1991 expanded the remedies available to victims of discrimination by amending Title VII of the CRA of 1964. LAWS PROTECTING THE DISABLED AND OLDER EMPLOYEES The VOCATIONAL REHABILITATION ACT. This Act, passed in 1973, extended the same protection given to minorities and women to people with disabilities. Businesses cannot discriminate against people with disabilities on the basis of their physical or mental disability. See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290

75. 11-75 The AMERICANS WITH DISABILITIES ACT OF 1990 (ADA) requires that disabled applicants be given the same consideration for employment as people without disabilities. It requires that businesses make �reasonable accommodations� to people with disabilities. Most companies can easily and inexpensively make the structural changes needed. However, companies are having more trouble making cultural changes than structural changes to be accommodating. A key concept is accommodation, which means treating people according to their See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290

76. 11-76 In 1997, the EEOC issued new guidelines for the ADA that tell employers how they are to treat workers and applicants with mental disabilities. The AGE DISCRIMINATION IN EMPLOYMENT ACT protects individuals who are 40 years or older from discrimination based on age. Under the ADEA, it is unlawful to discriminate against a person because of age with respect to hiring, firing, promotion, layoff, compensation, benefits, job assignments, and training. The ADEA outlawed mandatory retirement in most organizations, but provides exemptions for certain critical jobs. EFFECTS OF LEGISLATION All areas of human resource management are affected by legislation such as: The Social Security Act of 1935 The Occupational Safety and Health Act of 1970 The Employment Retirement Income Security Act of 1974 IN SUMMARY: Employers must know and act in accordance with the legal rights of their employees. Legislation affects all areas of human resource See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290

77. 11-77 In 1997, the EEOC issued new guidelines for the ADA that tell employers how they are to treat workers and applicants with mental disabilities. The AGE DISCRIMINATION IN EMPLOYMENT ACT protects individuals who are 40 years or older from discrimination based on age. Under the ADEA, it is unlawful to discriminate against a person because of age with respect to hiring, firing, promotion, layoff, compensation, benefits, job assignments, and training. The ADEA outlawed mandatory retirement in most organizations, but provides exemptions for certain critical jobs. EFFECTS OF LEGISLATION All areas of human resource management are affected by legislation such as: The Social Security Act of 1935 The Occupational Safety and Health Act of 1970 The Employment Retirement Income Security Act of 1974 See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290

78. 11-78 IN SUMMARY: Employers must know and act in accordance with the legal rights of their employees. Legislation affects all areas of human resource management. It is sometimes legal to go beyond providing equal rights for minorities and women to provide special employment to correct discrimination in the past. New court cases and legislation continuously change human resource management; it is important to keep current. � See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. See text pages: 289-290


80. 11-80 HR Executives� Recruiting Preferences Also available on a Transparency Acetate See Learning Goal 3: Describe methods that companies use to recruit new employees, and explain some of the issues that make recruitment challenging. HR Executives� Recruiting Preferences This slide presents the HR executives� recruiting preferences based on the 2005 Emerging Workforce Study of 502 senior HR executives conducted by Harris Interactive. About 58% of the HR executives indicated they find their best candidates through referrals. Staffing/recruiting agencies, temp-to-hire engagements, and professional associations were the least preferred methods. Ask the students: How have you obtained jobs in the past? Was it simply walk-in and fill out the applications or classified ads or through knowing someone in the company? (Source: USA Today) Also available on a Transparency Acetate See Learning Goal 3: Describe methods that companies use to recruit new employees, and explain some of the issues that make recruitment challenging. HR Executives� Recruiting Preferences This slide presents the HR executives� recruiting preferences based on the 2005 Emerging Workforce Study of 502 senior HR executives conducted by Harris Interactive. About 58% of the HR executives indicated they find their best candidates through referrals. Staffing/recruiting agencies, temp-to-hire engagements, and professional associations were the least preferred methods. Ask the students: How have you obtained jobs in the past? Was it simply walk-in and fill out the applications or classified ads or through knowing someone in the company? (Source: USA Today)

81. 11-81 Applicants� Mistakes Also available on a Transparency Acetate See Learning Goal 4: 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) Also available on a Transparency Acetate See Learning Goal 4: 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)

82. 11-82 Interviewing Mistakes Also available on a Transparency Acetate See Learning Goal 4: Outline the six steps in selecting employees. Interviewing Mistakes This slide illustrates the most common mistakes a person makes when interviewing for a job. Over 70% of the mistakes people make when interviewing occur because they are not properly prepared. Forty-nine percent have little or no knowledge of the company. In today�s age of information accessibility, no individual should make this mistake. Make sure the students avoid the following mistakes so that they are far more likely to find themselves in the job-search finals: Do not arrive late for the interview -- Getting to the office at 3:30 for a 4:00 appointment is good. Dressing wrong � The safest choice for any interview is a tailored suit in a conservative color like navy, gray, or tan. Do not smoke � In a Seattle University study, up to 90 percent of all executives surveyed said they�d hire a nonsmoker over a smoker if their qualifications were equal. Smoking on an interview makes you look nervous. Drinking on lunch or dinner interview � Avoid ordering cocktails, it�s better to stick to water. You need to be alert for this experience. Bad-mouthing your boss � Never say anything negative about a person or company you worked for in the past. It brands you a complainer.Also available on a Transparency Acetate See Learning Goal 4: Outline the six steps in selecting employees. Interviewing Mistakes This slide illustrates the most common mistakes a person makes when interviewing for a job. Over 70% of the mistakes people make when interviewing occur because they are not properly prepared. Forty-nine percent have little or no knowledge of the company. In today�s age of information accessibility, no individual should make this mistake. Make sure the students avoid the following mistakes so that they are far more likely to find themselves in the job-search finals: Do not arrive late for the interview -- Getting to the office at 3:30 for a 4:00 appointment is good. Dressing wrong � The safest choice for any interview is a tailored suit in a conservative color like navy, gray, or tan. Do not smoke � In a Seattle University study, up to 90 percent of all executives surveyed said they�d hire a nonsmoker over a smoker if their qualifications were equal. Smoking on an interview makes you look nervous. Drinking on lunch or dinner interview � Avoid ordering cocktails, it�s better to stick to water. You need to be alert for this experience. Bad-mouthing your boss � Never say anything negative about a person or company you worked for in the past. It brands you a complainer.

83. 11-83 Number Interviewed to Find Quality Hire Also available on a Transparency Acetate See Learning Goal 4: Outline the six steps in selecting employees. Number Interviewed to Find Quality Hire This slide presents the data from the Development Dimensions International Selection Forecast of HR Professionals. About 42.5% of the respondents indicated that they must interview 4 to 6 individuals to find a quality hire. Approximately 13% of the respondents indicated interviewing more than 10 to find a quality hire. Ask the students: Why do companies interview so many candidates? What are the advantages and disadvantages of conducting so many interviews? (One obvious one is that the managers are looking for the right candidate with right skills and right fit. However, the costs also increases as you interview more candidates. Yet, organizations go through this labor to find the right match because in the long run, the right candidate will cost a lot less then a wrong individual.) Ask the students: Would you accept the first job you interviewed for or look for a better job or a better fit? (The organizations do the same.) (Source: USA Today, January 24, 2005) Also available on a Transparency Acetate See Learning Goal 4: Outline the six steps in selecting employees. Number Interviewed to Find Quality Hire This slide presents the data from the Development Dimensions International Selection Forecast of HR Professionals. About 42.5% of the respondents indicated that they must interview 4 to 6 individuals to find a quality hire. Approximately 13% of the respondents indicated interviewing more than 10 to find a quality hire. Ask the students: Why do companies interview so many candidates? What are the advantages and disadvantages of conducting so many interviews? (One obvious one is that the managers are looking for the right candidate with right skills and right fit. However, the costs also increases as you interview more candidates. Yet, organizations go through this labor to find the right match because in the long run, the right candidate will cost a lot less then a wrong individual.) Ask the students: Would you accept the first job you interviewed for or look for a better job or a better fit? (The organizations do the same.) (Source: USA Today, January 24, 2005)

84. 11-84 Vacation Days Per Year Also available on a Transparency Acetate See Learning Goal 7: Summarize the objectives of employee compensation programs, and describe various pay systems and fringe benefits. See text page: 305 Vacation Days Per Year This slide presents a comparison of number of vacation days per year in different countries. Italy leads the race with 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 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 much higher number of vacation days, such as Italy, France, or Germany. This may have an impact on ability of an organization to recruit.)Also available on a Transparency Acetate See Learning Goal 7: Summarize the objectives of employee compensation programs, and describe various pay systems and fringe benefits. See text page: 305 Vacation Days Per Year This slide presents a comparison of number of vacation days per year in different countries. Italy leads the race with 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 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 much higher number of vacation days, such as Italy, France, or Germany. This may have an impact on ability of an organization to recruit.)

85. 11-85 Scheduling To Meet Employee Needs Flextime Plans Home-Based & Other Mobile Work Job-Sharing Plans See Learning Goal 8: Explain scheduling plans managers use to adjust to workers� needs. See text pages: 306-309See Learning Goal 8: Explain scheduling plans managers use to adjust to workers� needs. See text pages: 306-309

86. 11-86 Number of Hours Americans Work Per Week Also available on a Transparency Acetate See Learning Goal 8: Explain scheduling plans managers use to adjust to workers� needs. Number of Hours Americans Work per Week This acetate illustrates the number of hours on the job the typical employee puts in during the average work week. Despite significant breakthroughs in technological advances, 62% of all workers still work 40-50 hours per week. 80% of all employees will work 40 hours or more per week. Share with the class some interesting comparisons of the U.S. work week and other countries: U.S. workers put in the longest hours among industrialized nations, over 2000 hours per capita, and steadily rising. In contrast, Japan has seen a 10.9% decline in hours worked per week since 1980. Canadian workers also saw their work schedules decline by 3.9% since 1990. In Germany, the annual working hours amounted to just under 1560 per year, or 22% less than a U.S. worker. The difference amounts to over 8.8 hours per week. (Source: USA Today)Also available on a Transparency Acetate See Learning Goal 8: Explain scheduling plans managers use to adjust to workers� needs. Number of Hours Americans Work per Week This acetate illustrates the number of hours on the job the typical employee puts in during the average work week. Despite significant breakthroughs in technological advances, 62% of all workers still work 40-50 hours per week. 80% of all employees will work 40 hours or more per week. Share with the class some interesting comparisons of the U.S. work week and other countries: U.S. workers put in the longest hours among industrialized nations, over 2000 hours per capita, and steadily rising. In contrast, Japan has seen a 10.9% decline in hours worked per week since 1980. Canadian workers also saw their work schedules decline by 3.9% since 1990. In Germany, the annual working hours amounted to just under 1560 per year, or 22% less than a U.S. worker. The difference amounts to over 8.8 hours per week. (Source: USA Today)

87. 11-87 Telecommuting: Affect on Career Also available on a Transparency Acetate See Learning Goal 8: Explain scheduling plans managers use to adjust to workers� needs. Telecommuting: Affect on Career This slide presents the HR executives� perspectives on whether the use of telecommuting helps or hurts an employees� career. The survey was part of the 2005 Emerging Workforce Study, a survey of 502 senior HR executives. HR executives are about split on this issue. About 30% of the executives feel that telecommuting helps an individual�s career, whereas 25% believes it hurts. Ask the students: How many of you would like to use the telecommuting option or virtual workplace programs, if offered by the organization? How do you see it affecting your career? (Some may identify the benefits such as greater productivity, not fighting the traffic, time saved, etc. But it comes with the costs as well: loneliness, limited team interaction, possible oversight in organizational assignments, etc.) (Source: USA Today) Also available on a Transparency Acetate See Learning Goal 8: Explain scheduling plans managers use to adjust to workers� needs. Telecommuting: Affect on Career This slide presents the HR executives� perspectives on whether the use of telecommuting helps or hurts an employees� career. The survey was part of the 2005 Emerging Workforce Study, a survey of 502 senior HR executives. HR executives are about split on this issue. About 30% of the executives feel that telecommuting helps an individual�s career, whereas 25% believes it hurts. Ask the students: How many of you would like to use the telecommuting option or virtual workplace programs, if offered by the organization? How do you see it affecting your career? (Some may identify the benefits such as greater productivity, not fighting the traffic, time saved, etc. But it comes with the costs as well: loneliness, limited team interaction, possible oversight in organizational assignments, etc.) (Source: USA Today)

88. 11-88 How Employers Are Becoming Flexible Also available on a Transparency Acetate See Learning Goal 8: Explain scheduling plans managers use to adjust to workers� needs. How Employers Are Becoming Flexible This slide presents results from a survey of more than 10,000 small businesses. It suggests that employer flexibility influences employee retention. About 79% of businesses allow employees to schedule their own vacations. Ask the students: Which of these issue are important for you in the workplace? How would you want your employer to be flexible?Also available on a Transparency Acetate See Learning Goal 8: Explain scheduling plans managers use to adjust to workers� needs. How Employers Are Becoming Flexible This slide presents results from a survey of more than 10,000 small businesses. It suggests that employer flexibility influences employee retention. About 79% of businesses allow employees to schedule their own vacations. Ask the students: Which of these issue are important for you in the workplace? How would you want your employer to be flexible?

89. 11-89 Benefits of Providing Flexibility Also available on a Transparency Acetate See Learning Goal 8: Explain scheduling plans managers use to adjust to workers� needs. Benefits of Providing Flexibility This slide presents results from a survey of more than 10,000 small businesses. It suggests that employer flexibility influences employee retention. This slide complements the previous slide on how employers are being flexible. Most common benefits include better relations with workers (77% of businesses reporting), higher employee job satisfaction (64% of businesses reporting), and higher employee retention (61% of businesses reporting). Also available on a Transparency Acetate See Learning Goal 8: Explain scheduling plans managers use to adjust to workers� needs. Benefits of Providing Flexibility This slide presents results from a survey of more than 10,000 small businesses. It suggests that employer flexibility influences employee retention. This slide complements the previous slide on how employers are being flexible. Most common benefits include better relations with workers (77% of businesses reporting), higher employee job satisfaction (64% of businesses reporting), and higher employee retention (61% of businesses reporting).

90. 11-90 Why is Retention Important? Employee turnover could cost up to 40% of a company�s annual profits The average company loses $1 million with the loss of every ten managerial employees Turnover costs are 50%-100% of the ex-employees� annual salary Also available on a Transparency Acetate See Learning Goal 8: Explain scheduling plans managers use to adjust to workers� needs. Why Is Retention Important? This slide presents some of the reasons why retention is so important. 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 for the importance of retention? (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 which feels like a revolving door?Also available on a Transparency Acetate See Learning Goal 8: Explain scheduling plans managers use to adjust to workers� needs. Why Is Retention Important? This slide presents some of the reasons why retention is so important. 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 for the importance of retention? (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 which feels like a revolving door?

91. 11-91 Top 10 Reasons Employees Stay On Their Job Credit Union Membership Health Benefits Salary Good Coworkers Office Hours Childcare Vacation Time Sick Leave Distance from Home Popular Company See Learning Goal 8: Explain scheduling plans managers use to adjust to workers� needs. Top 10 Reasons Employees Stay On Their Job This slide presents the top ten reasons employees stay on the job. With the rising healthcare costs, health benefits usually comes in first closely followed by salary. An interesting exercise before you show this slide to the students: Ask them to identify what would be their top five reasons for staying at a company? Then compare their lists to see how many match with the list here.See Learning Goal 8: Explain scheduling plans managers use to adjust to workers� needs. Top 10 Reasons Employees Stay On Their Job This slide presents the top ten reasons employees stay on the job. With the rising healthcare costs, health benefits usually comes in first closely followed by salary. An interesting exercise before you show this slide to the students: Ask them to identify what would be their top five reasons for staying at a company? Then compare their lists to see how many match with the list here.

92. 11-92 Employee Movement Promotion/Reassignment Termination Retirement Resignation See Learning Goal 9: Describe the ways employees can move through a company promotion, reassignment, termination, and retirement. See text pages: 309-311See Learning Goal 9: Describe the ways employees can move through a company promotion, reassignment, termination, and retirement. See text pages: 309-311

93. 11-93 HR Laws Civil Rights Act (1964) Age Discrimination Act (1967) Equal Employment Opportunity Act (1972) Affirmative Action Reverse Discrimination Civil Rights Act (1991) Americans with Disabilities Act (1990) Social Security Act (1935) Occupational Safety and Health Act (1970) Employment Retirement Income Security Act (1974) See Learning Goal 10: Illustrate the effects of legislation on human resource management. See text pages: 311-313See Learning Goal 10: Illustrate the effects of legislation on human resource management. See text pages: 311-313

94. 11-94 Implementing EEOC Which statements are T/F? It�s OK to ask any applicant whether he or she has an automobile. It appropriate to ask applicants to attach photographs. During interviews, it�s not appropriate to ask an applicant his/her age. It�s appropriate to ask if an applicant is a naturalized citizen. It�s not appropriate to ask an applicant about past work experience. Also available on a Transparency Acetate See Learning Goal 10: Illustrate the effects of legislation on human resource management. Implementing EEOC. Which statements are T/F? The importance of understanding Equal Employment Law is emphasized in this acetate. EEOC enforces federal legislation prohibiting discrimination in employment to ensure equality of opportunity. The short quiz highlights some of the particulars involved that most people never consider: FALSE � This is irrelevant unless the job requires working in one�s car. FALSE � This is considered inappropriate to protect applicants from possible recruiter bias. TRUE � This would be a violation of the Age Discrimination in Employment Act of 1967 (unless age is a condition of employment such as, the need to be 21 to bartend). FALSE � This is considered non-essential in measuring potential job performance and could lead to possible recruiter bias. FALSE � You can and should ask about an applicant�s past work experience.Also available on a Transparency Acetate See Learning Goal 10: Illustrate the effects of legislation on human resource management. Implementing EEOC. Which statements are T/F? The importance of understanding Equal Employment Law is emphasized in this acetate. EEOC enforces federal legislation prohibiting discrimination in employment to ensure equality of opportunity. The short quiz highlights some of the particulars involved that most people never consider: FALSE � This is irrelevant unless the job requires working in one�s car. FALSE � This is considered inappropriate to protect applicants from possible recruiter bias. TRUE � This would be a violation of the Age Discrimination in Employment Act of 1967 (unless age is a condition of employment such as, the need to be 21 to bartend). FALSE � This is considered non-essential in measuring potential job performance and could lead to possible recruiter bias. FALSE � You can and should ask about an applicant�s past work experience.

95. 11-95 Implementing EEOC Which statements are T/F? You may ask an applicant to indicate what foreign languages he/she can read, write or speak fluently. It�s appropriate to ask an applicant if he/she has an arrest record. It�s OK to ask whether the applicant is physically able to lift heavy weights. It�s appropriate to ask women questions about their children. You have the right to ask an applicant for names of work-related and personal references. Also available on a Transparency Acetate See Learning Goal 10: Illustrate the effects of legislation on human resource management. Implementing EEOC. Which Statements are T/F? (cont�d) TRUE � You can ask this question only if language fluency is required in the job. FALSE � You should not inquire about arrests since they do not imply convictions or guilt. (You can ask if they have any convictions). TRUE � This should be asked only if the job requires such lifting. FALSE � Questions about children should be limited to dependent information on insurance and tax forms. TRUE � You can ask for the information but cannot ask any question from the references that could be construed as discriminatory.Also available on a Transparency Acetate See Learning Goal 10: Illustrate the effects of legislation on human resource management. Implementing EEOC. Which Statements are T/F? (cont�d) TRUE � You can ask this question only if language fluency is required in the job. FALSE � You should not inquire about arrests since they do not imply convictions or guilt. (You can ask if they have any convictions). TRUE � This should be asked only if the job requires such lifting. FALSE � Questions about children should be limited to dependent information on insurance and tax forms. TRUE � You can ask for the information but cannot ask any question from the references that could be construed as discriminatory.

96. 11-96 Companies� Aid to Disabled Employees Also available on a Transparency Acetate See Learning Goal 10: Illustrate the effects of legislation on human resource management. Companies Aid to Disabled Employees This slide presents some accommodations that companies make to aid disabled workers as identified in the Heldrich Work Trends Survey of 501 personnel directors. About 46% of the companies renovate the workplace to aid disabled workers. Other accommodations include: job reassignments, change of hours, and change of responsibilities. Ask the students: What do you think companies ought to do to accommodate disabled workers? At what cost? (Source: USA Today) Also available on a Transparency Acetate See Learning Goal 10: Illustrate the effects of legislation on human resource management. Companies Aid to Disabled Employees This slide presents some accommodations that companies make to aid disabled workers as identified in the Heldrich Work Trends Survey of 501 personnel directors. About 46% of the companies renovate the workplace to aid disabled workers. Other accommodations include: job reassignments, change of hours, and change of responsibilities. Ask the students: What do you think companies ought to do to accommodate disabled workers? At what cost? (Source: USA Today)

Nickels McHugh McHugh

Nickels McHugh McHugh

Presentation Transcript

Nickels McHugh McHugh

Nickels McHugh McHugh

Nickels McHugh McHugh

Nickels McHugh McHugh

Nickels McHugh McHugh

Nickels McHugh McHugh

Nickels McHugh McHugh

Nickels McHugh McHugh

Nickels McHugh McHugh

Nickels McHugh McHugh

Nickels McHugh McHugh

Nickels McHugh McHugh

Nickels McHugh McHugh

Nickels McHugh McHugh

Nickels McHugh McHugh

Nickels McHugh McHugh

Nickels McHugh McHugh

Nickels McHugh McHugh

Nickels McHugh McHugh

Nickels McHugh McHugh

Nickels McHugh McHugh