Hort/Ag Ed S 465A Horticulture Enterprise Management February 12, 2014

Transcription

1 Hort/Ag Ed S 465A Horticulture Enterprise Management February 12, 2014

2 HR Process Identifies the HR needs of a business, sector, community, region or country Develop a plan and strategy for addressing such needs As important as planning to purchase new equipment, prepare marketing strategies, and developing operational plans

3 Why Plan for HR? Pitfalls of lack of HR Hire the wrong person (65%) Have unmotivated, disengaged staff Employ people who are not properly qualified Having to pass responsibilities to other employees (45%) Having to function with fewer employees (40%) Having to use overtime/longer shifts (35%)

4 Understand and Plan Your HR Assess future recruitment needs Anticipate and avoid staff redundancies Facilitate, develop, or access key training programs Minimize staffing costs while maintaining competitive levels of compensation Asses future premises of industry requirements

5 Steps of HR Planning Develop your business plan Identify your HR requirements Identify your existing HR Identify gaps between existing and required HR

6 HR Physical Resources

7 Physical Resources Buildings Tillable land Water Equipment

8 HR Labor Resources

9 Writing the HR Section Begin with the bottom line How many employees will your business need and what will it cost you? Questions to consider How can your business human resource need be best met? Will it be best for your business to have employees or should you operate with contract workers? Do you need full-time or part-time staff?

10 Writing the HR Section Outline and describe stakeholders involved Organizations Ex: Horticulture Research Station, ISU Research Farms Faculty/Staff Titles, Skills/Experience/ and Support

11 Writing the HR Section Outline and Describe the Managerial Structure Class (Board of Directors), farm superintendent, instructor(s) Outline your staffing requirements Seasonal needs Location specific? Hrs/week Crop and location specific Watermelon (Tunnel and Field) Tomato Determinate and Indeterminate Greens Lettuce, Pac Choi, Tat soi Cabbage Thyme

12 What skills are needed and hr/week of those skills Wage of each laborer Labor costs Pesticide Applicator Experienced personnel? $25/hour Or Seasonal employees? $10/hour Total cost for all employees Percentage of experienced personnel required? 10%?; 20%?...etc. Cost of employee benefits If giving away produce calculate % loss to market

13 HR Risks and Challenges Risks are inevitable and organizations have a moral and legal obligation to identify the risk and attend to the safety and well-being of those they serve with their operations. Look at all the risks throughout their entire operation and incorporate risk management into all planning and decision-making.

14 HR Activity Potential Risk Potential considerations Compensation and benefits Financial abuse Who has signing authority? How many signatures are required? Are there checks and balances? Hiring HR Risks and Challenges Discriminatory practices Hiring unsuitable or unsafe candidates "Wrongful" hiring Was a complete screening completed on potential applicants? Were provincial human rights laws observed? Is there a set probationary period? Were promises made to the candidate that cannot be honored? Did the employee sign off on the policies and contract of employment before being hired? Occupational Health and Safety Environmental Personal injury or death Do we provide safe working conditions and do we conduct safety checks regularly? Do we provide adequate training for staff? Do we ensure the use of appropriate clothing and safety equipment? Do we have adequate policies, procedures, and committee in place? Employee supervision Employee conduct Exiting employee Abuse Reputation in the community Release of personal information Abuse Reputation in the community Property Reputation in the community Compensation Do we provide sufficient orientation and training? Do we provide adequate supervision (especially for activities that occur off-site or after hours)? Do we have a performance management system in place? Are personal information protection guidelines followed? Do we have clearly written position descriptions for all positions? Do we follow up when the parameters of the job description are not respected? Do we provide thorough orientation and training? Do we provide an employee handbook? Do we have comprehensive policies and procedures? Do we provide ongoing training about our policies and procedures? Do we retain written records of performance issues? Do we ensure that organizational valuables are secure? Do we have cash management procedures? Do we have adequate harassment policies and procedures? Do we retrieve organizational information and equipment that a dismissed employee used (especially from home)? Do we ensure that all access codes, passwords, etc are de-activated? Do we conduct an exit interview? Do we record lieu time and vacation balances?

15 HR Risk Management Process Risk management is a continuous activity. Having a risk management process means that your organization knows and understands the risks to which you are exposed. Good practice to keep current and re-evaluate your organization's risk management system on an annual basis. At a very basic level, risk management focuses you on two fundamental questions: What can go wrong? What will we do to prevent the harm/minimize the risk from occurring in the first place?

16 Identify the Risks Every activity in a organization poses a risk. Ask yourself, What can go wrong? Consider both the general risks (that could happen to any organization) and the risks specific to your organization. Risks can be: Managerial (Seasonal) Personal injury Medical Environmental Property Financial Reputation Abuse that is either one-time or ongoing (physical, emotional, psychosocial, sexual, financial)

17 Asses the Risks Assess the risks If you have done a thorough job of identifying risks, you may end up with a long (and overwhelming) list. The next step is to evaluate each of the risks based on the (1) likelihood or frequency of the risk occurring and (2) the severity of the consequences. Using a risk map to plot the likelihood of occurrence and the severity of the consequences will help you prioritize your next steps. nce/documents/process-map- Example.pdf

18 Risk Strategies Develop strategies for managing risks Consider the most appropriate risk management strategies for each identified risk: Avoidance - Stop providing the service or doing the activity because it is too risky. Acceptance - Some risky activities are central to the mission of an organization and an organization will choose to accept the risks. Modification - Change the activity to reduce the likelihood of the risk occurring or reduce the severity of the consequences. Transfer or sharing - Purchase insurance or transfer the risk to another organization through signing a contractual agreement with other organizations to share the risk.

19 Risk Management Implement When you have decided which risk management strategies will be the most effective and affordable for your organization, practically outline the steps and who is responsible for each step in the risk management plan. Communicate the plan and ensure that there is buy-in from all who are involved in the organization (staff, volunteers, clients, other relevant stakeholders). Provide training for all organizational staff and volunteers so they understand the rationale of the risk management plan as well as the expectations, procedures, forms, etc. Monitor Is your plan working? Have your risks changed? Have you expanded or reduced your programs and services? Are changes or updates required? Are staff and volunteers following the risk management plan? Do we need to better communicate the plan?