Human Resources for the Non-HR Manager
Carol T. Kulik & Elissa L. Perry
Activities
Human Resources for the Non-HR Manager provides lots of evidence-based advice and many company examples. But when it comes to skill development, there’s no substitute for hands-on practice! We’ve developed three different types of activities to accompany each chapter of the book – check out the video to learn more.
Managers and Future Managers: The Undercover Manager activities on our website are designed to help you apply L-E-S-S is more thinking to your own organization. Each activity prompts you to stand in the shoes of your Local Context’s most important Stakeholders and integrate your Experience with the book’s Scientific Evidence to improve your people management skills.
Instructors: Scroll down for a more complete overview of the resources available to instructors who use the book in their courses. The full set of activities can be accessed at Routledge.com.
Everyone: The activities that accompany Human Resources for the Non-HR Manager undergo a process of continuous improvement! We tweak the activities and add new ones based on your feedback. Stay in the know! Sign up on the home page and we'll let you know when we add new activities. Email Carol or Elissa to share your experiences and suggestions.
Undercover Manager
Click on the links below to open and work through each activity.
Chapter 2: Recruiting Employees
Chapter 3: Hiring New Employees
Chapter 4: Interviewing Job Applicants
Chapter 5: Onboarding New Employees
Chapter 6: Training and Developing Employees
Chapter 7: Managing Employee Performance
Chapter 8: Rewarding Employees
Chapter 9: Disciplining Employees and Ending Their Employment
Resources for Instructors who Adopt the Book for Courses
HUMAN RESOURCES FOR THE NON-HR MANAGER
INSTRUCTIONAL RESOURCES OVERVIEW
We’ve developed three different types of activities to accompany each chapter: Some Assembly Required, In the News, and Undercover Manager. The activities are designed to align with student cohorts with varying levels of experience, so you will always be able to access an activity that meets your students’ needs.
SOME ASSEMBLY REQUIRED
Some Assembly Required activities encourage L-E-S-S is more thinking (Chapter 1 The Non-HR Manager), with an emphasis on using Scientific Evidence to improve people management. Students create tangible products (e.g., job descriptions, yield ratios, termination scripts) in response to basic information and data. Instructors can use these activities straight “out of the box” or customize them with Local Context details (e.g., by adding local company names or referencing local Stakeholders). The activities are designed for students with limited (or no) work experience but we suggest ways that instructors can leverage students’ personal Experience when working with managers or other experienced cohorts.
IN THE NEWS
In the News activities encourage students to apply L-E-S-S is more thinking (Chapter 1, The Non-HR Manager) and respond to contemporary people management challenges by reflecting on their Local Context, their own Experience, critical Stakeholders and Scientific Evidence. We’ve sourced news articles that describe real-world organizations’ people management practices and suggest ways to use the articles as launchpads for in-class debates, classroom discussions or reflective essay assignments. The organizations described in the articles are adopting management practices in response to their immediate challenges and local circumstances. Instructors should encourage students to question how the management practices would be received in students’ own organizations, industries, regional locations, or national contexts. In the News activities can be used with a wide range of student cohorts. The activities do not require any managerial expertise, but the activities evoke deeper, richer engagement when students apply their personal experience as job applicants or employees.
UNDERCOVER MANAGER
Reflecting our commitment to L-E-S-S is more thinking (Chapter 1, The Non-HR Manager), Undercover Manager activities are designed to be experiential and personal. Each activity encourages students to stand in the shoes of important Stakeholders in their own Local Context and use the book’s Scientific Evidence to improve their organization’s people management activities. Students who are already in managerial roles will have the deepest, most immersive experience, but the activities can be modified for students with more limited work experience. For example, many of the activities can be used in small groups in which multiple students focus on one group member’s workplace.