Human Resource Management

1. Human Resource Management Recruitment and selection. By Engr. Attaullah Shah BSc. Civil ( Gold Medal), MSc. ( Str. Engg), MBA, MA ( Eco), MSc ( Envir design) , PGD ( Comp Sc) PhD Scholar ( UET TAXILA) Project Director Allama Iqbal Open University E-mail: pd@aiou.edu.pk pdaiou@yahoo.com Website: www.aiou.edu.pk Telephone/Fax: 051-9250100 Cell: 0333-5729809

2. Human Resource Strategy: A People-Centered Approach • Human Resource Management (HRM) • The proactive acquisition, retention, development, adjustment and managing changes of human resources necessary for organizational success. • HRM has moved from a support staff function (personnel) to a more strategic role in organizations. • Human Capital or Human Resource. • A term that recognizes the greater societal value of developing all present and future work force participants to their fullest potential. Is your HRD playing these functions. If No then Why?

3. People-Centered Organizations Enjoy a Competitive Advantage • People-centered Practices: • Protection of job security • Rigorous hiring process • Employee empowerment • Compensation linked to performance • Comprehensive training • Reduction of status differences • Sharing of key information

4. HRM activities and Responsibilities of Line Manager and the HR Department

5. Human Resource Planning • What is planning? To establish the long term and short objectives and identify the ways and means to achieve these. • Planning Types: • Strategic: Creating the tomorrow’s Org. • Tactical: Dealing with growth of current operations. • Operational: Day to day operations. Human Resource Planning ( HRP) The process of understanding the available competencies in an Org and allow the Org to plan for changes to new jobs required to achieve the Org goals.

6. Four Phases to HR Planning • “What will we need?” • Determine future HR requirements • “What’s available?” • Determine future HR availabilities • Internally • Externally • Reconcile requirements and availabilities • Anticipate “gaps” • Develop action plans • Control and evaluate

7. HR Planning Process Losses, Internal Moves, Accessions Other HR Activities Forecasted HR Availabilities Current Workforce Action Plans External & Internal Scanning Reconciliation (Gaps) Business Plans Forecasted HR Requirements Staffing Activities Organization Plans

8. Seven strategic staffing decisions: HR Planning Strategy Organization Mission Goals & Objectives Organization Strategy HR Strategy Staffing Strategy Acquire or Develop Talent Staffing as a Lag or Lead System Specific or General Competencies Exceptional or Acceptable Workforce Quality External or Internal Hiring Active or Passive Pursuit of Diversity Core or Flexible Workforce

9. Recruiting and Selection • Recruitment: The process of generating potential job candidates for actual or anticipated organization’s vacancies. • Selection: The process of eliminating or sort out those judged unqualified to meet job and organizational requirement. Recruitments is termed positive Selection is termed negative Why?

10. Recruitment, Selection and HR • Recruitment and selection are two-way processes that affect each other • Applicants self-select throughout recruitment • Organizations select throughout recruitment • Recruitment goes on throughout evaluation of candidates

11. Recruitment, Selection and HR • Recruitment affects other activities • Selection system effectiveness • Training • Compensation • Employee relations • Affirmative action goals • If incumbents are not qualified, recruiters have to look at different populations • Overqualified employees become bored • Public relations activities

12. Common Recruitment Mistakes • Lack of specificity in job ads • Too many unqualified applicants • Word of mouth recruitment used exclusively • Perpetuates the current workforce • Not communicating accurate information about the job and/or organization • Employees may become dissatisfied and leave

13. Designing Recruitment Programs • Must be integrated into the strategic planning process • Must be carefully done • Potentially qualified candidates may not hear of opening • Treatment candidates receive during recruitment will impact job choices

14. Internal advantages Easier to evaluate applicants Less expensive Faster More familiar with organization; less training Motivational for current employees External advantages New ideas and innovation Reduces some training costs Does not disrupt current organizational chart Usually more rapid accomplishment of affirmative action goals Signal to employees that business is changing Often no viable internal candidate Recruitment Philosophy

15. Recruitment Strategy • Where to recruit • Whom to recruit • How to recruit • When to recruit • Choice of recruiters • Information to communicate

16. 8 steps: The Selection Process: • Screening and Selection • Completed Application • Employment tests • Comprehensive Interviews • Conditional job offer • Background Examination • Medical/Physical tests • Permanent Job offer • Steps in the PROCEED Model • PrepareReviewOrganizeConductEvaluateExchangeDecide

17. Steps in Developing Selection Tests Systematic processes that define job (work) content Job analysis Elements of work that are organized around one unique purpose Tasks Knowledge, skills, abilities & other characteristics KSAOs Anything having an effect on the terms & conditions of employment Test

18. Steps in Developing Selection Tests Job analysis Tests that measure ability on the task: Job content valid tests Tasks Examples: Word processing tests “Ten-key” tests Role plays of tasks Driving tests Work samples tests

19. Steps in Developing Selection Tests Examples: Intelligence tests Personality tests Aptitude tests Ability tests Job analysis Tasks Tests that measure the underlying KSAO which the task requires KSAOs

20. Screening and Selection Methods • Drug testing • Integrity tests • Mental ability tests • Objective personality and interest • Employment interviews • Work sample tests

21. Recruitment and Selection (cont’d) • Interviewing • Interviews are the most common selection tool. • There is unsubstantiated confidence in the traditional interview. • Unstructured Interviews • No fixed question format or systematic scoring • Shortcomings: • Susceptible to distortion and interviewer bias • Open to legal attack; legally indefensible if contested. • Apparent but no real validity; may not be totally job-related and possibly invasive of privacy. • Highly inconsistent in application as selection tool. • Lack of feedback to interviewers about selection errors.

22. Recruitment and Selection (cont’d) • Structured Interview • A set of job-related questions with standardized answers. • Question types used in structured Interviews • Hypothetical situations • Job knowledge • Job sample simulation • Worker requirements • Behavioral Interviewing • Posing detailed questions to candidates about their personal, specific behaviors in actual past job-related situations.

23. Common Interviewing Mistakes & biases • Snap judgments • Negative bias • Contrast error (comparing candidates) • Pressure to hire • Influence of nonverbal behavior

24. Why is it important to have an effective selection process? • Ensure person can perform job (person-job fit). • Ensure person will support organizational culture (Person-organization fit). • A “fair” selection process helps create a positive company image. • Turnover is costly – hire the right person in the first place! • Avoid negligent or illegal hiring.

25. How to Make Interviews More Valid Interviews SHOULD be: • Structured • Focused • Standardized • Job-related • Situational or behavioral-oriented • Legal – avoid potentially discriminatory questions.

26. Choosing the Right Predictor • Depends on • The nature of the job • Established validity of the predictor • Selection ratio (ratio of hires to applicants) • Cost of the predictor • Adverse impact caused by the predictor

27. Discussion Questions? • What would be the potential problems with a staffing process in which vacancies were filled: • On a lottery basis from among job applicants? • On a first come-first hired basis? • What would be the advantages of using one of the above processes? Would it be desirable to hire people only according to the person/job match, ignoring the person/organization match? Why Would it be desirable to hire people only according to the person/organization match, ignoring the person/job match? Why?