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Knowledge Objectives. Explain what human resource management involves. Identify and briefly explain the steps in employee selection and performance appraisal. Explain how managers can be more effective interviewers.
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Knowledge Objectives • Explain what human resource management involves. • Identify and briefly explain the steps in employee selection and performance appraisal. • Explain how managers can be more effective interviewers. • Identify protected classes and the basis for a claim of disparate treatment or disparate impact
Human Resource Strategy: A People-Centered Approach • Human Resource Management (HRM) • The proactive acquisition, retention, and development of human capital necessary to build and support organizational capabilities. • Human Capital • All present and future workforce participants who need to develop to their full potential as valuable assets to organizations.
Human Resource Strategy: A People-Centered Approach • Recruitment and Selection • “Getting the right people on the bus.” • Recruiting for diversity • Goal is to generate a pool of qualified applicants through many different sources that are demographically representative of the population at large. • Networking appears to be the most successful method for job seekers.
Human Resource Strategy: A People-Centered Approach • The Selection Process: An Overview • Steps in the PROCEED model • Prepare • Review • Organize • Conduct • Evaluate • Exchange • Decide
Human Resource Strategy: A People-Centered Approach • Job analysis • The process of identifying basic task and skill requirements for a specific job by studying superior performers. • Job description • A concise document that outlines the role expectations and skill requirements for a specific job.
Recruitment and Selection • Employment Selection Tests • Any procedures used in the employment decision process such as • Pencil-and-paper tests • Unscored application forms • Informal and formal interviews • Performance tests • Physical, education, or experience requirements • Tests must be unbiased, statistically valid, and reliable predictors of job success.
Recruitment and Selection (cont’d) • Effective Interviewing • Interviews are the most common selection tool. • Shortcomings of unstructured interviews • Highly susceptible to distortion and bias. • Highly susceptible to legal attack. • Legally indefensible if contested. • Apparent but no real validity. • Not totally job-related and possibly invasive of privacy. • Highly inconsistent in application as selection tool. • Subject to interviewer bias (e.g., cultural bias). • No feedback about selection errors.
Recruitment and Selection (cont’d) • Effective Interviewing (cont’d) • Structured interviews: a set of job-related questions with standardized answers. • Question types used in structured Interviews • Situational • Job knowledge • Job sample simulation • Worker requirements • Behavioral Interviewing • Asking detailed questions about specific behavior in past job-related situations.
Performance Appraisal • Performance Appraisal • Evaluating individual job performance as basis for making objective personnel decisions. • Making Performance Appraisals Legally Defensible • Use job analysis to develop the appraisal system. • Check that the appraisal system is behavior-oriented, not trait-oriented. • Have evaluators follow specific written instructions when conducting appraisals. • Have evaluators review results with the ratees.
Performance Appraisal (cont’d) • Alternative Performance Appraisal Techniques • Goal setting (MBO) • Graphic rating scales • Behaviorally anchored rating scales (BARS) • Weighted checklists • Rankings and comparisons (Forced distribution - most often encountered) • Multirater appraisals/360-degree review
Human Resource Strategy: A People-Centered Approach • Equal Employment Opportunity (EEO) • EEO and Title VII of the Civil Rights Act of 1964 • In virtually all aspects of employment, it is unlawful to discriminate on the basis of race, color, sex, religion, age, national origin, disability, or veteran status. • Affirmative Action • A plan for actively seeking out, employing, and developing the talents of those groups traditionally discriminated against in employment.
Human Resource Strategy: A People-Centered Approach • From Affirmative Action to Managing Diversity • The objective is to develop an appreciation of interpersonal differences and to create a dominant heterogeneous culture. • Accommodating The Needs of People with Disabilities • Americans with Disabilities Act of 1990 (ADA) • Requires employers to make reasonable accommodations to the needs of present and future employees with physical and mental disabilities.
Contemporary Human Resource Challenges and Problems • Discouraging Sexual Harassment • Sexual harassment: unwanted attention that creates an offensive or intimidating work environment. • Unwanted physical contact • Gestures, displays, joking, and language • It is the manager’s job to be aware of and to correct cases of harassment. Ignorance of such activity is not a valid legal defense.
Contemporary Human Resource Challenges and Problems (cont’d) • Discouraging Sexual Harassment (cont’d) • What can the victim do? • Live with it • Fight back • Complain to higher-ups • Find another job • Sue their employer
Contemporary Human Resource Challenges and Problems (cont’d) • Discouraging Sexual Harassment (cont’d) • What can the organization do? • Garner top-management commitment to eliminate sexual harassment. • Issue a clear sexual harassment policy statement. • Provide appropriate awareness training. • Establish a grievance procedure for reporting incidents of harassment.
