Meeting Human Resource Requirements

1. Meeting Human Resource Requirements

2. HRP and Strategic Planning • Strategic Analysis • What human resources are needed and what are available? • Strategic Formulation • What is required and necessary in support of human resources? • Strategic Implementation • How will the human resources be allocated? Human Resources Planning StrategicPlanning

3. Strategic Planning and Human Resources • Strategic Planning • Procedures for making decisions about the organization’s long-term goals and strategies • Human Resources Planning (HRP) • Process of anticipating and making provision for the movement (flow) of people into, within, and out of an organization.

4. Staffing • Filling a firm’s open positions; also, the personnel process that includes six steps: job analysis, personnel planning; recruiting, interviewing, testing and selection.

5. Forecasting: A Critical Element of Planning • Forecasting involves: • forecasting the demand for labor • forecasting the supply of labor • balancing supply and demand considerations.

6. Step One: Mission, Vision, and Values • Mission • The basic purpose of the organization as well as its scope of operations • Strategic Vision • A statement about where the company is going and what it can become in the future; clarifies the long-term direction of the company and its strategic intent • Core Values • The strong and enduring beliefs and principles that the company uses as a foundation for its decisions

7. Step Two: Environmental Scanning • Environmental Scanning • The systematic monitoring of the major external forces influencing the organization. • Economic factors: general and regional conditions • Competitive trends: new processes, services, and innovations • Technological changes: robotics and office automation • Political and legislative issues: laws and administrative rulings • Social concerns: child care and educational priorities • Demographic trends: age, composition,and literacy

8. Step Three: Internal Analysis Culture Competencies Internal Analysis Composition

9. Job Analysis The procedure used to determine the duties of particular jobs and the kinds of people (in terms of skills and experience) who should be hired for them. Job Specification The human qualifications in terms of traits, skills, and experiences required to accomplish a job. Job Description A document that identifies a particular job, provides a brief job summary, and lists specific responsibilities and duties of the job. Job Analysis

10. Job Requirements • Job Specification • Statement of the needed knowledge, skills, and abilities (KSAs) of the personwho is to perform the job • Job Description • Statement of the tasks, duties, and responsibilities (TDRs) of ajobto be performed

11. Performing Job Analysis • Select jobs to study • Determine information to collect: Tasks, responsibilities, skill requirements • Identify sources of data: Employees, supervisors/managers • Methods of data collection: Interviews, questionnaires, observation, diaries and records • Evaluate and verify data collection: Other employees, supervisors/managers • Write job analysis report

12. Job Analysis Questions • What is the job being performed? • What are the major duties of your position? What exactly do you do? • What are the education, experience, skill, and [where applicable] certification and licensing requirements? • In what activities do you participate now? • What are the job’s responsibilities and duties? • What are the basic accountabilities or performance standards of your work?

13. Job Analysis Questions • What are your responsibilities? • What are the environmental and working conditions involved? • What are the job’s physical demands? Its emotional and mental demands? • What are the health and safety conditions? • Does the job expose you to any hazards or unusual working conditions?

14. Job Analysis Job Specification A statement of human qualifications necessary to do a job Job Description Statement containing item such as • Education • Experience • Training • Judgment • Initiative • Physical Efforts • Responsibilities • Communication Skills • Emotional Characteristics • Sensory Demand • Job Title • Location • Duties • Machines, tools • Materials and Forms used • Supervision given or received • Working Conditions • Hazards

15. Job Design • Job Design • An outgrowth of job analysis that improves jobs through technological and human considerations in order to enhance organization efficiency and employee job satisfaction. • Job Enrichment (Herzberg) • Enhancing a job by adding more meaningful tasks and duties (vertical expansion) to make the work more rewarding or satisfying. • Providing opportunities for achievement, recognition, growth, responsibility, and performance. • Job Enlargement: Job Enlargement is the horizontal expansion of a job. It involves the addition of tasks at the same level of skill and responsibility

16. Job Characteristics • Job Characteristics Model(Hackman and Oldham) • Job design theory that purports that three psychological states (experiencing meaningfulness of the work performed, responsibility for work outcomes, and knowledge of the results of the work performed) of a jobholder result in improved work performance, internal motivation, and lower absenteeism and turnover.

17. Job Characteristics (cont’d) • Skill variety: The degree to which a job entails a variety of different activities, which demand the use of a number of different skills and talents by the jobholder • Task identity: The degree to which the job requires completion of a whole and identifiable piece of work, that is, doing a job from beginning to end with a visible outcome • Task significance: The degree to which the job has a substantial impact on the lives or work of other people, whether in the immediate organization or in the external environment • Autonomy: The degree to which the job provides substantial freedom, independence, and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out • Feedback: The degree to which carrying out the work activities required by the job results in the individual being given direct and clear information about the effectiveness of his or her performance

18. Job Characteristics Skill variety Task identity Task significance Autonomy Feedback Psychological States Meaningfulness of the work performed Responsibility for work outcomes Knowledge of the results of the work performed. Job Characteristics Model • JobOutcomes • Improved work performance • Increased Internal motivation • Lower absenteeism and turnover

19. Employee Empowerment • Employee Empowerment • Granting employees power to initiate change, thereby encouraging them to take charge of what they do • Organizational conditions favoring empowerment: • Participation and autonomy • Innovation and acceptance of risk-taking • Access to information • Accountability for results • Cultural openness to change

20. Recruitment “It is the process of finding and attracting capable applicants for the employment. The process begins when new recruits are sought and ends when their applicants are submitted. The result is a pool of applicants from which new employees are selected”.

21. Steps in the Recruitment andSelection Process

22. Advertisements Unsolicited applications and resumes Internet recruiting Employee referrals Executive search firms Educational institutions Professional associations Labor unions Public employment agencies Private employment agencies Temporary help agencies Employee leasing Outside Sources of Recruitment

23. Internal Source • IJP • Transfer • Promotion

24. IJP Job posting publicizes an open job to employees (often by literally posting it on bulletin boards and intranets) and listing its attributes, like qualifications, supervisor, working schedule, and pay rate.

26. Employee referral Form

27. Reference Check Form (Verify that the applicant has provided permission before conducting reference checks) Candidate Name: Reference Name: Company Name: Dates of Employment: (From: and To:) Position(s) Held: Salary History: Reason for Leaving: Explain the reason for your call and verify the above information with the supervisor (including the reason for leaving) 1. Please describe the type of work for which the candidate was responsible. 2. How would you describe the applicant’s relationships with coworkers, subordinates (if applicable), and with superiors? 3. Did the candidate have a positive or negative work attitude? Please elaborate 4. How would you describe the quantity and quality of output generated by the former employee? 5. What were his/her strengths on the job? 6. What were his/her weaknesses on the job? 7. What is your overall assessment of the candidate? 8. Would you recommend him/her for this position? Why or why not? 9. Would this individual be eligible for rehire? Why or why not? Other comments?

28. External Recruitment Considerations • Yield Ratio • Percentage of applicants from a recruitment source that make it to the next stage of the selection process. • 100 resumes received, 50 found acceptable = 50% yield. • Cost of Recruitment (per employee hired) SC = source cost AC = advertising costs, total monthly expenditure (example: $28,000) AF = agency fees, total for the month (example: $19,000) RB = referral bonuses, total paid (example: $2,300) NC = no-cost hires, walk-ins, nonprofit agencies, etc. (example: $0) H = total hires (example: 119)Cost to hire one employee = $414

29. Matching People and Jobs • Selection • The process of choosing individuals who have relevant qualifications to fill existing or projected job openings. • Selection Considerations • Person-job fit: job analysis identifies required individual competencies (KSAOs) for job success. • Person-organization fit: the degree to which individuals are matched to the culture and values of the organization.

30. Steps in the Selection Process Hiring decision Medical exam/drug test Supervisor/team interview Preliminary selection in HR department Background investigation Employment testing(aptitude, achievement) Initial interview in HR department Steps may vary. An applicant may be rejected after any step in the process. Completionof application

31. The Selection Process • Obtaining Reliable and Valid Information • Reliability • The degree to which interviews, tests, and other selection procedures yield comparable data over time and alternative measures. • Validity • Degree to which a test or selection procedure measures a person’s attributes.

32. Employment Test • An objective and standardized measure of a sample of behavior that is used to gauge a person’s knowledge, skills, abilities, and other characteristics (KSAOs) in relation to other individuals.

33. Testing for Employee Selection • Uses of Tests • Reliability (repeatability of test results) • Validity (measures what it suppose to measure) • Types of Tests • Intelligence • Personality and interests • Ability/achievement (current capabilities/knowledge) • Aptitude (performance potential) • Physical Ability Tests • EQ test

34. Conducting Effective Interviews • Plan the interview • Structure the interview • Establish rapport • Ask effective questions Close the interview

35. Guidelines for Interviewees • Prepare • Make a good first impression • Uncover the interviewer’s needs • Relate your answers to the interviewer’s needs • Think before answering • Watch your nonverbal behavior

36. Interviewing Methods • Nondirective Interview • The applicant determines the course of the discussion, while the interviewer refrains from influencing the applicant’s remarks. • Structured Interview • An interview in which a set of standardized questions having an established set of answers is used.

37. Interviewing Methods (cont’d) • Situational Interview • An interview in which an applicant is given a hypothetical incident and asked how he or she would respond to it. • Behavioral Description Interview (BDI) • An interview in which an applicant is asked questions about what he or she actually did in a given situation. • Panel Interview • An interview in which a board of interviewers questions and observes a single candidate.

38. Interviewing Methods (cont’d) • Computer Interview • Using a computer program that requires candidates to answer a series of questions tailored to the job. • Answers are compared either with an ideal profile or with profiles developed on the basis of other candidates’ responses. • Video interviews • Using video conference technologies to evaluate job candidates’ technical abilities, energy level, appearance, and the like before incurring the costs of a face-to-face meeting.

39. Some errors in Interview Halo Effect Stereotyping Projection/ Similar to me Effect