Human Resource Management

1. Human Resource Management Instructor: Prof. GU Qinxuan Antai College of Economics & Management Shanghai Jiao Tong University

2. 1. Overview • Main modules of HRM • Definition & characteristics of HRM • HR Managers & The Responsibilities • HR Professional Competencies • HRM, Competitive Advantage & Strategy

3. What to be learned ? Labor Relations Job Analysis Safety & Health HR Planning Compensation Management Planning Security Maintenance Training & Development Acquirement & Deployment Recruitment Performance Management Orientation & Training Selection Career Development Deployment HRM

4. Definition of Human Resource Management (HRM) It’s not only a new system, but also a new way of thinking to acquire, develop, operate and motivate and get the promise of company’s major resources-- those who are in and work for the company.

5. Attracting Retaining Motivating Developing Characteristics of HRM , Compared to Personnel Management, • Strategic • Decisive • Systematic

6. People who perform HRM activities How to divide the work of the two kinds of managers? • Line Managers • HR Professionals Discussion?

7. Line Managers • perform job interview • perform employee orientation, coaching and on-job training • perform performance appraisal • provide suggestions on pay • perform disciplinary programs • perform accident survey • Handle complains and discontent

8. HRM Professionals • set up HRM procedures/processes • develop / select HRM policies/systems • inspect / appraise HRM practices • support / assist line managers

9. What competencies do HRM professionals need?

10. Honesty Ability of Change Management Ability of Culture Management HRM Business Knowledge HRM Professional Competencies Which one is more important?

11. HRM & Competitive Advantage What is competitive advantage? Cost Leadership Differentiation HRM & Sustainable Competitive Advantage

12. HRM & Business Strategy Enterprise What kind of enterprise is it? Where shall we go? What are our strengths, weaknesses, opportunities and threats? What are the main strategic problems facing the enterprise? What is the critical factor of achieving the goal? Human Resource What kind of talents do we need? What type of structure do we need to achieve the goal? To what extent, do these strengths, weaknesses, opportunities and threats relate to the competencies and qualifications of the personnel? To what extent, do these problems impact HRM and the structure of enterprise? To what extent, are employees’ qualification, motivation，commitment and attitude helpful or harmful to the success of enterprise?

13. 2. Job Analysis (JA) • Importance of job analysis • Concept of job analysis and relevant terms • Methods of job analysis • Job descriptions and how to write it • Trends of job analysis

14. Recruitment Organization development Why is JA so important? Performance appraisal /Payment Job Analysis HR Planning, training and development Job evaluation and rating Equal Employment ， Employees and Labor Relations ， Safety and Health

15. What is JA? The process of collecting and analyzing information about job in a systematical way. Indentify, clarify and describe tasks, responsibilities, duties, qualifications and requirements of job. Literally identify and clarify the requirement of the job holder.

16. Terms related to Job Analysis Job Position Task Job Analysis Job Specification Job Description

17. What does JA do: 6W2H • WHO: who is the job holder and the qualification • WHAT: what to be done, what responsibilities to take • WHOM: do itfor whom, internal & external customers, supervisors & subordinates, co-workers • WHY: why to do it, incentives and meanings • WHEN: time of work • WHERE: workplace and context • HOW: how to do the work, procedures and norms • HOW MUCH: rewards for this job

18. The Process of Job Analysis Sources of Data Relevant employees Relevant internal documents Industrial benchmark Relevant external people…… Job Information The purpose of the job Tasks Responsibilities and duties Relationships Procedures Performance standards Authorities & obligations Context Knowledge, skills, experience, personalities required Job Description Job summary Duties and tasks KPI Organization Structure Chart Knowledge, skills, experience, personalities required HR Functions Methods of Data Collecting Interview Questionnaire Observation Diary Critical Incident Method based on competency analysis Functional job analysis Organizational Management

19. Popular Methods of JA • Interview • Questionnaire • Diary • Critical Incident

20. Interview method & outline Preparation Interviewer training Conduct interview Information cleaning and identification Interview: Procedures

21. Management Position Description Questionnaire(main factors) • Decision making • Planning and organizing • Administration • Control • Inspect • Counseling and innovation • Contact • Coordinate • Representability • Monitoring business index • Organization structurechart • Knowledge/skill/ability Questionnaire • Position Analysis Questionnaire • (6 factors;187 items) • Information input • Mental processes • Work output • Interpersonal Relationships • Job context • Other job characteristics

22. Working diaries • Position？ • Diary writer？ • Contents of diaries？

23. Observable behavior Specific aim Result of behavior + - How to identify critical incident? Critical Incident Method

24. How to descript? • Job title and other code • Mission • Tasks • Involving tasks in the function • Job specification (person, match of person and job/organization) How to write job description?

25. Job Title Job Code Post Job Grade Incumbent Name Term of Labor Contract Department Job Description • Job title and other code Job Title: Product Engineering Job Code: G023 Headcount: 2 Job Grade: Ⅱ Department: Marketing Supervisor: Marketing Manager

26. Description of Mission A HR Manager: responsible for HRM, provide effective HR support and service An Asset Business Manager of Bank: According to the goal of corporate assets business, develop new product and improve existing product, support and participate in product selling, advance competitiveness of product to promote selling.

27. Description of Task • The verbal to describe the task should be specific • Each task has one action and one object • If possible, use quantitative word • Use the words familiar to incumbent Counsel Answer Appoint Order Direct Appraisal Arbitrage Distribute Assist Participate Etc.

28. Include tasks in the description of function • Description of substantial activity • Description of contact • Description of context • Description of work output

29. Job Specification Explicit Factors Knowledge Skill Ability Experience Implicit Factors Attitude Value Motivation Other personal characteristics

30. The new trend of job analysis Intra-Role Job--------Performance Extra-Role Job--------OCB Others

31. Case of Job Analysis Discussion and Analysis

32. 3. HR Planning • Concept and Meaning of HR Planning • Process of HR Planning • Forecast of HR Demand • Forecast of HR Supply • Equilibrium of HR Demand & Supply

33. What is HR Planning? It’s the process to forecast tasks and environmental requirements of organization, and staffing to achieve the tasks and meet the requirements.

34. Why HR planning? • To facilitate enterprise to adapt to internal and external changes. • To lay a solid foundation of using and developing employees.

35. Process of HR Planning Identify Enterprise Mission & Goal HR Supply Analysis HR Demand Analysis Implement practice Control and appraise

36. HR Planning Planning of structure Quantitative Planning Qualitative Planning

37. HR Demand Forecast *Forecast of quantity * Forecast of quality *Forecast of Structure Age Education Major Skill Gender ---

38. Methods of quantitative forecast • Expert forecasting method • Workload forecasting method • Regression forecasting method

39. Total number of employee left this month (year) ╳100 Total number of employee this month (year) Demand forecast Turnover Rate

40. Workday of absence of a period  100 Average number of employees  workday Demand forecast Absenteeism Rate

41. Demand forecast • Competency: A combination of techniques, knowledge, values, self-image, motives and so on which can distinguish high performance from average performance. • Observable and measurable • Behavior characteristics can be improved and developed • Base on current and future business need • Key factors driving high performance

42. Iceberg Competency Model Knowledge: The total information individual has of a specific area Skill: The way and approach individual use his knowledge Social Role: The image individual gives in society Self-image: Individual image positioning Personality: Temper or temperament leading to behavior Motivation: Need or thought driving the continuous behavior

43. Skill Self-image Personality/ Motivation Social Role Knowledge Onion Competency Model

44. Emotional Quotient (EQ) Knowledge Skill Social Role: Self-image EQ Personality Motivation

45. Internal flow and transfer of personnel High-level decision-making Import from outside Export / Retire Promotion Promotion Leave/Exit Exit 招工 招工 Management Technician Operation Staff (Energy not-required) Operation Staff (Energy required)

46. HR Supply Forecast Markov analysis P11 P12…….P1k P21 P22……. P2k P= (N1 N2N3) .… … ... Pk1 Pk2 ……Pkk

47. HR Supply Forecast-Succession planning of Manager A, promotable now B, needing development C,Not fitted to position 1.superior performance 2.Above average performance 3. Acceptable performance 4. Poor performance 经理 Succession planning 张力 A/2 经理助理 洪峰 A/2 卫戍 B/3

48. Human Resources Planning Model • Forecast Supply • Internal Staffing tables Markov analysis Skills inventory (Management inventory Replacement charts Succession planning • External Demographic changes Education Labor mobility Unemployment rate • Forecast Demand Considerations • Product/service demand • Economics • Technology • Financial resources • Absenteeism/turnover • Organizational growth • Management philosophy Balance Demand and Supply Shortage (Recruitment, overtime, redesign work, outsourcing, contingent workers) (Full time，Part time，Recalls) Surplus (restricted hiring, termination, degrade, retirement, temporary layoff、downsizing)

49. 4. HR Obtaining • Process of Recruitment • Recruiting Channels and Their Features • Methods of Job Interview • Methods of Knowledge/Skill Tests • Methods of mental tests • Effectiveness of Selection

50. Factors need to be considered in selecting Position requirement? HR strategy? Corporate culture?