Strategic Human Resource Management Guide: Employee Selection & Development

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2. Chapter Human Resource Management: Finding and Keeping the Best Employees 11 11-2

3. Executives’ Toughest HRM Issues Source: Business2.com, June 12, 2001

4. Shortages Unskilled Workers Undereducated Workers Shift in Workforce Composition Laws & Regulations Single-Parent & Two-Income Families Attitudes Toward Work Continued Downsizing Overseas Labor Pools Customized Benefits Employees With New Concerns Decreased Loyalty HR Challenge

5. Prepare HR Inventory Prepare Job Analysis Description Specification 3)Assess Demand 4) Assess Supply 5) Establish Strategic Plan Determining HR Needs

6. Recruit Select Application Form Interview Test Investigate Examine Probation Train/Develop Orientation OJT Apprenticeship Off-The-Job Training Online Training Vestibule Training Job Simulation Hiring Process

7. How Workers Found Last Job Source: USA Today “Snapshots”

8. What Attracts Employeesto Specific Employers? % Employees That Agree

9. Interviewing Mistakes Source: USA Today “Snapshots”

10. What is your date of birth? Have you ever filed a worker’s comp. claim? Sometimes we will need the person we hire to work late hours. Will this cause problems with your childcare? What is your native language? What is your place of birth? Do you own a home? I see you use a walker. If we were to hire you, what accommodations would you require? What Not to Ask In Job Interviews

11. Why Companies Use Temporary Workers • Provide flexibility to meet demand fluctuations • Acquire specific expertise • Fill-in for absentee workers • Screen candidates for future employment • Control increasing benefit cost • Offset effects of downsizing

12. Training & Development • Assess Needs • Design Training • Evaluate Effectiveness

13. Training Methods • Orientation • On-The-Job • Apprenticeship • Off-The-Job • Online • Vestibule • Job Simulation

14. Management Development • On-The-Job Coaching • Understudy • Job Rotation • Off-The-Job Courses & Training • Network- Mentor • Diversity

15. Identify training needs Use as a promotion tool Recognize workers’ achievements Evaluate hiring process Judge effectiveness of orientation process Use as a basis for terminating workers Major Uses of Performance Appraisals

16. Establish Standards Communicate Standards Evaluate Performance Discuss Results Take Corrective Action Use Results to Make Decisions Performance Appraisal

17. Payroll Dollar Expense Source: CFO, March 2003

18. Old HR Approach Pay based on salary grades & hourly rates Bonuses tied to unit & company performance Benefits standard throughout organization. Mgmt. strategy modeled on best practices at high-performing companies. Career structures predetermined New HR Approach Pay based on achieving goals Bonuses tied to individual performance Benefits tailored to employee groups Strategy based on internal analysis of employees Career structures sculpted to individuals Comparing HR Approaches Source: BusinessWeek, December 16, 2002

19. What MakesEmployees Stay Source: BridgeGate, Irvine, CA & Market Facts Inc., Arlington Heights, IL

20. Compensation &Benefits Objectives • Attract • Incentive • Retain • Maintain • Security

21. Compensation Individual Team Fringe Benefits Job-Sharing Flextime Core Time Compressed Workweek Home-Based & Mobile Work Employee Retention

22. Incentives Offered to Retain Top Talent Survey of Executives That Offer: Source: USA Today “Snapshots”

23. Most Common Fringe Benefits Offered Source: INC 500 Almanac

24. Unusual Benefits Offered to Workers • Steelcase- 1,200 acre camping and recreational area • SYNOVUS- $50 bonus to take physical exam, $200 reward if vital signs are OK • Los Angeles Dodgers- free ice cream for staff if team is in first place • XEROX- Life Cycle Account or $1,000 to help employees with major thresholds (buying home, college)

25. Number of Hours Americans Work Per Week Source: USA Today

26. Employee Movement • Promotion/Reassignment • Termination • Retirement • Resignation

27. Civil Rights Act (1964) Age Discrimination Act (1967) Equal Employment Opportunity Act (1972) Affirmative Action Reverse Discrimination Civil Rights Act (1991) Americans with Disabilities Act (1990) Family Medical Leave Act (1993) HR & Legal Issues

28. Implementing EEOC Which statements are T/F? • It’s OK to ask any applicant whether he or she has an automobile. • It appropriate to ask applicants to attach photographs. • During interviews, it’s appropriate to ask an applicant his/her age. • It’s appropriate to ask if an applicant is a naturalized citizen. • It’s not appropriate to ask an applicant about post work experience.

29. Implementing EEOC (Cont’d)Which statements are T/F? • You may ask an applicant to indicate what foreign languages he/she can read, write or speak fluently. • It’s appropriate to ask an applicant if he/she has an arrest record. • It’s OK to ask whether the applicant is physically able to lift heavy weights. • It’s appropriate to ask women questions about childcare arrangements. • You have the right to ask an applicant for names of work-related and personal references.

30. What Makes a Company Truly Diverse? Source: USA Today, “Snapshots” (Based on a telephone survey of 1,022 Americans)