Human Resource Management

1. Human Resource Management Chapter Twelve

2. High Performance Work Practices • Lead to both high individual and high organizational performance. • Improving the knowledge, skills, and abilities of an organization’s employees. • Increasing employee motivation. • Reducing loafing on the job. • Enhancing the retention of quality employees while encouraging low performers to leave.

3. Self-directed work teams Job rotation High levels of skills training Problem-solving groups Encouragement of innovative and creative behavior Extensive employee involvement and training Implementation of employee suggestions Contingent pay based on performance Coaching/mentoring Info sharing Use of employee attitude surveys Comprehensive employee recruitment and selection procedures Examples of High Performance Work Practices

4. Human Resource Management Process • Activities necessary for staffing the organization and sustaining high employee performance.

5. Human Resource Management Process External Environment Recruitment Selection Competent Employees Human Resource Planning Decruitment Adapted, competent employees with current skills and knowledge Orientation Training Career Development High performing employees over the long term Performance Management Compensation and Benefits External Environment

6. External Environment • Labor unions—an organization that represents workers and seeks to protect their interests through collective bargaining • Government laws and regulations • Unemployment rate

7. Human Resource Planning • Assessing current human resources • Assessing future human resource needs • Developing a program to meet those future needs

8. Assessing Current Human Resources • Human resource inventory • Name, education, training, prior employment, languages spoken, special capabilities, and specialized skills • Job analysis—defines jobs and behaviors necessary to perform them • Direct observation, filming, interviewing employees and managers, questionnaires • Job description—what a jobholder does, how it is done, and why it is done • Job specification—minimum qualifications

9. Meeting Future Human Resource Needs • Future human resource needs are determined by an organization’s mission, goals, and strategies • Estimate HR shortages and overstaffing issues (number, type)

10. Recruitment and Decruitment

11. Recruitment • Process of locating, identifying, and attracting capable applicants

12. Sources of Potential Job Candidates

13. Decruitment • Techniques for reducing the labor supply within an organization

14. Decruitment Options

15. Selection

16. Selection Process • Screening job applicants to ensure that the most appropriate candidates are hired • Reject errors—rejecting candidates who would have performed well on the job • Cost of ongoing screening, charges of discrimination • Accept errors—accepting candidates who ultimately perform poorly • Costs of training the employee, profits lost, severance, subsequent recruiting and screening

17. Types of Selection Devices • Application forms • Written tests—aptitude, intelligence, ability, personality, and Emotional Intelligence • Performance-simulation tests • Work sampling—do the job • Assessment centers—simulate real problems candidates would encounter • Interviews • Background investigations • Physical examinations

18. Suggestions for Interviewing • Structure a fixed set of questions for all applicants • Have detailed info about the job • Ask questions that require applicants to give details of actual job behaviors • Take notes during the interview • Role play in mock scenarios

19. Human Resource Management Process External Environment Recruitment Selection Competent Employees Human Resource Planning Decruitment Adapted, competent employees with current skills and knowledge Orientation Training Career Development High performing employees over the long term Performance Management Compensation and Benefits External Environment

20. Microsoft Interview Questions • “Tell me about your most intellectually challenging and difficult problem. Why was it difficult? How did you work through it? How did it work out?” • “Tell me about one of the most high potential people you have had the opportunity to work with. What did you do to support that person’s development?” • “Tell me about a time that you had to discipline an employee. What was your approach to the conversation? What was your strategy? What was the outcome?”

21. Orientation

22. Orientation • Introduction of a new employee to his or her job, the organization, and the culture • May be formal or informal • Example of intense orientation—Trilogy’s Trilogy University

23. Work Unit Orientation • Familiarizes the employee with the goals of the work unit, clarifies how his/her job contributes to the work unit, and includes an introduction to coworkers

24. Organization Orientation • Informs the new employee about the organization’s objectives, history, philosophy, procedures, and rules.

25. Employee Training

26. Types of Training

27. Employee Training Methods • Traditional Training Methods • On-the-job • Job rotation • Mentoring and coaching • Experiential exercises • Workbooks and manuals • Technology-based Training Methods • CD-ROM, DVD, videotape • Videoconference • E-learning

28. Employee Performance Management

29. Performance Management System • A process of establishing performance standards and evaluating performance in order to arrive at objective human resource decisions as well as to provide documentation to support those decisions.

30. Performance Appraisal Methods

31. Compensation and Benefits

32. Employee tenure and performance Kind of job performed Management philosophy Unionization Industry Company size Geographical location Company profitability Factors that Influence Compensation and Benefits

33. Skill-based Pay • A pay system that rewards employees for the job skills they can demonstrate.

34. Current Issues in Human Resource Management

35. Managing Downsizing • Open and honest communication • Inform people being let go as soon as possible • Inform survivors about the company’s new goals, impact on their jobs, and future plans • Severance pay and benefits • Job search assistance • Support for survivors

36. Managing Workforce Diversity • Recruitment • Widen recruitment net to include non-traditional sources such as women’s job networks, over-50 clubs, and ethnic newspapers. • Selection • Make sure selection process does not discriminate. • Make sure applicants are comfortable with the organization’s culture. • Orientation and Training • Mentoring programs; required diversity training