Professional Documents
Culture Documents
Module 1
Championing HR programs that fulfill the agendas of the HR group and customer Having an HR vision that is actively shared by the entire group Being proactive, not reactive, group Being involved in the key business issue discussions Being seen as successfully creating a great place to work
The history of HRM can be characterized as moving through four broad phases, The craft system Scientific management The human relations approach The current organizational science-human resource approach
Human Relations Elton Mayo and Fritz Roethlisberger between 1924 and 1932 Western Electrics Hawthorne plant in Chicago Mayo saw that the significant variable was not physical but psychological The reason for the increase in productivity was the workers attributes towards their jobs Human relations movement Organizational Science The organizational science approach focuses more on the total organization and less on just the individual HRM as we currently know it, grew out of the organizational science trend
Building Individual and Organizational Performance Human resources are unique in their potential to grow and develop to meet new challenges Employee training and development may be implemented by formal or informal procedures Formal training can be coordinated and taught by HR or technical professionals at the organization Informal training occurs on the job and is administered by superiors and peers HR department may provide train-the trainer courses and coordinate on- the-job-training(OJT) opportunities Still other successful organizations are allowing autonomous teams of workers to manage themselves
Acquiring Human Resources Staffing activities include recruiting applicants, screening and selecting the most qualified candidates, and filling some positions through transfer or promotion More recently, organizational restructuring has become an additional staffing activity Rewarding Employees Performance appraisals are a crucial link in the HRM process The HRM role in performance appraisal is one of working with line managers to establish the appraisal process
Maintaining Human Resource The process of collective bargaining Importance to HR managers is selection out Helping those terminated with outplacement or assistance Case of employment-at-will Multinational Human Resource Management - HR programs should be closely linked to the needs and strategies of the organization HR systems both enable and motivate employees to carry out the organizations strategy Shifting to a strategic approach requires many kinds of change developing management skills, building linkages with top management
Module 2
Who Plans?
Line managers must be involved in the HR planning process
Judgmental Methods Make use of knowledgeable people to forecast the future Quantitative data but allow for intuition and expertise to be factored in as well Bottom-up, or unit, forecasting: estimated changes in workload and productivity in each of the next five years Top-down forecasting by experienced top managers and executives Simple Mathematical Methods The productivity ratio Direct-to indirect-labor staffing ratios Productivity and staffing ratios based on historical data may be modified judgmentally An elaboration of forecasting based on productivity ratio involves the use of learning curves
Skills Inventories A skill inventory is to keep track of employees experience, education, and special abilities.
cost predictions
transition rates
For instance, job A began the year with sixty-two incumbents. Fifteen percent of those incumbents(0.15*62=9) left the
When the unemployment rate is high and many people are out of
work, the labor market is described as loose, Conversely, a tight labor market occurs when unemployment is very low and employers have great difficulty in finding new workers
Labor Markets A labor market is the area from which an employer typically recruits to fill a position
Planning for Shortages Go to the external labor market for new employees Employers may have to create qualified workers where none existed before Increasing the pension formula Reward extra years of service more heavily Rehire retired employees Hiring new permanent employees would be unwise Employers could pay for overtime rather than hire additional employees Alternatively, employers may choose to subcontract some work Business process re-engineering
Planning for Surpluses When forecasts show that internal supply will exceed demand, employers must make plans to reduce supply Incentives for early retirement Medical or job performance problem Depending on the nature of the surplus Transfer or reassign employees to jobs in parts of the organization that are still experiencing demand Use the slack time to provide cross-training in related jobs Permit workers on partial layoff to collect unemployment compensation for the days they o not work Last resort is to lay off excess employees Responsible companies provide outplacement services to employees Reduction in force(RIF) Marginal performers or unskilled, easily replaceable employee should be released first
Managerial Succession Planning Regardless of expansion or contraction of the total work force in a organization, the need for good managers is critical and continuous Most successful programs, however, seem to include top managements involvement and commitment Formal assessment of the performance and potential of candidates, and written development plans for individual candidates Plans should center on especially important jobs and should identify correctly the skill requirements of those jobs Most managerial succession planning systems rely on committees of higher-level managers Development plans include formal training programs Replacement Chart
Top management candidates are not the only employees in need of career planning attention from the organization. Lower-level managers, professional, and nonexempt employees Career planning involves several steps The first is self-assessment by the employee The second step is gathering information about different job opportunities The third step is formulating career goals
Conclusion
They run the risk of having (1) Employees of insufficient skill or number to meet the organizations needs or (2) An excess of costly employees whose pay and benefits eat into profits Strategic human resource planning involves HR experts in
Two other job analysis terms are important: A job description is a written narrative describing the activities performed on a job A job specification outlines the specific skills, knowledge, abilities, and other physical and personal characteristics that are necessary to perform job
Job Analysis Procedures Narrative Job Description Engineering Approaches Structures Job Analysis Procedures Managerial Job Analysis Procedures Narrative Job Description Narrative descriptions are useful for recruiting and orientation, for creating realistic job previews, and for career planning Engineering Approaches Time and motion study This study analysis of time and motions, is often used to describe this category of job analysis procedures
Structures Job Analysis Procedures Critical Incidents Technique(CIT) for assembling lists of behaviors Functional Job Analysis(FJA) trained job analysts review written materials, observe workers performing the job Job analysts identify and describe the tasks performed on the job in a standardized written format Job analysts analyze each task using seven scales Worker-instruction scale Three scale concerning general educational development in reasoning, mathematics and language Job analysts write performance standards Job analysts identify the training needed by the employee to perform the job
Managerial Job Analysis Procedures Analysis of managerial and professional jobs Management Position Description Questionnaire(MPDQ) is to describe managers jobs Supervisory Task Description Questionnaire(STDQ) used to analyze the jobs of first-line supervisors Five-point importance scale Grouped into seven major categories 1)Working with subordinates 2)Organizing work 3)Work planning and scheduling 4)Maintaining efficient/quality production 5) Maintaining safe/clean work areas 6)Maintaining equipment and machinery 7) Compiling records and reports
Sources of Bias
The primary concern in collecting data about a job is that these data provide an accurate, up-to-date, and representative picture of work activities Sampling bias occurs because jobs are dynamic
Time-determined changes
Employee-determined changes Situation-determined changes
Analyzing Job Data Inter-rater reliability Should check to determine how well these sources agree on
Generic Job Analysis: Process on identifying generic personal characteristics such as flexibility, innovativeness and adaptability Definition of traditional job analysis is simply that if it is a process of containing information about jobs How jobs will change to meet the demands of a dynamic organizational competitive environment Job analysis methods should be used and developed so as to collect the type of information that will help organizations to hire more productive worker, effectively train those employees already in the organization, and define the parameters around which performance appraisal and remuneration will take place
A third aspect of recruitment philosophy concerns depth of commitment to seeking and hiring a diverse range of employees A fourth aspect of recruitment philosophy is whether applicants are viewed as commodities to be purchased or as customers to be wooed A fifth aspect of recruitment philosophy has ethical overtones, in terms of fairness and honesty in the recruitment process
Bureaucratic nightmare
Waiting times, eligibility lists, candidates current superior
Advantages of External Recruiting External sources can bring in new ideas and viewpoints Avoid ripple effect Cope with the demands of rapid growth Savings in training costs Hiring experienced workers Enunciate a new vision for the organization Disadvantages of External Recruiting External labor market is much larger and harder to reach Recruiting externally usually takes longer and costs more Too much external recruitment is discouraging to current employees
Countercyclical Hiring Attempt to hire many people in a boom year On a down cycle They also are firms that can afford to hire in downturns Alternatives to Traditional Recruiting Attract applicants by improving or changing the nature of inducements Focus of recruiting to labor pools Recruit from retirees, people with disabilities, disadvantaged urban residents, mothers with young children Temporary or contract workers Training costs are low
Historically, temporaries have been used primarily in jobs such as assembler, laborer, secretary, clerk, or truck driver. In todays work environment, however, they are available for a variety of other professions There is even a trend toward interim executives A nursing services firm employs many nurses and provides them to hospitals on a contract basis Yet another alternative to recruiting and hiring to staff a function within the organization is to hire an outside firm to perform the entire function By hiring out such functions as maintenance, security, and office service, the organization can achieve greater efficiency by having these activities performed by specialists. All of these options-temporaries, employee leasing, subcontracting- greatly reduce an organizations employment levels and thus its recruiting needs.
Internal Recruiting
Lower level jobs such as manual and clerical jobs are often
External Recruiting
A successful external recruiting effort requires careful planning and coordination
Informal Methods External recruiting methods are often grouped into two classes: informal and formal Informal recruiting methods tap a narrower labor market than formal methods. Informal methods include rehiring former employees or former cooperative education students and hiring from among those who apply without being solicited (such applicants are called walk-ins or gate hires). Another informal method is having present employees refer others or encourage their friends to apply (word-of mouth recruiting). Formal recruiting methods search the labor market more widely for candidates with no previous connection to the company
Formal Methods
Formal methods of external recruiting entail searching the labor market for candidates who have no previous connection to the firm The most common formal recruiting method is advertising
Innovative Recruiting Methods Include job fairs, TV or radio ads, direct mail, print-of-sale recruitment advertising
Employment hotlines
Common method is telerecruiting Companies claim that an electronic search of a good resume database is as effective as- and much less expensive Recruiting Targeted Groups We will further discuss directing recruiting methods to specific segments of the labor market, such as executives, new collage graduates, the disadvantaged, minorities, and older workers.
applicants.
Talent Scout Cards One organization in need of customer-oriented service staff gave its managers "talent scout" cards inviting, prospective
candidates to apply for jobs. Managers were asked to distribute the cards
to exceptionally friendly, helpful customer service, personnel they encountered while doing their own shopping.
Posters Displayed on community bulletin boards, parks, laundromats, banks, etc. Door Hangers Useful for recruiting in a specified geographical area. Radio Alone or to refer candidates to open houses or large newspaper ads. Billboards Fixed highway displays or electronic billboards with
varying messages.
Hotlines and 800 Numbers Telephone lines with either recorded job vacancy messages or live interviewers. Live lines are increasingly being made available on Sundays, when most newspaper ads appear and candidates have the time to follow up on openings.
Information Seminars On job hunting skills, or on topics specific to one's industry, such as new developments in artificial intelligence. The latter may attract qualified professionals who would be reluctant to attend an open house or job fair, where the recruiting purpose was more explicit. Welcome Wagon, Relocation Consultants, Realtors These organizations are aware of newcomers to the community. Increasingly, spouses of individuals transferred into the community are seeking work, and can be located through these sources. Referral Programs Employee referral systems are common, but now some firms are encouraging their customers and suppliers to refer candidates as well. Outplacement Firms and Local Layoffs Skilled employees who have lost their jobs through no fault of their own may be found by contacting outplacement firms and by monitoring the local paper for layoffs at other establishments in the community.
Campus Recruiting Short period of time and at a single location Both space and administrative support Disadvantages lack of experience Inflated expectations Difficulty of evaluating candidates who do not possess much relevant work history Campus recruiting university relations program Some wanting full-time employment, others seeking part-time work Ability to mentor younger workers
Evaluation of Recruitment
Evaluation measures on past recruiting efforts can help an organization to predict the time and budget needed to fill future openings Measures Used to Evaluate Recruiters Difficulty of the search assignment Number of positions the recruiters filled Number of applications the recruiter proceed Hires the applications produced Eventual job successes Measures Used to Evaluate Recruiting Sources Variety of sources or methods of recruiting have been used Number of applicants generated, yield ratios Performance of hires Differences in the Quality of Recruiting Sources
1. Toy World is opening a new super store in Seattle in six months. The store manager and half the supervisors will come from other Toy World stores in the northwestern region. All other employees will be new hires. A large number of stockroom workers and clerks are needed. 2. A major automobile manufacturer needs to hire 200 newly graduated engineers for entry-level positions. 3. A U.S.-based manufacturer of agricultural chemicals needs to appoint a regional manager to spearhead their entry into the Southeast Asian market. 4. A seventy-outlet women's clothing store chain needs to fill two middle management positions at its headquarters. The HR director realizes that all the current middle managers are white males. 5. The local 7-11 store needs two part-time clerks.