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Meeting Human ResourceRequirements
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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?
HRP and Strategic Planning
Human Resources
Planning
Strategic
Planning
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Strategic Planning
Procedures for making decisions about the
organizations 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.
Strategic Planning and HumanResources
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Staffing
Filling a firms open positions; also, the
personnel process that includes six steps: jobanalysis, personnel planning; recruiting,interviewing, testing and selection.
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Forecasting: A Critical Element of
Planning Forecasting involves:
a. forecasting the demand for labor
b. forecasting the supply of labor
c. balancing supply and demandconsiderations.
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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 strategicintent
Core Values The strong and enduring beliefs and principles that
the company uses as a foundation for its decisions
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Step Two: Environmental Scanning
Environmental Scanning The systematic monitoring of the major external forces
influencing the organization.
1. Economic factors: general and regional conditions
2. Competitive trends: new processes, services, andinnovations
3. Technological changes: robotics and office automation
4. Political and legislative issues: laws and administrativerulings
5. Social concerns: child care and educational priorities
6. Demographic trends: age, composition,and literacy
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Step Three: Internal Analysis
Composition
Culture Competencies
InternalAnalysis
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Job Analysis
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, andexperiences required to accomplish a job.
Job Description A document that identifies a particular job, provides a
brief job summary, and lists specific responsibilitiesand duties of the job.
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Job Requirements Job Specification
Statement of the needed knowledge, skills,
and abilities (KSAs) of thepersonwho isto perform the job
Job Description Statement of the tasks, duties, and
responsibilities (TDRs) of ajobto beperformed
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Performing Job Analysis
1. Select jobs to study
2. Determine information to collect: Tasks,
responsibilities, skill requirements3. Identify sources of data: Employees,
supervisors/managers
4. Methods of data collection: Interviews,
questionnaires, observation, diaries and records5. Evaluate and verify data collection: Other
employees, supervisors/managers
6. Write job analysis report
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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 licensingrequirements?
In what activities do you participate now? What are the jobs responsibilities and duties? What are the basic accountabilities or performance
standards of your work?
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What are your responsibilities?
What are the environmental and workingconditions involved?
What are the jobs physical demands? Itsemotional and mental demands?
What are the health and safety conditions?
Does the job expose you to any hazards orunusual working conditions?
Job Analysis Questions
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Job Analysis
Job Description
Statement containingitem such as
Job SpecificationA statement of humanqualifications necessaryto do a job
Job Title
LocationDutiesMachines, toolsMaterials and Forms usedSupervision given or received
Working ConditionsHazards
EducationExperienceTrainingJudgmentInitiativePhysical Efforts
ResponsibilitiesCommunicationSkillsEmotional
CharacteristicsSensor Demand
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Job Design
Job Design An outgrowth of job analysis that improves jobs through
technological and human considerations in order to enhanceorganization 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 orsatisfying.
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 skilland responsibility
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Job Characteristics
Job Characteristics Model(Hackman and Oldham)
Job design theory that purports that threepsychological states (experiencingmeaningfulness of the work performed,responsibility for work outcomes, and
knowledge of the results of the workperformed) of a jobholder result inimproved work performance, internalmotivation, and lower absenteeism and
turnover.
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Job Characteristics (contd)
1. Skill variety: The degree to which a job entails a variety of
different activities, which demand the use of a number ofdifferent skills and talents by the jobholder
2. Task identity: The degree to which the job requirescompletion of a whole and identifiable piece of work, that is,doing a job from beginning to end with a visible outcome
3. Task significance: The degree to which the job has asubstantial impact on the lives or work of other people, whetherin the immediate organization or in the external environment
4. Autonomy: The degree to which the job provides substantial
freedom, independence, and discretion to the individual inscheduling the work and in determining the procedures to beused in carrying it out
5. Feedback: The degree to which carrying out the work activitiesrequired by the job results in the individual being given direct
and clear information about the effectiveness of his or her
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Job Characteristics Model
JobCharacteristics
Skill variety
Task identity
Tasksignificance
Autonomy
Feedback
PsychologicalStates
Meaningfulne
ss of theworkperformed
Responsibility for work
outcomes Knowledge of
the results ofthe workperformed.
JobOutcomes
Improvedwork
performance Increased
Internalmotivation
Lower
absenteeismand turnover
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Employee Empowerment
Employee Empowerment
Granting employees power to initiate change,thereby encouraging them to take charge of whatthey do
Organizational conditions favoring empowerment: Participation and autonomy
Innovation and acceptance of risk-taking
Access to information
Accountability for results
Cultural openness to change
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Recruitment
It is the process of finding and attractingcapable applicants for the employment. The
process begins when new recruits are soughtand ends when their applicants aresubmitted. The result is a pool of applicantsfrom which new employees are selected.
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Steps in the Recruitment andSelection Process
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Outside Sources of Recruitment
Advertisements
Unsolicited applications
and resumes Internet recruiting
Employee referrals
Executive search firms
Educational institutions
Professionalassociations
Labor unions
Public employment
agencies Private employment
agencies
Temporary help
agencies
Employee leasing
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Internal Source
IJP
Transfer
Promotion
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IJP
Job posting publicizes an open job toemployees (often by literally posting it
on bulletin boards and intranets) andlisting its attributes, like qualifications,supervisor, working schedule, and pay
rate.
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Employee referral Form
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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 thereason for leaving)
1. Please describe the type of work for which the candidate was responsible.
2. How would you describe the applicants 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?
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External RecruitmentConsiderations
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)
H
NCRBAFAC
H
SC
SC = source costAC = 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
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Matching People and Jobs
Selection
The process of choosing individuals who have relevantqualifications 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 ofthe organization.
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Steps in the Selection Process
Steps may vary. An applicantmay be rejected after anystep in the process.Completionof application
Initial interview inHR department
Employment testing(aptitude, achievement)
Background investigation
Preliminary selection inHR department
Supervisor/team interview
Medical exam/drug test
Hiring decision
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The Selection Process
Obtaining Reliable and ValidInformation
Reliability The degree to which interviews, tests, and
other selection procedures yield comparabledata over time and alternative measures.
Validity
Degree to which a test or selection proceduremeasures a persons attributes.
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Employment Test
An objective and standardized measureof a sample of behavior that is used to
gauge a persons knowledge, skills,abilities, and other characteristics(KSAOs) in relation to other individuals.
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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
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Conducting EffectiveInterviews
Plan the interview
Structure the interview
Establish rapport
Ask effective questions
Close the interview
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Guidelines for Interviewees
Prepare
Make a good first impression
Uncover the interviewers needs
Relate your answers to the interviewersneeds
Think before answering
Watch your nonverbal behavior
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Interviewing Methods
Nondirective Interview
The applicant determines the course of the discussion, whilethe interviewer refrains from influencing the applicants
remarks. Structured Interview
An interview in which a set of standardized questions havingan established set of answers is used.
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Interviewing Methods (contd) Situational Interview
An interview in which an applicant is given ahypothetical incident and asked how he or she
would respond to it. Behavioral Description Interview (BDI)
An interview in which an applicant is askedquestions about what he or she actually did in a
given situation. Panel Interview
An interview in which a board of interviewersquestions and observes a single candidate.
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Interviewing Methods (contd) Computer Interview
Using a computer program that requirescandidates 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 othercandidates responses.
Video interviews Using video conference technologies to evaluatejob candidates technical abilities, energy level,appearance, and the like before incurring the
costs of a face-to-face meeting.
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Some errors in Interview
Halo Effect
StereotypingProjection/ Similar to me Effect
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