Hrm & selection. chpt 11

SEWP ZC 241: SEWP ZC 241: PRINCIPLES OF PRINCIPLES OF MANAGEMENTMANAGEMENT

Human Resource Management & Selection

What is HRM???

PotentialEmployees

RetiredEmployees

Recruiting HiringEducation

Andtraining

TerminationBenefit

administration

ACTIVITIES OF HRM

DATA MANAGEMENT

EMPLOYEES

THE FIRM

Work force planning

Recruitingsubsystem

Work forcemanagement

Compensationsubsystem

Benefitsubsystem

EnvironmentalReporting

HRMdatabase

AccountingInformation

system

HumanResourcesResearchsubsystem

HumanResourcesIntelligence

system

Users

Input subsystems

Output subsystems

SUBSYSTEMS OF HRM

ENVIRONMENTAL

SOURCES

INTERNAL SOURCES

©Prentice Hall, 2001 Chapter 9 5

The Recruitment The Recruitment and Selection Processand Selection Process

PersonnelPlanning &

Job Analysis

Recruiting a Pool of

Candidates

Candidates Orientation& Training

Candidateis hired

CandidatesComplete

ApplicationForms

Use SelectionTools to Screen

Applicants

Interview FinalCandidates


Staffing Staffing the Organizationthe Organization


Job AnalysisJob Analysis

and Personneland Personnel

PlanningPlanning

JobJobSpecificationsSpecifications

Job Job DescriptionsDescriptions

Job AnalysisJob AnalysisQuestionnairesQuestionnaires


Employee RecruitingEmployee Recruiting

• Current employees

• Advertising

• Employment agencies

• Temporary help agencies

• Executive recruiters

• Referrals and walk-ins

• College recruiting

• Workforce diversity

EmployeeEmployeeSelectionSelection

ApplicationApplicationFormsFormsTestingTesting

InterviewingInterviewing

InterviewingGuidelines

Plan the Interview

Establish Rapport

Ask Questions

Close the Interview

Review

OtherOtherSelectionSelection

TechniquesTechniques

OtherOtherSelectionSelection

TechniquesTechniques

Background ChecksBackground ChecksBackground ChecksBackground Checks

Physical ExamsPhysical ExamsPhysical ExamsPhysical Exams

Reference ChecksReference ChecksReference ChecksReference Checks

Honesty TestingHonesty TestingHonesty TestingHonesty Testing

Information ServicesInformation ServicesInformation ServicesInformation Services

Preparing Employees to Preparing Employees to Do Their JobsDo Their Jobs

OrientationOrientation TrainingTraining

HR Topics

AppraisalsAppraisals BenefitsBenefits

CompensationCompensationGrievancesand Discipline

Grievancesand Discipline


• Equal Employment Laws

• Affirmative Action Programs

• Sexual Harassment

• Occupational Safety and Health

• Labor-Management Relations

• Other Employment Law Issues

Human Resources Legal Human Resources Legal FrameworkFramework

Human Resource Management (HRM) concerns with getting,

training, motivating and keeping competent employees

Human Resource Human Resource ManagementManagement

Overview: definition and significance

Common Factors to all management practicesCommon Factors to all management practices

EnvironmentalEnvironmentalFactorsFactors

Affecting HRMAffecting HRM

EnvironmentalEnvironmentalFactorsFactors

Affecting HRMAffecting HRM

Laws and government regulations

Laws and government regulations

Labor UnionsLabor Unions

Overview: environmental factors

The Legal The Legal Environment of HRMEnvironment of HRM

Affirmative ActionAffirmative Action

EmploymentEmployment TrainingTraining RetentionRetention

Overview: environmental factors

Human Resource Management ProcessHuman Resource Management Process

PlanningRecruitment

and DownsizingSelection Orientation

Training andDevelopment

PerformanceAppraisals

Safety andHealth

Compensation and Benefits

Competent High-Performing Workers

HRM process

Human ResourceHuman ResourcePlanningPlanning

Human ResourceHuman ResourcePlanningPlanning

Making a FutureMaking a FutureAssessmentAssessment

Making a FutureMaking a FutureAssessmentAssessment

Making a CurrentMaking a CurrentAssessmentAssessment

Making a CurrentMaking a CurrentAssessmentAssessment

Designing a FutureDesigning a FutureProgramProgram

Designing a FutureDesigning a FutureProgramProgram

HRM process: planning

Human Resource Human Resource

Inventory ReportInventory Report

Job Description

Job Analysis

Job Specification

TraditionalTraditionalRecruitingRecruitingSourcesSources

InternalInternalSearchesSearches

EmployeeEmployeeReferralsReferrals

EmployeeEmployeeLeasingLeasing

TempTempServicesServices

EmploymentEmploymentAgenciesAgencies

AdvertisementsAdvertisements

SchoolSchoolPlacementPlacement

HRM process: recruitment and downsizing

FiringFiringFiringFiring LayoffsLayoffsand Attritionand Attrition

LayoffsLayoffsand Attritionand Attrition

TransfersTransfersTransfersTransfers ReducedReducedWorkweeksWorkweeks

ReducedReducedWorkweeksWorkweeks

JobJobSharingSharing

JobJobSharingSharing

EarlyEarlyRetirementsRetirements

EarlyEarlyRetirementsRetirements

Downsizing OptionsDownsizing OptionsDownsizing OptionsDownsizing Options

HRM process: recruitment and downsizing

Fundamentals of Management: 6-23 Gao Junshan, UST Beijing

The proven

relationship between

a selection device and

some relevant criterion

Validity Reliability

The degree to which

a selection device

measurers the same

thing consistently

Property of Selection DevicesProperty of Selection Devices

HRM process: selection

Written TestsWritten TestsWritten TestsWritten Tests

PerformancePerformanceSimulationsSimulationsPerformancePerformanceSimulationsSimulations

InterviewsInterviewsInterviewsInterviews

SelectionSelectionDevicesDevices

SelectionSelectionDevicesDevices


The Effectiveness of InterviewsThe Effectiveness of Interviews

• Prior knowledge about an applicant

• Attitude of the interviewer

• The order of the interview

• Negative information

• The first five minutes

• The content of the interview

• The validity of the interview

• Structured versus unstructured interviews


Well-MatchedWell-MatchedApplicantsApplicants

Well-MatchedWell-MatchedApplicantsApplicants

RealisticRealisticExpectationsExpectations

RealisticRealisticExpectationsExpectations

IncreasedIncreasedCommitmentCommitment

IncreasedIncreasedCommitmentCommitment

RealisticRealisticJob PreviewsJob Previews

(RJP)(RJP)

RealisticRealisticJob PreviewsJob Previews

(RJP)(RJP)



Employee OrientationEmployee Orientation

Smooth Insider-Outsider Transition

Familiar with the job and its environment

Reduce initial anxiety

Smooth Insider-Outsider Transition

Familiar with the job and its environment

Reduce initial anxiety

HRM process: orientation

Employee TrainingEmployee Training

What deficiencies, if any, do jobholders have in terms of

skills, knowledge, or abilities required to exhibit

the essential and necessary job behaviors?

What behaviors are necessary for each

jobholder to complete his or her job duties?

What tasks must be

Completed to achieve

Organizational goals?

What are the Organization‘s

Strategic goals?

Is there a need for training?

HRM process: training and development

TrainingTrainingMethodsMethodsTrainingTrainingMethodsMethods

JobJobRotationRotation

JobJobRotationRotation

SimulationSimulationExercisesExercisesSimulationSimulationExercisesExercises

ClassroomClassroomLecturesLectures

ClassroomClassroomLecturesLectures

UnderstudyUnderstudyAssignmentsAssignmentsUnderstudyUnderstudy

AssignmentsAssignments

VestibuleVestibuleTrainingTraining

VestibuleVestibuleTrainingTraining

Films Films and Videosand Videos

Films Films and Videosand Videos

HRM process: training and development


Performance ManagementPerformance Management• Performance management system is a process of

– Establishing standards and– Evaluating performance

• The purpose of performance management is to – Arrive at objective human resource decisions and– Provide documentation to support any personnel actions

• Evaluation of the employees performance can be done by– Comparing against some set of performance standards– Comparing employees with one another– Measuring the work on the bases of preset objectives

HRM process: performance management


Performance Appraisal Methods Performance Appraisal Methods

CriticalCriticalIncidents Incidents

GraphicGraphicRating ScalesRating Scales

MultipersonMultiperson ComparisonComparison

WrittenWrittenEssayEssay

BARSBARS

360360ooMBOMBO


EmployeeEmployee

CounselingCounselingDisciplineDiscipline

ActionsActions

Performance Performance Problems on the JobProblems on the Job


DeterminingDetermining

BenefitsBenefitsDeterminingDetermining

Pay LevelsPay Levels

Administration of Administration of Employee Employee

CompensationCompensation

HRM process: compensation and benefits

Factors Influencing Pay LevelFactors Influencing Pay Level

• Knowledge, skills, abilities• Authority and responsibility• Nature of the business• The environment• Geographic location• Performance levels• Seniority of the employee• Compensation philosophy


Employee BenefitsEmployee Benefits

Social securitySocial security Unemployment Unemployment compensationcompensation

Life and disability insurance Paid time offPaid time off

Retirement programs Health insurance


WorkforceWorkforceDiversityDiversity

Sexual Sexual HarassmentHarassment

CurrentCurrentHRM IssuesHRM Issues

Current issues: Workforce diversity, sexual harassment

Family-FriendlyFamily-FriendlyBenefitsBenefits

Unions andUnions andManagementManagement


Current issues: Family-friendly benefits, union and management

WorkplaceWorkplaceViolenceViolence

Survivors ofSurvivors ofLayoffsLayoffs


Current issues: Workforce violence, survivors of layoffs

OutsourcingOutsourcing

Contingent Contingent WorkforceWorkforce


Current issues: Outsourcing and use of contingent workforce (See chap 2 p66)

HUMAN RESOURCES MANAGEMENT

• Set of Organizational activities directed at attracting, developing, and maintaining an effective workforce

• The process of acquiring, training, terminating, developing, and properly using the human resources in an organization

The HRM Process

1. Human Resource Planning: Forecasting Demand Supply and Job Analysis

2. Staffing the Organization: Recruitment, Selecting, and Orientation

3. Developing the Workforce: Training and Performance Appraisal

4. Compensation and Benefit: Wages and Salaries, Incentive and Benefit Program

Human Resource Planning

Job Analysis – determining the tasks, the skills, abilities and responsibilities needed to perform the job

• Job Description – a statement about a job’s duties

• Job Specification – A statement of the human qualification needed to perform a job


Forecasting the demand - estimating the personnel needs of organization

Forecasting the supply of labour:

• Internal Supply

• External Supply

Matching Demand with Supply

Recruiting

Recruitment – Steps taken to staff an organization with the best qualified people

Sources:

• Internal recruiting

• External recruiting from worker unions, university, employment agencies

Selection and Orientation

Selection – evaluating and choosing the candidates. Selection Process: application form, Tests, and Interview

Orientation – A procedure for providing new employees with basic background information about the firm

Training and Development

• Training – supplying the skills, knowledge, and attitudes needed by employees to improve their abilities to perform their job On-the Job Training Off-the Job Training

• Development – preparing someone for the new and greater challenges and more demanding job

Performance Appraisal

Performance Appraisal – appraising the employee’s performance in relation to job standards and then providing feedback to the employee

Methods:

• Subjective Performance appraisal – performance criteria and rating scale are not defined

• Objective Performance Appraisal – performance criteria and the method of measurement are specifically defined

SELECTION

WHAT IS HUMAN RESOURCE?

Have a nice weekend!

The Flow

• Definition

• Approaches and their Implications

• Functions

• Emerging Roles

• Challenges

• Strategic HR Management

• In a Nutshell

04/07/23 Free template from www.brainybetty.com 52

Definition

Human resource management is the function performed in an organization that

facilitates the most effective use of people(employees) to achieve

organizational and individual goals



Maintaining HR

Scientific management approach


Human relations approach


Why human relations approach Failed??


Human Resources Approach

• Organization goal & needs of employee are capable of existing in harmony

• Employees are asset for organization

• Organization should create contributive work environment to reap maximum benefit


Challenges Before HR Manager


Operative Functions

60

Employment

61


• Present and future manpower requirements

• Net human resource requirements

• Mould, change and develop employees to meet future organizational requirements

• Attract and acquire human resources from the market

62

Selection

63

Human Resource Development

64

Compensation

65

Emerging Role of Human Resource Management

It is the competence and attitude of the human resource that can make or break a business.


Value of Human Resources


Human resources- A competitive advantage


Human resource accounting



THE CHALLENGES



STRATEGIC HUMAN RESOURCE MANAGEMENT


IN A NUTSHELL



Business

Hrm & selection. chpt 11