Download pdf - 11 HR Management

9/1/2012

1

© IES Business Consultants 1

HR Management

© IES Business Consultants

Attracting a quality workforce

• Human resource planning, recruitment, and selection

Developing a quality workforce

• Employee orientation, training and development, and

performance appraisal.

Maintaining a quality workforce

• Career development, work-life balance, compensation

and benefits, employee retention and turnover, and

labor-management relations.

HRM Responsibilities

2

9/1/2012

2


Steps in the HR Planning Process

3


� The foundation of HR planning is job analysis.

– The orderly study of job facts to determine just what is done, when,

where, how, why, and by whom in existing or potential new jobs.

� Job analysis provides information for developing:

– Job descriptions

– Job specifications

How to attract a Quality Workforce

4

9/1/2012

3


� Recruitment

– Steps in the recruitment process:

• Advertisement of a job vacancy.

• Preliminary contact with potential job candidates.

• Initial screening to create a pool of qualified applicants.


5


– External recruitment — candidates from outside the hiring organization.

– Internal recruitment — candidates from within the organization.

– Traditional recruitment — candidates receive information only on most positive organizational features.

Recruitment Methods

6

9/1/2012

4


� Six Steps for Selection :

1. Completion of a formal application form.

2. Interviewing.

3. Testing.

4. Reference checks.

5. Physical examination.

6. Final analysis and decision to hire or reject.

Selection Process . . .

7


Selection Process . . . Reasons for Rejection

8

9/1/2012

5


1. If they are counting the bricks, put them in accounting.

2. If they are recounting them, put them in auditing.

3. If they messed up the place with the bricks, put them in engineering.

4. If they are arranging the bricks in a strange order, put them in planning.

5. If they are throwing the bricks at each other, put them in operations.

6. If they are sleeping, put them in security.

7. If they have broken the bricks into pieces, put them in IT.

8. If they are sitting idle, put them in HR.

9. If they say they have tried different combinations, yet not a brick has

been moved, put them in sales.

10. If they have already left for the day, put them in marketing.

11. If they are staring out of the window, put them on strategic planning.

12. And then last but not least, if they are talking to each other and not a

single brick has been moved … Congratulate them and put them in top management

9

How to recruit the Right Person


� Step 1—Application Forms

– Declares individual to be a job candidate.

– Documents applicant’s personal history and qualifications.

– Personal résumés may be included.

Applicants lacking appropriate credentials are rejected at this step.


10

9/1/2012

6


� Step 2—Interviews

– Exchange of information between job candidate and key members of

the organization.

– Opportunity for job candidate and organizational members to learn

more about each other.


11


� Step 3 — Employment Tests

– Common types of employment tests:

• Intelligence

• Aptitude

• Personality (Psychometric Assessment)

• Interests


12

9/1/2012

7


Be prepared ahead of time.

Take the call in private.

Dress professionally.

Practice your interview voice.

Have reference materials handy.

Have a list of questions ready.

Ask what happens next.

How to succeed in a telephone interview

13


� Step 4 — Reference and Background Checks

– Inquiries to previous employers, academic advisors, coworkers ...

– Can enhance candidate’s credibility.


14

9/1/2012

8


� Step 5 — Physical Examinations

– Ensure applicant’s physical capability to fulfill job requirements.

– Basis for enrolling applicant in life, health, and disability insurance

programs.

– Drug testing is done at this step.


15


� Step 6 — Final Decision to Hire or Reject

– Best selection decisions will involve extensive consultation

among multiple parties.

– Selection decision should focus on all aspects of the

candidate’s capacity to perform the designated job.


16

9/1/2012

9


Socialization Model


� Socialization

– Process of influencing the expectations, behavior, and attitudes of a new employee in a way considered desirable by the organization.

� Orientation

– Set of activities designed to familiarize new employees with their jobs, coworkers, and key aspects of the organization.

Socialization

18

9/1/2012

10


� On-the-job training

– Job rotation

– Coaching

– Mentoring

– Modeling

� Off-the-job training

– Management development

Training

19


Performance Appraisal

20

Performance (Appraisal) SystemDivision / Dpt. Job Title:

Name of employee:

Functions to be appraisedPersnl

Apprsl

Target

%

Suprvsr

Apprsl

Actual

Apprsl

%

Total % Recommendations for employee's developmentOverall

appraisal

Tech

Ap

pra

isa

l Essential Tasks 90% 100% 80% 80%

77%

76%

Secondary Tasks 70% 100% 90% 90%

Areas of responsibilities 80% 100% 70% 70%

Performance expectations 85% 100% 60% 60%

Key Performance Indicators (KPI) 90% 100% 85% 85%

Ad

min

Ap

pra

isa

l

Team working 75% 10% 85% 9%

74%

Communication 50% 10% 70% 7%

Client focus 90% 5% 90% 5%

Problem solving Decision making 85% 30% 85% 26%

Open thinking & Learning 90% 5% 90% 5%

Managing Time & Pressure 50% 5% 50% 3%

Coaching & Developing others 90% 10% 0% 0%

Leadership 50% 10% 100% 10%

Health, Safety & Environment 100% 5% 50% 3%

Initiative 85% 10% 90% 9%

100%

9/1/2012

11


Behavioral Rating for Performance Appraisal

21


• Immediate Superior.

• Peers or co-workers.

• Self-evaluation.

• Immediate subordinates.

• The 360-Degree Evaluations

22

Who should do the Evaluation?

9/1/2012

12


The 360 degree Evaluation


COPYRIGHT

Copyright 2012 © Dr Hesham Sadek. All rights reserved. Reproduction or translation of

this work beyond that named in Section 117 of the United States Copyright Act without the

express written permission of the copyright owner is unlawful. Requests for further

information should be addressed to Dr Hesham Sadek.

24