Department of Business Management Human Resource Management
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Transcript of Department of Business Management Human Resource Management
2.
Human Resource Management
1. Introduction to Human Resource Management2. Strategic Human Resource Management3. Personnel Planning and Recruiting - Job Analysis,
Descriptions and Specifications4. Employee / Employer Selection and Interviewing
Process5. Training and Developing Employees6. Performance Management and Appraisal 7. Coaching, Careers and Talent Management8. Compensation planning9. Financial Incentives and Employee Benefits10.Ethics, Culture, Organizational Change and Fair
Treatment in HR Management11.Equal Opportunity and Diversity, Labor Relations,
Employee Safety and Health12.Managing Human Resources in Global and SME
companiesHuman Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]
3.
Job Analysis, Description and Specification
• determining in detail what the job entails
• what kind of people the firm should hire for the job
Human Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]
4.
The Basic Terms
Job AnalysisThe procedure for determining the duties, skills and competencies requirements of a job and the kind of person who should be hired for it.
Job DescriptionA list of a job’s duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities—one product of a job analysis.
Job SpecificationA list of a job’s “human requirements,” that is, the requisite education, knowledge, skills, previos experiences and personal competencies —another product of a job analysis.
Human Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]
5.
Job Analysis - Types of Information
Human Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]
Work activities
Human behaviors
Human requirements
Job context
Machines, tools,
equipment, and work aids
Performance standards
Information Collected Via Job Analysis
6.
Job Analysis - Uses of Information
Human Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]
Recruitmentand selection
CompensationLegal
compliance
Discovering unassigned
duties
Performance appraisal
Training
Job Analysis - Uses of
Information
7.
Job Analysis – Collecting Information
How to collect information on a job’s duties:
• Interviews,
• questionnaires,
• observations,
• employee diaries/logs
Human Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]
8.
Job Description
Human Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]
Jobidentification
Jobsummary
Responsibilities and duties
Authority of the incumbent
Standards of performance
Working conditions
Jobspecifications
Sections of a Typical Job Description
9.
Job Description
Job IdentificationJob title
Department
Preparation date
Preparer
Job SummaryGeneral nature of the job
Major functions/activities
Relationships Reports to:
Supervises:
Works with:
Outside the company:
Human Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]
Responsibilities and DutiesMajor responsibilities and duties (essential functions)
Decision-making authority
Direct supervision
Budgetary limitations
Standards of Performance and Working Conditions
What it takes to do the job successfully
10.
Job Specification
• “What competencies and experience are required to do this job effectively?” • what kind of person to recruit and for what qualities you should test that person• a section of the job description, or a separate document• Job specification for experienced employee focus on traits like length of previous service, quality of relevant training, previous job performance and personal competences.
• Job specification for unexperienced employee focus on most relevant training and experiences, and personal competencies.
Human Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]
11.
Job Specification
Human Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]
Job specifications
for trained versus
untrained personnel
Job specifications
based on statistical analysis
“What human traits and experience are required to do this
job well?”
Job specifications
based on judgment
12.
The Recruitment Process
1. Decide what positions to fill through personnel planning and forecasting.
2. Build a candidate pool by recruiting internal or external candidates.
3. Have candidates CVs, application forms and undergo initial screening interviews.
4. Use selection tools to identify viable candidates.
5. Decide who to make an offer to
6. Manage overall process for both sides
Human Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]
14.
Recruitment planning - strategic plans
Human Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]
15.
Planning and Forecasting
Employment or Personnel Planning
The process of deciding what positions the firm will have to fill, and how to fill them.
Succession Planning
The process of deciding how to fill the company’s most important executive jobs.
What to Forecast?
Overall personnel needs
The supply of inside candidates – promotion from within = internal recruiting
The supply of outside candidates = recruiting
Human Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]
16.
Internal Candidates
• Individual development – skills, experiences, competencies
• Individual career management – based on company and individual employee needs
Human Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]
Posting open job positions
Assesment / Development
centers
Hiring/Promoting-from-Within Tasks
Succession / career
planning
17.
Internal Candidates
Human Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]
Advantages Disadvantages
• Evidence of candidates’ strengths and weaknesses
• More accurate view of candidate’s skills
• Candidates have a stronger commitment to the company
• Increases employee morale
• Less initial training and orientation required
• Failed applicants become discontented
• Time wasted interviewing inside candidates who will not be considered
• Inbreeding strengthens tendency to maintain the status quo
Depending on Overall Organization Quality (people and processes)
18.
The Matter of Privacy and Confidentiality
Ensuring the Security of HR Information
Legal Considerations
Company culture
Human Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]
19.
Forecasting Outside Candidate Supply
Factors In Supply of Outside Candidates
General economic conditions
Expected unemployment rate
Specific jobs/positions market situation
Human Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]
20.
Effective Recruiting
Human Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]
Effectiveness of chosen
recruiting methods
Effects of nonrecruitment
issues and policies
Recruiting Challenges
Legal requirements
associated with employment
laws
21.
Effective Recruiting
External Factors Affecting Recruiting
Supply of candidates
Outsourcing of jobs
Fewer “qualified” candidates
Other Factors Affecting Recruiting Success
Consistency of recruitment with strategic goals
Types of jobs recruited and recruiting methods
Nonrecruitment HR issues and policies
Successful prescreening of applicants
Public image of the firm
Employment lawsHuman Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]
22.
Effective Recruiting Process Ratios
Human Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]
16% ● ● ● ● ● ●
75% ● ● ● ●
67% ● ● ●
50% ● ●
●
1
2
3
4
5
Advertising
Recruiting via the Internet
Employment Agencies
Temp Agencies and Alternative Staffing
Offshoring/Outsourcing
6
7
8
9
Database Recruiting
Executive Search
College Recruiting
Referrals and Walk-ins
Locating Outside Candidates
External Sources of Candidates
Human Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]
23.
24.
Recruiting via the Internet
Advantages
Cost-effective way to publicize job openings
More applicants attracted over a longer period
Immediate applicant responses
Online prescreening of applicants
Links to other job search sites
Automation of applicant tracking and evaluation
Disadvantages
Exclusion of older and minority workers
Unqualified applicants overload the system
Personal information privacy concerns of applicantsHuman Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]
25.
Advertising for Outside Candidates
The Media Choice
Selection of the best medium depends on the positions for which the firm is recruiting.
Newspapers: local and specific labor markets
Trade and professional journals: specialized employees
Internet job sites: global labor markets
Constructing (Writing) Effective Ads
Create attention, interest, desire, and action (AIDA).
Create a positive impression (image) of the firm
Human Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]
26.
Agencies
Human Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]
Public agencies
Private agencies
Types of Employment
Agencies
Nonprofit agencies
27.
Why Use a Private Employment Agency?
No HR department: firm lacks recruiting and screening capabilities to attract a pool of qualified applicants.
To fill a particular opening quickly.
To attract more minority or specific applicants.
To reach currently employed individuals who are more comfortable dealing with agencies than competing companies.
To reduce internal time devoted to recruiting
When it makes the business sense
Human Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]
28.
Avoiding Misunderstandings with Agencies
Give agency an accurate and complete job description.
Make sure tests, application blanks, and interviews are part of the agency’s selection process.
Review candidates accepted or rejected by your firm or the agency for effectiveness and fairness of agency’s screening process.
Screen agency for effectiveness in filling positions.
Supplement the agency’s reference checking by checking the final candidate’s references yourself
Be open and cooperative
Human Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]
29.
Specialized Staffing and Recruiting
Alternative Staffing
In-house contingent (casual, seasonal, or temporary) workers employed by the company, but on an explicit short-term basis.
Contract technical employees supplied for long-term projects under contract from outside technical services firms.
On-Demand Recruiting Services (ODRS)
Provide short-term specialized recruiting to support specific projects without the expense of retaining traditional search firms
Human Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]
30.
Temp Agencies and Alternative Staffing
Benefits of Temps
Increased productivity—paid only when working
Allows “trial run” for prospective employees
No recruitment, screening, and payroll administration costs
Costs of Temps
Increased labor costs due to fees paid to temp agencies
Temp employees’ lack of commitment to the firm
Human Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]
31.
Concerns of Temp Employees
Dehumanizing, impersonal, and discouraging treatment by employers.Insecurity about employment and pessimism about the future.Worry about the lack of insurance and pension benefits.Being misled about job assignments and whether temporary assignments are likely to become full-time positions.Being “underemployed” while trying to return to the full-time labor market.Anger toward the corporate world and its values; expressed as alienation and disenchantment.
Human Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]
32.
Offshoring and Outsourcing Jobs
Rather than bringing people in to do the firm’s jobs, outsourcing and offshoring send the jobs out.
Outsourcing - having outside vendors supply services (such as benefits management, market research, or manufacturing) that the firm’s own employees previously did in-house.
Offshoring is a narrower term. It means having outside vendors abroad supply services that the firm’s own employees previously did in-house.
Human Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]
33.
Offshoring and Outsourcing Jobs
Human Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]
Political and military
instability
Cultural misunderstandi
ngs
Customers’ securing and
privacy concerns
Foreign contracts,
liability, and legal concerns
Special training of
foreign employees
Costs of foreign workers
Distance and time zone
Outsourcing/ Offshoring
Issues
34.
Executive Recruitment / Search
Executive Recruiters (Headhunters)
Contingent-based recruiters
Retained executive searchers
Internet technology and specialization trends
Guidelines for Choosing a Recruiter
1. Make sure the firm is capable of conducting a thorough search.
2. Meet individual who will handle your assignment.
3. Ask how much the search firm charges.
4. Make sure the recruiter and you agree on what sort of person you need for the position.
5. Never rely solely on the recruiter to do reference checking
Human Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]
35.
College Recruiting
On-campus recruiting goals
To determine if the candidate is worthy of further consideration
To attract good candidates
On-site visits
Invitation letters
Assigned hosts
Information packages
Planned interviews
Timely employment offer
Follow-up
Internships
Human Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]
36.
Referrals, Walk-ins and Social Media
Employee Referrals
Referring employees become stakeholders.
Referral is a cost-effective recruitment program.
Referral can speed up diversifying the workforce.
Relying on referrals may be discriminatory.
Walk-ins
Seek employment through a personal direct approach to the employer.
Social Media
„word of mouth“ – Facebook, LinkedIn
Human Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]
37.
Recruiting A More Diverse Workforce
Human Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]
Single parents
Older workers
Welfare-to-work
Minorities and women
The disabled
38.
Next Session Preparation
Human Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]
Interview preparation - Candidate
IS: NA_HRM_04 (next lecture presentation)
slides 24 - 26
39.
Key Terms
Human Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]
job analysis
job description
job specifications
organization chart
process chart
diary/log
outsourcing, offshoring
employment (or personnel) planning
trend analysis
Personnel / position replacement
employee recruiting
recruiting yield pyramid
job posting
succession planning
applicant tracking systems
alternative staffing
executive search
on-demand recruiting services
college recruiting
40.
LEARNING OUTCOMES
1. Discuss the nature of job analysis, including what it is and how it’s used.
2. Describe a job description
3. Describe a job specification
4. List the steps in the recruitment and selection process.
5. Explain the main techniques used in employment planning and forecasting
6. Explain and give examples for the need for effective recruiting
7. Name and describe the main internal sources of candidates.
8. List and discuss the main outside sources of candidates.
Human Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]