Hrm All Slides

8/6/2019 Hrm All Slides

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HUMAN RESOURCEMANAGEMENT


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What is Human ResourceManagement?


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HRM

Human resource management (HRM) is the strategic andcoherent approach to the management of an organization'smost valued assets - the people working there whoindividually and collectively contribute to the achievement ofthe objectives of the business. The terms "human resource

management" and "human resources" (HR) have largelyreplaced the term "personnel management" as a descriptionof the processes involved in managing people inorganizations. In simple sense, HRM means employingpeople, developing their resources, utilizing, maintainingand compensating their services in tune with the job andorganizational requirement.
http://en.wikipedia.org/wiki/Strategichttp://en.wikipedia.org/wiki/Coherenthttp://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Coherenthttp://en.wikipedia.org/wiki/Strategic


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HRM

FeaturesIts features include:

Organizational management

Personnel administration

Manpower management

Industrial management


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HRM But these traditional expressions are becoming less

common for the theoretical discipline. Sometimes evenemployee and industrial relations are confusingly listedas synonyms, although these normally refer to therelationship between management and workers and the

behavior of workers in companies. The theoretical discipline is based primarily on theassumption that employees are individuals with varyinggoals and needs, and as such should not be thought ofas basic business resources, such as trucks and filing

cabinets. The field takes a positive view of workers,assuming that virtually all wish to contribute to theenterprise productively, and that the main obstacles totheir endeavors are lack of knowledge, insufficienttraining, and failures of process.


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HRM

HRM is seen by practitioners in the field as a moreinnovative view of workplace management than thetraditional approach. Its techniques force themanagers of an enterprise to express their goals withspecificity so that they can be understood andundertaken by the workforce, and to provide theresources needed for them to successfullyaccomplish their assignments. As such, HRMtechniques, when properly practiced, are expressive

of the goals and operating practices of the overallenterprise. HRM is also seen by many to have a keyrole in risk reduction within organizations.


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HRM (Definitions) Synonyms such as personnel managementare often used in a

more restricted sense to describe activities that are necessary inthe recruiting of a workforce, providing its members with payrolland benefits, and administrating their work-life needs. So if wemove to actual definitions,

Torrington and Hall (1987) define personnel management asbeing:

a series of activities which: first enable working people and theiremploying organisations to agree about the objectives and natureof their working relationship and, secondly, ensures that theagreement is fulfilled.

While Miller (1987) suggests that HRM relates to:

".......those decisions and actions which concern the managementof employees at all levels in the business and which are relatedto the implementation of strategies directed towards creating andsustaining competitive advantage.


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HRM (Academic Theory)

One widely used scheme to describe the role of HRM,developed by Dave Ulrich defines 4 fields for the HRMfunction:

Strategic business partner Change management

Employee champion Administration

However, many HR functions these days struggle to getbeyond the roles of administration and employeechampion, and are seen rather as reactive than

strategically proactive partners for the top management.In addition, HR organizations also have the difficulty inproving how their activities and processes add value tothe company. Only in the recent years HR scholars andHR professionals are focusing to develop models thatcan measure if HR adds value.
http://en.wikipedia.org/wiki/Dave_Ulrichhttp://en.wikipedia.org/wiki/Dave_Ulrich


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HRM (Business Practice)

Business practice

Human resources management comprises severalprocesses. Together they are supposed to achieve theabove mentioned goal. These processes can beperformed in an HR department, but some tasks can

also be outsourced or performed by line-managers orother departments. When effectively integrated theyprovide significant economic benefit to the company.

Workforce planning

Recruitment (sometimes separated into attraction and

selection) Induction, Orientation and Onboarding

Skills management
http://en.wikipedia.org/wiki/Workforce_planninghttp://en.wikipedia.org/wiki/Recruitmenthttp://en.wiktionary.org/wiki/inductionhttp://en.wiktionary.org/wiki/orientationhttp://en.wikipedia.org/wiki/Onboardinghttp://en.wikipedia.org/wiki/Skills_managementhttp://en.wikipedia.org/wiki/Skills_managementhttp://en.wikipedia.org/wiki/Onboardinghttp://en.wiktionary.org/wiki/orientationhttp://en.wiktionary.org/wiki/inductionhttp://en.wikipedia.org/wiki/Recruitmenthttp://en.wikipedia.org/wiki/Workforce_planning


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Training and development

Personnel administration

Compensation in wage orsalary

Time management

Travel management (sometimes assigned to accounting ratherthan HRM)

Payroll (sometimes assigned to accounting rather than HRM)

Employee benefits administration

Personnel cost planning

Performance appraisal
http://en.wikipedia.org/wiki/Training_and_developmenthttp://en.wikipedia.org/wiki/Wagehttp://en.wikipedia.org/wiki/Salaryhttp://en.wikipedia.org/wiki/Time_managementhttp://en.wikipedia.org/wiki/Payrollhttp://en.wikipedia.org/wiki/Employee_benefitshttp://en.wikipedia.org/wiki/Performance_appraisalhttp://en.wikipedia.org/wiki/Performance_appraisalhttp://en.wikipedia.org/wiki/Employee_benefitshttp://en.wikipedia.org/wiki/Payrollhttp://en.wikipedia.org/wiki/Time_managementhttp://en.wikipedia.org/wiki/Salaryhttp://en.wikipedia.org/wiki/Wagehttp://en.wikipedia.org/wiki/Training_and_development


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HRM-Environment

FactorsFactors

EXTERNALEXTERNAL POLITICALPOLITICAL LEGALLEGAL

BUSINESS ENVIRONMENT BUSINESS ENVIRONMENT

GLOBALISATIONGLOBALISATION MERGERS & ACQUISITIONSMERGERS & ACQUISITIONS

DOWNSIZING /RIGHTSIZINGDOWNSIZING /RIGHTSIZING

NATIONAL ECONOMYNATIONAL ECONOMY DEMOGRAPHICDEMOGRAPHIC

Diverse workforceDiverse workforce Knowledge workforce / intellectual capitalKnowledge workforce / intellectual capital

More Women in workforceMore Women in workforce

Changing family structureChanging family structure

Contingent workforceContingent workforce


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TECHNOLOGICALTECHNOLOGICAL

Occupational ShiftOccupational Shift (manufacturing(manufacturing.. services).. services)

managing a virtual workforcemanaging a virtual workforce training & retraining employeestraining & retraining employees toto

manage obsolescence.manage obsolescence. providing work life balanceproviding work life balance Need based technology notNeed based technology not fadsfads


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Internal factorsInternal factors

UnionsUnions Strategy, LeadershipStrategy, Leadership

Organizational CultureOrganizational Culture

Professional BodiesProfessional Bodies


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The External Influences

The External Influences The HRM activities don't exist in isolation. Rather, they

are highly affected by what is occurring outside theorganization. It is important to recognize environmentalinfluences because any activity undertaken in each of

the HRM processes is directly, or indirectly, affected bythese external elements. For example, lets say thatwhen a company downsizes its workforce, does it layoffworkers by seniority? If so, are an inordinate number ofminority employees affected. Although any attempt toidentify specific influences may prove insufficient, onecan categorize them into four general areas - thedynamic environment, governmental legislation, laborunions and current management practice.


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The Dynamic Environment of HRM

It's been stated that the only thing that remains constantduring our lifetimes is change (and paying taxes!). We

must, therefore, prepare ourselves for events that have asignificant effect on our lives. HRM is no different. Manyevents help shape our field. Some of the more obviousones include-

globalization,

work-force diversity,

changing skill requirements,

corporate downsizing,

total quality management,

reengineering work processes,

decentralized work sites, and

employee involvement.


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GLOBALIZATION Globalization reflects theworldwide operations of many businesses today.One is no longer bound by continents or societalcultures.

WORK FORCE DIVERSITY includes the varied

backgrounds of employees that are present inthe companies today. Homogeneity ofemployees, and their needs, no longer exist. Thework today is more complex, requiringemployees with sophisticated skills. Withoutthem, many employees will lack the basicabilities to successfully perform in tomorrow'sorganizations.


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Corporate downsizing, total quality

management, and reengineeringall relate to one

another. As the world changed, U.S. companies had tocompete harder to maintain their leading industrial status.This meant doing things differently. In an effort to becomemore productive, organizations downsized to create greaterefficiency by eliminating certain jobs. Of the jobs and work

processes remaining, total quality management (TQM) looksat ways of improving job effectiveness. By continuouslyimproving on methods, techniques, processes, and the like,companies made constant efforts to better what they produce.But what if what they produce, even if it's better, still doesn'tsatisfy the customer? In those cases, reengineering is

necessary. Whereas TQM looks at new and improved ways ofproducing goods and services, reengineering looks at startingthe processes over again from scratch. That is, instead ofimproving on an existing product, the organization wouldanalyze what should be done and how they should do it.Searching for answers would not be constrained by current

business practices.


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Decentralized work sites are quickly becoming partof many organizations. With the technologies that areavailable (personal computers, fax machines, modems,etc.), work that was once done on the company

premises may now be more cost-effectively handled atthe employee's home. Lastly,

Employee involvement looks at how employees' worklives are changing. Involved employees now have morecontrol over their jobs. Certain activities, like goal setting,were once the sole responsibility of managers. Withemployee involvement, such an action today permitsparticipation.


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Governmental Legislation Many employees today wishing to take several

weeks of unpaid leave to be with their newbornchildren, and return to their previous job without

any loss of seniority, have an easier time makingthe request. Although some employers may seesuch an application as negatively affecting theworkflow, government legislation has given

employees the right to take this leave. Lawssupporting this and other employer actions areimportant to the HRM process.


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Legal Compliances

Shops & Establishments Registration & Compliance

Registration &Compliance under the Factories Act

Registration & Compliance under Provident Fund Act

Registration and Compliance under the ESI Act

Compliance under Minimum Wages Act

Compliance under the Gratuity Act

Compliance under the Payment of Bonus Act


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I.I. ObjectivesObjectives

A. CompetitiveA. Competitive

advantage.advantage.

B. Changing trends.B. Changing trends.

C. Importance ofC. Importance of

measurement.measurement.

HRM in a Changing Environment


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II. OverviewII. OverviewA. Functions of HRMA. Functions of HRM

B. HRM is about the peopleB. HRM is about the people

who perform its activities.who perform its activities.


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II. Overview cont...II. Overview cont...

C. Most effective HRMC. Most effective HRMprogramsprograms

1. Not typical.1. Not typical.2. HR is a major2. HR is a major

contributor.contributor.


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II. Overview cont...II. Overview cont...

D. Status of HRM isD. Status of HRM is

improving.improving.

1. More Professional1. More Professional

2. Bigger budgets2. Bigger budgets

3. Senior3. Seniormanagementmanagement


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III. HRM TrendsIII. HRM Trends

A. Trend 1: productivityA. Trend 1: productivity

B. Trend 2: flexibilityB. Trend 2: flexibility

C. Trend 3: internationalC. Trend 3: international

D. Trend 4: litigationD. Trend 4: litigation

E. Trend 5: workforce.E. Trend 5: workforce.


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IV. HRM MeasurementIV. HRM Measurement

A. The value of HRMA. The value of HRM

functions.functions.

B. measurement canB. measurement can

reduce cost.reduce cost.

C. which HRM practicesC. which HRM practiceswork.work.


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Management by Measurement

System Management by measurement system

ensuring all functional business units subscribeto guidelines for sound, strategic measurement criteria to measure

performance (e.g., individual, team, unit) quantity, quality, timeliness, cost-effectiveness, effects on

others

productivity

customer satisfaction

absenteeism

turnover/retention/tenure/intentions to stay/leave

employee theft


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Management byMeasurement System

criteria to measure (continued)

violence in the workplace

job stress (e.g., role conflict, ambiguity)

job satisfaction/motivation/attitudes/commitment creativity

perceived fairness (procedural, interactional)

error rates

accidents, health-related variables (worker stress,

injuries)

organizational citizenship behavior

HRM F ti


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HRM Functions


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The Human Resource System

R

etain

i

ng

good

staff

Recruit m

ent

Process

Handli

n

g

proble

ms

Termination of employement


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Manage vendors, suppliers,budgets, and HR systems

Handle employeestransactions andenquiries

Develop and deliver

programmes that enhance theorganisations ability toattract, develop and retainsuperior performers

Align HR activities and programmeswith the strategic direction andbusiness needs of the organisation

TodayToday FutureFuture

Administration

Transactions

Performance

Enhancement

Strategy

40%

30%

25%

5%

% Time, Effort,

Cost

20%

20%

20%

Strategy

Administration

Performance

Enhancement

40%

Transactions

Source: Hay/McBer & Company, presented by Lyle M. Spencer,Jr.,PhD

The Changing Face of HRHR Transaction and Administration functions are being enabled

through leading edge e-HR solutions


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HRIS, INTERNET,

INTRANETS &

EXTRANETS

Performance appraisal,

including 360O feedback

Widespread

electronicsystems

Enhanced distribution

of HR policy,

news, information

Internet

recruitmentBetter internal

communication

Maintenance

of HR records

On-line training

& development

Multi-site

collaborative work

teams, electronically

linked


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Considered to be the most important aspect of

management

Attitudes and abilities of staff have a crucial

impact on the visitors experience

Labour costs are likely to be the largest single

items on the attractions budget

Human Resource Management in

Tourism


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Tourism industry suffers from bad reputation in HRM

High turnover of staff

Seasonality of demand

Poor status of jobs

Lack of career structures

Unusually demanding jobs

lack of management expertise Lack of widely recognized qualification

and training schemes

Problems of HRM at visitor attractions


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Problems ofpublic sectorattractions are often in direct

contrast to the problems mentioned before

Low turnover of staff

Inflexible working practices

Fixed-wage rages

Standardized recruitment and disciplinary procedures

Problems of HRM at visitor attractions cont.


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Benefits for organisation of good HRM

Improves performance of staff

Provides a competitive advantage to the organization

Contented staff provide better service to customers,

encouraging repeat visitation

Reputation for good staff will lead to increased first-

time visitation

HRM plays a part in determining the success orfailure of any organisation.


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HUMAN RESOURCEPLANNING


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PRODUCTIVITY

ECONOMIC

DEVELOPMENT

GROWTH

EFFECTIVE

U

TI

L

I

Z

AT

I

O

N

OF

HUMAN

CAPABILITY


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Human Resource Planning

Effective planning of HR is essential tomatch the requirements of the job with the

individual

Right resources at the right time to meetthe future organizational needs is critical

A comprehensive and meticulous HRP

process can ensure sustained growth of anorganization


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Human Resource Planning Diversification or expansion, employee promotion

or changes in human resource necessitateseffective HRP

Organizational plans, goals, and strategies also

needs effective HRP Success in business is dependent on being able

to react quickly to opportunities

Organizations must have accurate, rapid access

to information about both supply of and demandfor HR

rgan za ona e- yc e ages


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rgan za ona e yc e agesHR Activities

LIFE-CYCLESTAGE STAFFING COMPENSATION

TRAINING ANDDEVELOPMENT

LABOR /EMPLOYEERELATIONS

Introduction Attract besttechnical andprofessionaltalent

Meet or exceedlabor market ratesto attract neededtalent

Define future skillrequirements andbegin establishingcareer ladders

Set basicemployee-relationsphilosophy oforganization

Growth Recruit adequatenumbers and mixof qualifiedworkers. Planmanagementsuccession.Manage rapidinternal labourmarketmovements

Meet externalmarket butconsider internalequity effects.Establish formalcompensationstructures

Mold effectivemanagementteam throughmanagementdevelopment and

organizationaldevelopment

Maintainlabour peace,employeemotivation &morale

rgan za ona e- yc e ages an


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rgan za ona e yc e ages anHR Activities

LIFE-CYCLESTAGE STAFFING COMPENSATION

TRAINING ANDDEVELOPMENT

LABOR /EMPLOYEERELATIONS

Maturity Encourage sufficientturnover to minimizelayoffs and providenew openings.Encourage mobility asreorganizations shiftjobs around

Controlcompensation costs

Maintainflexibility andskills of anaging

workforce

Control labourcosts &maintain labourpeace. Improveproductivity

Decline Plan andimplementworkforce

reductions andreallocations,downsizing andoutplacement mayoccur during thisstage

Implementtighter cost

control

Implementretraining and

careerconsultingservices

Improveproductivity andachieve flexibility

in work rules.Negotiate jobsecurity andemployment-adjustmentpolicies


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HRP is both a process and a set of plans

a process by which management of an

organization determines its future HR

requirements

a plan to fill the future HR requirements frominternal and external sources

Assessment of human resource

requirements in advance vis a visorganizational objectives, production

schedules, and demand fluctuations


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The process of determining human resourcerequirements and the means of meeting those

requirements in order to carry out the integrated

plan of the organization Coleman

Relates toestablishing job specifications

determining the number of personnel

required developing the sources of human resource


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Internal vs. External

System of matching the availableresources, either externally or internally,with the expected organizational demandover a period of time

Internal Resources employees who are already in theorganization

External Resources

personnel who have to be recruitedfrom outside

Obj ti f HRP


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Objectives of HRP:-Forecasting HR Requirements

maintain the required quantity & quality of HR

turnover/attrition rates

Effective Management of Change

coping with changes in market conditions, technology,

govt. regulations et alRealizing Organizational Goals

expansion, diversification

Promoting Employees

database on skill repertoire

Effective Utilization of HR

surplus/unutilized employees vis a vis downsizing


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Emergence of HRP

Early HRP was top down, short range 1970s: manpower planning

1990s: aligning HR strategy with

corporate strategy

attention to individual career

planning


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Effective HRP

An effective HRP

closes the gap between the current

situation and a desired situation inthe context of an organizations

strategy

helps cope with change and achieveorganizational goals


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HR Planning Levels

HRP is carried out at differentorganizational levels to meet HRrequirements at those levels

Flow of communication in HRP is both

ways Top to bottom

Bottom to top

The levels are Corporate level planning

Intermediate level planning

Operational level planning


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HR Planning Levels Corporate-level Planning

Culture and mission of the organization Macro-level: changes in market conditions, technology, strategicplan, etc

Identification of broad policy issues; employment, welfare,development policies

Intermediate-level Planning

SBU level, based on corporate-level HR Plan Determining recruitment, retaining, laying off

Operational-level Planning Operations level plan Training & development, recruitment etc

Planning Short-term Activities Management of day-to-day activities Ensure success or failure of corporate plans Grievance handling, etc


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Environmental Scanning

impact of strategy/goals on diff. units

Forecastingquantity & quality of personnel needed

Involving Line Managersdetermining HR needs of departments

Analysis of Supplymatching current HR supply & reqmnt

H

R

P

P

R

O

C

ES

SPlan of Action

recruitment, selection, training, et al


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Human

Resource

Planning

Predict demand

Forecast internal supply Forecast external supply

Assess trends in

External labour markets Current employees Future organizational plans

General economic trends

Compare future demand

and internal supply

Plan for dealing with predict-ed shortfalls or overstaffing


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Situation Analysis Interaction of HRM and strategic planning

The strategic plan must adapt to environmentalcircumstances

HRM is one of the mechanisms of adaptation

process Example: rapid technological changes can force

an organization to quickly identify and hireemployees with new skills

Without HR plan to support the recruitment &selection functions it would be impossible tomove fast to stay competitive


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Forecasting

Estimating not only how many but alsowhat kinds of employees will be needed

Yields advance estimates or calculations

of the organizations staffingrequirements

Apart from quantitative tools, a great

deal of human judgement is involved Incredibly difficult tasks, especially in

rapidly changing environment


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Forecasting Techniques

Qualitative TechniquesExpert estimate

Nominal Group Technique (NGT)

Delphi Technique Quantitative Techniques

Regression Analysis

Productivity Ratios

Personnel Ratios

Time Series Analysis

The Nominal Group


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The Nominal GroupTechniqueA small group of 4-5 people gathers around a table. Leader

identifies judgment issue and gives participants procedural

instructions

Participants write down all ideas that occur to them, keeping

their lists private at this point. Creativity is encouraged during

this phase

Leader asks each participant to present ideas and writes themon a blackboard or flipchart, continuing until all ideas have been

recorded

Participants discuss each others ideas, clarifying, expanding,

and evaluating them as a group

Participants rank ideas privately in their own personal order and

preference

The idea that ranks highest among the participants is adopted

as the groups judgment

The Delphi Technique


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The Delphi TechniqueLeader identifies judgment issues and develops questionnaire

Prospective participants are identified and asked to cooperate

Leaders send questionnaire to willing participants, who record

their judgments and recommendations and return the

questionnaire

Leaders compiles summaries and reproduces participantsresponses

Leader sends the compiled list of judgment to all participants

Participants comment on each others ideas and propose a final

judgment

Leader looks

for consensus

Leader accepts consensus judgment as groups choice

Statistical Techniq es


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Statistical TechniquesNameName

Regression analysis

Productivity ratios

DescriptionDescription

Past levels of various work load indicators, such as sales,production levels, are examined for statistical relationships

with staffing levels. Where sufficiently strong relationships

are found, a regression (or multiple regression) model is

derived. Forecasted levels of the retained indicator(s) are

entered into the resulting model and used to calculate the

associated level of human resource requirements.

Historical data are used to examine past levels of a

productivity index (P):

P = Work load / Number of People

Where constant, or systematic, relationships are found,

human resource requirements can be computed by diving

predicted work loads by P.


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Statistical Techniques

NameNamePersonnel ratios

Time series analysis

DescriptionDescriptionPast personnel data are examined to determine historical

relationships among the employees in various jobs or job

categories. Regression analysis or productivity ratios are

then used to project either total or key-group human

resource requirements, and personnel ratios are used to

allocated total requirements to various job categories or toestimate for non-key groups.

Past staffing levels (instead of work load indicators) are

used to project future human resource requirements. Past

staffing levels are examined to isolate and cyclical

variation, long-tem terms, and random movement. Long-

term trends are then extrapolated or projected using a

moving average, exponential smoothing, or regression

technique.

A l i C t S l


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Analysing Current Supply How many and what kinds of employees do I currently have in terms of the skills and training

necessary for the future?

Are resources available internally or externally to fill those needs? Internal

skills inventory

succession planning

promotability

External

availability of qualified labor; surplus? shortage?


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Analysing Current Supply The Skills Inventory: tool to assess current

supply of employees in terms of

skills

abilities

experiences

training

If the current inventory exceeds the future

requirements and natural attrition cannotbring down the resources to match the future

requirements?

Employee Replacement Chart


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Employee Replacement Chartfor Succession Planning


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Managing Employee


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Managing EmployeeSurpluses

Source: Compliments of Dan Ward, GTE Corporation

Managing Employee


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a ag g p oyeeShortages

Source: Compliments of Dan Ward, GTE Corporation


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HRIS

Human Resource Information System ismore than just a computerized skillsinventory

An HRIS is an integrated approach to analysing

acquiring

storing controlling the flow of information

throughout an organization


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HRIS

Highly developed HRIS systems canincrease efficiency and response time ofHRM activities

The system might contain a programmefor tracking applicants, a skills inventory, acareer planning programme, employeeservice programmes

One of the most common uses of anHRIS is in recruitment and tracking ofapplicants


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Job analysis


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Job analysisAn assessment of the kinds of skills,

knowledge, and abilities needed to

successfully perform each job in an

organization


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Job Analysis

Job analysis is the systematic collection

and recording of information concerning:

the purpose of a job,

its major duties,

the conditions under which it is performed,

the contact with others that performance of

the job requires, and the knowledge, skills, and abilities needed for

performing the job effectively.


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JOB ANALYSIS OUTCOMES

Job description

Job specification

Job evaluation


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Job Analysis Components

Job description

A written statement of what a job holder does, how it

is done, and why it is done

Tasks, duties and responsibilities that the job entails

Job specification

A statement of the minimum acceptable qualifications

that an incumbent must possess to perform a given

job successfully

Knowledge, skills, and abilities required of the job holder


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JOB DESCRIPTION

Focus on the job Written statement

What is done

How

Why

Includes Job content

Environment

Conditions ofemployment


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TYPICAL JOB DESCRIPTION FORMATS

Job title

Duties

Distinguishing

characteristics Authority

Responsibilities


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JOB DESCRIPTIONS ARE USEFUL FOR

Recruiters

New hires

Performance

appraisals Identifying essential

job functions


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JOB SPECIFICATION

Focus on the personwho does the job

Identifies minimumincumbent

qualifications Knowledge, skills,

education,experience,certification, abilities

Personality


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JOB EVALUATION

Establish job

comparability

Compensation

Relative value

Competitive analysis

IT TAKES GOOD JOB ANALYSIS TO


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IT TAKES GOOD JOB ANALYSIS TO

PERFORM

THESE HRFUNCTIONS WELL:

Recruiting

Selection Strategic human

resource planning

Employee training

AND.

MORE HR FUNCTIONS NEED JOB


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MORE HR FUNCTIONS NEED JOB

ANALYSIS

Employeedevelopment

Career development

Performanceappraisal

Compensation

Safety and health

Labor relations


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The Multifaceted Nature of the Job Analysis


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82

Ajob analysis may be based on informationobtained through direct observation, interviews,diaries or questionnaires.

Ajob description is a statement of the duties,

working conditions, and other significantrequirements associated with a particular job.

Ajob specification is a statement of the skills,abilities, education and previous workexperience that are required to perform aparticular job.


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Methods of Job Analysis

For existing jobs, interviews withemployees

Interviews with supervisors

Observation

Combination, interviews & observation

Structured questionnaires Employee journals/logbooks


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Job Analysis

Unorganized data has little use.

Only concerned with facts.

Concerned only with the job, not the

worker.

Not job classification.

Required to determine job qualifications?

No, but planning is the key to success.


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Tools used

Books and Literature

Valid information on current job analysis and

studies.

Job analysis that are being implemented byother successful companies.

Past and present failures and successes.


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Tools cont..

Flow and Organizational Charts

Very helpful for showing past and current

information.

Show trends and similarities.


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Recruitment and Selection

R it t A d S l ti


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Recruitment And Selection

Recruitment

The process of locating, identifying, and

attracting capable applicants

Selection process The process of screening job applicants to

ensure that the most appropriate candidates

are hired


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We have specific objectives in recruiting andselecting:

Identifying the right people.

Reducing the range of differences inperformance from least effective tomost effective workforce.

Keeping turnover to a minimum.

R it t d S l ti


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How to achieve objectives: There is no magic answer.

Start with a good solid job description.

Do customer analysis.

Analyze competitors workforce.

Analyze our workforce.

Take info from these steps and compile a

profile on type of person we want.

R it t d S l ti


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Developing a pool of applicants:Job must be sufficiently attractive.

Then we go to many sources to recruit

such as:College placement services.

Trade media advertising.

Newspaper advertising.Employment services.




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Screening and final selection:

Comparison with our preferred

employee profile.Interviews to assess.

Impressions candidate makes.

Interest in job.

Personal characteristics.


Strategic


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Strategic

Recruiting

Stages

Typical Division of HR


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Typical Division of HR

Responsibilities


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Traditional Recruiting Sources

Internal searches

Advertisements

Employee referrals

Public employment agencies Private employment agencies

Campus placement

Temporary help services

Employee leasing and

independent contractors

Organizational Recruiting


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Organizational Recruiting

Activities

RecruitingRecruiting

ImageImage

RecruitingRecruitingPresencePresence

Training ofTraining of

RecruitersRecruiters

EffectiveEffectiveRecruitingRecruiting

Strategic Recruiting Decisions


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Strategic Recruiting Decisions


Source Choices:Source Choices:

Internal vs.Internal vs.

ExternalExternal


Source Choices:Source Choices:

Internal vs.Internal vs.

ExternalExternal

Organizational-Organizational-Based vs.Based vs.

OutsourcingOutsourcing

Organizational-Organizational-Based vs.Based vs.

OutsourcingOutsourcing

Regular vs.Regular vs.

Flexible StaffingFlexible Staffing

Regular vs.Regular vs.

Flexible StaffingFlexible Staffing

Recruiting andRecruiting and

EEO/DiversityEEO/Diversity

ConsiderationsConsiderations

Recruiting andRecruiting and

EEO/DiversityEEO/Diversity

ConsiderationsConsiderations

StrategicStrategic


StrategicStrategic


EEO and Diversity Considerations


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EEO and Diversity Considerations

Advantages and Disadvantages of


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Advantages and Disadvantages of

Internal and External Recruiting Sources


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Internal Recruiting Methods

Internet Recruiting Methods


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Internet Recruiting Methods

Job BoardsJob Boards

Professional/Professional/Career Web SitesCareer Web Sites

Employer Web SitesEmployer Web Sites

InternetInternet

RecruitingRecruitingMethodsMethods

Internet Recruiting


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Internet Recruiting

Advantages Recruiting cost

savings

Recruiting time

savings

Expanded pool of

applicants

Morale building for

current employees

Disadvantages More unqualified

applicants

Additional work for HR

staff members

Many applicants are

not seriously seeking

employment

Access limited or

unavailable to some

applicants

External Recruiting


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External Recruiting

Employment AgenciesEmployment Agenciesand Search Firmsand Search Firms

College andCollege andUniversityUniversityRecruitingRecruiting

High Schools andHigh Schools andTechnical SchoolsTechnical Schools

LaborLaborUnionsUnions

ExternalExternalRecruitingRecruiting

SourcesSources

Media SourcesMedia Sourcesand Job Fairsand Job Fairs

CompetitiveCompetitiveSourcesSources

What to Include in an Effective


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What to Include in an Effective

Recruiting Ad

Evaluating Recruiting


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Evaluating Recruiting

Evaluating RecruitingEvaluating Recruiting

EffortsEfforts

EvaluatingEvaluating

TimeTime

Required toRequired to

Fill OpeningsFill Openings



Costs andCosts and

BenefitsBenefits



Quality andQuality and

QuantityQuantity

Recruiting Evaluation


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Recruiting Evaluation General Areas for Evaluating Recruiting

Quantity of applicants

EEO goals met

Quality of applicants

Yield ratios A comparison of the number of applicants at onestage of the recruiting process to the number at thenext stage.

Selection rate The percentage hired from a given group of

candidates

Recruiting Evaluation Pyramid


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Recruiting Evaluation Pyramid

Selection and Placement


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Selection and Placement

SelectionThe process of choosing individuals who have

needed qualities to fill jobs in an organization.

Organizations need qualified employees tosucceed

Good training will not make up for bad selection.

Hire hard, manage easy.

HRs Role in Selection and


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Placement Reasons for centralizing selection

Easier to have applicants in one place.

Contact with outside applicants is easier.

Managers can concentrate on operating

responsibilities rather than the selection

process.

Selection costs are lower with no duplicatedefforts.

Selection Methods


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Selection Methods Yield ratios

A comparison of the number of applicants at one

stage of the recruiting process to the number at the

next stage

Selection rate

Percentage hired from a given group of candidates

Acceptance Rate

Percentage of rejected job offers

Success Base Rate Comparing percentage rate of past applicants who

were good employees to that of current employees.

Selection Terms


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Selection Terms

Reliability The degree to which a selection device measures the

same thing consistently (stability)

Example: an individual consistently achieves nearly identical

scores on the same exam.

Validity

The proven relationship between a selection device

and some relevant criterion (a measure of job

success) Example: superior job performance and high employment test

scores


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The case of Protection Royale 1


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113

y The focus is on the Financial Consultancy Division of this insurance company

There had been very low turnover among the sales consultants whose job had been tomarket the companys insurance products to insurance brokers.

Recruitment was by replacement:

advertise in the trade press

use specialist recruitment agencies

recommendations from existing staff

shortlist from applications

interviews, roles plays, psychometric testing

references

But the job became harder as products diversified and become more complex


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Protection Royale ... 3


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115

Furthermore, legislation introduced in 1994

required financial sales practitioners to holdvarious qualifications

Therefore there was a big reduction ineligible people within the external labourmarket.

Existing staff were deemed either suitable,unsuitable or possible; many left

Line managers tried to head-huntreplacements, but failed.

A crisis became apparent

y



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116

Recruitment champions were appointed Line managers and HR specialists were givenperformance indicators relating to recruitmentobjectives

A new search for direct recruits and fortrainees.

A matrix of selection methods (e.g.

Application form, testing of job knowledge/skills/attitudes, psychometric testing,interviews, simulations, presentations,references) and competencies.


Protection Royale... 5


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117

National advertising

7 day phone-in interviews, followed by screeninginterviews

Assessment centre based selection

Appointment of an induction manager

Thorough procedural knowledge training for all thoseinvolved in the recruitment and selection process.

Protection Royale... 5

Recruitment & Selection flowing downf C t St t


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118

from Corporate Strategy Here the objective of recruitment & section would be

to recruit people who will enhance the org.s capacityto deliver its corporate strategy.

E.g. for an INNOVATION corp. strategy, the companywould seek to recruit people with:

highly innovative behaviour preference/ability for co-operative behaviour relatively high risk taking tolerant of uncertainty

moderate concern for quality of output balanced orientation toward process and results longer-term focus

For a QUALITY ENHANCEMENT or COSTREDUCTION corp. strategies, the patterns would be

different

Recruitment & Selection driving


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119

There is a business case for building more

DIVERSITY into organisations

enhances creative capability

greater flexibility in global markets

more widely equipped to face unpredictable

challenges

Recruitment & Selection drivingCorporate Strategy

Recruitment & Selection Flowing down

from Organisation Structure


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120

from Organisation Structure

Behavioursrequired in

managers in

Organic

Organisations: networking

team building

information retrieval innovative problem

solving

Mgt competencies required inOrganic organisations

info search

concept formation

conceptual flexibility

interpersonal search

managing interaction

developmental orientation

self confidence Proactiveness

achievement orientation

(These may be needed by non-managers too)


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Training and Development

The Workplace Skills Strategy


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Human capital is increasingly regardedas one of the major drivers of

productivity, economic growth andcompetitive advantage. Recognizing the importance of human

capital, the training manpower setsout to generate:

A skilled, adaptable, motivated andresilient workforce

A flexible, efficient labour market

A responsive strategy to meet employersneeds for skilled workers

A learned employee can retain customersand increase business & market sharethro proper behavior and good publicrelations

As a demand-driven

approach to human resource

and skills development, the

Training will build and

strengthen relationships with

and among workplacepartners and better engage

employers, unions to

respond to the challenges of

workplace skills

development.

An organization is only as good as its

employees


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employees.

In order for an organization to produce professionalcareer minded employees an investment has to be

made.

What type of investment must an employer


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offer employees to gain this?

An investment in training and education is a sure payoff.

Importance of Training


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Managers: Importance to overall business strategy

Labour leaders: Importance to collective bargainingissues

5%

22%

44%

30%

9%

29%

37%

25%

0%

5%

10%

15%

20%

25%

30%35%

40%

45%

50%

not/s lightly important important very im portant crucial

managers

labour

Examples of Training Investments


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Industry and government in the United Statesspend approximately $90 billion each year onemployee training and education.

Average Japanese companies spends about 6%of budget on training.

Study of major automobile manufactures foundU. S automakers spend about 40 hourstraining new employees compared to 300hours for Japanese automakers.

Motorolas CEO required all divisions to spendat least 2% of budget on training. Over next 7years, profits increased 47% and it wasestimated that each $1.00 in training yielded$30.00 in return.


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TRAINING ACTIVITIES SHOULD BE

ALIGNED WITH OVERALLOBJECTIVE OF THE

ORGANISATION,

WITH A MEANINGFUL EMPHASIS ONVALUE ADDITION TO OUR

HUMAN RESOURCES.

Factors to consider


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Factors to consider

Training to benefit organisation Training to benefit employees

Training to benefit the industry

Provide a good return on investment?

Investment


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To invest properly, the employer must provide training asone of the needed tools for employees to get the job

done.

Why Training?


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The sharing of information through training is our mostvaluable tool to develop our most valuable assetour

employees.


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TRAININGS SHOULD AIM AT


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EMPOWERING THE EMPLOYEES

INCREASING PRODUCTIVITY

MAKING THE PROCESSES MORE

EFFICENT AND EFFECTIVEso as to

ENSURE ULTIMATE

CUSTOMER SATISFACTIONIMPROVE THE OVERALL

PERFORMANCE OF THE ORGANISATION.

Importance of Training contd


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1. Respond to technology changes affectingjob requirements.

2. Respond to organizational restructuring.

3. Adapt to increased diversity of theworkforce.

4. Support career development.

5. Fulfill employee need for growth.

Importance of Training and Development


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Maintain skill levels Advance skill and knowledge to improve

Performance (efficiency)

Service delivery (error rate)

Profitability (productivity, manpower)

Integrate new technologies into work

Establish standards for work practices

Benefits of Training - Individuals


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Do job more efficiently learn newmethods

Professional approach to work, engaged

in best practice routines Personal satisfaction felt valued

Recognised qualification to add to CV


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Benefits of Training-a summary


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Improved customer service and public relations Fewer complaints

Better morale and attitudes

Less turnover and absenteeism

More involved and caring employees

Proactive vs. reactive employees


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MANAGEMENTs ONE OF THEMOST IMPORTANT FUNCTIONS IS

TO TRAIN PEOPLE FOR THEIR

JOBS.

Then why is training often neglected?


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Urgency of need Training time

Costs

Employee turnover Short-term worker

Diversity of worker

Kinds of jobs (simple-complex)

Not knowing exactly what you

want your people to do and how

Attitudes to training


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g

Individual: How is that related to

what I do?

Im good at my job and

anyway, I have no time I suppose thats my

weekends shot for

months!

Are they trying to get ridof me?

Employer: How can I be sure the

organisation will benefit?

Training is so expensive how will I know if it has been

effective? Will this effect the goal of

developing and implementingstandards and protocols forthe organisation?

If I train them, theyll leave

Our front-line employees are often good

will ambassadors


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will ambassadors.

Yet they are the ones who hold the most thankless job.Their role and their understanding of their role is the vital

key towards their development and their ability to provide

excellent customer service.

Importance of TrainingTeaching people How to do Their

J b


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Jobs:

There are three kinds oftraining: Job Instruction,Retraining, and Orientation.

The big sister/ big brother

system is when a old handdominates a newcomer.

When good training is absentthere is likely to be an

atmosphere of tension, crisis,and conflict because nobodyknows what to do.

Training Process Model


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I. Needs

Assessment

II. Developing &

Conducting

Training

III. EvaluatingTraining

Developing a Unit Training Program


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This is taught in several sessions.

It should provide check points tomeasure progress.

Should include two elements:

1. Showing and telling the

employee what to do.2. Having the employee do it (right).

Location should be ambient.

Training materials should be the

same as used on the job.

Who will do the Training?

The magic apron method: people


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The magic apron method: people

train themselves the easiest ways to

get the job done.

The person that is leaving trains:

teaches shortcuts and ways of

breaking the rules. Big sister, big brother method:

passes on bad habits and may resent

new person as a competitor.

The logical person to train new

workers is The employer!

How employees learn the best:


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When they are actively involved in the

learning process-(to do this choose aappropriate teaching method).

Training is relevant and practical.

Training material is organized and

presented in chunks.

Training is in an informal, quiet, and

comfortable setting.

When they have a good trainer.

When they receive feedback on

performance.

When they are rewarded.

How do Employees Learn the

Best?


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Best?

Learning is theacquisition of skills,knowledge, or attitudes.

The adult learningtheory is a field ofresearch that examineshow adults learn. Anumber of the followingtips come from the adultleaning theory.

How do Employees Learn the Best?


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Tell me and I forget, teach

me and I remember, involve

me and I learn

- Benjamin Franklin

Kinds of training


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Informal on the job, phone a friend Formal attendance or completion

Formal certified, vindicated

Evidence of Return on Investment

Must be planned

Allows for customisation, relates to workplace

standards

Job Instruction Training (JIT)


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g ( )

Also called on the job training. Consists of 4 steps:

1. Prepare the learner

2. Demonstrate the task3. Have the worker do thetask

4. Follow through: put theworker on the job, correctingand supporting as nessicary.

Classroom Training Skills Be aware of appropriate body


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Be aware of appropriate body

language and speech.

Watch how you talk to

employees. Covey respect and

appreciation.

Handle problem behaviors in aneffective manner.

Avoid time wasters.

Facilitate employee participationand discussion.

Use visual aids to avoid

constantly referring to notes.

DELIVERING CUSTOMISED TRAININGSUCCESSFULLY



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MAKE IT FUN RULES FOR LEARNING:

1. ASK QUESTIONS

The only dumb questions are the ones you dontask!

2. MAKE MISTAKES Training is a great place to make mistakes. The you

wont make as many at work in the live environment!




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MAKE IT FUN RULES FOR LEARNING Continued

3. HAVE FUN

This rule is very important

4. CHEAT Watch how other people do things or yell for help

3. Types of Training

Types of Training


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1. Skills Training.

2. Retraining.

3. Cross-

Functional.

4. Team Training.

5. CreativityTraining.

6. Literacy Training.7. DiversityTraining.

8. CustomerService.

1. SKILLS TRAINING


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Focus on job knowledgeand skill for:

Instructing new hires.

Overcoming performance

deficits of the workforce.

2. Retraining


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g

Maintaining workerknowledge and skill as job

requirements change dueto:

Technological innovation

Organizationalrestructuring

3. Cross-Functional Training


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Training employees toperform a wider varietyof tasks in order to gain:

Flexibility in workscheduling.

Improved coordination.

4. Team Training


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g

Training self-directedteams with regard to:

Management skills.Coordination skills.

Cross-functional skills.

5. Creativity Training


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Using innovativelearning

techniques toenhance employeeability to spawn

new ideas andnew approaches.

6. Literacy Training


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Improving basic skills ofthe workforce such asmathematics, reading,

writing, and effectiveemployee behaviorssuch as punctuality,

responsibility,cooperation,etc.

7. Diversity Training


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Instituting a variety ofprograms to instillawareness, tolerance,respect, and acceptanceof persons of differentrace, gender, etc. anddifferent backgrounds.

8. Customer Service Training


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g

Training to improvecommunication, betterresponse to customer

needs, and ways toenhance customersatisfaction.


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3. Computer Assisted InstructionPROS CONS


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Efficient instruction.

Considers individualdifferences.

Allows scheduling flexibility.

Allows active practice forsome tasks.

Allows learner control.

Provides immediatefeedback to tasks.

Limited in presenting theories

and principles. Limited discussion.

Transfer depends onparticular job. (Good forcomputer work.)

High development cost (40-60hours per hour of instructionat approx Rs. 10,000 perhour.)

5. Simulation

PROS CONS


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Provides realism.

Allows active practice.

Provides immediatefeedback.

Allows exposure tohazardous events.

High transfer to job.

No job interference.

Lowers trainee stress.

Cannot cover all jobaspects.

Limited number oftrainees.

Can be very expensive

(for example, aircraftsimulators and virtualreality simulators).

PROS CONS

6. On-The-Job TrainingPROS CONS


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Provides realism. Allows activepractice.

Providesimmediatefeedback.

High motivation. High transfer to

job. Lowers training

cost.

Disruptions tooperations.

May damageequipment.

Inconsistent acrossdepartments.

Inadequate focus onunderlying principles.

Lack of systematicfeedback.

Transfer of improperprocedures.

Trainee stress.

CONS

Overcoming Obstacles to

Learning


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Reduce fearwith a positive approach(convey confidence in the worker).

Increase motivation: emphasize

whatever is of value to the learner,

make the program form a series ofsmall successes, build in incentives

and rewards.

Limited abilities: adjust teaching to

learners level.

Laziness, indifference, resistance: May

mean a problem worker.


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Types of Evaluation Designs


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Train Measure

Post Test Only. Cannot tell if

there is a change in knowledgeor skill.

Measure Train Measure

Pre-test with Post-test. Detects achange, but cannot tell if training

was responsible.


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