Meeting Human Resource Requirements

Strategic Analysis What human resources are needed and

what are available? Strategic Formulation

What is required and necessary in support of human resources?

Strategic Implementation How will the human resources be

allocated?

HRP and Strategic Planning

Human Resources Human Resources PlanningPlanning

Human Resources Human Resources PlanningPlanning

StrategicStrategicPlanningPlanning

StrategicStrategicPlanningPlanning

Strategic Planning Procedures for making decisions about

the organization’s long-term goals and strategies

Human Resources Planning (HRP) Process of anticipating and making

provision for the movement (flow) of people into, within, and out of an organization.

Strategic Planning and Human Resources

Staffing Filling a firm’s open positions; also, the

personnel process that includes six steps: job analysis, personnel planning; recruiting, interviewing, testing and selection.

Forecasting: A Critical Element of Planning

Forecasting involves:a. forecasting the demand for laborb. forecasting the supply of laborc. balancing supply and demand

considerations.

Step One: Mission, Vision, and Values

Mission The basic purpose of the organization as well

as its scope of operations

Strategic Vision A statement about where the company is

going and what it can become in the future; clarifies the long-term direction of the company and its strategic intent

Core Values The strong and enduring beliefs and principles

that the company uses as a foundation for its decisions

Step Two: Environmental Scanning

Environmental Scanning The systematic monitoring of the major external forces

influencing the organization.

1. Economic factors: general and regional conditions

2. Competitive trends: new processes, services, and innovations

3. Technological changes: robotics and office automation

4. Political and legislative issues: laws and administrative rulings

5. Social concerns: child care and educational priorities

6. Demographic trends: age, composition,and literacy

Step Three: Internal Analysis

CompositionComposition

CultureCulture CompetenciesCompetencies

Internal Internal AnalysisAnalysis

Job Analysis

Job Analysis The procedure used to determine the duties of

particular jobs and the kinds of people (in terms of skills and experience) who should be hired for them.

Job Specification The human qualifications in terms of traits, skills,

and experiences required to accomplish a job. Job Description

A document that identifies a particular job, provides a brief job summary, and lists specific responsibilities and duties of the job.

Job Requirements

Job Specification Statement of the needed knowledge,

skills, and abilities (KSAs) of the person who is to perform the job

Job Description Statement of the tasks, duties, and

responsibilities (TDRs) of a job to be performed

Performing Job Analysis

1. Select jobs to study

2. Determine information to collect: Tasks, responsibilities, skill requirements

3. Identify sources of data: Employees, supervisors/managers

4. Methods of data collection: Interviews, questionnaires, observation, diaries and records

5. Evaluate and verify data collection: Other employees, supervisors/managers

6. Write job analysis report

Job Analysis Questions What is the job being performed? What are the major duties of your position?

What exactly do you do? What are the education, experience, skill,

and [where applicable] certification and licensing requirements?

In what activities do you participate now? What are the job’s responsibilities and

duties? What are the basic accountabilities or

performance standards of your work?

What are your responsibilities? What are the environmental and working

conditions involved? What are the job’s physical demands? Its

emotional and mental demands? What are the health and safety conditions? Does the job expose you to any hazards or

unusual working conditions?

Job Analysis Questions

Job Analysis

Job Description Statement containing item such as

Job SpecificationA statement of human qualifications necessary to do a job

•Job Title•Location•Duties•Machines, tools•Materials and Forms used•Supervision given or received•Working Conditions•Hazards

• Education•Experience•Training•Judgment•Initiative•Physical Efforts Responsibilities•Communication Skills•Emotional Characteristics•Sensory Demand

Job Design

Job Design An outgrowth of job analysis that improves jobs through

technological and human considerations in order to enhance organization efficiency and employee job satisfaction.

Job Enrichment (Herzberg) Enhancing a job by adding more meaningful tasks and

duties (vertical expansion) to make the work more rewarding or satisfying.

Providing opportunities for achievement, recognition, growth, responsibility, and performance.

Job Enlargement: Job Enlargement is the horizontal expansion of a

job. It involves the addition of tasks at the same level of skill and responsibility

Job Characteristics Job Characteristics Model

(Hackman and Oldham) Job design theory that purports that three

psychological states (experiencing meaningfulness of the work performed, responsibility for work outcomes, and knowledge of the results of the work performed) of a jobholder result in improved work performance, internal motivation, and lower absenteeism and turnover.

Job Characteristics (cont’d)1. Skill variety: The degree to which a job entails a variety of different

activities, which demand the use of a number of different skills and talents by the jobholder

2. Task identity: The degree to which the job requires completion of a whole and identifiable piece of work, that is, doing a job from beginning to end with a visible outcome

3. Task significance: The degree to which the job has a substantial impact on the lives or work of other people, whether in the immediate organization or in the external environment

4. Autonomy: The degree to which the job provides substantial freedom, independence, and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out

5. Feedback: The degree to which carrying out the work activities required by the job results in the individual being given direct and clear information about the effectiveness of his or her performance

Job Characteristics Model

Job Characteristics

Skill variety

Task identity

Task significance

Autonomy Feedback

Psychological States

Meaningfulness of the work performed

Responsibility for work outcomes

Knowledge of the results of the work performed.

JobOutcomes

Improved work performance

Increased Internal motivation

Lower absenteeism and turnover

Employee Empowerment

Employee Empowerment Granting employees power to initiate change,

thereby encouraging them to take charge of what they do

Organizational conditions favoring empowerment: Participation and autonomy Innovation and acceptance of risk-taking Access to information Accountability for results Cultural openness to change

Recruitment

“It is the process of finding and attracting capable applicants for the employment. The process begins when new recruits are sought and ends when their applicants are submitted. The result is a pool of applicants from which new employees are selected”.

Steps in the Recruitment andSelection Process

Outside Sources of Recruitment

Advertisements Unsolicited applications

and resumes Internet recruiting Employee referrals Executive search firms Educational institutions Professional

associations

Labor unions Public employment

agencies Private employment

agencies Temporary help

agencies Employee leasing

Internal Source

IJP Transfer Promotion

IJP

Job posting publicizes an open job to employees (often by literally posting it on bulletin boards and intranets) and listing its attributes, like qualifications, supervisor, working schedule, and pay rate.

Employee referral Form

Reference Check Form

(Verify that the applicant has provided permission before conducting reference checks)

Candidate Name:

Reference Name: Company Name:

Dates of Employment: (From: and To:)

Position(s) Held: Salary History:

Reason for Leaving:

Explain the reason for your call and verify the above information with the supervisor (including the reason for leaving)

1. Please describe the type of work for which the candidate was responsible.

2. How would you describe the applicant’s relationships with coworkers, subordinates (if applicable), and with superiors?

3. Did the candidate have a positive or negative work attitude? Please elaborate

4. How would you describe the quantity and quality of output generated by the former employee?

5. What were his/her strengths on the job?

6. What were his/her weaknesses on the job?

7. What is your overall assessment of the candidate?

8. Would you recommend him/her for this position? Why or why not?

9. Would this individual be eligible for rehire? Why or why not?

Other comments?

External Recruitment Considerations

Yield Ratio Percentage of applicants from a recruitment source that make it to

the next stage of the selection process. 100 resumes received, 50 found acceptable = 50% yield.

Cost of Recruitment (per employee hired)

HNCRBAFAC

HSC

SC = source costAC = advertising costs, total monthly expenditure (example: $28,000)AF = agency fees, total for the month (example: $19,000)RB = referral bonuses, total paid (example: $2,300)NC = no-cost hires, walk-ins, nonprofit agencies, etc. (example: $0)H = total hires (example: 119)Cost to hire one employee = $414

Matching People and Jobs

Selection The process of choosing individuals who have

relevant qualifications to fill existing or projected job openings.

Selection Considerations Person-job fit: job analysis identifies required

individual competencies (KSAOs) for job success.

Person-organization fit: the degree to which individuals are matched to the culture and values of the organization.

Steps in the Selection ProcessSteps in the Selection Process

Steps may vary. An applicant may be rejected after any step in the process.Completion of applicationCompletion of application

Initial interview in HR department

Initial interview in HR department

Employment testing(aptitude, achievement)

Employment testing(aptitude, achievement)

Background investigationBackground investigation

Preliminary selection in HR department

Preliminary selection in HR department

Supervisor/team interviewSupervisor/team interview

Medical exam/drug testMedical exam/drug test

Hiring decisionHiring decision

The Selection Process

Obtaining Reliable and Valid Information Reliability

The degree to which interviews, tests, and other selection procedures yield comparable data over time and alternative measures.

Validity Degree to which a test or selection

procedure measures a person’s attributes.

Employment Test

An objective and standardized measure of a sample of behavior that is used to gauge a person’s knowledge, skills, abilities, and other characteristics (KSAOs) in relation to other individuals.

Testing for Employee Selection

Uses of Tests Reliability (repeatability of test results) Validity (measures what it suppose to measure)

Types of Tests Intelligence Personality and interests Ability/achievement (current

capabilities/knowledge) Aptitude (performance potential) Physical Ability Tests EQ test

Conducting Effective Interviews

Plan the interview Structure the interview Establish rapport Ask effective questions Close the interview

Guidelines for Interviewees

Prepare Make a good first impression Uncover the interviewer’s needs Relate your answers to the

interviewer’s needs Think before answering Watch your nonverbal behavior

Interviewing Methods Nondirective Interview

The applicant determines the course of the discussion, while the interviewer refrains from influencing the applicant’s remarks.

Structured Interview An interview in which a set of standardized questions

having an established set of answers is used.

Interviewing Methods (cont’d)

Situational Interview An interview in which an applicant is given a

hypothetical incident and asked how he or she would respond to it.

Behavioral Description Interview (BDI) An interview in which an applicant is asked

questions about what he or she actually did in a given situation.

Panel Interview An interview in which a board of interviewers

questions and observes a single candidate.

Interviewing Methods (cont’d)

Computer Interview Using a computer program that requires

candidates to answer a series of questions tailored to the job.

Answers are compared either with an ideal profile or with profiles developed on the basis of other candidates’ responses.

Video interviews Using video conference technologies to evaluate

job candidates’ technical abilities, energy level, appearance, and the like before incurring the costs of a face-to-face meeting.

Some errors in Interview Halo Effect Stereotyping Projection/ Similar to me Effect