Misd chap 5 stffing is team hrm irm
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Transcript of Misd chap 5 stffing is team hrm irm
STAFFING IS TEAM
MGT OF ISD (IMS452)
HUMAN RESOURCE MANAGEMENT (HRM)
OVERVIEW Is the development and administration of programs
to enhance the quality and performance of a company’s work force
The most important jobs is to recruit qualified personnel and to develop, organize and direct the capabilities of existing personnel
The most challenging issues is to retain the qualified and experience IS personnel
THE FOUNDATION OF HRM
Job relatedness is the principle that all employment decisions should be based on the requirements of the jobs in question
Planning for Human Resources– Job analysis is the evaluation of the duties and qualities
required by a job– Outline of the objectives, tasks, and responsibilities of a
job– Job specification is the description of the skills, education
and experience required by a job
STAFFING THE ORGANIZATION
Recruitment– Fill positions for which there are not suitable internal candidates– Accommodate growth or– Attract fresh ideas
Selection– Applications or resume– Screening interviews– Ability and aptitude tests– Physical examinations and tests
Promotions– Closed promotion systems– Open promotion systems
DEVELOPING THE WORK FORCE
Orientation Training and Development
– On the job training– Off the job training– Management development– Networking and mentoring
Performance appraisal Demotion and separation
– Disciplinary– downsizing
COMPENSATION AND BENEFITS
Wages and salaries Incentive programs
– Individual incentives (bonus, merit salary system, performance payment)
– Companywide incentives (profit sharing plan, gain sharing plans, pay for knowledge plans )
Benefits programs– Retirement plans (EPF,SOCSO,pension)– Containing the costs of benefits
EMPLOYEE RELATIONS
Employee relations is the interaction between employers and employees and their attitudes toward one another
Job satisfaction is the degree of enjoyment that people derive from their jobs
Morale is the overall attitude employees have toward their workplace
MOTIVATION
Motivation is the set of forces that cause people to behave in certain ways
Classical theory of motivation is that workers are motivated solely by money
Expectancy theory – people are motivated to work toward rewards that they want and they believe they have a reasonable chance of obtaining
Equity theory – people evaluate their treatment by employers relative to the the treatment of others
Methods of Increasing Job Satisfaction
Participative management and empowerment Job enrichment Job redesign Telecommuting
Why IT Managers need to deal with hiring people
Why needed ?
Staff are the single biggest factor in determining whether or not the IT Manager going to be successful or not on the job
Hiring = dealing with – recruiting agencies and the HR department– Reviewing resumes– Conducting interviews– Negotiating an offer
HR Department Roles If the IT Manager has to lead the recruiting
talk and discuss to HR on:– Is there any approved list of recruiters to use– Is there any company’s policy on their finder’s fees– Can the IT Manager use his own recruiters– Who responsible for advertisement and who pays for it– Will HR perform the initial screening of applicants’ resume– Who evaluate the salary range for this position and what is the
evaluation process– Who should be the internal point of contact for agencies and
applicants– Who checks the background and reference– What is the time frame for the process, and who in charge
How to Get Help with Your Hiring
HR Dept (HRD) can help with screening and recruiting process, on:– HRD can post the Position Description – HRD can identify contact point -> to initial calls and
emails– HRD can perform initial screening base on the IT
Manager guideline or requirement– HRD can eliminate those who are poor communicators– HRD can call the candidate references and prepare the
offer letter, the place to work and other associates new hire materials, eg benefits package, company policies
– HRD can be effective liaison if the offer is extended or negotiated
Justifying a Hire
Approval is needed before hire someone Why the hire is necessary, why it needed and what
are the benefits Other justifications:
– Work load has grown by X% past few years -> additional staff is needed to keep up
– New technologies -> hire new people who are already skilled and experienced to use it effectively
– Need staff to implement and support the system although certain processes are automated
– Be able to respond X% faster if expand the staff
Start with internal and External Referrals
Best method to start the searching from inside Does anyone in the dept/company/personal
network eg. co-workers, other mgrs,internal job posting boards - know of a candidate who matches the criteria
Generally the quality of people from this referrals is higher and better suited for the position
People who recommend are conscious on the reputation and have the confidence to the candidates
Internal versus External Hires
An internal hire = when someone – from within the company, – or same department,
is selected for an opening –or promotion –or lateral change
Pros and cons of internal hires
PRO The candidate is known Her strength and weakness
have been seen by other people
Concept of hiring /promoting from within -> can get support from upstairs
Other employee will appreciate seeing that there is an opportunity to move up
Shorter introduction term, the candidate can start being productive a lot sooner
CONS It may anger other people. If
the person has talent and is a contributor to his group, his boss may reluctant him to transfer
People who have worked for the company arrive with many preconceived ideas. New people come with their eyes and ears open, ready to absorb and learn. Some of the internal people have lots of hard-to shake prejudices
Should you hire a full time employee or a consultant ? (…it depends on the need)
FULL TIME EMPLOYEE = individuals who work for
your corporation They are hired by, paid by
and report to someone in an organization
They received additional benefits eg retirement plans
Hired at will basis = either the employee or the company can terminate the arrangement at any point for any non-discriminatory reason
CONSULTANT /CONTRACTORS
Brought in on a temporary basis by companies
Generally paid by hour or day, receive no benefits and aren’t on the company’s payroll
They are not necessarily employees or an organization
Can be find through – an agency– consultation firm – web searches – personal referrals
Pros and cons to use consultants
PRO In general, consultants may
have more diverse experience
Consultants who have such varied expertise, usually require litter or no training to become productive
Consultants don’t add to head count
Consultants can usually be dedicated to a particular project
A consultant can be terminated quickly and easily when you need to
CONS Consultants often cost more
than full time employees If you hire a consultant, for
budgeting purposes you will need to estimate how long the contract will be
It is easy to forget that consultants are not employees of the company. Their royalty at the end is to themselves
Pros and Cons to using full time employees
PRO Full time employees
generally are more committed
Full time employees are cheaper – in the short term
Full time employees sometime are better suited for the specific task at hand
CONS Full time can
sometimes be less deadline driven (there is always tomorrow)
Terminating full time employee is much more complicated than terminating consultants
Things to be considered before decide full time employee or consultant
Determine which type is best for your job– On the expertise of the technology– Short term only, not for future– Fill a gap or replacement– Financial consideration
Consultant or employee – can’t have it both ways– Legal procedures
Timing consideration– When is the best time to hire?
At least one month before you need to hire.
Why do some organizations refuse to increase full time head count
Official size limits– For specific government contract
Business model– Want to remain very flexible and not be burdened with a
lot of overhead Impressing investors
– Investors like to see a company reducing costs, including staff reductions
Nature of the market they are in– If lots of competitors – slow and organic growth is the
best method– If gets as musch market shares – adding more personnel
is required
Position description (Job description) = detailed description of a specific role
Functions: Can be posted internally by the HRD for any
recruitments To be relay the pertinent details to agencies and
recruiters To help HRD to do the advertisement For hiring process To list the responsibilities For performance evaluations, salary considerations
and staffing justifications To help resolve difficult personal situations
Position descriptions versus Contracts
PD is a description. It is not a contract. Many companies have formal contracts with some
of their employees. PD is not designed for that purpose– Have formal, legal contract that they require to
sign upon joining the organization– Strong legal instruments with very specific terms– Often list of things a person should not do
Goals, responsibilities and expectations are things should be listed in PD
Things change – need to adapt quickly to those new challenges and be able to turn the staff in the new direction.
General requirement in PD
Job title Position summary Scope of responsibility Immediate supervisor or manager Number of direct reports Minimum versus specific requirement Education, training and certification requirement Experience required Travel Salary
Advertising options
First, post internally Popular web sites
– Web posting issues to think about
Networking Effectiveness of networking
– Professional contacts
Personal contacts Social networks online Job / recruiting fairs Print advertising
– The limitation
Recruiters (Agents/Headhunters)
Finding the right recruiter Technical abilities Things to keep in mind
– Fees generally run 20-30% of the annual salary that is offered and are negotiable.
– Oftentimes, a recruiter will ask on the finder’s fee -> offer up a lower numbers
– Fees are usually paid after a certain period of time, to ensure that the candidate doesn’t quit
Pros and cons using a Recruiter (Agents/headhunters)
PRO Recruiters take the tasks of recruiting
burden Recruiters will
– Do the ads and phones– Initial screening– Send the right candidates with the
right salary and skill– Meet the candidates before
sending the appropriate candidates Recruiters can help to separate the
good and bad, and the best among the best
If the marketplace is a difficult one to recruit in, agents can help
Recruiters has his own network and contacts – can help to match the right personality and attitude
Recruiters can help for the job that is complex with very specific requirement
Recruiters can help for the popular job
CON Keep an eye out for recruiters who
don’t appear to be listening to you and the requirements. Demand what you are paying for
Some recruiters try to convince you to ignore your own instincts
Some recruiters try to increase the odds of success by over whelming you with resumes
Working with agencies is a mix of personalities
– Choose the ones that can work well with you
Selecting Candidates
Reviewing resumes– Be on the lookout for spelling and grammar
errors– Take note of the overall appearance– Look at the job history– Does the level of detail in the resume match
what you’re looking– Does the resume have a laundry list of
technologies– Notice factual claims
Telephone screening
At what level should the IT Manager interview
Positions that report directly to the IT Manager
Positions that report to the IT Manager reports
Positions in the organization that are higher visible or very critical
Narrowing the list
How to choose from hundreds of candidates How to choose from 30 qualified candidates Should you hire an overqualified candidate
General interview guidelines
Start, with making the candidate feel comfortable with a few light comments or by asking a few easy questions
Get the interview away from the Q&A format, and into more of a conversation or discussion
Don’t do all the talking, and don’t tell so much about what you’re looking for
Avoid asking yes/no questions or short-answer questions
At the end, give chance to the candidates to ask her own questions
Prepare a list of questions
Non-technical questions– Listening to how they answer as well as to what they
answer
What not to ask– Race, gender, marital status, age, handicap, sexual
orientation, religion
Who else should interview a candidate
Your own peers Individuals who are at peer level to the open
position Your boss If the position requires interaction with other
department, representative may involve HR Department which haven’t done the initial
screening Other management or supervisor who will their
direct reports
Key concepts for a good technical interviews
Do some preliminary reading Let the candidates explain technologies to you Testing candidates The right skill set for the job When to accept similar experience
Rank criteria Technical skill Softer skill
– Personality, intelligence, interpersonal resourcefulness– Attitude toward work, ability to juggle multiple priorities,
ability to work with others, general intelligence, resourcefulness, potential for growth, dedicated and commitment, professionalism, maturity
– Project management skill, supervisory skills, interpersonal skills, ability to write reports or give presentations
Ability to learn– Technical skills can always be learned, but teaching
someone how to be responsible, likeable, or intelligent isn’t easy
Other requirements that you might be flexible about
Years of experience College degree Training Specific hardware and software
technology Environment size Certification Industry experience
The values of certification
Test taking skills Value of commitment Checking the value of a certification
Education
Type of education Direct value to the job Indirect value to the job Business related degrees Hard sciences related degrees Soft sciences related degrees Famous schools Technical courses
Checking references
Background checks Professional references
Common hiring mistakes A poorly defined position
– If you don’t describe the position accurately Hiring for the wrong reasons
– You just pickup one quickly Not getting enough input
– It’s good idea to have other people meeting with strong candidates
Talking too much (or too little) during a job interview– The best interviews occur when both the candidate and
the interviewer have a chance to learn about each other No reference checks
– Many companies are now outsourcing this functions
Offering the correct amount for an IT position
Before making the offer– Make sure the HR and whatever other upper management individual
need to approve the final offer are in agreement on the specified range
Using Agencies– Be careful when you share the salary range with any agencies you
use Other ideas besides more money
– Consider promising a salary review six months after the person starts
– Make the position and environment sound as exciting and attractive as possible
– Get the candidate to look at the entire package– Make sure the candidate is fully aware of the company’s benefits
program – Don’t forget to talk about vacation time
DEFINITION of Outsourcing and Offshore Outsourcing
Outsourcing
= when one company makes an agreement with a second company to provide services that the first could provide, but choose not to.
IT companies often outsource portions of their software development
Offshore Outsourcing
= arranging with a second company to provide service that the first company could provide but choose not to - and the second company isn’t located in your own country
Pros and Cons of Offshore Outsourcing
PRO can be done for less money
in other countries. gets the benefit of a 24
hours work cycle. It give very positive effect on development time lines
It’s common now to contract out increasing amount of white collar work like accounting, drug research, technical R&D, and even cartoon animation
CONS Publicity – it will be a
significant public relations issue to be dealt with. Many companies going to hide their offshore outsourcing agreements
Overhead costs involved in establishing a smooth relationship overseas.
There will be cultural considerations – languages, different laws about hiring and contracting workers
Managerial Styles and Leadership – Information Resources Management (IRM)
Overview
Manage information by managing the resources that produce information.
Manage information processor that transform the input into output
Type of Information Resources– Computer hardware, computer software, information
specialist, users, facilities, the database and information.
Information Resources Management
Conceptually - identifying, acquiring, managing
IR need to be managed properly. IRM is divided
– Strategic Management– Operational Management– Resources Management– Technology Management– Distributed Management
Cont.. Information Resources Management
Strategic Management– IT must be managed to contribute to a
firm’s strategic objective and competitive advantage, not just for operational efficiency or decision support.
Operational Management– It and IS can managed by functional and
process-based organizational structure and managerial techniques commonly used throughout other business units.
Cont.. Information Resources Management
Resources Management– Data and information, hardware and
software, telecommunication and network, and IS personnel are vital organization resources that must be manage like other business asset.
Technology Management– All technologies that process, store, and
communicate data and information throughout the enterprise should be managed as integrated system of organizational resources
Distributed Management– Managing the use of IT and IS resources
in business units or workgroups is a key responsibility of their managers, no matter their function or level in the organization.
Cont.. Information Resources Management
Information Resources Management…cont
Resources Management– Data and information, hardware and software, telecommunication
and network, and IS personnel are vital organization resources that must be manage like other business asset.
Technology Management– All technologies that process, store, and communicate data and
information throughout the enterprise should be managed as integrated system of organizational resources
Information Resources Management…cont
Distributed Management– Managing the use of IT and IS resources in business
units or workgroups is a key responsibility of their managers, no matter their function or level in the organization.
Conclusion