Human Resource Staffing and Performance Management MANA 4328 Dennis C. Veit [email protected].
Hiring Decisions MANA 4328 Dennis C. Veit [email protected].
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Transcript of Hiring Decisions MANA 4328 Dennis C. Veit [email protected].
Final Selection
Top Down Selection (Rank) vs. Cutoff scores Is the predictor linearly related to performance? How reliable are the tests?
1. Top-down method – Rank order
2. Minimum cutoffs – Passing Scores
Final Decision
Random Selection Ranking Grouping
Role of Discretion or “Gut Feeling”
Types of Contracts
Legal Employment contract Employment-at-will
Psychological An implied contract Employee promises: Hard work, extra effort,
commitment to company goals. Employee expects in return: Job security, fair
treatment, development, pay and benefits.
Employment-at-will
VS.
Employment Contract
Employment-at-will Employer not obligated to retain for specific time Termination for any legitimate reason without liability Disclaimers in applications and offer letter
Employment Contract Employment for a definite period of time Entitlements for compensation / benefits
Offer Letter
Legal document Should be carefully worded Creates obligations (intended or unintended) Letter from HR or legal
Attraction tool Final incentive for prospective hire Should make new employee feel welcome Letter from manager or company president
Job Offer Content
Start date Usually allows notice for previous employer
Benefits Usually a blanket statement and refer to HR documents
Conditions of employment Reference checks, drug screen, I-9, medical exam etc.
Other conditions Confidentiality / Non-compete / Arbitration
Working hours
Acceptance date
Job Offer Content
Base compensation Based on payroll schedule rather than annual salary Payment schedule (especially if monthly) FLSA designation
Bonuses As specific as possible including dates and criteria
Stock options Consult an expert Grant price / criteria / vesting / contingencies
Job Offer Content
Integration clause Letter contains all terms and conditions Letter supercedes all other documents or conversations
Employment-at-will disclaimer Employment is not for a specific duration Employment terminable by either party at any time Include the “magic words” but don’t go overboard
Responses
Yes Follow immediately with positive communication Instructions for start day (when, where, etc)
No Try to find out why Working conditions vs. $$$
Maybe / More time.... Find out when Answer any questions
Those Not Selected
Maintain positive relations with fair treatment Inform promptly Thank them for applying and acknowledge the effort Tell them they were a finalist with good skills to offer
Most companies do not provide details of decision
Keep applications on file
Notify by mail or by phone for higher jobs
Independent Contractors
“You have been retained as an independent contractor....
....for the XYZ project...
....to be completed by ABC date.”
“As a contractor you are not entitled to any benefits....
....company will not withhold any taxes, FICA or other deductions.”
Managing Retention
Cost of turnover and replacementTypes of Turnover
Involuntary turnover Voluntary turnover out of company control Voluntary turnover that company can control
Turnover and performance Increases costs Decreases productivity
Positive vs. Negative Turnover
Analyzing Turnover
Diagnosing retention problems Active: Employee surveys Active: Exit interviews Passive: Research and HRIS data mining
How much is too much turnover? Depends on the organization Depends on the position
Why Do People Leave?
Why Do People Leave?
Desirability of Leaving Job satisfaction “Shocks” Switching costs Career progression
General Ease of Leaving Labor market conditions Human capital (education and training) Job offers
Alternative Staffing Options
Band Aid vs Cure Approach
Develop a Plan
Alternative Staffing Options
Quality vs Quantity
Cultural effects
Alternative Staffing Options
Blended Workforce Problems:
Full time employees may feel ____ Non-Full time may feel ______
Alternative Staffing Options
Choose Wisely Choose Purposefully
Proactive Strategically
* Your staffing solution should support your business _______
Alternative Staffing Options
Part-time employees Work flow Shared positions
Temps Traditional Use Seasonal Boring jobs
Alternative Staffing Options
Using Temporary Agencies Advantages:
Employee is agencies No benefits There when you Need them Temp to Perm
Alternative Staffing Options
Disadvantages Lack of Incentive time Lack of commitment Intergration Turn over high Not able to secure “Full time employment” Training time Communications problems
Alternative Staffing Options
Independent Contractors Independent Contractor Part-time Legal concerns
Definition of Independent Contractors
Gain Expertise
Alternative Staffing Options
Outsourcing Old concept Problem? Competitive expertise
Key to Outsourcing???
