Meeting Human Resource Requirements
description
Transcript of Meeting Human Resource Requirements
![Page 1: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/1.jpg)
Meeting Human Resource Requirements
![Page 2: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/2.jpg)
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
![Page 3: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/3.jpg)
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
![Page 4: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/4.jpg)
Staffing Filling a firm’s open positions; also, the
personnel process that includes six steps: job analysis, personnel planning; recruiting, interviewing, testing and selection.
![Page 5: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/5.jpg)
Forecasting: A Critical Element of Planning
Forecasting involves:a. forecasting the demand for laborb. forecasting the supply of laborc. balancing supply and demand
considerations.
![Page 6: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/6.jpg)
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
![Page 7: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/7.jpg)
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
![Page 8: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/8.jpg)
Step Three: Internal Analysis
CompositionComposition
CultureCulture CompetenciesCompetencies
Internal Internal AnalysisAnalysis
![Page 9: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/9.jpg)
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.
![Page 10: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/10.jpg)
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
![Page 11: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/11.jpg)
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
![Page 12: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/12.jpg)
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?
![Page 13: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/13.jpg)
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
![Page 14: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/14.jpg)
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
![Page 15: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/15.jpg)
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
![Page 16: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/16.jpg)
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.
![Page 17: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/17.jpg)
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
![Page 18: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/18.jpg)
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
![Page 19: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/19.jpg)
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
![Page 20: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/20.jpg)
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”.
![Page 21: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/21.jpg)
Steps in the Recruitment andSelection Process
![Page 22: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/22.jpg)
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
![Page 23: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/23.jpg)
Internal Source
IJP Transfer Promotion
![Page 24: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/24.jpg)
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.
![Page 25: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/25.jpg)
![Page 26: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/26.jpg)
Employee referral Form
![Page 27: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/27.jpg)
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?
![Page 28: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/28.jpg)
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
![Page 29: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/29.jpg)
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.
![Page 30: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/30.jpg)
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
![Page 31: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/31.jpg)
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.
![Page 32: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/32.jpg)
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.
![Page 33: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/33.jpg)
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
![Page 34: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/34.jpg)
Conducting Effective Interviews
Plan the interview Structure the interview Establish rapport Ask effective questions Close the interview
![Page 35: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/35.jpg)
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
![Page 36: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/36.jpg)
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.
![Page 37: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/37.jpg)
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.
![Page 38: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/38.jpg)
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.
![Page 39: Meeting Human Resource Requirements](https://reader036.fdocuments.us/reader036/viewer/2022070404/56813b89550346895da4b636/html5/thumbnails/39.jpg)
Some errors in Interview Halo Effect Stereotyping Projection/ Similar to me Effect