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