Basics Of Human Resource Management Module 3 PDF

BASICS OF HUMAN RESOURCE MANAGEMENT MODULE 3 Hon. Prof. (FH) Mag. (FH) Regina Rastbichler, MA  THE HRM LANDSCAPE HR- Strategy & Planning...

BASICS OF HUMAN RESOURCE MANAGEMENT MODULE 3 Hon. Prof. (FH) Mag. (FH) Regina Rastbichler, MA  THE HRM LANDSCAPE HR- Strategy & Planning Talent Competen Mgmt.& cy Mgmt. Developmen Employ Change t er Manageme Brandin nt Diversi g Talent ty Acquisiti Wor Retenti on k on Candida Compensati te on & Selectio Benefits HR n Socia HR HR-IT 2 Organization l Controlli Medi ng  MAIN QUESTIONS ► During a company‘s recruiting process how are the most suitable candidates selected and which risks need to be controlled? ► How can a company determine a candidate‘s future performance? Which selection criteria are typically used? ► What are the most commonly used selection methods? 3 METHODS OF RECRUITMENT (STAFFING) (a) Internal recruitment versus (b) external recruitment: METHODS OF RECRUITMENT INTERNAL RECRUITMENT EXTERNAL RECRUITMENT WITHOUT WITH movements movements 4  INTERNAL RECRUITMENT WITHOUT movements WITH movements  Reorganisation of the work  Transfer of personnel  Use overtime  Through „instruction“ or  Extension of the working time  Dismissal with the option of  Delay of vacations altered conditions of  Enhancement of the employees’ employment qualification  Internal job advertisement  Occupational retraining  HR development Sources: Jung, 2006 S. 137 & Torrington et al. (Fundamentals of 5 HRM chapter 3) YOUR INTERVIEW EXPERIENCES.. 1. A bad interview..? 2. A pleasent/good interview..? ► What made it bad/good? 6  FALSE INVESTMENTS CAUSE COSTS“ 7  RECRUITING RISKS EMPLOYING THE „RIGHT CANDIDATES“ Hig h False Right Negative Positiv (beta e error) Actual Performance False Right Positive Negativ e (alpha error) Lo w Lo Predicted Hig 8 w Performance h According to Trost, A. New HR Strategies between stability and  JOB – POSITION – EMPLOYEE Position Job Employee Responsibilities e.g. teacher, butcher, manager, sales representative Job Family 9  CONTENT AND PURPOSE OF JOB ANALYSIS Critical Selecti Requirements Inciden on ts Criteria Job Descripti on Magic Attracti Employee Momen ve Value ts Aspects Proposition Job Analysis 10 According to Trost, A. New HR Strategies between stability and agility, 2018  CRITICAL INCIDENT TECHNIQUE EXAMPLE: WAITER IN A RESTAURANT Critical Incidents Requirements  Restaurant is crowded and  Friendliness guests become impatient  Speed  Guests complain about inedible  Resilience dishes  Knowledge  A drunken group of guests with no money in their pockets  Direction  A guest wants to learn more  Coolness about minor details of a specific wine  Diplomacy  The cook is sick and his deputy  Empathy is out of his depth 11  RELEVANT CANDIDATE DIMENSIONS Knowledg Personalit e y Interest Motivati s on Expectatio Competen ns ce Talent Attitud s es Age, Contact Gender, 12 s Look?... AND HOW THEY MIGHT BE JUDGED Educatio n Appearanc e Intervie w Motivati on Letter Reason to Apply CV Private Engageme Former nt Developme nt Photo, Reference Appearanc 13 s e  WHICH CANDIDATE YOU CHOOSE? Candidate 1 Candidate 2 ► Engineer ► Engineer ► Intelligent ► Intelligent ► Teamplayer ► Teamplayer ► Confident ► Confident ► Result- ► Result- oriented oriented ► Ambitious ► Ambitious ► Creative ► Creative 14  SOCIAL JUDGEMENT BIASES ► First Impression ► Stereotyping The tendency for a The tendency to perceiver to rely on generalize about early cues or first people in a social impressions. category ► Recency Effect ► Contrast-Effect The tendency for a The tendency to judge perceiver to rely on upward or downward recent cues or last because of a impressions. comparison with ► Projection another candidate who was recently judged The tendency for ► Halo-Effect perceivers to attribute their own thoughts, The tendency to priorities and feelings provide similar ratings to others across different 15 dimensions based on POSITIVE CANDIDATE EXPERIENCE!! Speed Transparency Appreciation It will take no longer Before applying, the Introduction of all than ten minutes to applicant will be interview participants submit an taught how the being communicated application. selection process along with the An interview works in concrete invitation to the appointment within a terms. interview appointment. few days after the Participants after an The applicant will be application. assessment centre greeted by the Corresponding time receive personal receptionist with his slots are provided at feedback and a name and accompanied an early stage. written report. (with a golf cart) to the A personal Via an app, applicants interview location. appointment (with are informed about A personal contact 16 the applicant) is the Source: status of their during Trost,  RECRUITING- FUNNEL Applicati Hirin on g Pre- Person Accept Selection al ed Job- Telepho Intervi Assessmeoffer ne- ew nt Center Interview 17 / Test  SELECTION- PROCESS Results Criteria definition consolidati on Appropriate Decision tools and methods Communicating Usage the decision 18  SELECTION METHODS – OVERVIEW Method Spread Effort Objectivity Validity Resume Cognitiv e Ability Test Physical Ability Test Personality Test Biographica l Questionna ire 19 Person al  INTERVIEW STRUCTURE Tensio n Inform al Talk Candidate inquiry Open questions / job presentati Presentati on on Next Company steps Tim 20 e  FRAGENSTRUKTUR IM INTERVIEW … asking for concrete past behaviour: S pecific Situations T asks and experiences A ctions R esults & outcomes 21  BEISPIEL INTERVIEWSHEET (IT PROJEKT-MANAGERIN): 2 23 (Source: Regina Rastbichler, Hewlett- 3  ASSESSMENT CENTER Candidate × Assessors × Criteria × Methods × Situations s Approx Well- Intelligenc Tests, In-tray,. 6- trained e, social group- presentati 15/20 psycholog competen exercise on, Role candid ist and ce, s, play, ates managers mobility Intervie...... ws,... 23  ASSESSMENT CENTER SETTING Participants Assessor Facilitato r 24  ASSESSMENT CENTER EXERCISES Dynam ic Role Meet Introducti play Employe on (role es not defined )Role In- Case play Tray Studie (role (E- s defined tray) ) Group Psychomet Business proble ric Tests m Simulati solving Standar on d Individu Grou 25 al p  EXAMPLE: IN- PLEASE PROVIDE YOUR ACTION LIST IN 5 TRAY MIN. You are a supervisor in your company. You just have returned from a two-week business trip and you have to leave in one hour to the airport for your next business meeting. In your email and on your desk there are memos that you need to take care of before you leave:  Your boss wants to have a short feedback from you from your recent business trip  Your mother feels being cheated by a travel agency and wants you to take some measures against this agency  Mr. Smith from a partnering department asks for a personal meeting with you  Your lawyer would like to speak to you about an inheritance matter  The craftsmen who renovate the roof of your house require a deposit of € 1000 by tomorrow  Your secretary feels being mobbed by another employee and wants you 28 to take action against this person immediatly  One of your most important employees has resigned. You have to find  ASSESSMENT CENTER ARCHITECTURE Introductio Group In- Intelligenc Criteria e Interview n Exerci Tray/E- se tray test Leadership Communicatio n Intelligence Mobility Intercultu ral Sensitivity 29 Organization  JUDGEMENT SCHEME EXAMPLE INTRODUCTION Nr. Criteria Points Commends 1 Speaks loud and clear 3 mumbles 2 Keeps eye contact 6 sometimes 3 To the point 1 4 Body expression 3 overdone 5 Structure 7 Uses flipchart 6 Stays in time 5 3 Minuts 7 Uses Time 2 Speeds up 30 Total 27  PRO & CONS OF ASSESSMENT CENTER ► High objectivity, reliability and validity through multiple methods, exercises, criteria, assessors ► Comparability of candidates within and across assessment Centre cycles ► Reflection of future duties and responsibilities ► Limited risk of social desirable behavior 29  PRO & CONS OF ASSESSMENT CENTER  A great deal of time and resources for preparation and implementation  Higher costs through the use of external consultants  AC often generates rejection, skepticism and fears among the candidates  A lack of training for observers can lead to falsified results  Loses credibility as a development 30 tool if no measures are derived GROUP WORK – SELECTION STRATEGY You are HR Specialist in an international company. The company owns a production site and headquarters in Austria. As part of the workforce planning exercise for Q4/2023 you need to staff the following positions as soon as possible: Group Chief Finance Officer (CFO) / TOP 1+2 Management level Group Procurement Specialist (young 3+4 academic) Admin Assistant Group Group 3-4 Technical Apprentices for the 7+8 5+6 production Please create a suitable Candidate Aquisiton and Selection Strategy for this job profile. Document your result on a flip chart and present it in class 15 min. 33  GUIDING QUESTIONS FOR GROUP WORK: Who should be involved in the selection and decision making process? Which selection channels and methods do you consider for the position? How long will the recruiting process take (days, weeks, months..)? What is the estimated cost of your aquistion 34 and selection strategy? ONBOARDING 3 5  ONBOARDING AND INTEGRATION OF NEW EMPLOYEES 34 36  WHO AND WHAT IS PART OF THE PROCESS? Own initiative H R Job Manag integration er workplace colleagu Buddy/Tutor es Preparing first day Company Culture (openness, Feedback, … 35 36  BENEFIT OF STRUCTURED ONBOARDING Productivi ty With Onboarding Benefi Without Onboarding t First Weeks in a new Job 38 According to Trost, A. New HR Strategies between stability and  INTRODUCTION AND ONBOARDING OF NEW EMPLOYEES The introduction decides on people‘s motivation & willingness to perform!  The introduction aims to secure that new employees provide their optimal performance on the job and that they systematically integrate in the organisation.  reduce costs – in this context, costs can arouse through Low productivity Repetition of the recruiting process Introduction of the next new employee Disturbance of work processes Problems with customers  Various studies show that approximately half of all employees who leave an organisation within 1 year, do so because of a 37 bad employee introduction (Source: Christina Nicolai: HR Management)  INTRODUCTION AND ONBOARDING OF NEW EMPLOYEES Early Employee Turnover (=newly hired employees leave the organisation within the trial period)  cause costs  influence the reputation of the employer Why do these people leave? Duties & responsibilities don’t come up to the employee’s central expectations Biased presentation of the job during the recruiting process Lack of clarity about the new role Poor socialisation process (introduction into values, norms, internal rules and routines) 38 Lack of feedback by the manager  SCOPE OF ONBOARDING 1st day of employme nt administrati Comprehensi ve ve + approach professional + social administrati ve + professional administrati Check-In ve Tim e 41 According to Trost, A. New HR Strategies between stability and agility, 2018  ROLES IN THE INTEGRATION PROCESS Roles & Responsibilities Buddys’ responsibilities Supervisors‘ HRM Responsibilities responsibilities Introduction in the new The Supervisor / Manager Administrative duties position/ to company bears the responsibility for Information regarding culture the whole integration general rules (working process! hours, social benefits, To introduce new etc. ) employee with internal First contact person Instruments such as job and external key Integrates the new descriptions, etc. people/partners employee in the team Reminds the supervisor Assesses at the end of to assess the new To familiarize the new the trial period employee before the employee with formal and determination of the trial informal standards period 42  THE HRM LANDSCAPE HR- Strategy & Planning Talent Competen Mgmt.& cy Mgmt. Developmen Employ Change t er Manageme Brandin nt Diversi g Talent ty Acquisiti Wor Retenti on k on Candida Compensati te on & Selectio Benefits HR n Socia HR HR-IT 43 Organization l Controlli Medi ng  MAIN QUESTIONS ► How are both the role of the users and the markets affected by Web 2.0 and social media? ► What are practical examples of social media usage in the field of HRM? ► How can social media be implemented and what are different types of social media usage? ► What are relevant conditions for effective social media implementation and usage? 44 4 5 FROM WEB 1.0 TO WEB 2.0 Web 1.0 Web 2.0 www....co www....com m Publish Conte Consum Conte Prosum er nt er nt er 46 Source: Armin Trost, 2013  WHY SOCIAL MEDIA RECRUITING? + - - No personal contact to State of the art candidates Employer Branding „overcontact“ candidates Direct search /Active Importance of following sourcing specific Publish job standards/guidelines advertisements You can do a lot of Reach different mistakes/harm within social generations (X/Y/Z) media – e.g. shitstorm Use of different media Costs (social media is (videos, photos, links, 47 Source: Trost, not for free!)  EXAMPLE: LINKEDIN HOTELGROUP Company hompage + open job postings Active sourcing Cost 200€ - 300€ per job  Matching with Job requirements Positions: Marketing, Sales, Reservation, HODs, IT, 48 Management  EXAMPLE: KUNUNU ► Platform Kununu (www.kununu.com) (www.glassdoor.com) glassdoor 49 49  SOCIAL MEDIA ROADMAP Check & Targets Listen Do it Develop Target Involve Definition Constantly group and & action check effects definition understan on Social of social (whom to d target Media media reach) group Activities activities Setting Consider Defining a Set priorities and develop social internal social selected media conditio media social media objectives ns policy activities (what to achieve) 50 Source: Trost, 2013  SOCIAL MEDIA IN TALENT ACQUISITION Employ er Outsid e Care er Job-Posting Inter- Talent Candida te action Brandi View Infos Searc Retentio ng h n Blogs Forums 51  USING ARTIFICIAL INTELLIGENCE WHEN SELECTING CANDIDATES Past experience Algorithm Huma Applicants n decisio Future prediction n makin g Machin Performance Performan Employees Applicants e evaluation ce based selectio evaluatio n n Maximum usage People over Systems We strive to make personnel Decisions about people and their selection decisions based as far future are always made by as possible on artificial people. Such decisions require intelligence, appropriate the assumption of personal, algorithms and big data. This interpersonal responsibility. enables us to achieve greater 52 efficiency and objectivity. According to Trost, A. New HR Strategies between stability and  CONCLUSIO N ► In the past, recruitment was primarily a selection issue ► Recruiters of the future are more "networkers" than "diagnosticians" ► In the future, access to target groups will primarily be via social networks ► People selection takes place with active involvement of potential, future colleagues ► Social media is only successful if networking is used 53 Source: Trost, 2013  CHAT GPT IN HR (1/3) Job advertisements and job titles : Formulate a running text from keywords Shorten or structure texts that are too long Research keywords for search engine optimization Research SEO-relevant job titles Optimize text for Google Jobs Check texts for correctly gendered language and diversity Evaluate readability and length of text Adapt texts for social media Career page: Compile content and prepare it (textually). "marry" with content from internal company sources 54 Optimize texts for search engines  CHAT GPT IN HR (2/3) Interview and candidate assessment Reference check: Create questions for former superiors Pre- assessment of the applications received according to – initially – standardized criteria Research job-specific interview questions Formulate personal questions for applicants to determine soft skills Creating specific technical tasks as part of the interview Determine salary benchmarks Recruiting campaigns Research the main topics of the respective campaign Identify target groups and suitable recruiting channels search engine optimized text creation Brainstorming for creative ideas 55  CHAT GPT IN HR (3/3) Candidate experience: Research benchmarks for candidate- centered recruiting processes Gather practical tips from other external sources, for example how to shorten the time- to-hire Conduct extensive research for appealing active sourcing messages instead of “one size fits all” emails embedded on career pages: save applicants clicks and guide them through the entire process Social media 56 content