CHAPTER 4,5&6.pptx

Chapter 4 STRATEGIC PLANNNIG, HUMAN RESOURCE PLANNING, AND JOB ANALYSIS CHAPTER OBJECTIVES 01 Describe the strategic 05 Explain what a firm can do planning process when either a shortage or surplus of workers exists. 02 Explain the human...

Chapter 4 STRATEGIC PLANNNIG, HUMAN RESOURCE PLANNING, AND JOB ANALYSIS CHAPTER OBJECTIVES 01 Describe the strategic 05 Explain what a firm can do planning process when either a shortage or surplus of workers exists. 02 Explain the human 06 Describe strategic resource planning succession planning in process. today’s environment 03 Describe forecasting 07 Describe the types of requirements information required for job analysis and the reasons for conducting it. 04 Summarize forecasting 08 Summarize job design human resource concepts availability. STRATEGIC PLANNING Process by which top management determines overall organizational purposes and objectives and how they are achieved. STRATEGY IMPLEMENTATION LEADERSHIP - used to encourage employees to adopt supportive behaviors, and when necessary, to accept the required new values and attitudes. ORGANIZATIONAL STRUCTURE - A company’s organizational structure is typically illustrated by its organizational chart. INFORMATION AND CONTROL SYSTEM - Among the information and control systems are reward systems; incentives; objectives-oriented systems; budgets for allocating resources; information systems; and the organization’s rules, policies, and implementations TECHNOLOGY - The knowledge, tools, and equipment used to accomplish an organization’s assignments comprise its technology HUMAN RESOURCES - The HR functions must be properly aligned to successfully implement the strategic plan.  HUMAN RESOURCE PLANNING (WORKFORCE PLANNING) Systematic process of matching the internal and external supply of people with job openings anticipated in the organization over a specified period of time. 2 COMPONENTS 1. Requirements forecast - involves determining the number, skill, and location of employees 2. Availability forecast - The determination of whether the firm will be able to secure employees with the necessary skills, and from what sources FORECASTING HUMAN RESOURCE REQUIREMENTS ZERO-BASE FORECAST - uses the organization’s current level of employment as the starting point for determining future staffing needs BOTTOM-UP FORECAST - Forecasting method in which each successive level in the organization, starting with the lowest, forecasts its requirements, ultimately providing an aggregate forecast of employees needed. FORECSATING HUMAN RESOURCE AVAILABILITY To forecast availability, the HR manager looks to both internal sources (current employees) and external sources (the labor market). The determination of whether the firm will be able to secure employees with the necessary skills, and from what sources, is an availability forecast. SHORTAGE OR SURPLUS OF WORKERS FORECASTED Innovative Recruiting Compensation Incentives – premium pay Alternative to Layoffs – Freeze (hard breeze, soft breeze, and smart breeze), early retirement SUCCESSION PLANNING: A COMPONENT OF STRATEGIC PLANNING Process of ensuring that qualified persons are available to assume key managerial positions once the positions are vacant JOB ANALYSIS: A BASIC HUMAN RESOURCE MANAGEMENT TOOL Job Analysis is a systematic process of determining the skills, duties, and knowledge required for performing jobs in an organization. The purpose of job analysis is to obtain answers to six important questions: 1. What physical and mental tasks does the worker accomplish? 2. When is the job to be completed? 3. Where is the job to be accomplished? 4. How does the worker do the job? 5. Why is the job done? 6. What qualifications are needed to perform the job? JOB ANALYSIS METHOD Questionnaires - The job analyst may administer a structured questionnaire to employees, who identify the tasks they perform. Observation - This method is used primarily to gather information on jobs emphasizing manual skills, such as those of a machine operator. Interviews - An understanding of the job may also be gained through interviewing both the employee and the supervisor. Employee Recording - In some instances, job analysis information is gathered by having employees describe their daily work activities in a diary or log. With this method, the problem of employees exaggerating job importance may have to be overcome Combination of Methods - Usually an analyst does not use one job analysis method exclusively. A combination of methods is often more appropriate JOB DESCRIPTIONS Job Identification Date of the Job Analysis Job Summary Duties Performed Job Specification  JOB DESIGN CONCEPTS Process of determining the specific tasks to be performed, the methods used in performing these tasks, and how the job relates to other work in an organization. Job Enrichment - Changes in the content and level of responsibility of a job so as to provide greater challenges to the worker. Job Enlargement - Increasing the number of tasks a worker performs, with all of the tasks at the same level of responsibility. Job Rotation - Moves workers from one job to another to broaden their experience. Reengineering - Fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance such as cost, quality, service, and speed.. RECRUITMENT Process of attracting individuals on a timely basis, in sufficient numbers, and with appropriate qualifications to apply for jobs with an organization. RECRUITMENT PROCESS 1. EMPLOYEE REQUISITION - Document that specifies job title, department, the date the employee is needed for work, and other details.. 2. RECRUITMENT RESOURCES - Where qualified candidates are located. 3. RECRUITMENT METHODS - Specific means used to attract potential employees to the firm. Internal Recruitment Methods - Human Resource Databases - Job Posting and Job Bidding - Employee referrals External Recruitment Sources - College and Universities - Self-Employed Workers - Competitors in the Labor Market (Poaching) - Ex-Offenders - Former Employees - Unemployed - Military Personnel RECRUITING TECHNOLOGY Mobile Recruiting Internet Recruiter Virtual Job Fair Corporate Career Websites Weblogs General-Purpose Job boards Niche Sites TRADITIONAL EXTERNAL RECRUITING METHODS Media Advertising Private Employment Agencies Public Employment Agencies Executive Search Firms Recruiters Job Fair Internship Professional Associations Unsolicited Applicants Event Recruiting Sign-on Bonuses TYPES OF JOB SEEKERS 1. Active job seekers - Individuals committed to finding another job whether presently employed or not. 2. Passive job seekers - Potential job candidates, who are typically employed, satisfied with their employer, and content in their current role but if the right opportunity came along, they might like to learn more Chapter 6 SELECTION CHAPTER OBJECTIVES 01 Explain the significance 05 Describe the use of tests of employee selection. in the selection process. 02 Describe the selection 06 Explain the use of the process. employment interview. Describe forecasting Explain pre-employment 03 requirementsExplain the 07 screening and background importance of preliminary checks screening. 04 Describe reviewing 08 Describe the selection applications and decision. résumés. SIGNIFICANCE OF EMPLOYEE SELECTION Selection is the process of choosing from a group of applicants the individual best suited for a particular position and the organization SELECTION PROCESS Figure 6-1 illustrates a generalized selection process, but it may vary from company to company and also according to the type of job being filled. PRELIMINARY SCREENING The basic purpose of preliminary screening is to eliminate those who obviously do not meet the position’s requirements. REVIEW OF APPLICATIONS AND RESUMES Resume is a Goal-directed summary of a person’s experience, education, and training developed for use in the selection process. SELECTION OF TESTS Tests are essential components of employee selection. These tests rate factors such as aptitude, personality, abilities, and motivation of potential employees, allowing managers to choose candidates according to how they will fit into the open positions and corporate culture SELECTION OF TESTS CHARACTERISTICS OF PROPERLY DESIGNEDSELECTION TEST - Standardization - Objectivity - Norms - Reliability - Validity SELECTION OF TESTS EMPLOYMENT TEST Aptitude tests - A test of how well a person can learn or acquire skills or abilities. Achievement tests - A test of current knowledge and skills. Cognitive Ability tests - Tests that determine general reasoning ability, memory, vocabulary, verbal fluency, and numerical ability Psychomotor Abilities tests - Psychomotor abilities refer to the capacity to connect brain or cognitive functions and functions of the body such as physical strength. Personality tests - Self-reported measures of temperaments, or dispositions Integrity tests - represent a specific type of personality attribute. Job Knowledge tests - Tests designed to measure a candidate’s knowledge of the duties of the job for which he or she is applying. Job Performance and Work sample - Tests that require an applicant to perform a task or set of tasks representative of the job EMPLOYMENT INTERVIEWS Goal-oriented conversation in which an interviewer and an applicant exchange information. EMPLOYMENT INTERVIEWS Content Interview Occupational Experience Academic Achievement Interpersonal Skills Personal Qualities - include physical appearance, speaking ability, vocabulary, poise, adaptability, assertiveness, leadership ability, and cooperative spirit. EMPLOYMENT INTERVIEWS General Types of Interview Unstructured Structured Behavioral Situational Interview EMPLOYMENT INTERVIEWS METHODS OF INTERVIEWING One-on-one interview Group Interview Board (Panel) Interview Multiple Interview Stress Interview PRE-EMPLOYMENT SCREENING AND BACKGROUND CHECKS Employment Eligibility Verification Form Reference Checks - Validations from individuals who know the applicant that provide additional insight into the information furnished by the applicant and verification of its accuracy. Negligent Hiring - Liability a company incurs when it fails to conduct a reasonable investigation of an applicant’s background, and then assigns a potentially dangerous person to a position in which he or she can inflict harm. SELECTION OF DECISION Actual hiring decision Medical Examination Notification of Candidates (whether successful or unsuccessful) METRICS FOR EVALUATING THE EFFECTIVENESS OF RECRUITMENT/SELECTION Quality of Hire Time required to hire New-hire Retention Hiring Manager Overall Satisfaction Turnover rate - is the number of times on average that employees have to be replaced during a year. SHORT QUIZ