HRA Reviewer Set A PDF

. C1 HUMAN RESOURCE FUNCTIONS FACETS OF HR 6. Employee Relations Specialists - handle employee grievances, conflicts, and workplace issues, fosteri...

. C1 HUMAN RESOURCE FUNCTIONS FACETS OF HR 6. Employee Relations Specialists - handle employee grievances, conflicts, and workplace issues, fostering positive relationships between employees and the organization. 7. Performance Managers - oversee the performance appraisal process, set performance goals, and provide feedback to employees to ensure their continuous development. 8. Labor Relations Managers - In organizations with unions, labor relations managers handle negotiations, grievances, and compliance with labor laws and agreements. 9. HR Analysts - use data and analytics to derive insights from HR metrics, helping to inform strategic decisions and improvements in HR processes. 10. HR Associate, Assistants, and Coordinators - These roles support various HR functions, such as administrative tasks, scheduling interviews, maintaining records, and assisting with onboarding processes. HR Associates - typically have a broader scope of responsibilities compared to assistants and coordinators. o They might be involved in various HR functions, including recruitment, employee relations, training, HIERARCHY OF HR TITLES and administrative tasks. o They may assist in conducting interviews, managing HR records, and supporting HR projects. o HR Associates often have more experience and knowledge in HR practices compared to entry-level positions. HR Assistants - focus on administrative tasks and providing support to the HR team. o Duties may include: maintaining employee records, scheduling interviews, coordinating meetings, and managing paperwork. o They play a crucial role in ensuring the smooth operation of HR processes by handling routine tasks and assisting with various HR functions. HR Coordinators - typically have more responsibility than assistants but might have a narrower focus compared to associates o They might handle specific areas within HR, such as employee onboarding, benefits administration, or training coordination o Coordinators ensure that processes run efficiently by managing logistics, communication, and coordination related to their assigned area. 11. CHRO (Chief Human Resources Officer) - In larger organizations, the CHRO is the executive leader responsible for the overall HR strategy and its alignment with business goals. 12. Employees - While not HR professionals, employees themselves also play a role in HR management by participating in performance evaluations, development programs, and other HR-related processes. S1 HUMAN RESOURCE MANAGEMENT FUNCTIONS Talent management - is a strategic approach to managing an organization's human resources with a focus on attracting, developing, retaining, and maximizing the potential of talented individuals to achieve the organization's goals and objectives. Key elements of talent management typically include: SOME OF THE KEY PERSONS INVOLVED IN HR MANAGEMENT 1. Talent Acquisition 1. HR Managers - responsible for overseeing the entire HR function 2. Talent Development within an organization. 3. Performance Management They develop HR strategies, policies, and programs, manage 4. Succession Planning employee relations, and ensure alignment between HR 5. Career Pathing practices and organizational goals. 6. Retention 2. HR Specialists - focus on specific areas within HR, such as 7. Workforce Analytics recruitment, training and development, compensation and benefits, employee relations, or performance management. They bring specialized expertise to these functional areas. 4 MAIN ACTIVITIES OF HRM 1. Acquisition - Involves the processes of attracting, sourcing, 3. Recruiters (Talent Attraction & Acquisition / Sourcers) - responsible selecting, and hiring qualified individuals for various job roles for sourcing, attracting, and selecting candidates to fill job vacancies within the organization. within the organization. They engage in candidate outreach, - Includes: recruitment strategies, candidate evaluation, and screening, interviewing, and ensuring a smooth onboarding process. making informed hiring decisions to bring in the right talent. 4. Training and Development Professionals - They design and implement training programs that enhance employees' skills, 2. Development - Focuses on enhancing the skills, knowledge, and knowledge, and performance. They identify learning needs, develop abilities of employees to improve their performance and contribute training materials, and facilitate workshops and courses. effectively to the organization. 5. Compensation and Benefits Specialists - design and manage - Includes: training programs, career development initiatives, compensation structures, benefits packages, and incentive programs mentoring, and continuous learning opportunities. that attract, retain, and motivate employees. HRA REVIEWER SET 1 PAGE 4 OF 42. 3. Motivation - Involves creating a positive work environment, Blue-collar workers – e.g., Working on machines and engaged recognizing employee contributions, and implementing strategies to in loading, unloading, etc. increase employee engagement and job satisfaction. White-collar workers – e.g., clerical Employees, Managerial and Non-managerial personnel, professionals 4. Maintenance of Human Resources - activities that aim to retain and 5. Personnel Activities or Functions - HRM encompasses various sustain the workforce over the long term. activities, including recruitment, training, compensation, - Includes: managing employee relations, ensuring fair performance management, and employee relations. compensation and benefits, addressing workplace concerns, 6. Based on Human Relations - HRM is grounded in the and creating a safe and inclusive workplace culture. understanding of human behavior, interactions, and psychology to effectively manage and motivate employees. HRM HAS 2 FUNCTIONS 7. Continuous Process - HRM is an ongoing and evolving process, involving various stages such as planning, recruitment, selection, 1. Basic Functions – general management: planning, organizing, directing, coordinating, and controlling development, and retention that require consistent attention and 2. Operative Functions – daily activities of business: procurement, adaptation. placement and utilization of employees, motivating, and compensating employees S2 HUMAN RESOURCE PLANNING BASIC FUNCTIONS 1. Planning - Developing strategies and action plans to align HR (HRP) activities with organizational goals, anticipating workforce needs, Human Resource Planning (HRP) or Workforce Planning (WFP) - is the and creating a roadmap for effective HR management. (See S2) process an organization uses to analyze its workforce and determine the 2. Organizing - Structuring and arranging resources, roles, and steps it must take to prepare for future staffing needs. responsibilities within the organization to ensure smooth operations, Process of estimating and projecting the supply and demand for clear communication, and efficient workflow. different categories of personnel in the organization for the years to 3. Directing - Guiding and leading HR teams to execute tasks, projects, come. and initiatives effectively, while fostering a positive work A systematic assessment of workforce content and composition environment that encourages collaboration and innovation. issues and determines what actions must be taken to respond to 4. Controlling - Monitoring and evaluating HR processes and future needs. outcomes, comparing actual results to predefined standards, and - The actions to be taken may depend on taking corrective actions to ensure compliance, efficiency, and o External factors (e.g., skill availability) continuous improvement. o Internal factors (e.g., age of the workforce). o These factors may determine whether future skill needs will be OPERATIVE FUNCTIONS met by recruiting, by training or by outsourcing the work 1. Procurement of Employees - Involves attracting, sourcing, and (SHRM 2021). recruiting suitable candidates to fill vacant positions within the Main objective of WFP: identify the “human capital” (KSA) organization. requirement of the organization and how to acquire them. WFP can - Includes: activities such as job analysis, job posting, candidate be used to “optimize” current workforce in the organization. screening, interviewing, and selecting the best-fit individuals for the roles. 2. Placement and Utilization of Employees - Focuses on placing WORKFORCE PLANNING PROCESS selected employees in appropriate job roles that align with their There are several distinct analytical steps in workforce planning: skills, qualifications, and competencies. 1. Supply Analysis - (supply forecasting) - Aims: optimize the allocation of human resources to maximize o also referred to as “staffing assessment”, an analysis of an their contributions and overall organizational efficiency. organizations’ labor supply. 3. Training and Development - Encompasses activities that enhance 2. Demand Analysis - (demand forecasting) the skills, knowledge, and abilities of employees. o includes a review of future business plans and objectives. Training - involves structured programs that impart specific skills 3. Gap Analysis (estimating workforce gap) Development - focuses on a broader growth plan for o compares the differences in the supply and demand analysis employees to excel in their current and future roles. and identifies human capital availability and deficiencies 4. Motivating Employees - Involves creating an environment that 4. Solution Analysis (formulating HR plans) encourages employees to perform at their best. o focuses on how to address gaps in current staffing and future - Includes: recognition, rewards, career growth opportunities, and staffing needs through recruiting, training and development, addressing employees' needs to boost their job satisfaction and contingent staffing, and outsourcing. commitment. 5. Compensating - Encompasses designing and managing FACTORS AFFECTING WFP compensation packages for employees. 1. External challenges - economic developments, political, legal, - Includes: determining salaries, bonuses, benefits, and incentives social, technological changes, and competition that align with both industry standards and the organization's 2. Organizational decisions - divesting, investing, downsizing, and financial capabilities. merger 6. Maintaining Good Industrial Relations - Focuses on fostering 3. Workforce factors - Quality and quantity, and diversity of positive relationships between employees, management, and labor workforce unions (if applicable). - Includes: handling grievances, disputes, negotiations, and HRP is the most important managerial function of an organization. It creating an environment of open communication and ensures three main things: cooperation. 1. Adequate supply of human resources. 7. Record Keeping - Involves maintaining accurate and up-to-date 2. Proper quality of human resources. records related to employees' personal and professional information. 3. Effective utilization of human resources. - Includes: documentation of employment contracts, performance evaluations, training records, and other relevant data for legal OBJECTIVES OF HUMAN RESOURCE PLANNING compliance and decision-making purposes. 1. Assessing manpower needs for future and making plans for recruitment and selection. FEATURES OF HRM 2. Assessing skill requirement in future for the organization. 1. Inherent Part of Management - HRM is an integral component of 3. Determining training and the development needs of the overall management, involving the management of people to organization. achieve organizational goals and objectives. 4. Anticipating surplus or shortage of staff and avoiding unnecessary 2. Pervasive Function - HRM is present throughout the organization detentions or dismissals. and impacts all levels, departments, and functions, reflecting its 5. Controlling wage and salary costs. broad influence. 6. Ensuring optimum use of human resources in the organization. 3. Basic to all Functional Areas - Human resource management 7. Helping the organization to cope with the technological principles are essential in every functional area of an organization, development and modernization. ensuring that people are effectively managed regardless of their 8. Ensuring career planning of every employee of the organization and roles. making succession programs. 4. People Centered - HRM places a strong emphasis on employees as 9. Ensuring higher labor productivity. valuable assets, recognizing their contributions and focusing on their development and well-being. HRA REVIEWER SET 1 PAGE 5 OF 42. DETERMINANTS OF HRP Top management formulates corporate-level plan based on Factors or determinants can be classified into (1) external factors and (2) corporate philosophy, policy, vision and mission. internal factors. The HRM role is to raise the broad and policy issues relating to human resources. EXTERNAL FACTORS o The HR issues are related to employment policy, HRD Government Policies policies, remuneration policies, etc. Level of Economic Development o The HR department prepares HR strategies, objectives Business Environment and policies consistent with company’s strategy. Level of Technology International Factors 2. Intermediate-Level Plan Strategic Business Units (SBUs) - organized by large-scale INTERNAL FACTORS and diversified companies for the related activities. Company Policies and Strategies: Company’s policies and strategies o SBUs prepare intermediate plans and implement them. relating to expansion diversification, alliances, etc. determines the HR managers prepare specific plans for acquiring future HR demand in terms of quality and quantity. managers, key personnel and total number of employees in Human Resource Policies: Quality of human resource, support of company requirements over the next three years. compensation level, quality of work life, etc. Job Analysis: Job description and job specification determines the 3. Operations plan - prepared at the lowest business profit center level. kind of employees required. Supported by the HR plans relating to recruitment of skilled Time Horizons - Companies with stable competitive environment personnel, developing compensation structure, designing new can plan for the long run whereas the firms with unstable jobs, developing, leadership, improving work life, etc. competitive environment can plan for only short-term range. 4. Short-term activities plan HR PLANNING AT DIFFERENT LEVELS Day-to-day business plans are formulated by the lowest level HRP may be done at different levels and for different purposes. strategists. Day-to-day HR plans relating to handling employee benefits, 1. HRP at the National Level - Forecast the demand and supply of grievances, disciplinary cases, accident reports, etc. are human resources at the national level. formulated by the HR managers. - Plans for occupational distribution, sectoral and regional allocation of human resources. - Plan for educational facilities, health care facilities, agricultural DEMAND FORECASTING and industrial development and employment plans, etc. FACTORS FOR MANPOWER REQUIREMENTS ON DEMAND SIDE The government of the country plans for human resources at Demand forecasting - process of estimating the future requirements of the national level. manpower, by function and by level of skills. 2. HRP at the Sectoral Level - Plan for a particular sector (e.g., - It has been observed that demand assessment for operative agriculture, industry) personnel is not a problem but projections regarding supervisory - Helps government allocate resources to the various sectors and managerial levels is difficult. depending upon the priority accorded to the particular sector. TWO KINDS OF FORECASTING TECHNIQUES 3. HRP at the Industry Level - takes into account the used to determine the organization’s projected demand for HR: output/operational level of the particular industry when manpower 1. JUDGEMENTAL FORECASTS needs are considered. Judgmental Forecasts: aka. Conventional Method 4. HRP at the Unit Level - HR Planning at the company level is based - forecasts are based on the judgement of those managers and on the estimation of human resource needs of the particular executives who have intensive and extensive knowledge of company in question. It is based on the business plan of the human resource requirement. company. Manpower Plan - helps avoid the sudden disruption of the Judgmental Forecasts could be of two types: company’s production since it indicates shortages of particular a. Managerial Estimate: types of personnel, if any, in advance, thus enabling the o Managers or supervisors who are well-acquainted with management to adopt suitable strategies to cope with the the workload, efficiency and ability of employees, think situation. about their future workload, future capabilities of employees and decide on the number and type of 5. HRP at the Departmental Level - looks at manpower needs of a human resources to be required. particular department in an organization. o An estimate of staffing needs is done by the lower-level managers who make estimates and pass them up for INTEGRATED STRATEGIC PLANNING AND HR further revision. Integrated strategic planning involves four steps, presents the link between strategic plan and human resource plan: b. Delphi Method: o requires a large number of experts who take turns to Step I - Development and knowledge of organization’s overall present their forecast statement and underlying purpose or mission or goals and objectives. assumptions to the others, who then make revisions in Step II - Providing inputs by HR manager regarding key HR areas, their forecasts. capabilities and constraints of HR and environment to corporate o Face-to-face contact among the experts is avoided. strategists. survey approach can be adopted Step III - The corporate strategists in turn communicate their needs and constraints to the HR manager. 2. STATISTICAL PROJECTION Step IV - Integration of HR and other functional plans. Statistical Projection - forecasting techniques based on statistical methods. CORPORATE STRATEGIC PLANNING INVOLVES FOUR TIME SPANS: 1. Long period (5 or more years) - Strategic plans that establish a. Ratio-Trend Analysis: carried out by studying the past ratios company’s vision, mission and major long-range objectives. and the forecasting ratios for the future. 2. Intermediate period (3 years) - Intermediate-range plans cover o The components of internal environmental changes are about a three-year period. These are more specific plans in support considered while forecasting the future ratios. of strategic plan. o Activity level forecasts - are used to determine the 3. Operation period (1 year) - Operating plans cover about one year. direct human resource requirements. This method Plans are prepared month-by-month in sufficient detail for profit, depends on the availability of past records and the human resources, budget and cost control. internal environmental changes likely to occur in future. 4. Short period (day-to-day or week-by-week) - Activity plans are the b. Econometric Model: the previous data is analyzed and the day-to-day and week by-week plans. These plans may not be relationship between different variables in a mathematical documented. formula is developed. c. Work-Study Techniques: generally used to study work measurement. o the volume of workload in the coming years is analyzed. STRATEGIC PLAN VS. HR PLAN CAN BE AT FOUR LEVELS: o These techniques are more suitable where the volume of 1. Corporate-Level Plan work is easily measurable: HRA REVIEWER SET 1 PAGE 6 OF 42. ▪ If forecast expansion in the operations, additional operational workers may be required. KEY DIFFERENCES BETWEEN HRD AND ▪ If forecast reduction in its operations in a particular area, there may be decreased demand HRM for the workers. SCOPE HRD HRM ▪ If no change, present demand for workers will continue. HRD specifically focuses on HRM covers a wide range of o also takes into account the productivity pattern for the the development and growth functions that span the entire present and future, internal mobility of the workers like of employees through training, employee lifecycle, including promotion, transfer, external mobility of the workers like career planning, and recruitment, selection, retirement, deaths, voluntary retirements, etc. performance enhancement compensation, and employee initiatives. relations. SUPPLY FORECASTING It aims to build the skills and capabilities of employees to FACTORS FOR HR REQUIREMENTS ON SUPPLY SIDE drive individual and Supply forecasting - is concerned with human resources requirements organizational success. from within and outside the organization. The first step of forecasting the future supply of human resource is FOCUS to obtain the data and information about the present human resource HRD HRM inventory. HRD emphasizes creating a HRM, on the other hand, has a The supply forecasting includes human resource audits; employee learning culture and more strategic focus, aligning wastage; changes due to internal promotions; and changes due to supporting employees' human resources with working conditions. professional development. organizational goals, ensuring compliance with policies and It is centered around the Some of the steps are discussed below: regulations, and managing the individual employee's growth, Human Resource Audits overall workforce. potential, and career - analysis of each employee’s skills and abilities. aspirations. o facilitates the human resource planners with an understanding of the skills and capabilities available in the organization and helps them identify manpower supply problems arising in the FEATURES OF HRD near future. 1. Training and Development - HRD focuses on enhancing the skills, o These inventories should be updated periodically otherwise it knowledge, and capabilities of employees through various training can lead to present employees being ignored for job openings programs and developmental activities. within the organization. 2. Performance Management - HRD oversees the process of evaluating, managing, and improving employee performance Employee Wastage through objective setting, feedback, coaching, and other performance o This is done to identify the employees who leave the enhancement techniques. organization and to forecast future losses likely to occur due to 3. Career Development - HRD assists employees in planning and various reasons. managing their career growth within the organization, identifying o Employees may leave for reasons like: retirements, layoffs, their aspirations, and providing guidance and opportunities to dismissals, disablement, ill health, death, etc. achieve their career goals. o High Labor Turnover and Absenteeism should be analyzed 4. Succession Planning - HRD identifies potential leaders within the and remedial measures taken. organization and develops their skills to ensure a smooth transition ▪ Management has to calculate the rate of labor in key positions as per the organization's succession planning turnover, conduct exit interview, etc. This helps to strategy. forecast the rate of potential loss, reasons for loss and 5. Talent Management - HRD focuses on attracting, identifying, helps in reducing the loss. selecting, and retaining talented individuals within the organization to meet its current and future needs. Internal Promotions 6. Organizational Development - HRD supports the overall - Analysis is undertaken regarding the vacancies likely due to development and improvement of the organization by facilitating retirements and transfer and the employees of particular groups and change, promoting a positive organizational culture, and aligning categories who are likely to be promoted. HR practices with organizational objectives. o The multiple effect of promotions and transfers on the total 7. Employee Engagement - HRD fosters a positive work environment, number of moves should be analyzed and taken into promotes employee involvement, and encourages open consideration in forecasting changes in human resource communication to enhance employee satisfaction, motivation, and supply of various departments. commitment. ▪ For example, there are 3 moves for one promotion. 8. Knowledge Management - HRD facilitates the acquisition, sharing, and utilization of knowledge within the organization to enhance GUIDELINES FOR MAKING HRP EFFECTIVE organizational effectiveness and innovation. 1. Integration with Organizational Plans. 2. Period of HR Planning. 3. Proper Organization. FUNCTIONS OF HRD 4. Support of Top Management. 1. Training and Development - designing and implementing training 5. Involvement of Operating Executives. programs, conducting needs assessments, and evaluating training 6. Efficient and Reliable Information System. effectiveness. 7. Balanced Approach. 2. Performance Management - establishing performance standards, monitoring performance, providing feedback, and implementing performance improvement plans. S3 HUMAN RESOURCE 3. Career Development - conducting career counseling, developing career paths, and identifying learning and growth opportunities for DEVELOPMENT employees. HRD (Human Resource Development) - refers to the process of 4. Succession Planning - identifying potential successors, developing developing the knowledge, skills, abilities, and attitudes of employees their skills, and creating plans for filling key positions in the future. within an organization to enhance their performance and contribute to the 5. Talent Management - attracting candidates, conducting recruitment overall growth and success of the organization. and selection, and providing onboarding processes to ensure talent - It focuses on creating a learning environment, providing training acquisition and retention. and development opportunities, and supporting employees in their 6. Organizational Development - diagnosing organizational issues, career growth. implementing interventions, managing change, and improving organizational effectiveness. See C3 Workplace Learning and Development for theories and 7. Employee Engagement - promoting employee involvement, methodologies in HRD conducting employee surveys, fostering a positive work culture, and implementing strategies to enhance employee engagement. 8. Knowledge Management - developing knowledge-sharing platforms, encouraging expertise exchange, and capturing and disseminating organizational knowledge HRA REVIEWER SET 1 PAGE 7 OF 42 C2 RECRUITMENT AND SELECTION S1 BASIC CONCEPTS IN 10. 11. Background checking Decision (to select or reject) RECRUITMENT AND HIRING 12. 13. Job Offer Hiring HIRING PROCESS 14. Onboarding Expanded below 3 SEGMENTS OF THE HIRING PROCESS Planning - Involves establishing the foundation for the hiring process by defining the job role, responsibilities, and required 1. IDENTIFYING THE HIRING NEED WHEN DO WE HIRE? qualifications. 1. A newly formed position is available – due to company Recruitment - process of attracting potential applicants to a vacant expansion. position 2. Recently vacated position. Selection - process selecting the most qualified candidates among the applicants. 2. DEVISE A RECRUITMENT PLAN 1. INTERNAL RECRUITING STRATEGIES FACTORS ADDRESSED Pros Cons Looks, dresses, body language, communication styles Organization knows May not create desired Avoid Type I and Type II Error track record of change candidate May create TALENT ACQUISITION Candidate is familiar demoralization for TALENT: (1) Buy, (2) Bind, (3) Borrow, (4) Build with culture and how employees not selected organization works BUY Your Situation 2. EXTERNAL RECRUITING STRATEGIES - Quick fulfillment Pros Cons - Internal pipeline, slow internal supply Candidates bring in Possible - Organization transformation, needs new perspective new knowledge or demoralization among skill sets not present existing employees Pros Cons in the organization Possible lack of fit Speed Expense Dynamic effort because of differences Focus Resource intensity freshness of ideas in cultures No “domino effect” Sustainability Wider choices Higher costs Qualified personnel Lengthy process BUILD Uncertain response Your Situation - Dynamic market with changing conditions and competitions - Shifting talent needs due to market and strategy 3. WRITE A JOB DESCRIPTION - Core business is to provide labor Conduct a job analysis but only if a job is new. (See Chapter 5 | Job - Entering new market or business Analysis and Design) Pros Cons 4. ADVERSTISE THE POSITION Cost control Competitive markets Rapid Response Impact on WRITING A RECRUITMENT ADVERTISEMENT 1. Company Emblem - Prominent display of the company's Workforce Flexibility Organization Culture logo or emblem, reflecting its brand identity and values in Expense of expatriate the recruitment advertisement. programs 2. Realistic Job Information - Transparent portrayal of the job role, responsibilities, and expectations to attract candidates BORROW who align with the genuine demands of the position. Your Situation 3. Detailed Job Information - Thorough description of the Need to bring in external talent on a temporary basis to address specific job's duties, qualifications, benefits, and potential career skill gaps, project needs, or short-term increases in workload growth opportunities to provide a comprehensive Pros Cons understanding for interested applicants. Fast skill infusion Limited integration 4. Possible Selection Process - Outline of the stages involved Reduced long-term Potential knowledge in the selection process, such as application review, commitment outflow interviews, assessments, and any other evaluations, giving Varied expertise Dependency on candidates insight into what to expect during recruitment. external talent TWO MAJOR SOURCE OF CANDIDATES Internal Recruiting Strategies – gathering qualified candidates BIND Your Situation within the organization - Merges, acquisitions, divestitures Job Posting - Involves advertising the vacant position on - In a highly competitive market with scarce talent various platforms, such as company websites, job boards, and - Large number of retirees social media, to attract external candidates who are actively seeking job opportunities. Pros Cons Nomination or Referrals - This method relies on Competency Expense recommendations from current employees, industry protection Requires a clean plan professionals, or networking contacts who nominate Knowledge Negative impact to individuals they believe are suitable for the job. It helps tap management overall morale into a pool of potential candidates through trusted recommendations. TALENT ACQUISITION PROCESS Employee Databases - Utilizing existing internal databases of employees who have expressed interest in transferring or Aamodt (2016) advancing within the organization. This method can expedite 1. Identifying the hiring need the recruitment process by considering individuals who are 2. Devise a recruitment plan already familiar with the company culture. 3. Write a JD Succession Plans - Identifying potential candidates for a 4. Advertise the position vacant position from within the organization's existing talent 5. Recruit the position pool. Succession planning involves grooming and developing 6. Review applications employees for key roles to ensure a smooth transition when 7. Initial screening vacancies arise. 8. Interview 9. Applicant’s assessment HRA REVIEWER SET 1 PAGE 8 OF 42. External Recruiting Strategies - gathering qualified candidates ▪ Leans toward negligent reference outside the organization o Limited information about applicant Advertisements - Posting job openings on various o Low reliability – lack of agreement between two people platforms, such as newspapers, job boards, and social media, Extraneous Factors – letter of recommendation to reach a wide audience of potential candidates. Physical Examinations Job Fairs - Organizing events where multiple companies o Drug Test gather to showcase job opportunities and interact with ▪ Enzyme Multiplied Immunography Technique potential candidates face-to-face. (EMIT) Employee Referrals - Encouraging current employees to ▪ Radioimmunoassay recommend candidates from their professional networks for ▪ Thin-Layered Chromatography job openings within the organization. ▪ Gas Chromatography/Mass Spectrum Analysis Targeted Recruitment - Proactively seeking candidates with o Psychological Exams specific qualifications or skills through focused search o Medical Exams efforts, such as networking events or online communities. Mergers and Acquisitions - Exploring talent pools from REASONS FOR USING REFERENCES AND RECOMMENDATIONS organizations that have been acquired or merged with, to ▪ Confirming Details on a Resume. identify potential candidates who may align with the ▪ Checking for Discipline Problems. company's needs. ▪ Discovering new information about the applicant. Traineeships/Cadetships - Offering training programs to individuals to develop necessary skills and knowledge, 11. DECISIONS (TO SELECT OR REJECT) potentially leading to permanent employment. See this Chapter’s S2 School Tie-ups - Scholarships, Practicum/Internships, 12. JOB OFFER Training Programs - Collaborating with educational Offer Letter – position’s salary, benefits, paid time-off, start date. institutions to provide opportunities like scholarships, Includes: Potential severance pay, working remote policy, internships, and training programs to students. included company equipment, other terms and conditions Blind Box - A recruitment method where the company's of employment. name and address are withheld to prevent bias, ensuring candidates are selected based solely on qualifications. 13. HIRING Headhunters - Engaging professional recruiters or executive Placement – assignment to position search firms to identify and approach qualified candidates Rejection Letter for specific high-level positions. Point of Purchase Methods - Engaging potential candidates at places where they frequent, like malls or public spaces, to 14. ONBOARDING communicate job opportunities and gather interest. SOCIALIZATION OF TALENTS Onboarding programs typically include: History, language, politics 5. RECRUIT THE POSITION Organizational goals and values Policies and norms 6. REVIEW OF APPLICATIONS Assessing received applications to determine whether candidates Roles and responsibilities meet the basic qualifications outlined in the job description Performance expectations Face to face orientations is more effective than computer-based 7. INITIAL SCREENING programs for certain topics; utilize a blended approach. Conducting a preliminary evaluation of applicants to shortlist those who align with the job requirements and organizational OTHER SOCIALIZATION TECHNIQUES culture. Engage and develop the competence of line in 8. INTERVIEW orienting employees TYPES OF INTERVIEWS Buddy up newcomers and old-timers 1. Structured Interview - An interview format with a Have follow-up sessions with newcomers to check predetermined set of questions asked to all candidates in the their adjustment same order. This approach allows for consistent evaluation and comparison of responses. 2. Unstructured Interview - An open-ended interview where ORGANIZATIONAL ATTRIBUTES the interviewer asks spontaneous questions based on the Applicants nowadays tend to look for organizational attributes before conversation. It provides flexibility but can be less deciding to apply for a position in an organization. standardized in evaluation. In 2012, a survey was conducted to ascertain the Critical Organizational Attributes (that candidates look for), Understanding Employee Styles of unstructured interview Motivation”, Lindner (1998), “2007/2008 Global Strategic Rewards Report, Watson Wyatt (2007). a. One on One Interview - a single interviewer interacts 1. Organization’s success and reputation with a single candidate. It allows for personalized 2. Rewards and compensation assessment and focused discussion. 3. Development & Advancement Opportunities b. Serial Interview - Involves multiple rounds of 4. Work/Life Balance interviews where candidates meet with different 5. Quality of People interviewers, often covering different aspects of the job role or organizational fit. CATEGORIES c. Panel or Round Table Interview - Several Further, these attributes were classified according to interviewers collectively evaluate a single candidate 1. Attraction simultaneously. This approach provides diverse 2. Retention perspectives and speeds up the assessment process. 3. Motivation d. Group Interview - Multiple candidates are An applicant, candidate, and / or employee will likely to: interviewed together, facilitating observation of their Attraction Retention Motivation interaction and collaboration skills. It's often used to 1. Nature of work 1. Stress level 1. Nature of work assess how candidates work in a team setting. 2. Compensation 2. Compensation 2. Compensation 3. Job security 3. Promotion security 3. Appreciation of work 9. APPLICANT’S ASSESSMENT Testing and Assessment – measures behavior and cognition See S2 EMPLOYEE VALUE PROPOSITION (EVP) EVP - Sum of everything the people in the organization experience and 10. BACKGROUND CHECKING receive while they are part of the organization. - It is about how well the company fulfills people’s needs, Reference Checking expectations, and dreams. Reasons for Using References and Recommendations - “What I will GET? versus what I will GIVE?” o Problems that affecting its validity ▪ Leniency ▪ Limited information about applicant ▪ Legal ramifications HRA REVIEWER SET 1 PAGE 9 OF 42. KEY AREAS OF EVP 4. Role-playing exercises - These exercises involve candidates Infrastructure - Processes and procedures involved in production playing out scenarios that they might encounter on the job, such as or delivery of service/goods/; how the work is accomplished; dealing with a difficult customer or resolving a conflict with a technology that drives it. coworker. Compensation - Overall rewards program (salary, benefits, etc.) 5. Presentation exercises - These exercises involve candidates giving Relationships - Corporate culture, management style, a presentation on a specific topic, such as a project they have institutionalized values, congruence of policies and procedures. worked on or a proposal for a new initiative. 6. In-tray exercises - These exercises involve candidates being given EMPLOYER BRAND a set of tasks or emails to respond to, and asking them to prioritize BRAND = Company Personality and manage their time effectively. Highlights EVP in reaching out to target talent markets 7. Case studies - These exercises involve candidates analyzing a Focused on the “persuading factors” for competitive edge. business problem or scenario, and presenting their proposed solutions. DEVELOPING AN EMPLOYER BRAND Understand what attributes are most important to your current INTERVIEW employees and target market (surveys, FGDs, research studies) - It is a formal consultation with the applicant usually to evaluate Assess how well your organization delivers on these attributes qualifications (as of a prospective student or employee). (gap analysis, reality checks) - A conversation between two or more people where questions are Decide on the key message you want to send about your asked by the interviewer to elicit facts or statements from the organization interviewee Design and develop a communication strategy (experts may be engaged) Advantages Disadvantages - Additional information - Training and practice BEST PRACTICES IN TALENT ACQUISITION - Motivational requirements - Know what you want - Flexibility - Time and cost - Diversify not clone - Confidentiality - Ensure validity of assessment tools and processes - Engage line in recruitment process NON-VERBAL CUES - Increase recruitment capability of line Nonverbal cues - such as facial expressions, body language, and tone of - Utilize experts for hard-to-find positions voice - Scout for talent habitually, not just when there are openings - can have a significant impact on interview scores and perceptions - Cast a wide net in terms of industry and geography, and media of candidate suitability. - Know your talent market - Locate yourself in target talent market TYPES OF INTERVIEWS - Work on your image and branding 1. Structured Interview - asks a set of predetermined questions to - Ensure a realistic job preview each candidate. - Work on both Recruitment and Retention 2. Unstructured Interview - asks open-ended questions and allows the conversation to flow naturally. Other thing to take note… 3. Behavioral Interview - require the candidate to provide specific Focus on past behavior - Do not rely on traits examples of how they have handled situations in the past. Give realistic job previews 4. Situational Interview - asks hypothetical questions about how the Balance the positive and the negative candidate would handle specific situations in the workplace. Improve interviewing skills of the organization 5. Panel Interview - candidate is interviewed by a group of people Train line managers and other recruitment personnel from the organization, such as a hiring manager, HR representative, and potential colleagues. Employee Selection – done to hire people who are likely to be 6. Phone Interview - conducted over the phone, often used as a successful on the job, as organizational performance is dependent on screening tool before inviting candidates for an in-person having employees who perform their jobs well. interview. 7. Video Interview - conducted through video conferencing Scientific Methods - is a better approach to use that have been shown software, often used when candidates are unable to attend an in- to work in almost a century of research on employee selection. person interview. 8. Group Interview - multiple candidates are interviewed together, often used to assess teamwork and collaboration skills. S2 SELECTION 9. Technical Interview - candidate is asked technical questions Selection Process - It is the process of selecting the best suitable person related to their field, often used for technical positions such as out of all applicants using various valid and reliable methodologies. software development or engineering. 10. Stress Interview - used to gauge a candidate's response to stress; OVERVIEW OF SELECTION PROCESS gives the hiring team an idea of how the candidate shall respond 1. Establishing the selection procedure when juggling various high-priority tasks, dealing with 2. Selection criteria, predictors, and instrument’s identification challenging clients, or facing a difficult co-worker or manager. 3. Collate and evaluate application Preliminary screening TYPES OF INTERVIEW QUESTION 1. Open-ended questions - questions that allow candidates to Applicant form respond with more than a simple yes or no answer, giving them the opportunity to provide detailed information about their COMMON ASSESSMENT METHODS experiences and qualifications. RESUME / CURRICULUM VITAE (CV) REVIEW 2. Closed-ended questions - answered with a simple "yes" or "no" or A complete review of the qualification (education, relevant experiences, a specific piece of information. These types of questions limit the certifications, and licenses) and relevant competencies candidate's response and do not allow for detailed or nuanced answers. ASSESSMENT CENTERS 3. Disqualifier questions - specific traits, experiences, or Assessment Centers - a simulation in which management candidates characteristics that automatically disqualify a candidate from are asked to perform realistic tasks in hypothetical situations and consideration for the job. These questions are used to screen out scored on their performance. It usually involves testing and the use of candidates who do not meet the minimum requirements for the management games. position or who are not a good fit for the organization. 4. Behavioral questions - ask candidates to provide specific 1. Work Sample - A test that asks a person to perform a simulated examples of how they have handled situations in the past to job under standardized conditions. It is designed to measure the predict how they will perform in the future. extent to which an applicant already has a job-related skill 5. Situational questions - ask candidates how they would handle 2. In-basket exercises - These exercises involve giving candidates a hypothetical situations they might encounter in the job. set of tasks or situations that they might encounter on the job, and 6. Technical questions - ask candidates to demonstrate their asking them to prioritize and respond to each one. knowledge and skills in a particular area related to the job. 3. Leaderless group discussions - These exercises involve a group of 7. Hypothetical questions - ask candidates to describe how they candidates working together to solve a problem or complete a would respond in a hypothetical scenario related to the job. task, without a designated leader. Observers assess the candidates' communication, collaboration, and problem-solving skills. HRA REVIEWER SET 1 PAGE 10 OF 42. 8. Competency-based questions - assess the candidate's abilities and 2. Measurements of Normal Personality – measures competencies required for the job, such as problem-solving, the traits exhibited by individuals in everyday life leadership, or teamwork skills. 9. Experience-based questions - ask candidates to provide details Bases on Determination and Number of Personality about their previous work experience, education, or training. Dimensions 10. Culture fit questions - assess whether a candidate's values, beliefs, 1. Based on Theory and work style align with the company culture. MBTI (Myers-Briggs Type Indicator) - categorizes individuals into distinct HOW TO PREPARE AN INTERVIEW WITH CANDIDATE personality types based on their preferences in - Size and composition of Panel four pairs of traits. - Any Exercise or test to be used EPPS (Edwards Personal Preference - Location of Interview Schedule) - assesses personality preferences - Timetable across 15 scales, revealing individual - Structure and question strategies inclinations and interests. - Note-Taking MMPI-2 (Minnesota Multiphasic Personality - Information for candidates Inventory-2) - evaluates various aspects of an individual's mental health and personality. LEGAL CONSIDERATIONS Big-Five or Five Factor Model - Classifies - Ancestry personality traits into five dimensions - Age (OCEAN): - Disability o Openness - a person's willingness to - Family or marital status experience new things, their level of - National or ethnic origin curiosity, creativity, and openness to - Pardoned convictions unconventional ideas and experiences. - Race or color o Conscientiousness - organized, - Religion responsible, and goal-oriented | - Sex diligent, reliable, and take their tasks seriously. TESTING AND VALIDATION o Extraversion - degree to which a person is outgoing, sociable, and energized by CHARACTERISTICS OF A PSYCHOLOGICAL TEST interactions with others. Extraverts are 1. Standardization - Ensuring consistent administration and scoring often enthusiastic and seek social of the assessment across all candidates to maintain fairness and engagement. accuracy in comparison. o Agreeableness - tendency to be kind, 2. Objectivity - Minimizing subjective biases by utilizing clear cooperative, and considerate of others. criteria and instructions during the assessment, allowing for Agreeable individuals are empathetic uniform evaluation. and value harmonious relationships. 3. Norms - Comparing individual results against established o Neuroticism - reflects emotional benchmarks or reference groups to understand how a candidate's stability or instability. Individuals high performance ranks in relation to others. in neuroticism might experience 4. Reliability - Ensuring the assessment consistently produces frequent mood swings, anxiety, and similar results over time, indicating its stability and accuracy. emotional reactivity. 5. Validity - Confirming that the assessment measures what it Hogan Personality Inventory - Measures intends to measure, indicating its relevance and appropriateness personality from the perspective of potential for the job role. workplace behavior, focusing on motives, 6. Generalizability - The extent to which the assessment results can values, and preferences. be applied beyond the specific context of the assessment itself, NEO-PI (NEO Personality Inventory) - reflecting its broader usefulness. Assesses the Big Five personality traits in detail, providing insights into an individual's EFFECTIVE SELECTION TECHNIQUES HAVE FOUR CHARACTERISTICS behavior, thoughts, and feelings. 1. Reliable 2. Valid 2. Statistically Based - developed through statistical 3. Cost Efficient analysis of large data sets, identifying patterns and 4. Far and Legally Defensible relationships between traits. 16PF (Sixteen Personality Factor TYPES OF TESTS Questionnaire) - considered to be based on 1. Cognitive Ability Tests – IQ Tests - Assess individuals' general both theory and empirically based research. It cognitive skills, such as reasoning, problem-solving, and critical was developed by psychologist Raymond B. thinking, often measured through standardized intelligence Cattell and is a comprehensive personality quotient (IQ) tests. assessment that measures 16 primary 2. Interest Test - Measures an individual's preferences and interests personality factors. to identify potential career paths that align with their passions and inclinations. 3. Empirically Based - are developed through 3. Achievement Test – i.e., Acquired Knowledge - Evaluates an observation and experimentation, collecting data on individual's knowledge and comprehension in specific subjects or individuals' behavior, preferences, and traits. areas, often used to assess what someone has learned over time. 4. Aptitude Test – i.e., Ability, Abstract, Clerical, Spatial, Motor, LIMITATIONS OF PSYCHOLOGICAL TESTS etc. - Assesses a person's potential to learn certain skills or perform Unfair Rejection/Acceptance specific tasks, focusing on innate abilities and aptitudes in various 1. Type I | False Positive – acceptance of unqualified support domains. 2. Type II | False Negative – rejection of qualified applicant 5. Motor Ability Test / Physical Ability Tests - Evaluates a person's Faking Test Responses – impression management physical dexterity and coordination, often used to assess skills Attitudes toward testing relevant to certain job roles or tasks. 6. Work sampling technique - also known as activity sampling, is an ESTABLISHING TEST UTILITY employee assessment method used to measure a worker's Taylor-Russell Tables - a statistical method used to determine the productivity by directly observing their work activities. usefulness of a selection test in predicting job performance based 7. Projective Tests - Involves presenting ambiguous stimuli to on the test scores of current employees. individuals and asking them to interpret or respond, offering 1. Test is valid insights into their thought processes and underlying feelings. 2. Organization is selective o Rorschach Inkblot Test 3. Employees not performing well – 5 yrs. or more o Thematic Apperception Test 8. Personality Tests – Self Report Inventories - Assesses personality 3 information needed traits, characteristics, and preferences, providing insights into how 1. Criterion validity an individual might approach work and interact with others. 2. Selection o Fall into two categories: 3. Base rate 1. Measurement of Psychopathology HRA REVIEWER SET 1 PAGE 11 OF 42. Proportion of Correct Decisions - a statistical method that assesses the accuracy of a selection device by comparing the WAYS TO DEMONSTRATE TEST VALIDITY number of correct hiring decisions made using the device to the 1. Criterion Validity - a type of validity based on showing that total number of hiring decisions made. scores on the test are related to job performance 1. Quadrant 1 = Low Exam, High Performers 2. Content Validity - contains a fair sample of the tasks and skills 2. Quadrant 2 = Good Exam, Good Performers needed for the job in question. 3. Quadrant 3 = Good Exam, Low Performance 4. Quadrant 4 = Low Exam, Low Performance DECISIONS TO SELECT OR REJECT Lawshe Table – a method that involves SMEs rating job tasks or Adjusted Top-Down Selection – Straight-Rank Order - A behaviors on their importance for successful job performance, to straightforward method where candidates are evaluated and assess the validity of selection tools for a specific job. ranked based on their performance or qualifications. The top 1. Base Rate candidates are selected in a rank order without any additional 2. Validity Coefficient considerations. 3. Percentile Rule of Three - A selection method where the top three candidates are selected from a pool of applicants based on their examination Then (1) Accept, (2) Reject, (3) Pool, or (4) Wait List scores or qualifications. Passive Score - A scoring approach where candidates are Broden-Cronbach-Glesser Utility Formula - a formula used to evaluated against predetermined criteria, and only those who calculate the economic value of a selection device by comparing meet or exceed a minimum score (cut-off) are considered for the costs and benefits of using the device in the selection process. further evaluation or employment. 1. n – no. of employees hired per year o Multiple Cut-Off Approach – Fail One, Fail All - 2. t – average tenure Candidates are assessed on multiple criteria, and each 3. r – test validity criterion has a minimum cut-off score. Candidates who fail 4. SDy – Standard Deviation Performance in Dollars/Peso to meet the cut-off score for any criterion are excluded from 5. m – mean standardization score of selected applicants consideration. o Multiple Hurdle Approach - A multi-stage selection process FAIRNESS OF A TEST where candidates must successfully pass each stage before Measurement Bias – unrelated to test construct advancing to the next. Each stage serves as a hurdle; only Adverse Impact – certain group harmed (minority) candidates who clear all hurdles proceed to the next stage. Predictive Bias – falsely favors one group over another o Banding - Involves grouping candidates who score within a Single Group Validity – predicts for one class, not for another certain range of scores into bands. Candidates within the Differential Validity – e.g., culture fair same band are considered equally qualified, reducing emphasis on minor score differences. VALIDITY Validity - refers to evidence that the test is job-related. C3 WORKPLACE LEARNING AND DEVELOPMENT S1 THEORIES OF LEARNING EXPECTANCY THEORY Vroom (1964) – theory based on cognitive expectancies concerning LEARNING outcomes that are likely to occur as a result of the participant’s Learning refers to employees acquiring knowledge, skills, behavior. competencies, attitudes, or behaviors. - “The never-ending process of becoming different from what we REINFORCEMENT THEORY were.” B.F. Skinner – person’s response is instrumental in gaining a consequence that reinforces or rewards. Training should include THEORETICAL PERSPECTIVE ON reinforcement or rewards to motivate the participants. LEARNING NEED THEORY AND MOTIVATION SOCIAL LEARNING OR COGNITIVE THEORY Atkinson and Feather (1966) – emphasized learned needs as motivators Bandura (1989) of human behavior. - This theory concentrates on the needs that are to be satisfied. This THREE RELEVANT ASPECTS OF HIS THEORY ON TRAINING: theory suggest that training should meet particular needs in order 1. The development of the individual’s cognitive, social, and to have motivated participant. behavioral competencies through mastery modeling. 2. The development of an individual’s beliefs in his capabilities thus EQUITY THEORY enabling high self-efficacy and use of abilities; and Adams (n.d.) – based on the belief that people want to be treated fairly 3. The enhancement of the individual’s motivation using goals. Inequity – exists for a person when he perceives that the ratio of his outcomes to inputs and the ratio of others’ outcomes to inputs PROCESSES OF SOCIAL LEARNING THEORY are unequal Based on Bandura – Social Foundations of Thoughts and Actions (Englewood Cliffs, NJ: Prentice Hall. 1986); P. Taylor, D. Russ-Eft, and D. Chan, “A meta-analytic review of behavioral modelling,” Journal of Applied Psychology, 90 (2005) ADULT LEARNING THEORY a. Attention Pedagogy vs Andragogy - Model Stimuli PEDAGOGY - Trainee Pedagogy – the art, and science of teaching children has dominated - Characteristics educational theory. b. Retention - Gives the instructor the major responsibility for making decisions - Coding