Human Resources Class 9 - PDF

Human Resources Class 9 Andrea Fontes Vai mais à frente Human Resource Planning HRP is the process of analyzing the organization's HR needs and developing plans, policies and actions that allow meeting these needs, in concert with the organizational strategy and obj...

Human Resources Class 9 Andrea Fontes Vai mais à frente Human Resource Planning HRP is the process of analyzing the organization's HR needs and developing plans, policies and actions that allow meeting these needs, in concert with the organizational strategy and objectives. Examples? Operational and strategic planning Administrative Instrumental Short term HR Planning Efficiency Reactive Strategic Departmental procedural Strategic Planning in Long term HRM org efficiency proactive organizational  Objectives of HR Planning 1 2 3 4 Attract and retain Manage Ensure the Ensure the qualified succession and alignment of employees replacement greatest HRM policies and plans adjustment practices with the between staff organization's and strategy organizational objectives  Benefits of HR Planning 1 2 3 4 Greater Cost reduction Better time Better understanding of management management of HR implications for ((e.g., Do we need (e.g., potential organizational five workers to Recruitment vs development results perform this job?); Internal mobility) (e.g., Should worker X be promoted to supervisor?). HR Planning Needs/Demands Supply Assessment Assessment (Present) (Future) Development of Response Programs Determinants of HR planning External situation Organization’s Organizational Organizational Competition/markets current situation Strategy Culture Availability HR demands/needs of HR and financial Quantity, type and level of skills resources HR planning: Recruitment Selection Training and development Remunerations Careers Performance management... HR Planning – Demands Demands: Number and “types” of employees the organization needs to meet its current and future needs Determining the demands Demands Analysis  How many individuals and in which  Estimations (by experts and/or managers); functions?  Projections and trends (sales, growth, etc.);  What are the requirements and the  Simulations; competencies specified for each function?  Internal mobility;  Are there alternative ways for organizing the work?  etc.  HR Planning - Supply Supply: Availability of current or potential employees to perform a job in the organization Supply assessment Supply Analysis  What is the number of workers and  Succession and replacement analysis; contractual relationships?  Competency inventories;  What are the workers’ characteristics and  Market analysis; competencies?  Staff ratios;  What are the expectations about productivity?  etc.  What is the impact of each decision?  Stages of HR Planning 1 2 3 Align HRM with Make an inventory of Identify HR needs/ organizational strategy organization’s HR demands 6 5 4 Differential analysis of Evaluation of the impact of Develop HR strategies for availability versus needs decisions action (internal or external) (gaps vs. surpluses) HR Planning model Answers Identification of Identification of needs supply Selection of HR processes Determine Internal: organizational Number, Internal External objectives characteristics Promotion Recruitment Mobility External Career selection Requirements External: planning Executive and specificity of Offer, Training exchange objectives characteristics Turnover control Categorization No Adequate No of needs Restructuring, Fit? Freeze period, answer? Reduction of hours, Early retirement, Yes Yes Layoff, Downsizing Loyalty Results evaluation HR Planning - Example Identification of Selection of HR needs and supply processes Evaluation of Determination of Recruitment and applicability Creation of a 1 the staffing for 2 Selection new production 3 Evaluation the new unit line, production Development of of the Base workers training applicability of unit or Supervisors programs the initiatives distribution system Technical staff adopted Mobility from Managers other units  HR Planning - Applicability Usability assessment Cost-benefit analysis  It requires knowledge of the different processes, What are the potential rewards expected from external limitations (legal, technical, ethical,) and an initiative? What are the total costs internal conditions (characteristics of the staff, associated with taking that action? financial resources, business model, culture, etc.) What is the Return on Investment (ROI)?  To summarize: HR planning must:  Serve as a guide to HRM and to be used in order to support the organizational strategy;  Meet internal and external issues (determinants, constraints, guidelines, etc.);  Plan – anticipate actions;  Be strategic – by establishing close relationship with the different strategic levels of the business model. Case study: Onofre is 65 years old. Despite his activity and the company and having always shown above-average performance, he informed the company of his decision to retire within three years. Onofre is trained in hygiene and safety at work, have worked for many years as a test preparation technician. For the past 10 years, he was responsible for the health and safety department at this chemical component production company. With a deep knowledge of the company and the area/sector regulations, he manages a team of four people and indirectly coordinates the action of practically the entire company, marked by the handling of materials, some of which are of greater danger. With the routines of direct contact with all heads of departments and sections, he started a fight for the quality of work and safety culture. As a result, the company experienced a significant reduction in the number of accidents and the incidents are almost meaningless. All colleagues know and recognize him, not hesitating to contact him whenever there is a problem and suggesting improvements whenever appropriate. Affable in his work relations, he manages, through technical and relational competence, to mobilize the teams without ever neglecting the company's objectives. succession map Aurélia Felismina Raimundo Geraldo Benilde Ícaro Age 37 48 62 28 54 30 Tenure 14 22 37 6 9 4 Requirements Yes Yes Yes WIP No Yes Performance (+ + ) (+++) (++++) (+++) (++) (-) Potencial (-) (++ ) (+++) (++) (++) (++) Motivation (+) (++) (+++) (++) (- - ) (+) Critical Position No Yes No No No No Decision Discussion: In view of the stated characteristics, discuss the potentialities and limitations present in each of the cases presented and make an integrative decision (immediate scenario, mid term and long tearm)  Ference Matrix (adapt. BCG Matrix) Potencial "Raw "Consistent "Future star" Diamant" Star" Inconsistent Key player Actual Star / Dilema Potential Efficient Issue Trust Professional Performance Human Resources Class 10 Andrea Fontes Vai mais à frente  What do you know about Recruitment and Selection? Do you have personal experiences to share about R&S? How did you know about the job offer? How did you apply? What are the steps in each you participated? Overall experience?  Recrutamento e Seleção Definitions Recruitment: process of attracting and looking for potential candidates to fill one or several available jobs Selection: set of procedures that refer to the choice and decision by the employer on which candidate(s) best fit the available vacancies. R&S Process Planning  Job Analysis DEMANDS ANALYSIS  Job description  Skills/Competencies analysis  Recruiting CANDIDATES’ ATRACTION Process of attracting and looking for potential candidates to fill one or more available jobs Recruitment  Selecting CANDIDATES’ Set of procedures that refer to the choice and decision by the employer about which SELECTION candidates are best suited to the vacancies available Recruitment Recruitment Organizational activities that affect the number and quality of applicants that apply for a job and whether applicants will accept a job offer. Implies:  Analysis of recruitment needs;  Recruitment plan (e.g., deadlines, budget, advertisement);  Advertising, registration of candidates and reception of applications. Desired outcomes Job attraction; Organization attraction; Job pursuit intention (application); Accept intention; Job choice (actually accepting the job). Analysis of Recruitment needs Why are we recruiting? External analysis factors  Economic context;  Labor law;  Identification and categorization of stakeholders;  Competitive employment market;  Sectorial remuneration policy;  Social/community integration of the organization. Recruitment: Analysis of Recruitment needs Job Analysis and job description Advertisement Internal Recruitment Direct Recruitment External Recruitment Indirect Recruitment Forms CVs Motivational/Cover letters SELECTION PROCESS Indirect - Outsourcing of the recruitment process Asking agencies or consultants to provide a short list of candidates with a profile appropriate to the job for which the company is recruiting.  Temporary Workers Agencies: e.g., when one wants to recruit for jobs with seasonality record or other specificities. Strategic when you want to reduce fixed costs with wages.  Consultant Companies: Provide an integrative service (i.e., advertisement, interview and produce short list according to desired profiles);  Headhunters/Executive Consultants: allow to reach more senior profiles, "stars" and/or who are employed.  Recruitment Plan: Internal vs. External Recruitment? Dilemma: Should we recruit within the company? Outside the company? Use a mixed approach? Recruitment Plan – Internal and External Internal External  Mobilities  Candidates from other processes  Spontaneous applications  Promotions  Advertisements:  References Posted on the door  Substitutions Disseminated by employees  … Internet (websites, LinkedIn) Newspapers and magazines Employment agencies Universities (student’s union, Jobshops)  By personal knowledge Recruitment Plan - Internal  Human capital motivation and development;  It can block the entry of new ideas;  Incentive to permanence and fidelity;  Favors routine and status quo;  Suitable for stability situations (individual  It does not change the organization’s human capital – and records); one vacancy still open;  It does not require organizational socialization;  Limited pool of candidates and an external candidate may have more qualifications;  Alignment with career management plans;  Not suitable for organizations with a strong focus on  Less financial costs, less time-consuming. innovation;  It can promote internal competitiveness and conflicts;  Maintains and preserves organizational culture. Recruitment Plan - External  Introduces renewed potential into the  May negatively affect the motivation of the organization (increase in intellectual capital) - current employees - dissatisfaction due to reduction of training costs; frustrated career prospects;  Allows renewing organizational culture;  Higher financial and operational cost R&S, integration, and initial training;  Greater visibility of the company in the market;  Requires organizational socialization of new employees - probability of disruption of some  Can promote diversity (age, gender, skills, etc.); tasks;  Promotes innovation vs. only reproduction of  More time-consuming and uncertain. existing knowledge.  Recruitment Plan: Internal vs. External Recruitment? It depends on the objectives of recruitment: Dilemma:  Increase employee motivation? Should we recruit within the company?  Reduce financial costs with the recruitment process? Outside the company?  Renew organizational culture? Use a mixed approach?  Increase intellectual capital?  Promoting innovation? ... Job advertisement Features of job ads  Informative:  Organization (Characteristics, name or confidential)  Job (title, main tasks and responsibilities)  Required & Preferred job specifications  Working conditions  Attractive:  Pay and benefits offered  Opportunities for career and development  Highlight “selling points”  Point to action  Specify how to apply  Request one or more among: CV (with specific format?), cover letter, company application form, videoCV.  Types “Egocentric” Ad It is characterized by being strongly appealing and responding, as a rule, to the natural and spontaneous expectations and desires of readers, offering many opportunities for success - They are highly motivating; - They involve the irrational and emotional aspect; - As a rule, they do not make demands of any kind; - Shows only positive and creative aspects. (Machado & Portugal, 2013) © Copyright Universidade Europeia. Todos os direitos reservados 40  Types “Promise” Ad It is the type of advertisement that is very rational and ‘dry’, presenting a sober and particularly discriminating texture. - Clearly states the various requirements; - Its text and expression are cold; - Does not contain motivational factors; - It's unattractive. (Machado & Portugal, 2013) © Copyright Universidade Europeia. Todos os direitos reservados 41  Tipos de Anúncios “Supply-Demand” Ad It is a mid term’ between the egocentric and the promise - Tells what is expected of the candidate; - Presents the requirements in detail; - Express clearly; - Creates balanced expectations for the reader; - Promotes Interest; (Machado & Portugal, 2013) © Copyright Universidade Europeia. Todos os direitos reservados 42  Grupo Multinacional|HRBP About Our Client Why confidential? Our Client is one of the largest Food Retail multinationals in the world. Job Description Support the management of the Human Resources Department in the implementation of HR policies, in accordance with the strategic plan defined for the Department, ensuring that best practices are established; Participate in the analysis and definition of compensation policies, salary studies, redefining functional descriptions, structuring training plans, etc.; Support international reporting to the Group regarding all types of HR indicators, critically analyzing them; Build business cases for the implementation of HR projects designed locally by the team; Adapt to the Portuguese branch some global initiatives and policies that are defined centrally; To act as a regular point of contact with the different teams/areas of the company, nationally and internationally; Participate in global HR projects The Successful Applicant Higher educa on in the area of Management, Psychology, Human Resources Management or similar; 2 to 5 years experience in Compensation and Benefits Consulting (Rewards, Benefits, Variable Pay, etc.), current or previous; Experience in a multinational context (preferred factor); Fluency in English (elimination factor); Good level of Excel; Credibility and ability to influence; Strong ability to critically analyze numbers; Interpersonal skills, empathy and humility; Business sense and ability to understand normal business fluctuations. What's On Offer An excellent opportunity for your professional development. Contact: Pedro Alves Quote job ref: JN-092021-3567228 Writing a job ad Initial information about  Organization (characteristics, name or confidential)  Job (title, description of tasks and responsibilities)  Candidate profile (qualifications and skills)  Working conditions (what they offer)  Location  Response conditions (by email, CV, videoCV, etc.) Application form  Characteristics of CV and / or cover letter or link to form;  Address or email (personal emails, job emails)  Recruitment sources Institutions  Universities / Professional Schools  Public employment services Internal  Career management Events  Data bases  Job fairs (JobShop)  Intranet, etc. Applications  Cover letter  CV  Forms Direct contact / traditional Internet  References  Social Network  Oral  LinkedIn  Journals/Magazines  Online job platforms Consultancy & Outsourcing  Consultants  Temporary work agencies  Head-Hunters/ Executive Search Recruitment Trends E-Recruitment/Online Recruitment Advantages: Greater flexibility in posting the ad (anytime, anywhere) and managing it (can be changed at any time); Extends the spectrum of available applicants (by accessing candidates who are not actively seeking employment, but who can use these tools to look for new opportunities); Facilitates the response to candidates and the extension of the number of applications, without being penalized for its quality as it allows using selective filters; Faster process → immediate responses; Reduction of administrative costs (reception, screening of applications, contact with applicants,…). Selection Selection Process by which we compare the candidates and advice the company about who is the best fit, they should choose and make an offer. Implies:  Evaluation plan:  1st screening of applications;  2nd screening of applications;  Candidate admission.  Feedback to candidates not admitted to the process;  Development of a recruitment pool. Selection: Methods and tools? Selection: Methods and tools  Biographic data (CV analysis);  Interview;  Cognitive abilities tests;  Personality tests;  Knowledge tests;  Work samples;  Group exercises;  Assessment centers;  Referral. Selection: Methods and tools CV’s screening Decision Conditional offer First screening Physical exams Background (if required) check Initial Second interview/ tests Hiring interview (The end)  HR consultant - Criteria defined FIRST, From 2 to 5 years experence in the same job: Ability to use the software W: ▪ 2 years = 1 pt; ▪ Starter = 1 pt; ▪ 3 years = 2 pt; ▪ Average = 3 pt; ▪ 4 years = 4 pt; ▪ Advanced = 4 pt; ▪ 5 years = 5 pt. English [writen and spoken] ▪ Starter = 1 pt; Hold a degree in Human Resources Management [preferred] or Management : ▪ Average = 2 pt; ▪ Management = 1; ▪ Advanced = 3 pt; ▪ HR =3; ▪ Fluent = 4 pt. © Copyright Universidade Europeia. Todos os direitos reservados 58  CV Maria João Sara Manuel Experience 4 years 2 years 5 years 3 years Degree GRH GRH Management GRH Software W Advanced Starter Advanced Average English Fluent Average Fluent Advanced Whats the ranking? © Copyright Universidade Europeia. Todos os direitos reservados  CV Maria João Sara Manuel Experience 4 years (4) 2 years (1) 5 years (5) 3 years (2) Degree GRH (3) GRH (3) Management (1) GRH (3) Software W Advanced (4) Starter (1) Advanced (4) Average (3) English Fluent (4) Average (2) Fluent (4) Advanced (3) 15 5 16 11 © Copyright Universidade Europeia. Todos os direitos reservados CV CV VISION: “THE MARRIAGE DECLARATION” - Education LEADERSHIP - Relevant Experience - Relevant Soft Skills PHOTO SUMMARY - Your Objective ”The "Professional Pride" Appealing Non-verbal language XXXXXXXX XXXXXXXX Adapted to each application Marriage” VISUALLY APPEALING EXPERIENCE Ideally on a page Responsibilities Different visual blocks Achievements RESULTS Skills acquired FEATURE ONE YEAY ORIENTED CREATIVITY Another feature hear OTHER ACTIVITIES SKILLS ex: federated sport Computer Languages OTHER ACTIVITIES Soft Skills ex:school association RESPONSIBILITY DYNAMISM RESILIENCE PROACTIVITY SKILLS THAT YOU ARE Not available DYNAMISM REALLY GOOD AT in the slides LEADERSHIP Not relevant 63the test for