Human Resource Management COM502 PDF

HUMAN RESOURCE MANAGEMENT COM502 | SEMESTER 1 ____________________________________________________________________________ Job Analysis Module 1 Process of getting detain;e...

HUMAN RESOURCE MANAGEMENT COM502 | SEMESTER 1 ____________________________________________________________________________ Job Analysis Module 1 Process of getting detain;ed information Human Resource Management about jobs. The policies, practices and systems that Job Design influence employees’ BEHAVIOR, Process of defining the way work will ATTITUDES, and PERFORMANCE. be performed and the tasks that a given job requires. Effective HRM HR Planning Identifying the number and types of Employees and customers tend to be more employee the organization will require satisfied when the companies tend to: to meet its objectives. a. Be more innovative Talent Management b. Have a greater productivity a systematic, planned effort to attract, c. Develop a more favorable reputation in retain, develop, and motivate highly the community skilled employees and managers. Human Capital - an organization’s employees Workforce Analytics described in terms of their: training, experience, Use of quantitative tools and scientific judgment, intelligence, relationship, insight methods to analyze data from human resource databases and other sources to Human Resource and Company Performance make evidence-based decisions that An organization can succeed if it has support business goals. Evidence-based sustainable competitive advantage. HR. HR gives organizations advantages because human resources are valuable, Recruitment cannot be imitated, have no good The process through which the substitutes and with needed skills and organization seeks applicants for knowledge are sometimes rare. potential employment. High-Performance Work System Selection An organization in which technology, The process by which the organization organizational structure, people, and attempts to identify applicants with the processes all work together to give an necessary knowledge, skills, abilities, organization a competitive advantage. and other characteristics that will help the organization achieve its goals. Training Margarette Dela Paz 💗 HUMAN RESOURCE MANAGEMENT COM502 | SEMESTER 1 ____________________________________________________________________________ A planned effort to enable employees to learn job-related knowledge, skills, and Compliance with Labor Laws behavior. Development Government requirements include: Acquisition of knowledge, skills, and Filing reports and displaying posters behaviors that improve an employee’s Avoiding unlawful behavior ability to meet changes in job requirements and in customer demands. Managers depend on HR professionals to help them keep track of these requirements. Performance Management The process of ensuring that employees’ Lawsuits will continue to influence HRM activities and outputs match the practices concerning job security. organization’s goals. Employment at will, age discrimination, HR may be responsible for developing etc. or obtaining questionnaires and other devices for measuring performance. Corporate Social Responsibility Planning Pay & Benefits How much salary, wages, bonuses, A company’s commitment to meeting the needs commissions, and other of its stakeholders. performance-related pay to offer. Which benefits to offer and how much The parties with an interest in the company’s of the cost will be shared by employees. success (typically, shareholders, the community, customers, and employees) Administering Pay & Benefits Systems for keeping track of employees; Sustainability - An organization’s ability to earnings and benefits are needed. profit without depleting its resources, incl. Employees need information about their Employees, natural resources, and support of the benefits plan. surrounding community. Extensive record keeping and reporting is needed. Ethics - Fundamental principles of right and wrong. Employee Relations Preparing and distributing employee Ethical Behavior - Behavior that is consistent handbooks and company publications. with those principles. Dealing with and responding to Employee Rights - Free Consent, Privacy, communications from employees Freedom of Conscience, Freedom of Speech, questions Due Process Negotiating union contracts and maintaining communication with union representatives. Ethics in HRM Margarette Dela Paz 💗 HUMAN RESOURCE MANAGEMENT COM502 | SEMESTER 1 ____________________________________________________________________________ Ethical companies act according to four principles: In their relationship with customers, vendors, and clients, ethical companies emphasize mutual benefits. Employees assume responsibility for the actions of the company. The company has a sense of purpose or vision that employees value and use their day-to-day work. They emphasize fairness. Standards for IDENTIFYING ETHICAL PRACTICES Supervisor’s Involvement in HRM Helps define jobs Forecast HR needs Provide training Interview (and select) candidates Appraise performance Recommends pay increase and promotions Communicate policies Motivate, with support from pay, Careers benefits, and other rewards. Salaries vary depending on education and experience. Some positions are generalists, some are specialized. Module 2 Most positions require a college degree. Strategy and HR Planning Competencies for Strategic Planning HR PROFESSIONALS Procedures for making decisions about the organization’s long-term goals and strategies. Competency Type ○ Technical, Human Resources Planning (HRP) ○ Interpersonal The process of anticipating and ○ Business, providing for the movement of people ○ Leadership into, within, and out of an organization. Margarette Dela Paz 💗 HUMAN RESOURCE MANAGEMENT COM502 | SEMESTER 1 ____________________________________________________________________________ Recruiting and Hiring employees whose values Strategic Human Resource Management are consistent with the organization. (SHRM) The pattern of human resource Translating the mission, vision and values into deployments and activities that enable job descriptions and behaviors. an organization to achieve its strategic goals. External Analysis Mission, Vision Objective Conduct an SWOT Analysis Strengths ○ What achievements has HR made? ○ What makes HR different from the HR departments of other organizations? ○ What makes the HR department great? Weaknesses ○ What areas in HR are you currently underperforming? ○ What internal factors make it difficult for HR to achieve its goals? ○ What resources are you lacking within your HR department? Opportunities ○ What external resources can you use to achieve your HR goals? ○ What HR technology will be in demand in the future? ○ What HR tools or technology will help HR do its job more efficiently? Threats ○ Will automation perform tasks that the HR team used to do? HR MANAGERS embody the firm’s mission, ○ How do your target candidates view vision and values by: your organization? ○ Do HR teams of other companies have Communicating them informally and formally, an edge over yours? via verbal and written communications. The Five Forces Framework Margarette Dela Paz 💗 HUMAN RESOURCE MANAGEMENT COM502 | SEMESTER 1 ____________________________________________________________________________ The benefits added to a product or service when making it, after subtracting costs: A combination of three resources: Process - Routines for how work is done and how to accomplish results. Systems - Information systems, databases, proprietary technologies People - The knowledge, skills, and abilities of employees who execute the plan to create the most customer value and whose skills are difficult to replicate. An Example of an HR Dashboard Mapping Human Capital Complementary (External) Partners Unique and specialized skills that are not directly related to a company’s core Internal Analysis strategy Supporting Workers Core Capabilities Skills less central to creating customer Integrated knowledge that distinguishes value and generally available in the a firm from competitors and delivers labor market. value Strategic Knowledge Workers Value Creation Margarette Dela Paz 💗 HUMAN RESOURCE MANAGEMENT COM502 | SEMESTER 1 ____________________________________________________________________________ Unique skills directly linked to the Qualitative Approaches company’s strategy and are difficult to Management Forecasts: The opinions of replace. supervisors, managers, and experts about future employment needs. Core Employees Valuable to a company but not Supply particularly unique or difficult to replace. Staffing Tables and Markov Analysis Staffing Table: Shows a firm’s jobs, numbers of Corporate Culture employees, and future needs. Markov Analysis: Tracks the pattern of Cultural Audits employee movement through a firm. Audits of the culture and quality of work life in Quality of fill: Measures how well new hires an organization to examine: perform. ○ Values Skills Inventories and Management Inventories ○ Attitudes Skill Inventories: Personnel education, ○ Beliefs experience, interests, and skills files to match ○ Expectations job opening with employee backgrounds. Management Inventories: Date gathered on Model of HR Forecasting managers. Forecasting the Supply of Employees Replacement Charts and Succession Planning Replacement Charts: Current jobholders and Demand people who are potential replacements if an opening occurs. Quantitative Approaches Succession Planning: The process of Trend Analysis: Forecasts labor demand based identifying, developing, and tracking key on a factor like sales individuals for executive positions. Sophisticated Planning Methods: Modeling or multiple predictive techniques. Margarette Dela Paz 💗 HUMAN RESOURCE MANAGEMENT COM502 | SEMESTER 1 ____________________________________________________________________________ Succession Planning and Replacement Chartes Human Capital developed with talent Reviews Alignment - Clear strategic intent Talent Reviews: Strategic meetings to see if a - Shared performance firm has the necessary human resources. expectations/culture - Accountability for results An Executive Replacement Chart Ability - Talent capacity - Leadership bench - Engagement and collaboration Organizational Capital Agility - External connection - Strengthening the core - Organizational Learning Architecture - Simplified structures - System and technology utilization - Streamlined processes Strategy Formula Remaining Agile Corporate Strategy Coordination Agility: The ability to reallocate Growth and diversification resources to new needs Mergers and acquisitions Strategic alliances Resource Agility: Using resources in different Joint ventures ways - people performing different functions. Business Strategy Reconciling Supply and Demand Companies can increase customer value by: Decreasing the costs of their goods and Demand: Based on forecasted trends in business services. (low-cost strategy) activity Increasing the benefits their products provide. (differentiation strategy) Supply: Determined by finding candidates with the qualifications to fill vacancies. Strategy Execution Evaluation The 4As Framework of Execution Capability Margarette Dela Paz 💗 HUMAN RESOURCE MANAGEMENT COM502 | SEMESTER 1 ____________________________________________________________________________ Firms need “desired” objectives and Job Evaluation metrics to monitor how well they deliver - Compensation on those objectives. Human Resources Information Systems The objectives can include achieving a certain (HRIS) level of: ○ Production A software solution that helps companies ○ Revenue manage and automate core HR processes and ○ Profit support benefits administration, time and ○ Market Share attendance, payroll, and other workflows, as ○ Market Penetration well as the storage of employee data, such as ○ Customer Satisfaction personal, demographic, and compensation information. Module 3 A Talent Manager is assigned to create a job Job Analysis and Job Design description. The job position title is an information security officer in a bank. This has Definition the rank of Assistant Vice President. The Job Description should have: Job 1. Job Identification An activity people do for which they get 2. Job Purpose paid, particularly as part of the trade or 3. Job Duties and Responsibilities occupation they occupy. 4. Job Qualification 5. Job Competencies (behavioral, Job Analysis functional, and others) Obtaining information about a thorough 6. Working and Physical Requirements process of determining its duties, tasks 7. Direct Reports or activities. 8. COnforme and signature portion Components Job Design - An outgrowth of job analysis that improves job through technological Major Parts and human considerations in order to enhance organizational efficiency and Job Analysis employee job satisfaction. Job Description - Task, Duties, Responsibilities - Performance Appraisal, Job Design/Redesign, Training Job Specifications - Knowledge, Skills, Abilities (KSA) - Selection and Placement Margarette Dela Paz 💗 HUMAN RESOURCE MANAGEMENT COM502 | SEMESTER 1 ____________________________________________________________________________ Process Focus on Task Ergonomics: The process of studying and designing easy-to-use equipment and systems so the physical well-being of employees isn’t compromised and work is done more efficiently Industrial Engineering: A field of study concerned with analyzing work methods and establishing time standards. Focus on Person Enrichment: Enhancing a job by adding more meaningful tasks and duties to make the work more rewarding or satisfying. Empowerment: Advantage Giving employees the power to initiate change, encouraging them to take charge of their jobs. Strategic Workforce Planning Clarity and Alignment Effective Recruitment & Selection Training & Development Performance Management Compensation & Benefits Module 4 Recruitment and Career Management Recruitment Margarette Dela Paz 💗 HUMAN RESOURCE MANAGEMENT COM502 | SEMESTER 1 ____________________________________________________________________________ It is often believed that individuals who contact employers on their own initiative will be better employees than those recruited through ads. The Internet Looking on the Internet is the most commonly used search tactic by job seekers and recruiters to connect with one another. Both companies and applicants find the Internet cheaper, faster, and more effective. Social Media Firms are utilizing social media websites (eg., Facebook, LikedIn) to recruit employees. Job Fairs Internal and External Recruitment At a job fair companies and their recruiters set up booths, meet with External Recruitment prospective applicants, and exchange employment information. Employee Referral Word of mouth recommendations are the way most job positions are filled. Re-recruiting The Process of keeping track of and maintaining relationships with former employees to see if they would be willing to return to the firm. Advertising Executive Search Firms Preparing recruiting advertisements not In contrast to public and private only is time consuming; it requires employment agencies, which help job creativity in terms of developing their seekers find the right job, executive design and message content. search firms (often called “headhunters”) help employers find the Walk-in and Unsolicited Applicants & right person for a job. Resumes Margarette Dela Paz 💗 HUMAN RESOURCE MANAGEMENT COM502 | SEMESTER 1 ____________________________________________________________________________ Educational Institutions Recruitment Metrics High schools and community colleges, Time-to-fill work-study programs, internships - The number of days from when a job opening is approved to the date a person Professional Associations and Labor Unions accepts the job. Placement centers are included at the national meetings of professional associations. Labor unions are a principal source of applicants for blue-collar and some professional jobs. Public and Private Employment Agencies External Recruitment Method Staffing Agencies: Hire and place workers in temporary positions. Yield Ratio Independent Contractors: Self-employed The percentage of applicants that make workers who do project work on a contract basis it to the next stage in the selection for different organizations. process. Employee Leasing: Dismissing employees who hired a leasing company (to handle HR) and Acceptance Tracking System (ATS) contracting with the company to lease back to Post job openings, screens resumes and employees. profiles, emails candidates for interviews, and tracks the time and costs Internal Recruitment for hiring people. Quality-of-fill Measure how well new hires have gotten “up to speed”, were performing, and their retention levels. Acceptance Rate The percentage of applicants who accept a firm’s job. External Recruitment Method Improving the Effectiveness of Recruiting Internal Job Postings: Intranets, Bulletin Accurate Job Analysis Boards, Social Media Accounts Involvement of Line managers and Performance Appraisals employees. Skills Inventories & Replacement Charts Job-starting date and new hire needs to be established. Margarette Dela Paz 💗 HUMAN RESOURCE MANAGEMENT COM502 | SEMESTER 1 ____________________________________________________________________________ Should conduct a “debrief” 4. Institute Career Development Initiatives ○ Provide self-assessments and workshops. ○ Provide career counseling. ○ Provide career self-management training. ○ Give developmental feedback. Target Position Build your portfolio based on YOUR target position. Career Management Competency Gap Analysis Managers play a key important role in expanding talent pools. Steps in the Career Management Process 1. The Goal: Match individual and organizational needs The Goal: Matching ○ Create a supportive environment ○ Communicate the direction of the company. ○ Established mutual goal setting and planning. Career Opportunities & Recruitment 2. Identify Career Opportunities and Requirements Job Progression ○ Identify future competency The hierarchy of jobs, ranging from a needs. starting job to jobs that require more ○ Establish job knowledge and/or skill. progressions/career paths. ○ Promotion ○ Balance promotions, transfers, ○ Transfer exits, etc. ○ Demotion ○ Establish dual career paths. Typical Line of Advancement in HR 3. Gauge Employee Potential Management ○ Measure competencies (appraisals) ○ Establish talent inventories. ○ Establish succession plans. Margarette Dela Paz 💗 HUMAN RESOURCE MANAGEMENT COM502 | SEMESTER 1 ____________________________________________________________________________ Career Development Initiatives Career Counseling Involves talking to employees about job activities and performance, personal and career interests and goals, personal skills, and suitable career development objectives. Mentoring Programs Mentors Individuals who coach,advise, Stages of Career Development and encourage employees of a lesser rank Stage 1: Preparation for Work (ages 0-25) Reverse mentoring Younger employees Develop occupational self-image, assess mentor older employees and executives alternative occupations, develop initial about social media, technology, and occupational choice, pursue necessary trends. education. Tuition Assistance Program Stage 2: Organizational Entry (18-25) Corporations often offer their employees Obtain job offers(s) from desired tuition assistance to help them further organization(s), select appropriate jobs their career if they take purses related to based on complete and accurate the firms’ businesses. information. Career Plateau Stage 3: Early Career (ages 25-40) A situation in which for either Learn a job, learn organizational rules organization or personal reasons the and norms, fit into chosen occupation probability of moving up the career and organization, increase competence, ladder is low. pursue goals. Module 5 Steg 4: Mid Career (ages 40-55) Employee Selection Reappraise early career and early adulthood goals, reaffirm or modify goals, continue to improve one’s Selection productivity, and mentor other employees. Is the process of choosing individuals Stage 5: Late Career (age 55-retirement) who are qualified to fill existing or Continue to improve one’s productivity, projected job openings. mentor other employees, and prepare for retirement. The goal of Selection: Maximize “Hits” ○ Hits are accurate predictions, and misses are inaccurate ones. Margarette Dela Paz 💗 HUMAN RESOURCE MANAGEMENT COM502 | SEMESTER 1 ____________________________________________________________________________ Non Directive Interviews ○ The interviewer asks broad, open-ended questions — such as “Tell me more about your experiences on your last job”. ○ Asking about his/her availability, the interviewer does not influence the marks. Structured Interviews ○ Includes a set of standardized questions (based on a job analysis) and an established set of answers against which applicant responses are rated. Situational Interviews ○ Hypothetical incident is given, and an applicant responds. Steps in the Selection Process Behavioral Description Interviews (BDI) Resumes ○ Applicant asked question about Applications what was done in situations Interviews ○ Uses on actual work incidents in Tests the interviewee’s past and what Medical Examinations the applicant did in response. Hiring Decisions Sequential Interviews ○ Candidate is interviewed by Reliability multiple people. - Occurs when an interview, tests, or other Panel Interview selection procedure results in consistent ○ Board of interviewers and information about a candidate when observers a candidate. repeated over time or across raters. Video/Phone Interviews ○ Conducted on the web. Easier to Validity interview people in different - Test accuracy measures what it is areas, Expanding the talent designed to measure. pool. Automated Interview (A.I.) Interview ○ Uses a set of pre-recorded - Plagued by objectivity and poor questions that interviewers need predictions of performance employment, to answer, typically on video. interviews are utilized. The interviews can be conducted at a firm;s facilities, Steps in the Selection Process Margarette Dela Paz 💗 HUMAN RESOURCE MANAGEMENT COM502 | SEMESTER 1 ____________________________________________________________________________ using kiosks, via phone, or eliminate those least likely to online. succeed). Pre Employment Test Medical Examinations ○ To gauge a person’s knowledge, skills, ○ A medical examination can be abilities and other characteristics. given only to ensure that an Job Knowledge Tests applicant is fit for duty. ○ Tests designed to measure Drug Tests people’s level or understanding, ○ Drug tests can be given to or knowledge , about a candidates only after they have particular job. been extended job offers Work Sample Tests conditional upon their passing ○ The applicant is to perform the tests. tasks that are a part of the work ○ A candidate can refuse to take required on the job. (ex. Job the test, but that is tantamount to sample tests) turning down the job. Assessment Center Tests Validity Tests ○ Used to evaluate candidates, Criterion — Related Validity often as a group, as they - The extent to which a test participate in a series of significantly correlates with situations that resemble what important work behaviors. they might be called on to handle on the job. Types of Validity Cognitive Ability Tests ○ Measure mental capabilities Concurrent Validity such as general intelligence, ○ The extent to which the test verbal fluency, numerical scores of current employees ability, and reasoning ability. correlate with their job Biographical Data (biodata) Tests performance. ○ Collect biographical Predictive Validity information about candidates ○ The extent to which candidates’ that has been shown to correlate test scores match criterion data with on-the-job success. obtained from them after they ○ Questioned about events and have been hired and on the job behaviors that reflect attitudes, for a period of time. experiences, interests, skills, Content Validity and abilities. ○ The extent to which a selection Emotional Tests instrument, such as a test, ○ Using personality tests with adequately samples the increased frequency to identify knowledge and skills needed to the candidates best equipped to do a particular job. perform certain jobs (and to Construct Validity Margarette Dela Paz 💗 HUMAN RESOURCE MANAGEMENT COM502 | SEMESTER 1 ____________________________________________________________________________ ○ The extent to which a selection Any effort initiated by an organization tool measures a theoretical to foster learning among its members. construct or trait. (short term) Development “Can-Do” and “Will-Do” Factors in Oriented more toward broadening an Selection Decisions individual’s skills for future responsibilities. Chief Learning Officers (CLO) A high-ranking executive who is responsible for fostering employee learning and development within the firm. Strategic Model Training and Development Compensatory Model ○ A selection decision model in which a high score in one area can make up for a low score in another area. Multiple cutoff model ○ A selection decision model that required an applicant to achieve some minimum level of proficiency on all selection dimensions. Multiple Hurdle Model Phase 1: Conducting the Needs Assessment ○ A selection decision model in which (Hard and Soft Skills) only those applicants with the highest scores at an initial test stage go on to subsequent stages. Hard Skills Refer to the tangible and teachable skills needed to do a job. Module 6 Training Development Soft Skills Refer to subjective skills that are more Training difficult to measure. Margarette Dela Paz 💗 HUMAN RESOURCE MANAGEMENT COM502 | SEMESTER 1 ____________________________________________________________________________ Needs Assessment for Training have made them ready to absorb the training. Organization Of environment, Analysis strategies, and resources to Principles of Learning determine where to The characteristics of training programs emphasize training. that help employees grasp new material, make sense of it in their own lives, and Task Analysis Of the activity to be transfer it back to their jobs. performed in order to determine the KSAOs needed. Implementing the Training Program; Person Analysis Of performance, Training Delivery Methods knowledge, skills in order to determine who needs training. Organization Analysis An examination of an organization’s environment, goals, strategies, performance, and resources so as to determine what training it should do. Task Analysis The process of determining a training program’s content by studying the tasks ○ Used to train both non-managers and and duties a job involves. managers. ○ The practice of using multiple methods Person Analysis is referred to as blended learning. The process of determining the specific individuals who need training in an organization. Phase 2: Designing the Training Program Objectives The desired outcomes of a training program. ○ The graph shows traditional classroom instruction delivered by lecturers Trainee Readiness continues to be the number one training Refers to whether the prerequisite delivery method for formally training experience and knowledge of trainees employees. Margarette Dela Paz 💗