CHAPTER 3 STAGES OF THE EMPLOYMENT CYCLE.pdf

STAGES OF THE EMPLOYMENT CYCLE CHAPTER 3 PRE-HIRING , HIRING , AND POST-HIRING  THE PRE-HIRING STAGE This stage includes two important HRM practices, namely, human resource planning (HRP) and task analysis. These practices set the foundation for other HRM practices. Human resource planning...

STAGES OF THE EMPLOYMENT CYCLE CHAPTER 3 PRE-HIRING , HIRING , AND POST-HIRING  THE PRE-HIRING STAGE This stage includes two important HRM practices, namely, human resource planning (HRP) and task analysis. These practices set the foundation for other HRM practices. Human resource planning helps managers identify the right number and type of people they need to successfully execute their overall plan within a predetermined period time. On the other hand, job analysis is a methodical way of collecting, interpreting, and storing information about specific jobs.  THE PRE-HIRING STAGE These information will help identify the content of the work as well as the workers requirements needed to perform the job. Through the job analysis, managers will be able to understand the qualifications needed to do the job, know the duties of the incumbents, and describe the nature and conditions of the work to be done.  THE HIRING STAGE This stage comprises recruitment and selection practices. It deals with policies and procedures used by organizations to fill an open position due to resignation, retirement, job abandonment, promotion, or transfer. Recruitment serves as a tool to locate and entice job seekers who are eligible for the job. Recruitment sources could be internal or external. Selection is choosing the best and the most qualified candidate from the pool of applicants. Selection, to be effective, should abide by legal laws and should rightfully match employees’ skills with the job requirements.  THE POST-HIRING STAGE The aim of this stage is to implement HRM practices that will improve and sustain employee work performance level. This includes training and development, appraising and managing performance, compensation and benefits, employee safety and health, and separation. Training and development are both learning experiences designed to enhance workers capabilities. Training provides employees the opportunity to learn and acquire additional skills and abilities intended for the betterment of what they are currently doing. Development, on the other hand, is more extensive because it prepares employees for a possible upward step to the corporate ladder via intensive management development programs that will squeeze their potentials and skill level, thus improving the overall organizational performance. Appraising and managing performance involve assessing employees, past and present performance levels relative to certain performance measures. The purpose of an appraisal system is to determine whether employee performance conforms or deviates from organizational standards. Compensation consist of the pay and benefits received by employees from their employers in return for their services. Pay comes in the form of either a wage or a salary. Benefits, on the other hand, could be either monetary or non- monetary form of compensation granted to employees over and above their pay. Wage vs Salary Enforcing safety and health measures is not only the responsibility of employers or of the human resource department, but that of the entire workforce as well. It is a given fact that a staggering number of workplace accidents and injuries are common and unavoidable within an organization. Terminating an employee in the Philippines is a sensitive and serious personnel issue. It can be complicated process, especially after the employee gains a regular/permanent employment status. The Philippine Constitution says, no involuntary servitude in any form shall exist except as punishment for a crime whereof the party shall have been duly convicted (Phil. Labor Code). CURRENT TRENDS IN HUMAN RESOURCE MANAGEMENT Human Resource management is not just about recruitment, selection, and compensation. Prior to the passage of legislative laws and measures, many business owners employed people whose qualifications could bring their companies to court; therefore, it is expected that they should abide by what is legally mandated by legislative bodies. This clearly implies that companies should set sound and objective selection standards and methods that will accurately measure individual qualifications.  Here are some factors that may have greater influence on HRM An increasing workplace cultural diversity This happens once a company employs workers with different backgrounds. An emphasis on work and family issues Several firms are responding to the needs of families by providing managed-care programs, flexible time, and telecommuting. The dynamic upgrading of technology Technological advancement can have an enormous influence on HR practice. It allows the company to improve its internal operations and core competencies.  Human Resource: Generalist vs Specialist An HR generalist’s job is commonly found in small or medium-sized organizations. They perform all HRM activities such as human resource planning, preparation of a job analysis including job description and specification, recruitment, and selection among others. How ever, because of their overwhelming responsibilities, most HRM generalist are compelled to hire external consultants to help them with their many functions. Examples: Training and Development Specialist Recruitment officer Payroll Head Job Analyst The Human Resource department of the 21st century will prefer specialization over a generalized and typical one-sized-fits-all approach to people management. This means that the task and accountability. This means that the task and accountability that fall into the platter of the human resource director and his or her team will now be dispersed over a functional group of individuals. TRADITIONAL New Specialty Areas SPECIALTY AREAS Training and Prepares training Work and family life Developed and Development needs assessment; programs implements family creates instructional and work life balance programs; validates; such as flexible time, implements, and compresses work evaluates the training week, child care programs; and assess assistance, and other results programs that promote work and family life. TRADITIONAL New Specialty Areas SPECIALTY AREAS Employee Writes job Cross-cultural Communicates Compensation and descriptions and job Orientation organizational rituals, Benefits specification; design norms, practices and to job evaluation distinguishes them from instruments; other nations. conduct market surveys for compensation packages; constructs pay structure; and develops benefits programs. TRADITIONAL New Specialty Areas SPECIALTY AREAS Employee Well-being Creates committee for Managed Health Care Health care expenses employee health and Programs continue to affect a safety; designs health company’s financial and safety programs; status. In this regard, establishes a safe and most companies seek health work the assistance of environment; and experts on managed implements policies health care plan for a on health and safety better options for its employee TRADITIONAL New Specialty Areas SPECIALTY AREAS Recruitments and Determines job Diversity Develops guidelines Selection vacancies; locates and Management for ensuring that attracts qualified job discriminatory candidates, decides practices are recruitment method prevented and that to be used; notifies individuals are given job candidates; meets equal chances to with job candidates; employment studies curriculum regardless of age, sex, vitae; prepares for race, and other interview sessions; factors. administers employment tests; and makes hiring decisions.  ORGANIZATIONAL ETHICS WORKPLACE ETHICS  are statements or rules that determine right or wrong conduct in the workplace. It is a core of every professional; hence, HR practitioners need to express strong belief of integrity in order to build a work environment characterized by confidence and credibility.  ORGANIZATIONAL ETHICS HR professionals and practitioners should be the main players and models of ethical behavior. The job of the HR professional/practitioner; in matters of ethics has become even tougher, especially because technology has invaded the world business organizations, and the chances are high and ethical “red flags” will raised.  ORGANIZATIONAL ETHICS In this regard, HR professionals and practitioners must take a firm stand to defend the employees even if it will mean the loss of their job. Above all, HR professionals and practitioners should behave ethically themselves. Should they opt not to do so, they could be the source of the problem and receiver much of the blame.