Copy of IO MIDTERMS REVIEWER.pdf

Focused on the “persuading factors” for competitive edge. MODULE 3: PERSONNEL FUNCTIONS - TALENT Developing an Employer Brand ACQUISITION...

Focused on the “persuading factors” for competitive edge. MODULE 3: PERSONNEL FUNCTIONS - TALENT Developing an Employer Brand ACQUISITION Understand what attributes are most Recruitment is the process of attracting potential important to your current employees and applicants to a vacant position target market (surveys, FGDs, research Selection is the process of selecting the most qualified studies) candidates among the applicants. Assess how well your organization delivers on these attributes (gap analysis, reality checks) Decide on the key message you want to send about your organization Design and develop a communication Employee Value Proposition (EVP) strategy (experts may be engaged) Talent Acquisition Sum of everything the people in the organization experience and receive while they are part of the TALENT: buy, bind, borrow, build organization. From the intrinsic satisfaction of work, to the environment, leadership, colleagues, compensation Talent Acquisition: BUY and much more. It is about how well the company fulfills people’s needs, expectations, and dreams. Or simply Your Situation answer the question “What I will GET? versus what I will GIVE?” Quick fulfillment Internal pipeline, slow internal supply Key Areas of EVP Organization transformation, needs new perspective INFRASTRUCTURE - Processes and procedures involved in production or delivery of service/goods/; how the work Pros is accomplished; technology that drives it. Speed COMPENSATION - Overall rewards program (salary, Focus benefits, etc.) No “domino effect” RELATIONSHIPS - Corporate culture, management style, Cons institutionalized values, congruence of policies and Expense procedures. Resource intensity Employer Brand Sustainability BRAND = Company Personality Talent Acquisition: BUILD Highlights EVP in reaching out to target talent markets Your Situation  Dynamic market with changing conditions Pros and competitions Shifting talent needs due to market and Organization knows track record of strategy candidate Core business is to provide labor Candidate is familiar with culture and how Entering new market or business organization works Pros Cons Cost control May not create desired change Rapid Response May create demoralization for employees Workforce Flexibility not selected Cons External Recruiting Strategies Competitive markets Advertisements Impact on Organization Culture Job Fairs Expense of expatriate programs Employee Referrals Targeted Recruitment Talent Acquisition: BIND Mergers and Acquisitions Traineeships/Cadetships Your Situation School Tie-ups (Scholarships, Practiculum/Internships, Training programs) Merges, acquisitions, divestitures In a highly competitive market with scarce External Recruiting Strategies talent Large number of retirees Pros Pros Candidates bring in new knowledge or skill sets not present in the organization Competency protection Knowledge management Cons Cons Possible demoralization among existing employees Expense Possible lack of fit because of differences in Requires a clean plan cultures Negative impact to overall morale Higher costs Internal Recruiting Strategies Best Practices in Talent Acquisition Job Posting Know what you want Nomination or Referrals Diversify not clone Employee Databases Ensure validity of assessment tools and Succession Plans processes  Engage line in recruitment process ADVANTAGES Increase recruitment capability of line Utilize experts for hard-to-find positions - Additional information Scout for talent habitually, not just when - Motivational there are openings Cast a wide net in terms of industry and - Flexibility geography, and media Know your talent market DISADVANTAGES Locate yourself in target talent market Work on your image and branding - Training and practice requirements Ensure a realistic job preview Work on both Recruitment and Retention - Time and cost MODULE 4 - Methods for assessing and selecting - Confidentiality employees TYPES OF INTERVIEW QUESTION SELECTION PROCESS - Open Question It is the process of selecting the best suitable person out - Closed Question of all applicants using various valid and reliable methodologies. - Situational /Hypothetical/Scenario Questions Common Assessment Methods - Behavioral-based Question RESUME / CURRICULUM VITAE (CV) REVIEW A complete review of the qualification (education, HOW TO PREPARE FOR AN INTERVIEW relevant experiences, certifications, and licenses) and relevant competencies - Size and composition of Panel ASSESSMENT CENTERS - Any Exercise or test to be used A simulation in which management candidates are asked to perform realistic tasks in hypothetical situations and - Location of Interview scored on their performance. It usually involves testing and the use of management games. - Timetable INTERVIEW - Structure and question strategies It is a formal consultation with the applicant usually to - Note-Taking evaluate qualifications (as of a prospective student or - Information for candidates employee). A conversation between two or more people where questions are asked by the interviewer to elicit LEGAL CONSIDERATIONS facts or statements from the interviewee - Ancestry - Age Face to face orientations are more effective than computer-based programs for certain topics; utilize a - Disability blended approach. - Family or marital status Other Socialization Techniques - National or ethnic origin Engage and develop the competence of line in orienting employees - Pardoned convictions Buddy up newcomers and old-timers - Race or color Have follow-up sessions with newcomers to check their adjustment - Religion MODULE 5: MANAGING EMPLOYEE - Sex PERFORMANCE AND REWARDS TESTING AND VALIDATION Defining Performance Management Validity refers to evidence that the test is job-related. An ongoing process during a business cycle in which the manager and associate are WAYS TO DEMONSTRATE TEST VALIDITY equally involved in: ○ Creating a performance plan for the 1. Criterion Validity - a type of validity based on showing associate that scores on the test are related to job performance ○ Holding frequent, informal, 2. Content Validity - contains a fair sample of the tasks discussions to monitor and track and skills needed for the job in question. performance ○ Coaching to help the associate KINDS OF TESTS achieve or exceed performance expectations Cognitive Ability Test ○ Having periodic summary Job Knowledge Test discussions in which the associate’s Physical ability Test performance is compared to Personality Test expectations Aptitude Test ○ Discussing future-oriented developmental activities for the Socialization of Talents associate Onboarding programs typically include: Foundation of Performance Management: History, language, politics Performance = f (A, M, E) Organizational goals and values Policies and norms Where: Roles and responsibilities Performance expectations A means ability,  M means motivation, and Criteria in Writing Objectives E means work environment. S = Specific Employee Motivation Not written in vague terms each team member must and know how to contribute. Intrinsic rewards Extrinsic rewards M = Measurable Work Environment State how you will monitor your success in quantifiable terms. I­ nfrastructure Resources A = Achievable Relationships/Culture Training (On-the-Job, Coaching, Formal) Ensure that you have a good chance to meet it. Employee Ability R = Results-oriented Core Competencies Functional Competencies Ensure that objectives are results-based and Role-based Competencies not activity-based. Personal limitations and situation T = Time-bound Performance Management Process Set clear deadlines. Success Criteria (Performance Measures) Quality Quantity Cost Effectiveness Timeliness Common Complaints About Performance Management Burdensome and transactional Lack of alignment with other Key Processes Perceived Low Return on Investment (Ineffective) Performance Planning and Commitment Use of Performance Management Aligning and defining an employee’s efforts to business objectives. Drive results Answers the employee’s question Build Capability “What’s expected of me?” "Carve up consequences" Driving Results Through Performance Management ○ Employees are expected to be on constant growth and learning modes Ensures that individual, group, and ○ Coaching and mentoring programs enterprise goals and expectations are are fairly accepted and ALIGNED, LINKED, and CONTRIBUTE institutionalized. to overall business results. Useful when human capital is identified as a Performance Management: Carving Up Consequences key lever for executing business strategy and achieving competitive advantage. Designed to support decision-making for compensation, work assignments, career Characteristics: advancement, and/or recognition. ○ Multiple, formal channels exist for Useful when Rewards are a critical factor of communicating performance goals, performance expectations, and alignment. ○ Rigorous, formal performance Characteristics measurement at several levels in the ○ Measures and goals are specific and organization – balancing financial, customized to groups and individuals operational & customer-oriented ○ Performance assessment the process metrics. culminates in an overall numerical or ○ Employees have access to multiple text-based rating sources of timely performance ○ Formal guidelines exist to ensure information. distribution of performance ratings ○ Mechanisms and tools exist to help (i.e. forced ranking) employees understand their role in ○ Formal ranking processes and business success. procedures exist. Building Capability Through Performance Management Strategies For Improving Performance Management Designed to help employees understand what Develop different purposes and approaches for they need to learn and how they need to different employee groups learn it. Integrate the individual with the enterprise Useful when Learning and Development Create a culture of conversation and performance play a critical role in building needed information organization capability. Invest more in process execution rather than program design Characteristics: ○ A culture of dialogue exists between Psychological Perspective: Rewards Management immediate supervisors and Pay is important to people as a reward, and subordinates. therefore to organizations as a tool to ○ Performance feedback is the primary facilitate organizational effectiveness tool for development. Enough studies have shown that pay is not a ○ Multi-rater feedback mechanisms top motivator exist  For organizations to manage rewards effectively, they must include both intrinsic and extrinsic types Reward Programs must address: Personal Fulfillment, Physical Conditions, Management Styles, Corporate Culture, Company Image TOTAL RETURNS OF WORK TOTAL REWARDS FRAMEWORK TOTAL REWARD MIX OF OBJECTIVES