HUREMAN.docx

Human Resource Management Review: - ORGANIZATION - PLANNING, ORGANIZING, STAFFING, LEADING, CONTROLLING One function: STAFFING, PERSONNEL MANAGEMENT OR HUMAN RESOURCE MANAGEMENT. ***Human resource management*** - Process of acquiring, training, appraising, and compensating employees,...

Human Resource Management Review: - ORGANIZATION - PLANNING, ORGANIZING, STAFFING, LEADING, CONTROLLING One function: STAFFING, PERSONNEL MANAGEMENT OR HUMAN RESOURCE MANAGEMENT. ***Human resource management*** - Process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns **Personnel Aspects of a Manager\'s Job** - Conducting job analyses - Planning labor needs and recruiting job candidates - Selecting job candidates - Orienting and training new employees - Managing wages and salaries - Providing incentives and benefits - Appraising performance - Communicating - Training and developing managers - Building employee commitment ***What a manager should know about:*** - Equal opportunity and affirmative action - Employee health and safety - Handling grievances and labor relations ***[Why is HR Management Important to all Managers?]*** ***Personnel mistakes you don't want to make*** - Hiring the wrong person for the job - Experiencing high turn over - Finding employees not doing their best - Having your company taken to court because of your discriminatory actions. - Having your company cited under federal occupational safety laws for unsafe practices. A graph of blue rectangular shapes Description automatically generated with medium confidence A close up of a map Description automatically generated  **Co-working** - Coworking is a business services provision model that involves individuals working independently or collaboratively in shared office space. Human Resource Management - What is HRM? - Definitions - Functions \...***Job Analysis and the Talent Management Process*** ***Task Management*** - goal-oriented and integrated process of planning, recruiting, developing, managing, and compensating employees ***Talent Management Process*** consists of the following steps: 1. 2. Decide what [positions to fill] 3. Build a [pool of job candidates] 4. Application [forms] 5. Use [selection tools ] 6. Make an [offer] 7. [Orient, train, and develop] 8. [Appraise] 9. [Reward and compensation] ***Basics of Job Analysis:*** **Job Analysis** is a procedure for determining the duties and skill requirements of a job and the kind of person who should be hired **Job Description** is a list of a job's duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities---one product of a job analysis **Job Specifications** is a list of a job's "human requirements," that is, the requisite education, skills, personality, and so on---another product of a job analysis ***[Uses of Job Analysis Information]*** ***[Methods for Collecting Job Analysis Information]*** - Interviews - Questionnaires - Observation - Diary/logs - Internet-based ***[Methods for Collecting Job Analysis Information: The Interview]*** ***Information Sources*** - *Individual employees* - *Groups of employees* - *Supervisors with knowledge of the job* ***Interview Formats*** - *Structured (Checklist)* - *Unstructured* ***Advantages*** - *Quick, direct way to find overlooked information* ***Disadvantage*** - Distorted information ***[Methods for Collecting Job Analysis Information: Questionnaires]*** ***Information Source*** - Have employees fill out questionnaires to describe their job-related duties and responsibilities ***Questionnaire Formats*** - Structured checklists - Open-ended questions ***Advantages*** - Quick and efficient way to gather information from large numbers of employees **Disadvantages** - Expense and time consumed in preparing and testing the questionnaire ***[Methods for Collecting Job Analysis Information: Observation]*** ***Information Source*** - Observing and noting the physical activities of employees as they go about their jobs by managers. ***Advantages*** - Provides first-hand information - Reduces distortion\ of information ***Disadvantages*** - Time consuming - Reactivity response distorts employee behavior - Difficulty in capturing\ entire job cycle - Of little use if job involves a high level of mental activity ***[Methods for Collecting Job Analysis Information: Participant Diaries/Logs]*** ***Information Source*** - Workers keep a chronological diary or log of what they do and the time spent on each activity ***Advantages*** - Produces a more complete picture of the job - Employee participation ***Disadvantages*** - Distortion of information - Depends upon employees to accurately recall their activities  ***[The Job Description]*** ***Job Identification*** - Job title - Preparation date - Preparer ***Job Summary*** - General nature of the job - Major functions/activities ***Relationships*** - Reports to: - Supervises: - Works with: - Outside the company: ***Responsibilities and Duties*** - Major responsibilities and duties (essential functions) - Decision-making authority - Direct supervision - Budgetary limitations ***[Writing Job Specification]*** ***COMPETENCY JOB ANALYSIS*** - Unlike the traditional task-based approach to analyzing jobs, the competency approach considers how knowledge and skills are used. - The competency approach may be more broadly focused on behaviors, rather than just on tasks, duties, and responsibilities. ***COMPETENCIES*** - Competencies are individual capabilities that can be linked to enhanced performance by individuals or teams. ***[Chapter 5: Personnel Planning and Recruiting]*** ***FIGURE 5--1 Steps in Recruitment and Selection Process*** 0501 The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job. ***[Planning and Forecasting]*** - ***Employment or Personnel Planning*** *The process of deciding what positions the firm will have to fill, and how to fill them.* - ***Succession Planning*** *The process of deciding how to fill the company's most important executive jobs.* - What to Forecast? - *Overall personnel needs* - *The supply of inside candidates* - *The supply of outside candidates* ***[Forecasting the Supply of Inside Candidates]*** ***[SKILLS AND CAPABILITIES]*** ***The following are especially important:*** - Individual employee demographics - Individual career progression - Individual performance data ***Forecasting Outside Candidate Supply*** - ***Factors In Supply of Outside Candidates*** - General economic conditions - Expected unemployment rate ***ECONOMIC CYCLES*** - The general economic cycles of recession and boom affect HR planning. - Factors such as interest rates, inflation, and economic decline or growth affect the availability of workers and should be considered when organizational and HR plans and objectives are formulated. ***UNEMPLOYMENT*** - As the unemployment rate rises, the number of qualified people looking for work increases, which often makes it easier for companies to fill some jobs. - However, the people who are hired may receive lower pay and benefits because companies have more hiring options and leverage. ***[The Need for Effective Recruiting]*** ***[Effective Recruiting]*** - ***External Factors Affecting Recruiting*** - *Supply of workers* - *Outsourcing of white-collar jobs* - *Fewer "qualified" candidates* - Consistency of recruitment with strategic goals - Types of jobs recruited and recruiting methods - Non recruitment HR issues and policies - Successful prescreening of applicants - Public image of the firm - Employment laws - ***Other Factors Affecting Recruiting Succe*** ***[Internal Sources of Candidates]*** +-----------------------------------+-----------------------------------+ | **Advantage** | Disadvantage | +===================================+===================================+ | - Foreknowledge of candidates' | - Failed applicants become | | strengths\ | discontented | | and weaknesses | | | | - Time wasted interviewing | | - More accurate view of | inside candidates who will | | candidate's skills | not be considered | | | | | - Candidates have a stronger | - Inbreeding strengthens | | commitment\ | tendency to maintain the | | to the company | status quo | | | | | - Increases employee morale | | | | | | - Less training and orientation | | | required | | +-----------------------------------+-----------------------------------+ ***[Finding Internal Candidates]*** ***[Locating Outside Candidates]*** 1. Recruiting via the Internet 2. Advertising 3. Employment Agencies 4. Temp Agencies and Alternative Staffing 5. Offshoring/Outsourcing 6. Executive Recruiters 7. On Demand Recruiting Services (ODRS) 8. College Recruiting 9. Referrals and Walk-ins ***[Recruiting via the Internet]*** +-----------------------------------+-----------------------------------+ | **Advantages** | **Disadvantages** | +===================================+===================================+ | - Cost-effective way to | - Exclusion of older and | | publicize job openings | minority workers | | | | | - More applicants attracted | - Unqualified applicants | | over a longer period | overload the system | | | | | - Immediate applicant responses | - Personal information privacy | | | concerns of applicants | | - Online prescreening of | | | applicants | | | | | | - Links to other job search | | | sites | | | | | | - Automation of applicant | | | tracking and evaluation | | +-----------------------------------+-----------------------------------+ ***[Advertising for Outside Candidates]*** - ***The Media Choice*** Selection of the best medium depends on the positions for which the firm is recruiting. - Newspapers: local and specific labor markets - Trade and professional journals: specialized employees - Internet job sites: global labor markets - ***Constructing (Writing) Effective Ads*** - Create attention, interest, desire, and action (AIDA). - Create a positive impression (image) of the firm. ***[Employee Agencies]*** ***[Why Use a Private Employment Agency?]*** - No HR department: firm lacks recruiting and screening capabilities to attract a pool of qualified applicants. - To fill a particular opening quickly. - To attract more minority or female applicants. - To reach currently employed individuals who are more comfortable dealing with agencies than competing companies. - To reduce internal time devoted to recruiting. ***[Specialized Staffing and Recruiting]*** - ***Alternative Staffing*** - In-house contingent (casual, seasonal, or temporary) workers employed by the company, but on an explicit short-term basis. - Contract technical employees supplied for long-term projects under contract from outside technical services firms. - ***On-Demand Recruiting Services (ODRS)*** - Provide short-term specialized recruiting to support specific projects without the expense of retaining traditional search firms. ***[Temp Agencies and Alternative Staffing]*** - ***Benefits of Temps*** - Increased productivity---paid only when working - Allows "trial run" for prospective employees - No recruitment, screening, and payroll administration costs - ***Costs of Temps*** - Increased labor costs due to fees paid to temp agencies - Temp employees' lack of commitment to the firm ***[Concerns of Temp Employees]*** - Dehumanizing, impersonal, and discouraging treatment by employers. - Insecurity about employment and pessimism about the future. - Worry about the lack of insurance and pension benefits. - Being misled about job assignments and whether temporary assignments are likely to become full-time positions. - Being "underemployed" while trying to return to the full-time labor market. - Anger toward the corporate world and its values; expressed as alienation and disenchantment. ***[College Recruiting]*** - ***On-campus recruiting goals*** - To determine if the candidate is worthy of further consideration - To attract good candidates - ***On-site visits*** - Invitation letters - Assigned hosts - Information packages - Planned interviews - Timely employment offer - Follow-up - ***Internships*** ***[Sources of Outside Applicants]*** ***[Employee Referrals and Walk-ins]*** - ***Employee Referrals*** - Referring employees become stakeholders. - Referral is a cost-effective recruitment program. - Referral can speed up diversifying the workforce. - Relying on referrals may be discriminatory. - ***Walk-ins*** - Seek employment through a personal direct approach to the employer. - Courteous treatment of any applicant is a good business practice. ***[Recruiting A More Diverse Workforce]*** ***[Developing and Using Application Forms]*** ***[Application forms and the law]***