PHRi Exam Content Outline PDF

Professional in Human Resources – International (PHRi) Exam Content Outline 6.HR Information 5.Employee Management...

Professional in Human Resources – International (PHRi) Exam Content Outline 6.HR Information 5.Employee Management 10% 1.Talent Acquisition Relations and Risk 19% Management 16% 2.HR Administration and Shared Services 4.Compensation, 3.Talent 19% Benefits, and Work Management and Experience Development 17% 19% HR Certification Institute. (2020). The PHRi Exam Content Outline. Talent Acquisition 1 Job Analysis and Design 2 Workforce Planning 3 Workforce Recruiting 4 Workforce Selection  Job Analysis Scholars defined job analysis as ‘‘the collection of data on (a) job-oriented’ behavior, such as job tasks and work procedures; (b) more abstract ‘worker-oriented’ behavior, such as decision making, supervision, and information processing; (c) behaviors involved in interactions with machines, materials, and tools; (d) methods of evaluating performance, such as productivity and error rates; (e) job context, such as working conditions and type of compensation systems; and (f) personnel requirements, such as skills, physical ability, and personality traits’’ This definition of job analysis focuses on the systematic collection of data on the observable job behaviors of employees and what is accomplished by these behaviors and what technologies are required to do so. Job Analysis Job Description (JD) Job Specification Responsibilities Knowledge Tasks Description Skills Reporting Structure Abilities Work Context & Conditions Other Characteristics Performance Indicators Brannick, M.T., Levine, E.L., & Morgeson, F.P. (2014). Job and Work Analysis: Methods, Research, and Applications for Human Resource Management (2nd edition). Thousand Oaks, CA: SAGE Publications.  Job Analysis Compliance Job Design Training Needs Job Evaluation Selection Criteria Indicators Job Analysis Job Description (JD) Job Specification Occupations Responsibilities Knowledge Job Families Tasks Description Skills Reporting Structure Abilities Jobs Work Context & Conditions Other Characteristics Positions Performance Indicators Behavioral Incidents Duties Tasks Elements Competencies Brannick, M.T., Levine, E.L., & Morgeson, F.P. (2014). Job and Work Analysis: Methods, Research, and Applications for Human Resource Management (2nd edition). Thousand Oaks, CA: SAGE Publications.  Job Analysis An occupation is a class of roughly similar jobs found in many organizations and Occupatio even in different industries. Examples include attorney, computer programmer. n Mechanic, and Gardener. A group of jobs similar in specifiable ways, such as patterns of purposes, behaviors, or Job Families worker attributes. An example of a job family might be clerical and technical,” which could include receptionists, accounting clerks, secretaries, and data entry specialists. A group of positions with the same major duties or tasks: if the positions are not Jobs identical, the similarity is great enough to justify grouping them. A job is a set of tasks within a single organization or organizational unit. The duties and tasks carried out by one person. A position may exist even where no Positions incumbent fills it; it may be an open position. There are at least as many positions in an organization as there are people. A relatively large part of the work done in a position or job. It consists of several tasks Duties related in time, sequence, outcome, or objective. A clerical duty might be “sorting correspondence.” A step or component affect performance of a duty. A task has a clear beginning Tasks and ending; it can usually be described with a brief statement consisting of an action verb and a further phrase. The smallest feasible part of an activity or broader category of behavior or work Elements done. It might be an elemental motion, a part of a task, or a broader behavioral category; there is little consistency in meanings of this term. Brannick, M.T., Levine, E.L., & Morgeson, F.P. (2014). Job and Work Analysis: Methods, Research, and Applications for Human Resource Management (2nd edition). Thousand Oaks, CA: SAGE Publications.  Methods of Job Analysis Self-reports Questionnaires Direct and Surveys Observations Combination Document Interviews Reviews Prien, E.P., Goodstein, L.D., Goodstein, J., & Gamble Jr., L.G. (2009). A Practical Guide to Job Analysis. San Francisco, CA: Pfeiffer.  Methods of Job Analysis The three types of interviews managers use to collect job analysis data are: individual (to get the employee’s perspective on the job’s duties and responsibilities, group (when large numbers of employees perform the same job), and supervisor (to Interviews get his/her perspective on the job’s duties and responsibilities). Using an interview is simple, quick, and more comprehensive because the interviewer can unearth activities that may never appear in written form. The main problem is distortion, which may arise from the jobholder’s need to impress the perceptions of others. Structured or unstructured questionnaires may be used to obtain job analysis information. Questionnaires can be a quick, efficient way of gathering information Questionnaires from a large number of employees. But, developing and testing a questionnaire can be expensive and time consuming. Direct observations are useful when jobs consist of mainly observable physical activity as opposed to mental activity. Reactivity can be a problem with direct Observation observations, which is where the worker changes what he/she normally does because he/she is being watched. Managers often use direct observation and interviewing together. Prien, E.P., Goodstein, L.D., Goodstein, J., & Gamble Jr., L.G. (2009). A Practical Guide to Job Analysis. San Francisco, CA: Pfeiffer.  Methods of Job Analysis The employee records every activity he/she engages in, in a diary or work log along with the amount of time to perform each activity to produce a complete picture of Participant the job. Pocket dictating machines can help remind the worker to enter data at Diary/Logs specific times, and eliminates the challenge of trying to remember at a later time what was done. Standardized questionnaires are frequently distributed, with instructions, via the Internet Internet or intranet. The danger is that important points may be missed or Reference misunderstood, clouding results. The Department of Labor’s O*NET method can help overcome these difficulties. Of all the traditional approaches to job analysis, a combination method is probably the best because it minimizes the disadvantages and maximizes the advantages of Combination any one approach used by itself. Of the possible combination approaches, the most common are (1) questionnaires and interviews, and (2) questionnaires, interviews, and observations. Prien, E.P., Goodstein, L.D., Goodstein, J., & Gamble Jr., L.G. (2009). A Practical Guide to Job Analysis. San Francisco, CA: Pfeiffer.  Job Design Job design is the process of Work arrangement (or rearrangement) aimed at reducing or overcoming job dissatisfaction and employee alienation arising from repetitive and mechanistic tasks. Through job design, organizations try to raise productivity levels by offering non-monetary rewards such as greater satisfaction from a sense of personal achievement in meeting the increased challenge and responsibility of one's work. The main function of job design is to create alterations in the ways in which employees function in the workplace in order to enhance their enthusiasm for the work they perform and increase job satisfaction which in turn, increases productivity. There are 4 main approaches to the creation of job design, Prien, E.P., Goodstein, L.D., Goodstein, J., & Gamble Jr., L.G. (2009). A Practical Guide to Job Analysis. San Francisco, CA: Pfeiffer.  Job Design JOB DESIGN Design for Mental Capacity Design for Efficiency - Filtering Information (Industrial Engineering) - Clear Displays and Instructions - Memory aids Job Design for Safety & Health Design for Motivation (Ergonomics) - Job Enlargement - Job Enrichment - Teamwork - Flexibility Prien, E.P., Goodstein, L.D., Goodstein, J., & Gamble Jr., L.G. (2009). A Practical Guide to Job Analysis. San Francisco, CA: Pfeiffer.  Job Design Design for Efficiency (Industrial Engineering) the first being, “design for efficiency” or “job engineering.” These terms simply refers to the expected standards of performance and the methods by which these standards are met. Technology is a major aspect of this approach; computers and all other forms of technology must be reliable and up to date and all workers must be proficient in their use and comfortable and confident in their abilities to use them Prien, E.P., Goodstein, L.D., Goodstein, J., & Gamble Jr., L.G. (2009). A Practical Guide to Job Analysis. San Francisco, CA: Pfeiffer.  Job Design Design for Motivation - Enlargement - Enrichment - Teamwork - Flexibility Prien, E.P., Goodstein, L.D., Goodstein, J., & Gamble Jr., L.G. (2009). A Practical Guide to Job Analysis. San Francisco, CA: Pfeiffer.  Job Design Design for safety and health or ergonomics, refers to products, applications or particular tasks which are designed to lessen fatigue which may occur due to poor lighting, improperly designed work stations, excessive fluctuations in room temperature etc. It is extremely important for business leaders and managers to be aware of any of these unfavorable conditions and to correct them immediately in order to assure his or her employees are comfortable and are not being harmed during their efforts to complete tasks. Design for Safety & Health (Ergonomics) Prien, E.P., Goodstein, L.D., Goodstein, J., & Gamble Jr., L.G. (2009). A Practical Guide to Job Analysis. San Francisco, CA: Pfeiffer.  Job Design Design for Mental Capacity - Filtering Information - Clear Displays and Instructions - Memory aids Design for mental capacity refers to the need for employers to understand the special needs of individuals who are elderly and/or those who have disabilities, either physical or mental. Special technology need to be available for individuals who may have sight or hearing problems, displays on computer monitors should be adjustable to suit the needs of those who need magnified text and special aids should be accessible to workers who have deficits in hearing. Managers need to consider carefully each employee’s physical capabilities, mental skills, organizational competence and capacity for learning before inviting an employee to take on an enriched job. Forcing more on employees than they are capable of handling will likely hurt the business and frustrate the employees. Prien, E.P., Goodstein, L.D., Goodstein, J., & Gamble Jr., L.G. (2009). A Practical Guide to Job Analysis. San Francisco, CA: Pfeiffer. Talent Acquisition 1 Job Analysis and Design 2 Workforce Planning 3 Workforce Recruiting 4 Workforce Selection Workforce Planning Human Resource Planning Where are we now? Business Context Business workforce needs Where are we now? Workforce Supply Current workforce profile Workforce Demand Future workforce requirements Workforce Gap Analysis and fill the gap Staffing Plan Review and Develop action plans Heneman III , H., Judge , T., & Kammeyer-Mueller, J. (2014). Staffing Organizations (8th Edition). Columbus, OH: McGraw-Hill Education.  Workforce Planning 1.1. Business Context 1.2. Workforce Supply 1.3. Workforce Demand 1.4. Workforce Gap 1.5. Staffing Plan 1.5.1. Recruitment and Selection 1.5.2. Training and Development 1.5.3. Employee value proposition 1.5.4. Employee retention 1.5.5. Leadership and communication Noe, R.A., Hollenbeck, J.R., Gerhart, B., & Wright, P.M. (2018) Fundamentals of Human Resource Management (Seventh Edition). New York, NY: McGraw-Hill. Contingent Staffing Talent Acquisition 1 Job Analysis and Design 2 Workforce Planning 3 Workforce Recruiting 4 Workforce Selection  Follow-up and Evaluation and Tie Back to HR Plan Selection Process Dessler, D. (2013). Human Resource Management. Edition 13e. New York City, NY: Pearson. External Sources Used Internal Sources Are Checked (Promotion , Job Posting, etc.) HR Recruiter and Manager Review Job and Needed Qualifications Recruiting Process Manager Notifies HR Unit of Opening Ongoing General Recruiting Visibility Human Resource Plan  Sources of Recruitment Managing Requisition Internal External Recruiting Recruiting Job Posting/Bidding The Internet Campus Recruiting Labor unions Rehiring Advertising Internships Trade associations Succession Plan Agencies Referrals Outplacement firms Outsourcing Walk-In(s) Career/Job Fairs Headhunter Previous applicants Social Media Mathis, R.L. & Jackson, J.H. (2010). Human Resource Management. (13 Edition). Mason, OH: South-Western 21 Cengage Learning.  Recruiting Indicators Yield Ratio Days to fill Final Offer Acceptances 20 67% (20/30) Job Offer 30 75% (30/40) Invited for final interview 40 25% (40/200) Invited for first screening 200 10% (200/2000) Initial Contacts 2000 Recruiting Yield Pyramid Cost per Hire: Recruiting Costs / Total Number of Hires in a Time Period Talent Acquisition 1 Job Analysis and Design 2 Workforce Planning 3 Workforce Recruiting 4 Workforce Selection  Selection Process Employment Assessment No Resume Application Center Job Offer Applicant Initial Screening Employment Reference Final Pool Evaluation Interview Interview Checks Evaluation Tentative Job Offer Employment Application Testing Physical Background Examination Investigation Job Offer STAGE 1 STAGE 2 STAGE 3 STAGE 4 STAGE 5 INITIAL SCREENING SECONDARY CANDIDACY VERIFICATION FINAL DECISION SCREENING Gatewood, R., Field, H.S., & Barrick, M. (2015). Human Resource Selection (8th Edition). Boston, MA: South-Western College Pub.  Selection Process Stage One: Initial Screening Once individuals are interested in applying for employment, they may do so by submitting a resume´ (a common procedure for technical, professional, or managerial positions) or by completing an employment application (standard procedure for entry-level, operative, clerical, or other non-exempt positions). The majority of applicants will be screened out at this point based on an individual evaluation of the resume´ or the employment application. Applicants who submitted a resume´ may be asked to complete an employment application if their credentials survive the initial review. Electronic Resume Assessme Applicatio nt n Forms Screening Initial Evaluation Résumés Employment Application STAGE 1 INITIAL SCREENING Pre-employment Screening Gatewood, R., Field, H.S., & Barrick, M. (2015). Human Resource Selection (8th Edition). Boston, MA: South-Western College Pub.  Selection Process Stage Two: Secondary Screening The two components of Stage II are the screening interview and testing. The purpose of the screening interview is to eliminate from further consideration those individuals whose qualifications, although passing preliminary inspection, do not measure up to the standards of the position. Based on the screening interview, applicants for certain types of positions may be asked to take employment tests. Applicants passing the screening interview who have not yet completed an employment application will be asked to do so at this stage. On occasion, applicants may move from completion of the employment application in Stage I directly into employment testing before the screening interview takes place—a common procedure for keyboardists or machine operators. If the test results are favorable, the screening interview then takes place. Employment Application Screening Interview Testing Gatewood, R., Field, H.S., & Barrick, M. (2015). Human Resource Selection (8th Edition). Boston, MA: South-Western College Pub.  Secondary Screening Cost Competency Interview Behavioral Situational Work Sample Assessment Center, AC Non-structural interview Semi-structural interview Structural interview Pattern Interview? Psychomotor Abilities Job Knowledge Traits Cognitive Aptitude Testing Interest Personality Integrity EQ Correlation Validity Gatewood, R., Field, H.S., & Barrick, M. (2015). Human Resource Selection (8th Edition). Boston, MA: South-Western College Pub.  Selection Process Stage Three: Candidacy Since the vast majority of applicants are eliminated in Stages I and II, if selection procedures are working effectively, only genuinely qualified candidates enter Stage III. The basic component of this stage is the employment interview or series of employment interviews, which focus on an in-depth evaluation of the applicant’s qualifications. In some organizations, individuals successfully completing their employment interviews are sent to an assessment center where they may complete batteries of tests and engage in various simulations to further assess their capabilities. Applicants completing Stage III are potential employees. Assessment Center Employment Interview STAGE 3 CANDIDACY Gatewood, R., Field, H.S., & Barrick, M. (2015). Human Resource Selection (8th Edition). Boston, MA: South-Western College Pub.  Competency Interview Experiences Simulation Behavioral Interview Situational Interview Prediction Situation Where and when? (Provide a context) Task What needed to be done? Action What did you do? Results What have you achieved? Eder, R.W. & Harris, M.M. (1999). The Employment Interview Handbook 2nd Edition. Thousand Oaks, California: SAGE Publications  Selection Process Stage Four: Verification Stage IV is concerned with verifying the reference information furnished by the applicant. Due to the increasing number of negligent hiring cases, organizations must be careful to exercise due diligence in verifying and documenting references. Candidate Invites Click to Complete References Click to Rankings References Questionnaire & Interview guide Reference Checks STAGE 4 VERIFICATION Gatewood, R., Field, H.S., & Barrick, M. (2015). Human Resource Selection (8th Edition). Boston, MA: South-Western College Pub.  Selection Process Stage Five: Final Decision Stage V is the decision-making stage. The information furnished by No Job Offer the applicant and gathered by the organization is evaluated. If the information is favorable, a job offer is made; if the information is unfavorable, no job offer is extended. The tentative job offer is subject to a physical examination (typically including a drug screen) Final Evaluation and a background investigation. If the candidate successfully completes these two final hurdles, a final job offer is made. The physical examination is delayed until this stage so as to avoid any Tentative possible discrimination based upon disability. The background Job Offer investigation is delayed for similar reasons—to avoid any potential charge of discrimination based on non–job-related factors. Physical Background Examination Investigation Job Offer STAGE 5 FINAL DECISION Gatewood, R., Field, H.S., & Barrick, M. (2015). Human Resource Selection (8th Edition). Boston, MA: South-Western College Pub.  Talent Acquisition Case Study ABC Company is expanding their branches and workforce with hiring around 80 candidates in different levels mostly at the middle management. The company suffered a high level of turnover for the last 2 years. Since the company doesn’t have a recruitment and selection team internally so they will need your support as a consultant. You are the consultancy office who will put them on track so you need to prepare a brief presentation about how will you are planning to establish their recruitment and selection process and close the hiring gap they have, the steps that you suggest, needs from your side that the company should prepare, sample of forms you will use and expected time frame to get things done. Presentation will be done for their HR director and believe me he is stubborn. However, he doesn’t ask a lot of questions so best of luck … Notes: Everyone in the group should present his/her thoughts maximum 15 minutes (including any questions from the audience). Assume as indicated that you are presenting to the top management of the company. I will be one of the audiences, and you have to convince the entire group about your presentation. Take into consideration the steps that you will follow in the recruitment and selection process. You have to include your recommendations to reduce the turnover. Note: I am not measuring your presentation skills; try to relate what have been mentioned in the lectures and what you have read in the book with this case study. GOOD LUCK Kirollos Magdy