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MODULE 2 WORK, JOB, AND JOB ANALYSIS activities as product development, customer service, and service delivery. UNIT 1 NATURE OF JOBS AND WORK Job Design organization...

MODULE 2 WORK, JOB, AND JOB ANALYSIS activities as product development, customer service, and service delivery. UNIT 1 NATURE OF JOBS AND WORK Job Design organization is as an entity that takes inputs from the surrounding environment - refers to organizing tasks, duties, and then, through some kind of “work,” responsibilities, and other elements into a turns those inputs into goods or services. productive unit of work. Work is effort directed toward ADDITIONAL NOTES: accomplishing results. JOB: CLUSTER OF TASKS, DUTY AND RESPONSIBILITIES ACCOMPANIED IN THAT ADDITTIONAL NOTES: THE CONCEPT OF WORK PARTICULAR POSITION * WORKS AND ORGANIZATIONS THUS BECOME WHY PEOPLE LOSE JOBS: MERGING - SEE VITAL FACTORS THAT SHAPE OUR WELL-BEING REDUNDANT RESPONSIBILITIES AND QUALITY OF LIFE JOB DESIGN: HR SHOULD BE KNOWLEDGEABLE *BECAUSE ORGANIZATIONS ARE SOCIAL OF TASKS OF DIFFERENT POSITIONS IN THE CONSTRUCTIONS, THE SUCCESS OF AN COMPANY (HOW CAN THEY BE PRODUCTIVE ORGANIZATIONS DEPENDS ON HOW WELL IT AND EFFICIENT) CAN HARNSESS ITS HUMAN RESOURCES. Job design can influence performances in Work Flow Analysis certain jobs, especially those where employee - is the study of the way work moves motivation can make a substantial difference. through an organization. ✓ Job design can affect job satisfaction - HOW WORK FLOWS TO THE COMPANY - identifying what makes a “good” job becomes critical. Reduced turnover and examination of the quantity (TARGET absenteeism also can be linked to NUMBER OF PRODUCTS) and quality of effective job design. the desired and actual outputs (goods and services). ✓ Job design can impact both physical and mental health. Then the activities (tasks and jobs) that - Problems that may require assistance lead to the outputs are evaluated to see such as hearing loss, backache, leg pain, if they are achieving the desired outputs. stress, high blood pressure, and even heart disease sometimes can be traced inputs (people, material, information, directly to job design. data, equipment, etc.) must be assessed to determine if they make the outputs *Managers play a significant role in job design and activities better and more efficient because often they are the people who establish jobs and their design components. ADDITIONAL NOTES: Workers and Job Design INPUTS: (3M) Organizations are employing a variety of MONEY , MATERIAL , MAN POWER workers, and not just full-time ones. Depending Factors to consider: on economic and competitive factors, the types of workers in one firm may include: 1.Technology and Work Flow Analysis Full-time employees (NUMBER OF HOURS A The information-based systems used by many WEEK COMMON IN PH 40HRS A WEEK) employees make work flow different from what it was in previous years. Sometimes the Part-time employees (5-6 HRS) differences are positive and highly productive, Independent contractors (FREELANCERS) but technology also can reduce work flow and productivity. Temporary workers (JOB ORDER, THEY ARE NEEDED) 2. Business Process Reengineering Contingent workers (SAME AS INDEPENDENT reengineering generates the needed changes CONTRACTORS BUT IS PROVIDED BY WORKERS) in the operations. The purpose of business process reengineering (BPR) is to improve such Although some organizations still use the Allowing the employee more flexibility to traditional approach of employing full- and perform the job as needed part-time workers, many firms are making Increasing the employee’s accountability for significant use of independent, temporary, and work by reducing external control contingent individuals. These persons are not employees but generally work at-will or on Expanding assignments for employees to do limited contracts, and they may be working for new tasks and develop special areas of other employers as well. A contingent worker is expertise someone who is not an employee, but a temporary or part-time worker for a specific Directing feedback reports to the employee period of time and type of work. rather than only to management Person-Job Fit Job Rotation - matching characteristics of people with One technique that can break the monotony of characteristics of jobs an otherwise simple routine job is job rotation, - If a person does not fit a job, theoretically which is the process of shifting a person from job either the person can be changed or to job. replaced or the job can be altered several advantages to job rotation with However, though an employer can try to make one being that it develops an a “round” person fit a “square” job, it is hard to employee’s capabilities for doing several successfully reshape people. By redesigning different jobs. jobs, the person-job fit may sometimes be For instance, some firms have been successful improved more easily. at using job rotation for employees with Job-Person Match disabilities in special assembly lines and different work requirement times. Even people without - Matching people with jobs they like and disabilities can be adaptable and change jobs fit can have positive consequences. and careers internally in appropriate ways. Higher or lower turnover rates in the first Clear policies that identify for employees the few months of employment are often nature and expectations of job rotations are linked to recruiting and selection more likely to make job rotation work. screening efforts. Job Sharing Common Approaches to Job Design two employees perform the work of one full- One approach for designing or redesigning jobs time job. is to simplify the job tasks and responsibilities. Job simplification may be appropriate for jobs For instance, a hospital allows two radiological that are to be staffed with entry-level technicians to fill one job, and each individual employees. works every other week. Such arrangements are beneficial for employees who may not want or USED FOR MOTIVATING: be able to work full-time because of family, school, or other reasons. The keys to successful Job enlargement (HORIZONTAL) job sharing are that both “job sharers” must Broadening the scope of a job by expanding work effectively together and each must be the number of different tasks to be performed. competent in meeting the job requirements. - PANTAY UNG IDADAGDAG MO NA WORKLOAD Job enrichment (VERTICAL) Increasing the depth of a job by adding responsibility for planning, organizing, controlling, or evaluating the job - ADDING MORE RESPONSIBILITY IN THE JOB *HARDER Some examples of job enrichment are: Giving the employee an entire job rather than just a piece of the work Characteristics of Jobs Skill variety is the extent to which the work UNIT 2 JOBS AND WORK SCHEDULING requires several different activities for successful Certain considerations that can affect job completion. For example, lower skill variety exists design for both employers and employees, how when an assembly-line worker performs the the work is to be done, the time during which same two tasks repetitively. Skill variety is not to work is scheduled, and the location of be confused with multitasking, which is doing employees when working must be considered. several tasks at the same time with computers, telephones, personal organizers, and other Telework means. Individuals who may be working at home Task identity is the extent to which the job employees work via electronic, includes a “whole” identifiable unit of work that telecommunications, and Internet is carried out from start to finish and that results means. The use of technology for in a visible outcome. For example, when a telework is expected to grow, with almost customer calls with a problem, a customer 70% of private-sector respondents specialist can handle the stages from predicting more usage of IT resources in maintenance to repair in order to resolve the telework. customer’s problem. Work Schedule Alternatives Task significance is the impact the job has on other people. A job is more meaningful if it is The work schedules associated with jobs important to other people for some reason. For vary. Some jobs must be performed instance, police officers may experience more during “normal” daily work hours and on fulfilment when dealing with a real threat than weekdays, while others require when merely training to be ready in case a employees to work nights, weekends, threat arises. and extended hours. Autonomy is the extent of individual freedom Shift Work and discretion in the work and its scheduling. common work schedule design is shift work. More autonomy leads to a greater feeling of Many organizations need 24-hour coverage personal responsibility for the work. and therefore may schedule three 8-hour shifts Feedback is the amount of information per day. employees receive about how well or how Most of these employers provide some form of poorly they have performed. The advantage of additional pay, called a shift differential, for feedback is that it helps employees to working the evening or night shifts. Some types understand the effectiveness of their of shift work have been known to cause performance and contributes to their overall difficulties for some employees personally, such knowledge about the work. as weariness, irritability, lack of motivation, and illness. Nevertheless, some employers must have 24-hour, 7-day coverage, so shift work is likely to continue to be an option. Compressed Workweek Working Hours - Nominal working hours: prescribed no. a full week’s work is accomplished in fewer than of hrs. employees are supposed to spend five 8- hour days. Compression usually results in of the job - Actual working hours: amount more work hours each day and fewer workdays of time employees devote to job duties each week, such as four 10-hour days, a 3-day week, or 12-hour shifts. One survey in chemical Part-time Employment industry plants found that 96% of the workers - Attractive to people with family who shifted to 12-hour schedules did not wish to responsibilities and to PWDs who have return to 8-hour schedules. However, 12-hour mobility problems schedules have led to sleep difficulties, fatigue, - Increases flexibility in scheduling and an increased number of injuries. Work Flexibility and Scheduling 4-Day Workweek - Lesser days but longer hours Flexible work schedules allow organizations to - Reasons: make better use of workers by matching work possibility of increasing worker demands to work hours. One type of scheduling productivity & efficiency, is flexitime, in which employees work a set incentive to recruit workers, number of hours a day but vary the starting and reducing absenteeism ending times. In some industries, flexitime allows more employees to be available at peak times Flexible Work Schedule when more customers and clients are present. - Permits the employees to decide when to The flexibility has aided in recruiting and begin and end the workday retaining key staff members. Example: ✓ Employees Working at Home - As part of organizational job - Flextime between 7:30 to 9:00 and 4:00 to 5:30 restructurings, economic conditions, and - Core time from 9:00 to 4:00 work-life considerations, a number of Rest Breaks individuals work at their home locations. Estimates are that more than 15 million - To reduce boredom and fatigue employees work from home either full- time or part-time. While some may be - To lessen unauthorized breaks self-employed, others are full-time or - Increase morale and productivity part-time employees of firms. Shift Work ✓ Employer Policies on Flexible Work - Day shift, mid shift, night shift Schedules - Flexible scheduling allows organizational - Research shows that workers are less and HR managers to choose when, productive on the all-night shift than on the day where, and how workers will perform their shift jobs, while still covering workloads. With ✓ Work-Life Balancing work flexibility and homework, electronic monitoring of activities and performance - For many employees throughout the world, may be necessary. For instance, at a balancing their work and personal lives is a call-service firm, home-based significant concern. According to several employees are monitored on their use of surveys of workers and executives, work-life phones through electronic links and get balance is one of the top ten concerns in unpaid time off for taking personal most countries. Another survey found that breaks. Restrictions such as these are work-life balance is the second most designed to keep workers meeting important item for executives, with only employers’ requirements.44 Employers compensation being more important. A lack still must comply with federal and state of sufficient work-life balance was cited by compensation laws when using flexible more than 40% of surveyed employees, and schedules. almost half said they might quit their current employers in an effort to get better work-life balance.46 Single parents, especially women, may face more work-life balancing issues than some other employees.  Thousands of employees, both in large UNIT 3 JOB ANALYSIS, JOB DESCRIPTION, and global firms like IBM and Hewlett Packard JOB SPECIFICATION and in many smaller firms, have flexible work Job analysis schedules and/or use technology to work from locations away from the workplace as systematic way of gathering and analyzing a way to help balance work and personal information about the content, context, and lives. Firms such as Xerox and J.M. Smucker human requirements of jobs. give employees paid time off for community volunteer work. Numerous health care firms ✓ It is the systematic study of the tasks, duties, allow employees to adjust their work and responsibilities of a job and the qualities schedules in order to address personal, needed to perform it (Riggio, 2008). family, health, and other issues. ✓ It is the foundation for almost all human Physical Working Conditions resources activities (Aamodt, 2010). Affects: productivity, job satisfaction, quality Purposes of Job Analysis of work, safety and attendance HR planning, recruiting, and selection all Work Sites should be based on job requirements and the capabilities of individuals - Is it in the city? Or in a remote area? Is it identified by job analysis. accessible? Office Design compensation, training, and employee performance appraisals all should be - The size can influence working relationships based on the specific identified needs of - Physical separation of management offices? the jobs. - Landscaped offices: huge open space with identifying job factors and duties that no floor-to-ceiling walls to divide the area into may contribute to workplace separate rooms health/safety and employee/labor relations issues. - Disadvantages: lack of privacy, noise Information coming from job analyses: Lighting (helpful in making the distinction among jobs) - Intensity : level of brightness 1. Writing Job Description - detailed description - Distribution of light of job tasks, procedures, and responsibilities; the tools and equipment used; and the end - Natural light product or service. Noise 2. Employee Selection - Selection criteria - An occupational hazard especially for those 3. Training - Job analyses yield lists of job working as aircraft mechanics, textile workers activities that can be systematically used to and the like create training programs. Color 4. Person power Planning - determine worker - effects on employee productivity and moral mobility within an organization. are not supported by empirical data 5. Performance Appraisal - evaluate the - However, color can be used as an aid in safety employees’ performance. practices 6. Job Classification - Job analysis enables a Temperature human resources professional to classify jobs into groups based on similarities in requirements - Those who work outdoors: high temperatures and duties. does not affect mental work but leads to lower performance on physical tasks 7. Job Evaluation - Job analysis information can also be used to determine the worth of a job. 8. Job Design - determine the optimal way in which a job should be performed. 9. Job Specification - It provides information about the human characteristics required to perform the job. 10. Compliance with Legal Guidelines - One legally acceptable way to directly determine job relatedness is by job analysis. 11. Organizational Analysis - Job analysts often become aware of certain problems within an organization. Preparing for a JOB ANALYSIS Which employees should participate? Committee-based: A group of SMEs meet Field-based: Job analyst individually interviews/observes a number of incumbents STEP 1: Identify Tasks Performed Gathering existing information Interviewing subject matter experts (SMEs) Individual SME A properly written task statement must contain an action (what is done) and an object SME Conference (to which the action is done). Ammerman Technique – a job analysis Some characteristics of well-written task method in which a group of experts identifies statements: the objectives and standards to be met by the ideal worker. o One action should be done to one object. 1. Panel of experts from all levels of o Task statements should be written at a level organizations. that can be read and understood by a person with the same reading ability as the typical job 2. Objectives and standards to be met by the incumbent. ideal incumbent. o All task statements should be written in the 3. List specific behaviors same tense. 4. Identify which behaviors are critical o The task statement should include the tools 5. Rank-order the objectives and equipment used to complete the task. Observing incumbents o Task statements should not be competencies (e.g. “Be a good writer”). Job participation o Task statements should not be a policy (e.g. STEP 2: Write Task Statements “Treats people nicely”). Task statements are used in the task inventory o The task statement should make sense by and included in the job description. itself. * Task inventory – A questionnaire containing a o The level of authority should be indicated list of tasks each of which the job incumbent (especially for those activities that involve rates on a series of scales such as importance decision making). and time. STEP 3: Rate Task Statements Easier to read than the PAQ Conduct a task analysis – The process of Good reliability identifying the tasks for which employees need Increased discriminatory power of the to be trained. intellectual and decision-making dimensions. SME conference - A group job analysis 3. JOB ELEMENTS INVENTORY (JEI) interview consisting of subject-matter experts (SMEs). – developed by Cornelius and Hackel (1955) STEP 4: Determine Essential KSAOs Designed as an alternative to PAQ; correlates highly with PAQ (153 items) Knowledge – A body of information needed to perform a task. 10th grade readability level Skill – The proficiency to perform a learned 4. FUNCTIONAL JOB ANALYSIS (FJA) task. – developed by Fine Ability – A basic capacity for performing a wide range of different tasks, acquiring Rates the extent to which a job incumbent is knowledge, or developing a skill. involved with functions in the categories of data, people, and things Other characteristics – Include such personal factors as personality, willingness, interest, and Method that has been used to classify jobs in motivation and such tangible factors as terms of workers’ interaction with data, people, licenses, degrees, and years of experience. and things. STEP 5: Selecting Tests to Tap KSAOs Dictionary of Occupational Titles (DOT) Determines the best method to tap KSAO’s. Standard Occupational Classification (SOC) JOB ANALYSIS TECHNIQUES Functional job analysis is helpful when the job analyst must create job descriptions for a large A.Methods providing general information about number of positions. worker abilities: B. Methods providing information about tools 1.POSITION ANALYSIS QUESTIONNAIRE (PAQ) and equipment: – developed by McCormick, Jeanneret, and 1. JOB COMPONENTS INVENTORY (JCI) Mechan at Purdue University (1972) – developed by Banks, Jackson, Stanford, and Statistical analysis of work-oriented job Warr (1983) elements (194 Items) Used in curriculum development, career 6 main dimensions: guidance, and broad-based training 1. Information input More than 400 questions 2. Mental processes 5 main categories: 3. Work output 1. Tools and equipment used 4. Relationships with others 2. Perceptual and physical requirements 5. Job context 3. Mathematical requirements 6. Other job characteristics 4. Communication requirements Easy to use 5. Decision making and responsibility Level of analysis is fairly general Good reliability Most standardized job analysis method The only job analysis method containing a detailed section on tools and equipment. Difficult to read for average employee 2. JOB STRUCTURE PROFILE (JSP) – developed by Patrick and Moore (1978) Designed as a replacement for the PAQ C. Methods providing information about the 3. PERSONALITY-RELATED POSITION work environment REQUIREMENTS FORM (PPRF) 1. AET (Arbeitswissenschaftliches – developed by Raymark, Schmit, and Guion Erhebungsverfahren zur Tätigkeitsanalyse) (1997) which means Ergonomic Job Analysis 107 items items Procedure (216 items) 12 personality dimensions that fall under the Ergonomic – relationship between worker and “Big 5” personality dimensions (OCEAN) work objects 4. FLEISHMAN JOB ANALYSIS SURVEY (F-JAS) D. Methods providing information about competencies: – developed by Fleishman and Reilly (1992) 1. THRESHOLD TRAITS ANALYSIS (TTA) Based on more than 30 years of research – developed by Lopez, Kesselman, and Lopez 72 abilities (1981) Good reliability Similar approach to the JCI Commercially available available only by hiring a particular consulting 5. CRITICAL INCIDENT TECHNIQUE (CIT) firm—Lopez and Associates (33 items) – developed by Flanagan and his students at 5 main categories: the University of Pittsburg (late 1940s and early 1. Physical traits 1950s) 2. Mental traits Used to discover actual incidents of job behavior that make the difference between a 3. Learned traits job’s successful or unsuccessful performance. 4. Motivational traits 1. Job incumbents generate incidents of excellent and poor performance 5. Social traits 2. Job experts examine each incident to Reliable determine if it is an example of good or poor Short and quick to use performance Not commercially available 3. 3 incumbents sort incidents into categories 2. JOB ADAPTIBILITY INVENTORY (JAI) 4. Job analyst combines and names – developed by Pulakos, Arad, Donovan, and categories Plamondon (2000) 5. 3 incumbents resort incidents into 132 items combined categories 8 adaptability dimensions: 6. Number of incidents per category 1. Handling emergencies provides an idea of the importance of each category 2. Handling work stress 6. Job Components Inventory 3. Solving problems creatively – already mentioned earlier 4. Dealing with uncertainty 7. Occupational Information Network (O*NET) 5. Learning Created by US federal government to replace 6. Interpersonal adaptability the Dictionary of Occupational Titles (DOT). 7. Cultural adaptability Information about occupation (generalized 8. Physically orienting adaptability work activities and organization context) and worker characteristics (ability, work, style, etc.) Excellent reliability and has been shown to distinguish among jobs Evaluation of Methods ✓ Physical and personal characteristics A) Worker-oriented methods ✓ Work experience CIT, JCI, TTA – best for employee ✓ Education selection and performance appraisal B) Job-oriented methods Task analysis is best for work design and writing job descriptions. Sections of a Job Description 1. Job Title: describes the nature of the job, its power status level, and competencies needed to perform the job. 2. Brief Summary: paragraph in length; describe the nature and purpose of the job 3. Work Activities: lists the tasks and activities MODULE 3 PLANNING AND RECRUITING 4. Tools and equipment used UNIT 1 WORKFORCE PLANNING 5. Job Context: the environment (stress level, Workforce Planning - *before hiring work schedule, physical demands, level of “a.k.a manpower planning” responsibility, temperature, number of co- Getting the right number of people with workers, degree of danger, etc.) the right competencies in the right jobs 6. Work Performance: outline standards of at the right time” (Sinclair, 2004). performance, how performance is evaluated 7. Compensation Information: compensable job factors; salary grade (actual salary not included) For a job description to be of value it must describe a job in enough detail that decisions about activities. Problem: “It’s not my job.” Solution: - FORECASTS OF LABOR DEMAND 1. The first is that duties can always be added to - FORECASTS OF LABOR SUPPLY a job description, which can, and should, be marami ka pa pwede makuha? updated on a regular basis. LOOK AT: 2. The phrase “and performs other job-related duties as assigned” should be included in the SURPLUS/ SHORTAGE – “kulang ba?” (happens before hiring; what are your job description. requirements) How Often Should a Job Description be updated? *surplus means: how to avoid a lot of employees If the job changes significantly. The informal changes that employees make in GOAL SETTING/ STRATEGIC PLANNING their jobs, known as job crafting. - Consider how many will retire/ possibilities of resignment Job Specification (how to avoid or control resignment: Provides information about the human CONTRACT) characteristics required to perform a job PROGRAM IMPLEMENTATION/ EVALUATION - “sakto lang ba nakuha ko?” Two Components: add an additional worker for each 20 new accounts forecast. 1. Assessment of the human resource capital requirements that takes into account the Regression analysis follows similar quality(capabilities) and quantity (headcount) principles using more sophisticated of a workforce. statistical calculations. 2. Forecasting translates organization needs to -------------------------------------------------------------------- specific numbers and types of talent needed in an organization in consideration of fact-based Pros and Cons of Statistical Forecasting: history and business objectives. Building forecasts on previous data gives you a ✓ Forecasting is the heart of business solid base for forecasting, whether for sales or planning, and human resources planning productivity. New forecasts have a factual is no different. Knowing the staffing starting point, upon which you can apply needs of your small business or statistical comparisons and analyses to provide organization defines your HR efforts, insight into future business. Statistics work best defining hiring goals for both number of over a long term, however, where cyclical workers and job functions. variations average out and business conditions remain constant. Market conditions and ✓ Attempts to determine the supply and industry trends can't be predicted demand for various types of human mathematically, nor will statistical patterns resources to predict areas within the remain identical from year to year. organization where there will be future labor shortages or surpluses (e.g. ----------------------------------------------------------------- statistical planning models, historical B. Judgmental Forecasting or Subjective records). Judgments (Qualitative) - Judgment forecasting in a small business often Forecasting demand for Labor: comes down to the experience of the owner. Your expertise is crucial to all aspects of your business, and so your estimates of staff levels are based on your knowledge. As business grows, you may recognize general rules of thumb that others in your company can apply. When business warrants, group input may become valuable to balance needs from several perspectives. Pros and Cons of Judgmental There are many methods to be used but we will Forecasting only discuss in this module the basic techniques. A. Statistical Forecasting (Quantitative) Judgmental forecasting relies on human Trend analysis – using statistical experience to predict future business models to predict labor demand. It looks needs. at historical data for one factor of the This may be input from sales managers to business, often sales volume, and applies identify business growth or from production the staffing level from a previous period managers predicting worker needs. to suggest a forecast level. Ratio analysis - sets a level of staffing Dependent on human input, judgmental based on a relationship between workers forecasting can be both highly accurate and and a business factor. A sales wildly off-base, depending on the bias of those department that assigns 20 accounts to giving input. each salesperson would, for instance, However, human judgment matches the 3.Buyouts - There are some companies simply flexibility needed for short-term analysis, as well converted early retirement programs into as the intuitive factors that industries in rapid buyouts for specific workers that have nothing change require. to do with age C. Combining Techniques Reducing Labor Shortage In practice, forecasting your HR needs 1. Employing Temporary Workers incorporates elements of both strategies. When you base data on a previous period and apply It affords firms the flexibility needed to estimates for future performance, you work operate efficiently in the face of wings in both statistically and judgmentally. A seasonal the demands for goods and services. business may, for instance, suffer in one year due to a spell of bad weather, and the 2. Outsourcing manager may adjust staffing, accounting for a return to normal weather. Likewise, applying the It is a logical choice when a firm simply opinions of sales staff to statistical results may does not have certain expertise and is account for changes in demand from human not willing to invest time an effort into factors. developing it. In the final analysis, the primary source of labor 3. Offshoring information comes from prices – the wage rate set in the market, the prices of goods and A special case of outsourcing where the services, and the cost of alternatives to manual jobs that move actually leave one labor. In this sense, it is the consumer who country and go to another. controls labor and not the employer. It is up to producers to predict and deploy demanded UNIT 2 RECRUITMENT labor in a profitable way. Recruitment Attracting people with the right qualifications Sample Transition Matrix (as determined in the job analysis) to apply for the job. A transition matrix, or Markov matrix, can be The practice or activity carried on by the used to model the internal flow of human organization with the primary purpose of resources. These matrices simply show as identifying and attracting potential employees. probabilities the average rate of historical Its aim is to ensure that the organization has a movement from one job to another. number of reasonably qualified applicants to choose from when vacancy occurs. Goal setting and strategic planning The purpose of setting specific quantitative Steps: goals is to focus attention on the problem and 1. Job analysis provide a benchmark for determining the 2. Selection of testing methods relative success of any programs aimed at 3. Test validation 4. Recruitment redressing a pending labor shortage or surplus. 5. Screening Reducing Labor Surplus 6. Testing 7. Selecting 1. Downsizing - the planned elimination of 8. Hiring/reject large numbers of personnel designed to enhance organizational effectiveness. Reasons for downsizing: a. To reduce costs. b. Outdated plants or introduction of technological advancement. c. Economic reasons. 2. Early Retirement Program Older workers are sometimes more costly than younger workers because of higher seniority, higher medical costs, and higher pension contributions. Making Decisions in Recruitment: Virtual Job Fairs – students and alumni To promote someone within the organization can use the Web to “visit” with recruiters (internal recruitment) from hundreds of organizations at one time. To hire someone outside the organization (external recruitment) e.g. newspaper ads, e- 2. Outside Recruiters media, situation-wanted ads, campus – using outside recruiting sources as recruitment, employment agencies, executive private employment agencies, public search firms, referrals, public employment employment agencies, and executive agencies, job fairs. search firms. To enhance employee morale and Employment Agencies and Search Firms motivation, it is often good to give current employees an advantage in 1. Employment Agencies obtaining new internal positions. Charging either the company or the However, if an organization always applicant when the applicant takes the promotes employees from within, it runs job. the risk of having a stale workforce that is devoid of the many ideas that new 2. Executive Search Firms or Head Hunters employees bring with them from their The jobs they represent tend to be previous employment settings. higher-paying, non-entry level positions such as executives, engineers, and Heavy reliance on internal sources is computer programmers. thought to perpetuate the racial, gender, and age composition of the Reputable executive search firms always workforce Thus, a balance between charge their fees to organizations rather promoting current employees and hiring than to applicants they place. outside applicants is needed. Note on pressure on applicants vs Media Advertisements business side 1. Newspaper Ads 3. Public Employment Agencies The most common method. Designed primarily to help the Many organizations use newspaper ads unemployed find work, but they often especially for local positions. offer services such as career advisement In 2002, recruiters rated newspaper and resume advertising as one of the most effective preparation. avenues of applicant recruitment (Gere, Scarborough, & Collison, 2002). 4. Employee Referrals But in 2007, recruiters considered print Current employees recommend family advertising as one of the least effective members and friends for specific job recruitment methods (SHRM, 2007). openings. 2. Electronic Media 5. Direct Mail The use television and radio to advertise Employer typically obtains a mailing list job openings. and sends wanted letters or brochures ton people through mail. 3. Situation-Wanted Ads Situation-wanted ads are placed by the Useful for positions involving specialized applicant rather than by organizations. skills. 4. Point-of-Purchase Methods 6. Internet Job vacancy notices are posted in A. Employer-Based Websites places where customers or current – organization lists available job openings employees are likely to see them: store and provides information about itself windows, bulletin boards, restaurant and the minimum requirements needed placemats, and inside jitney (jeepney) to apply to a particular job. ------------------------------------------------------ Recruiters B. Internet Recruiters 1. Campus Recruiters – a private company whose website lists – organizations send recruiters to college job openings for hundreds of and university campuses to answer organizations and resumes for thousands questions about themselves and of applicants. interview students for available positions. 7. Job Fairs Designed to provide information in a 2. Candidate experience personal fashion to as many applicants Organizations that focus on building a as possible. positive experience and company culture for employees are found to be more successful 8. Incentives and profitable. The same effects apply to the Happens when unemployment rates are candidate experience. Upgrading career sites low, organizations take extra measures to and using surveys to get feedback from recruit employees by offering incentives candidates are two ways employers have for employees to accept jobs. improved their candidate experiences. Usually incentives come in the form of Candidates want career sites that are financial signing bonus, discounts on easy to use and can help them quickly and company products and services. easily set up a profile, search for jobs and apply. If these processes are not straightforward, job 9. Non-traditional Populations hunters will navigate to career sites that have Potential applicants from non-traditional been optimized in these ways. Candidates are populations. also unlikely to recommend career sites they find to be awkward, slow and complicated. Welfare recipients, church members, PWD’s, Ex-convicts. How companies communicate with 10. Recruiting “Passive” Applicants candidates, organize and conduct interviews and execute follow-up processes shows Build relationships with professional candidates how professional an organization is associations and recruiters attend their and whether they would want to work there. conferences, read their newsletters, and The overall experience is crucial to not only scan their websites to identify cream of attracting the best talent available but winning the crop then convince these people to over that talent from your competitors and apply for the job. building a strong employer brand. Check also passive applicant’s social 3. Diversity and inclusion networking sites then determine if they Diversity and inclusion is another area of might want to apply. growing focus for HR leaders that directly affects talent acquisition and recruitment. 1. Remote interviewing Statistics show that businesses with a diverse workforce and inclusive workplace have better With remote interviewing, job interviews productivity and profitability. Many taking place on video conferencing platforms organizations are looking to boost the diversity such as Zoom, Microsoft Teams or Cisco Webex, of their workforces and recruiters are or specialized video interviewing tools, such as responsible for identifying and including a wider HireVue and Montage. The technology also diversity of candidates in the talent pool. facilitates collaborative hiring by making it easier for other departments to participate in 4. Contingent workers the interview and selection process. Over the past few years, there has been an upward trend in using contingent workers Although remote interviewing has and creating a hiring process expressly for them. become a prominent trend, it isn’t without its Talent acquisition is different for contingent challenges. Presenting oneself in a professional workers than it is for full-time employees, and manner can be difficult if it isn’t possible to organizations need to be set up to seek out, interview from a tidy or professional location, recruit and process these types of hires. while the presence of children or pets at home can create a noisy and distracting environment A vendor management system can be a for both interviewer and interviewee. useful tool for managing procurement of contingent workers, but organizations should Unforeseen technical challenges -- even also be prepared to use their career site and those that are out of a candidate’s control -- social media marketing to appeal to can cause candidates to become flustered contingent workers and set up different and embarrassed, which ultimately can lead to interview methods and vendor approval recruiters being put off a candidate. Luckily, processes. many of the videoconferencing technologies have introduced custom and blurred background options and their reliability has improved. 5. Analytics 2. A second method for evaluating the The use of analytics across talent success of a recruitment campaign is to acquisition processes helps deliver data-driven consider the cost per applicant, which is decision-making and insights to identify areas of determined by dividing the number of strength and weakness, as well as reduce the applicants by the amount spent for each cost of talent acquisition practices, identify strategy. problems and blockages in the process, and fill vacant roles more quickly. Additionally, talent 3. Consider the cost per qualified analytics can prove the effectiveness and ROI applicant. of your recruiting software investments. Recruitment-Source Effectiveness 6. Robotic process automation Internal vs. External Recruitment: Robotic process automation (RPA) is an Employees recruited through internal increasingly popular technology that can sources (e.g., referrals) tend to have automate manual, repetitive activities. RPA higher tenure and better performance bots are capable of performing a vast array of compared to those recruited externally. recruiting tasks that normally take several hours. RPA performs operations on a bulk scale that Theories: doesn’t require any level of human intervention. o Accurate Information: Rehires or 7. Artificial intelligence referrals receive more accurate These range from smart talent platforms, job information. such as Eightfold AI, to job-posting platforms, o Applicant Type: Different sources chatbots and natural language processing attract different types of (NLP). AI is also used to minimize bias in applicants. candidate identification, selection and hiring. o Interpersonal Attraction: Referrals lead to greater tenure due to AI can perform intelligent activities, such similarity-based attraction. as reviewing resumes for specific skills, characteristics or keywords. Combined with Realistic Job Previews (RJP) RPA, AI can add intelligence to high-volume Purpose: Provides an honest assessment tasks, helping recruiters review a large number of job boards, process documents and read of the job to help applicants understand and process data from those sources. the role. Recruitment chatbots can help engage Effectiveness: Reduces turnover, candidates and provide details about jobs increases job satisfaction and while they search performance; oral previews at the job offer stage are more effective than 8. Skills and competencies written ones or earlier in the process. Although skills and competencies have been used in talent management for quite Expectation-Lowering Procedure (ELP) some time, particularly for identifying and Goal: Adjusts applicants' expectations matching successors to key positions or about job realities to prevent identifying career paths, they haven’t always disillusionment. been used effectively in talent acquisition. Particular skills and competencies can Example: Clarifying that no job is perfect be critical for hiring the right employees. Having and discussing potential job frustrations. the right software to help you match the right candidates to the right jobs based on a set of Effective Employee Selection Techniques skills and competencies will increase the Validity: Selection methods should be success of your recruiting process. valid (content, criterion, construct validity) and cost-effective. Evaluating the Effectiveness of Recruitment Strategies Legal Considerations: Should minimize legal risks, privacy invasion, and adverse 1. One method to determine which impact. recruitment source is the most appropriate to use for the company is to examine the number of applicants each recruitment source yields. Employee Selection Model Validity Generalization and Test Utility Criteria: Measures of job success. Validity Generalization: Test’s ability to predict performance in different settings. Predictors: Variables about applicants related to job success. Test Utility: Economic benefits gained from using screening tests. Correlation Coefficient: Measures the relationship between predictors and Employment Interviews criteria. Structured Interviews: Consistent questions based on job analysis, uniform Content and Criterion Validity scoring. Content Validity: Based on job analysis, matching tasks with required KSAOs. Challenges: Interviews can be biased and have low reliability and validity. Criterion Validity: o Concurrent: Test scores of current Structure Levels: employees compared with their ▪ Slightly structured – one criterion is met performance. ▪ Moderately structured – two criteria are met o Predictive: Test scores of applicants compared with future ▪ Highly structured – all three criteria met job performance. Combining Predictors Multiple Hurdles: Minimum scores Unstructured – none of the criteria are met required on each predictor. (Applicants are not asked the same questions and which there is not standard scoring system to score Compensatory Approach: High scores the applicants.) on some predictors can offset lower Statistical Models scores on others. Multiple Regression: Combines predictors statistically. Employee Screening Purpose: Reviews applicant information Multiple Cut-off: Minimum scores set for (resumes, applications, tests) to select each predictor. candidates. Multiple Hurdle: Sequential use of Evaluation of Written Materials: Provides screening devices. information on education, work history, and job performance, though limited by Unstructured Interviews: self-selection of sources. 1. Purpose and Focus: Maintain the interview’s purpose and keep questions Employee Testing relevant to the candidate's skills. Purpose: Measures characteristics predictive of job performance using 2. Minimize Deviations: Avoid straying from standardized tests. the topic; keep conversations minimal. Reliability: Consistency of test results 3. Interviewer Skill: Interviewers should be (test-retest, parallel forms, internal experienced and proficient to avoid consistency). stumbling during the interview. Validity: Accuracy in measuring what is 4. Training: Proper training in conducting intended (content validity, criterion- unstructured interviews is crucial due to related validity). their complexity. Types: Includes cognitive, mechanical, motor, job skills, personality, work sample, and situational judgment tests. Interview Biases: Organizational Fit: Assess compatibility 1. Primacy Effect: Early information weighs with company culture. more heavily than later information. Scoring Methods: 2. Contrast Effects: An applicant’s Right/Wrong Approach: Answers are performance can be judged based on judged as correct or incorrect. the performance of previous candidates. Typical-Answer Approach: Answers are compared to benchmark responses. 3. Negative Information Bias: Negative feedback is often given more weight Key-Issues Approach: Points given for than positive feedback. each relevant part of the answer. 4. Similarity Bias: Candidates similar to the Predicting Performance: interviewer in attributes like personality or References: Confirm resume details, background may score higher. check for disciplinary issues, and assess future performance. Interview Styles: o Problems: Issues include leniency, One-on-One: Single interviewer and limited knowledge of the single applicant. applicant, and reliability. Serial: A series of individual interviews. Applicant Information: Training, education, job knowledge, abilities, skills, Return: Similar to serial, but with intervals prior experience, and personality. between interviews. Rejecting Applicants: Panel: Multiple interviewers questioning Send personalized, honest rejection one applicant simultaneously. letters. Group: Multiple applicants interviewed Employee Placement: together. Definition: Assigning new employees to positions where they are likely to Serial-Panel-Group: Combination of the succeed. above styles. Principles: Interview Mediums: 1. Match job requirements with Face-to-Face qualifications; don’t adjust the job Telephone to fit the person. Videoconference 2. Assign jobs according to the Written employee’s qualifications. 3. Inform employees about working Types of Interview Questions: conditions and job expectations. Clarifier: Clarify resume/application 4. Foster loyalty and cooperation. details. 5. Ensure placement is ready before the start date. Disqualifier: Determine if an applicant 6. Be prepared for initial temporary should be disqualified. placements and potential future Skill-Level Determiner: Assess knowledge changes. and skills. Benefits of Proper Placement: Past-Focused (Behavioral): Based on Improves morale, utilizes employee past experience (high predictor for high- capacity effectively, reduces turnover level roles). and absenteeism, and enhances overall performance. Future-Focused (Situational): Hypothetical scenarios to gauge responses.