REVIEWER-RECRUITMENT-MIDTERM.pdf

Chapter 1 - Job Analysis Job Analysis - is a process to identify and determine in detail the particular job duties and requirements and the relative importance of these duties for a given job. - is a process where judgements are made about data collected on a job. - is a systematic p...

Chapter 1 - Job Analysis Job Analysis - is a process to identify and determine in detail the particular job duties and requirements and the relative importance of these duties for a given job. - is a process where judgements are made about data collected on a job. - is a systematic process used to identify the tasks, duties, responsibilities and working conditions associated with a job and the knowledge, skills, abilities, and other characteristics required to perform that job. Information that a job analysis process includes: A List Of the competencies needed to be assessed Examples of behaviors that clarify the competencies Suggestions as to the types of exercises that resemble job situations Suggestions for problem content to be used in the exercises An indication of the level proficiency required for the competencies Standards for scoring applicant performance in the exercises Documentation Job-relatedness of the assessment process (for use in the event of a lawsuit) STEPS ON HOW TO CONDUCT A JOB ANALYSIS: 1) Plan your process, resources, and time frame 2) Gather and analyze all current information about the job available in the organization (job descriptions, ads, training materials, performance plans) and accessible externally 3) Choose a representative sample of job holders 4) Gather demographic data on the job holders 5) Gather information from the job holders' supervisors 6) Gather information from the senior managers 7) Establish a preliminary list of job competencies and skills 8) Obtain ratings of the importance of the job skills and competencies Job Analysis Method: 1. Interview 2. Questionnaires 3. Observations Main purposes of job analysis in HRM: 1. Job designing and redesigning 2. Human resource recruitment and selection 3. Determining training needs 4. Establishing a compensation management policy 5. Conducting performance reviews Chapter 2 - Job Description Job Description - is an internal document that clearly states the essential job requirements, job duties, job responsibilities, and skills required to perform a specific role. Format of Job Description: Title Supervisory Responsibility - includes the authority to hire, transfer, suspend, layoff, recall, promote, discharge, assign, reward or discipline subordinate employees or effectively recommend such actions Contacts - indicates the positions the employee/applicant will have frequent interactions with. Position Objective/Job Summary - Provide a brief summary of the scope, objective or role, and key responsibilities (typically three to four) of the position. Describe how the position supports, contributes, or is linked to the organizations or programs mission. Essential Functions - should use action statements of key work activities to achieve the position objective. Non-Essential Functions - List duties that are marginal or infrequent (5 percent or less) and indicate the percentage of time spent on the duties. Usually, supervisors include the statement “"Perform other duties as assigned”" in this section. Working Conditions - Identify the working conditions and physical demands which relate to the essential functions of the position, such as working indoors/outdoors, working with exposures to hazards, etc. Include special considerations for the position, such as occasional travel or necessary overtime. Qualifications Education Experience Required Skills Chapter 3 - Job Specification Job Specification - is a detailed description of the role, including all responsibilities, objectives and requirements. - outlines specific traits a person needs to do the job. Job Enlargement - is a job design technique wherein there is an increase in the number of tasks associated with a certain job. In other words, it means increasing the scope of one’s duties and responsibilities. - It is a horizontal restructuring method that aims at increase in the workforce flexibility and at the same time reducing monotony that may creep up over a period of time - also known as horizontal loading in that the responsibilities increase at the same level and not vertically. Major Benefits of Job Enlargement 1. Reduced Monotony 2. Increased Work Flexibility 3. No Skills Training Required Job Enrichment - is a method of motivating employees where a job is designed to have interesting and challenging tasks which can require more skill and can increase pay. Difference between Job Description and Job Specification Characteristics of Job Specifications 1. Physical Characteristics– It includes health, strength, endurance, age range, body size, height, weight, vision, voice, foot coordination, color discrimination and motor coordination. 2. Psychological Characteristics– It includes qualities like manual dexterity, mechanical aptitude, judgment, analytical ability, resourcefulness, mental alertness and concentration. 3. Personnel Characteristics– It includes the qualities like personal appearance, good and pleasing manners, emotional stability, aggressiveness and submissiveness, extroversion or introversion, leadership, cooperativeness, skill in dealing with others, unusual sensory qualities of sight, etc 4. Responsibilities– It includes the qualities of supervision of others, responsibility for production process and equipment, responsibility for the safety of others, responsibility for preventing monetary loss. 5. Demographic Characteristics– It includes features like age, sex, education, experience, and language Various significance of Job Specification: 1. Preparation of Employee Specification: Job specification provides information regarding the attributes like qualifications, skills, experience, and knowledge and other personal attributes required of a worker to perform the job duties. This helps in preparing employee specifications containing detailed information about the employees put to job. 2. Training and Development: Job specification identifies the need for training and development programmes. The human qualifications and skill that a job demands can be acquired through training and development of employees. 3. Recruitment and Selection: Job specification helps the recruiter to get an idea of the personal, physical, mental, social and psychological characteristics required of a job incumbent to perform the job effectively. Accordingly the recruiters identify the person with requisite qualification and help to fill a job by the best suitable candidate. Dejobbing - “is when an organization or industry shifts away from formal job descriptions to some other arrangement to get their work done”. Reasons for Dejobbing 1. TECHNOLOGY - Technology is the major driving force behind this shift. New technologies are developed almost every day making the older ones obsolete and therefore organizations who fail to adapt to the latest technology are the first ones to fall.  2. GLOBALIZATION The world has no boundaries anymore. For organizations willing to expand, sky's the limit. Companies are moving their businesses to countries where the labor costs are cheaper in order to reduce costs. Companies want more efficient employees. The focus has shifted from labor rates to labor costs. 3. ECONOMIC INSTABILITY The world economy is trembling with one crisis after the other hitting the markets worldwide. In such a situation, the company has no option but to downsize in order to survive. 4. CHANGING EMPLOYEE'S PERSPECTIVE The major chunk of the workforce today is Generation Y workforce. Gen Y; in general, dislike the normal routinized work performed in the organizations. They instead, prefer more challenging, interesting and meaningful work. Therefore, it is important for the employer to provide employees with such tasks that are beyond their routine tasks. Techniques of Dejobbing 1. Flatter Organizations - , there are less number of managers having a greater number of subordinates, which leads to less supervision and the jobs of subordinates increase in both breadth and depth of responsibilities. 2. Work Teams - In Such Organizations, the employees have to fulfill a variety of job roles which leads to cross functional and self-directed teams. 3. Boundaryless Organization - In such organizations, cross functional teams are the norm and the employees are actively discouraged from having “it isn't my job” kind of attitude. 4. Re-Engineering - is the fundamental thinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance,sucha cost,quality,service and speed. Characteristics of a Dejobbed Organization 1. Broad,Generalized and Market-driven jobs 2. Multi-skill and Multi-tasking training 3. Working beyond Job descriptions 4. Ever-changing and brief character of Jobs 5. Flexible Workforce 6. Cross-functional assignment 7. Temporary and Autonomous groups Chapter 4 - Personnel Planning and Recruiting Personnel planning - is the process of determining an organization’s human resource needs. Workforce planning - is the process of deciding what positions the firm will have to fill, and how to fill them. FORECASTING PERSONNEL NEEDS involves projecting labor needs and the effects they’ll have on a business.An HR department forecasts both short- and long-term staffing needs based on projected sales, office growth, attrition and other factors that affect a company’s need for labor. Using an Organization Chart helps you hire proactively and avoid ending up with employees who don’t fit into your future organization. Production and Scheduling If you make a product, your labor needs change as sales rise and fall. Your human resources manager should keep in close touch with your sales manager to be aware of any spikes or declines in sales that affect your labor needs. This prevents falling behind on order fulfillment or paying idle workers. Forecasting and Succession Planning Helps you avoid long-term holes in your staffing needs by keeping top which of your employees might be retiring, leaving or asked to leave. Using this information, your HR manager plans to fill these holes with internal staff or prepares for a quick recruiting effort. Budgeting Based on Future Staffing Levels Human resources forecasting helps you plan budgets based on your future staffing levels. How Can Human Resource Planning Assist an Organization? Human resources planning can help even small businesses with only several employees in a wide variety of ways, including maximizing productivity, controlling costs, meeting legal compliance responsibilities and creating plans for workforce growth. Whether you create an in-house HR department or outsource the planning and execution of HR functions, you can obtain a significant return on your investment. HR Planning Versus Management Just because you have an HR manager working for you doesn’t mean you have human resources planning in place. There are enough HR tasks to keep an employee busy that you might not realize you're operating without a plan. For example, HR management includes hiring and orienting workers, handling payroll,managing grievances, setting schedules, conducting reviews and terminating employees. True HR planning includes creating a multi year path for staffing, evaluating the cost-effectiveness of using contractors versus employees, identifying potential training plans, creating a company policies and procedures manual and determining how and when to offer benefits. Organizational Planning An HR organization plan helps you create the most effective orgchart for your business and determine if your current employees fit into this chart or if they need to be shifted to new positions or trained for future jobs. Cost Containment Planning your personnel needs helps you avoid overspending on overtime, contract work and unnecessary staff. Properly planning management, training and benefits and compensation helps decrease poor retention rates that reduce productivity and increase recruiting expenses. Improved Retention HR planning helps improve your ability to retain staff by conducting employee satisfaction surveys, putting in place policies and procedures to avoid confusion,developing morale-building programs, creating competitive benefits packages and institution effective management-to-staff communication efforts that include job descriptions, review parameters and potential career-growth opportunities. Internal Factors to Consider in Human Resource Planning The Organizational Structure The key to maximizing the effectiveness of your human resources function starts with determining your optimal staffing needs. Create an org chart, ranking each position and clearly delineating who works for whom. Write a job description for each position to determine if every task you need performed has been assigned. How Much Budget is Available? An obvious internal factor to consider when examining staff planning is your budget. Staff Skill Levels As your company grows, you might have additional administrative or operational needs that can’t be fulfilled by your current workers. Instead of hiring contractors or additional employees, consider offering staff training. Add employee development to your human resources planning, including on-site training, tuition reimbursement and sending workers to seminars and workshops. Trends in Workplace Productivity To get the most out of your workers, create the most positive workplace possible. Offer clear job descriptions and annual reviews, a wellness program, morale-building activities such as contests for outings,an employee newsletter and frequent communications about individual, departmental or company successes. Compliance with Regulations Work with your insurance company, local fire department, a security professional and an employment expert to make sure you cover your legal requirements as they apply to your workers. This includes following state and federal labor laws and regulations, creating a safe and secure office space, store, plant or warehouse,instituting and enforcing company policies and procedures and paying all required taxes and insurance. Recruitment Yield Pyramid Graph used to illustrate drops per stage of the recruitment process. It helps determine the number of resumes required in order to yield or acquire one hire. Also helps in analyzing and developing strategies to address the problems per stage.