Meeting Human Resource Requirements

HRP and Strategic Planning

Strategic Analysis

What human resources are needed and what are available? What is required and necessary in support of human resources?

Strategic Formulation

Strategic Implementation

How will the human resources be allocated?

Human Resources Planning Strategic Planning

Strategic Planning and Human Resources

Strategic Planning

Procedures for making decisions about the organizations long-term goals and strategies Process of anticipating and making provision for the movement (flow) of people into, within, and out of an organization.

Human Resources Planning (HRP)

Staffing

Filling a firms open positions; also, the personnel process that includes six steps: job analysis, personnel planning; recruiting, interviewing, testing and selection.

Forecasting: A Critical Element of Planning

Forecasting involves:
a. b. c.

forecasting the demand for labor forecasting the supply of labor balancing supply and demand considerations.

Step One: Mission, Vision, and Values

Mission

The basic purpose of the organization as well as its scope of operations A statement about where the company is going and what it can become in the future; clarifies the longterm direction of the company and its strategic intent The strong and enduring beliefs and principles that the company uses as a foundation for its decisions

Strategic Vision

Core Values

Step Two: Environmental Scanning

Environmental Scanning

The systematic monitoring of the major external forces influencing the organization. 1. Economic factors: general and regional conditions

2. Competitive trends: new processes, services, and innovations

3. Technological changes: robotics and office automation 4. Political and legislative issues: laws and administrative rulings 5. Social concerns: child care and educational priorities 6. Demographic trends: age, composition,and literacy

Step Three: Internal Analysis

Culture Competencies

Internal Analysis

Composition

Job Analysis

Job Analysis

The procedure used to determine the duties of particular jobs and the kinds of people (in terms of skills and experience) who should be hired for them. The human qualifications in terms of traits, skills, and experiences required to accomplish a job.

Job Specification

Job Description

A document that identifies a particular job, provides a brief job summary, and lists specific responsibilities and duties of the job.

Job Requirements

Job Specification

Statement of the needed knowledge, skills, and abilities (KSAs) of the person who is to perform the job

Job Description

Statement of the tasks, duties, and responsibilities (TDRs) of a job to be performed

Performing Job Analysis

1.

Select jobs to study

2.

Determine information to collect: Tasks, responsibilities, skill requirements

Identify sources of data: Employees, supervisors/managers Methods of data collection: Interviews, questionnaires, observation, diaries and records Evaluate and verify data collection: Other employees, supervisors/managers Write job analysis report

3.

4.

5.

6.

Job Analysis Questions

What is the job being performed? What are the major duties of your position? What exactly do you do? What are the education, experience, skill, and [where applicable] certification and licensing requirements? In what activities do you participate now? What are the jobs responsibilities and duties? What are the basic accountabilities or performance standards of your work?

Job Analysis Questions

What are your responsibilities? What are the environmental and working conditions involved? What are the jobs physical demands? Its emotional and mental demands? What are the health and safety conditions? Does the job expose you to any hazards or unusual working conditions?

Job Analysis
Job Description
Statement containing item such as

Job Specification A statement of human qualifications necessary to do a job Education Experience Training Judgment Initiative Physical Efforts Responsibilities Communication Skills Emotional Characteristics Sensory Demand

Job Title Location Duties Machines, tools Materials and Forms used Supervision given or received Working Conditions Hazards

Job Design

Job Design

Job Enrichment (Herzberg)

An outgrowth of job analysis that improves jobs through technological and human considerations in order to enhance organization efficiency and employee job satisfaction.
Enhancing a job by adding more meaningful tasks and duties (vertical expansion) to make the work more rewarding or satisfying. Providing opportunities for achievement, recognition, growth, responsibility, and performance. Job Enlargement:

Job Enlargement is the horizontal expansion of a job. It involves the addition of tasks at the same level of skill and responsibility

Job Characteristics

Job Characteristics Model (Hackman and Oldham)

Job design theory that purports that three psychological states (experiencing meaningfulness of the work performed, responsibility for work outcomes, and knowledge of the results of the work performed) of a jobholder result in improved work performance, internal motivation, and lower absenteeism and turnover.

Job Characteristics (contd)

1.

Skill variety: The degree to which a job entails a variety of different activities, which demand the use of a number of different skills and talents by the jobholder

2.

Task identity: The degree to which the job requires completion of a whole and identifiable piece of work, that is, doing a job from beginning to end with a visible outcome
Task significance: The degree to which the job has a substantial impact on the lives or work of other people, whether in the immediate organization or in the external environment Autonomy: The degree to which the job provides substantial freedom, independence, and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out Feedback: The degree to which carrying out the work activities required by the job results in the individual being given direct and clear information about the effectiveness of his or her

3.

4.

5.

Job Characteristics Model

Job Characteristi cs

Psychological States

Job Outcomes

Skill variety Task identity Task significance Autonomy Feedback

Meaningfulne ss of the work performed Responsibilit y for work outcomes Knowledge of the results of the work performed.

Improved work performance Increased Internal motivation Lower absenteeism and turnover

Employee Empowerment

Employee Empowerment

Granting employees power to initiate change, thereby encouraging them to take charge of what they do Organizational conditions favoring empowerment:

Participation and autonomy Innovation and acceptance of risk-taking Access to information

Accountability for results

Cultural openness to change

Recruitment
It is the process of finding and attracting capable applicants for the employment. The process begins when new recruits are sought and ends when their applicants are submitted. The result is a pool of applicants from which new employees are selected.

Steps in the Recruitment and Selection Process

Outside Sources of Recruitment

Advertisements

Labor unions

Unsolicited applications and resumes

Internet recruiting

Public employment agencies

Private employment agencies Temporary help agencies Employee leasing

Employee referrals
Executive search firms Educational institutions Professional associations

Internal Source

IJP Transfer Promotion

IJP
Job posting publicizes an open job to employees (often by literally posting it on bulletin boards and intranets) and listing its attributes, like qualifications, supervisor, working schedule, and pay rate.

Employee referral Form

Reference Check Form

(Verify that the applicant has provided permission before conducting reference checks)
Candidate Name: Reference Name: Dates of Employment: Position(s) Held: Reason for Leaving: Explain the reason for your call and verify the above information with the supervisor (including the reason for leaving) 1. Please describe the type of work for which the candidate was responsible. 2. How would you describe the applicants relationships with coworkers, subordinates (if applicable), and with superiors? 3. Did the candidate have a positive or negative work attitude? Please elaborate 4. How would you describe the quantity and quality of output generated by the former employee? 5. What were his/her strengths on the job? 6. What were his/her weaknesses on the job? 7. What is your overall assessment of the candidate? 8. Would you recommend him/her for this position? Why or why not? 9. Would this individual be eligible for rehire? Why or why not? Other comments? Company Name: (From: and To:) Salary History:

External Recruitment Considerations

Yield Ratio

Percentage of applicants from a recruitment source that make it to the next stage of the selection process. 100 resumes received, 50 found acceptable = 50% yield.

Cost of Recruitment (per employee hired)

SC AC AF RB NC H H
SC AC AF RB NC H = source cost = advertising costs, total monthly expenditure (example: $28,000) = agency fees, total for the month (example: $19,000) = referral bonuses, total paid (example: $2,300) = no-cost hires, walk-ins, nonprofit agencies, etc. (example: $0) = total hires (example: 119)

Cost to hire one employee = $414

Matching People and Jobs

Selection The process of choosing individuals who have relevant qualifications to fill existing or projected job openings. Selection Considerations Person-job fit: job analysis identifies required individual competencies (KSAOs) for job success. Person-organization fit: the degree to which individuals are matched to the culture and values of the organization.

Steps in the Selection Process

Hiring decision Medical exam/drug test Supervisor/team interview Preliminary selection in HR department Background investigation Employment testing (aptitude, achievement) Initial interview in HR department Completion of application

Steps may vary. An applicant may be rejected after any step in the process.

The Selection Process

Obtaining Reliable and Valid Information

Reliability

The degree to which interviews, tests, and other selection procedures yield comparable data over time and alternative measures. Degree to which a test or selection procedure measures a persons attributes.

Validity

Employment Test

An objective and standardized measure of a sample of behavior that is used to gauge a persons knowledge, skills, abilities, and other characteristics (KSAOs) in relation to other individuals.

Testing for Employee Selection

Uses of Tests

Reliability (repeatability of test results) Validity (measures what it suppose to measure)

Intelligence Personality and interests Ability/achievement (current capabilities/knowledge) Aptitude (performance potential) Physical Ability Tests EQ test

Types of Tests

Conducting Effective Interviews

Plan the interview Structure the interview Establish rapport Ask effective questions Close the interview

Guidelines for Interviewees

Prepare Make a good first impression Uncover the interviewers needs Relate your answers to the interviewers needs Think before answering Watch your nonverbal behavior

Interviewing Methods

Nondirective Interview The applicant determines the course of the discussion, while the interviewer refrains from influencing the applicants remarks. Structured Interview An interview in which a set of standardized questions having an established set of answers is used.

Interviewing Methods (contd)

Situational Interview An interview in which an applicant is given a hypothetical incident and asked how he or she would respond to it. Behavioral Description Interview (BDI) An interview in which an applicant is asked questions about what he or she actually did in a given situation. Panel Interview An interview in which a board of interviewers questions and observes a single candidate.

Interviewing Methods (contd)

Computer Interview Using a computer program that requires candidates to answer a series of questions tailored to the job. Answers are compared either with an ideal profile or with profiles developed on the basis of other candidates responses. Video interviews Using video conference technologies to evaluate job candidates technical abilities, energy level, appearance, and the like before incurring the costs of a face-to-face meeting.

Some errors in Interview Halo Effect Stereotyping Projection/ Similar to me Effect