Human Resource Management

Total quality Management & performance Appraisal

•Organization-wide programs •Built on a philosophy •Continuous improvement •Remove barriers

the three-step performance appraisal cycle

1) establishing goals and performance standards, 2) appraising the employee's performance, and 3) feedback and to take corrective action (coach and counsel employee or other steps as required).

managing transfers

A transfer is a reassignment to similar positions in other parts of the firm. Employers may transfer a worker to vacate a position where he/she is no longer needed in order to fill a vacant position in which he/she is needed. Many firms boost productivity by consolidating positions. Transfers are a way to give displaced employees a chance for another assignment or for some personal growth. Employees seek transfers for many reasons—better hours, location of work, or better advancement opportunities.

Adjusting to downsizing & Mergers

Downsizing refers to the process of reducing, usually dramatically, the number of people employed by the firm. This decision requires careful consideration. For example: 1)The right people to be let go should be decided carefully (considering skills, experience, etc.). 2)Compliance with all applicable laws must be done. 3)Ensuring that the process is just and fair. 4)Practical considerations for security is critical and must be thought through with specific processes in place. 5)Employee's uncertainty should be handled carefully by addressing their concerns in a humane and respectful way.

The Gender Gap

Eliminate institutional barriers improve networking & mentoring break the glass ceiling adopt flexible career tracks

types of test

Employers often want to assess a candidate's cognitive or mental abilities. Intelligence tests, such as IQ tests, are tests of general intellectual abilities. They measure a range of abilities. For specific individual abilities, aptitude tests are given to test an applicant's mechanical aptitude, for example, and it may reflect a person's fit for jobs, such as an engineer. There are several tests for motor and physical abilities to measure items such as finger dexterity, strength, and manual dexterity.

Managing Retirements *methods

Human Resources personnel are involved in establishing policies in which the organization will attract and retain retirees. Some of these strategies and policies involve part-time work opportunities, consultant work, and flexible work schedule arrangements.

Interview

is the procedure designed to solicit information from a person's oral responses to oral inquiries.

Managing Dismissals

when it was against a well-established public policy. Dismissal is the involuntary termination of an employee's employment with the firm. Termination at will is the idea, based in law, that the employment relationship can be terminated at will by either the employer or the employee for any reason. Termination-at-Will Exceptions have three main protections against wrongful discharge: 1)Statutory exceptions include federal and state equal employment and workplace laws that prohibit certain dismissals. 2)The common law exception. The courts create these exceptions based on precedents. For example, courts have held that employee handbooks promising termination only "for just cause" may create an exception to the at-will rule. 3)Under the public policy exception, courts have held a discharge to be wrongful

how to handle a defensive subordinate

•Recognize that defense behavior is normal •Never attack a person's defenses •Postpone action •Recognize your own limitations

employer career management methods

A career planning workshop is a planned learning event in which participants are expected to be actively involved, completing career planning exercises and inventories and participating in career skills practice sessions. Lifelong learning accounts are provided by many employers and include accounts in which employees and employers contribute to career-related education and development that they desire. Career coaches generally help employees create five-year plans showing where their careers with the firm may lead. The employer and employee base the development plan on the employee's needs.

Employment Law

Avoid discrimination. job relatedness is important. protecting employees individual rights & test privacy

improving coaching skills

Coaching means educating, instructing, and training subordinates. Mentoring means advising, counseling, and guiding. Coaching and mentoring require both analytical and interpersonal skills. They require analysis because it's futile to advise someone if you don't know what the problem is. Coaching does not mean just telling someone what to do. We can best think of coaching in terms of a four-step process: preparation, planning, active coaching, and follow-up. Preparation means understanding the problem. Planning involves reaching an agreement on what needs to change. Actual "active" coaching means that you are the teacher and provide the "toolkit" to help the employee. Follow-up is important and involves re-observing the person's progress periodically.

commitment - oriented career development efforts

Commitment-Oriented Career Development Efforts: the employer's career planning and development process can play a role in achieving this. Progressive firms recognize the importance to employees of their need to reach a "self-actualizing or self-fulfillment" goal and are providing those opportunities.

Types of Validity

Criterion validity is a type of validity based on showing that scores on the test (predictors) are related to job performance (criterion). Content validity is a test that is content valid and is one in which the test contains a fair sample of the tasks and skills actually needed for the job in question. Construct validity is a test that is construct valid and is one that demonstrates that a selection procedure measures a construct and that construct is important for successful job performance.

appraisal methods (cont.)

Critical Incident Method entails keeping an anecdotal record of good or undesirable examples of an employee's work-related behavior and reviewing it with the employee at predetermined times. Compiling incidents all year helps reduce supervisors' tendencies to focus unduly on just the last few weeks when appraising subordinates' performance. Behaviorally Anchored Rating Scales (BARS) is an appraisal method that combines the benefits of critical incidents and quantitative ratings by anchoring a quantified scale with specific narrative examples of good and poor performance expressed as specific behaviors. The various performance levels for 10 (high) to 1 (low), are anchored with specific behavioral examples. Appraisal Forms in Practice often blend several approaches. However, anchoring a rating scale (as in Figure 8.4 and in the next slide) can improve the reliability and validity of the appraisal scale. More employers use Web- or PC-supported appraisal tools. Many employers have employees enter data and qualitative goal statements into a database system to set goals and development plans for themselves. Employees update their plan quarterly. Additionally, employees self evaluate as well as have supervisors' ratings.

Main internal sources of candidates

Filling open positions with inside candidates has several advantages. First, there is no substitute for already knowing the candidate's strengths and weaknesses. Morale and engagement may rise if employees see their colleagues promoted for loyalty and competence. Job postings are the most typical way to source internal candidates. Job posting is publicizing an open job to employees (often by literally posting it on bulletin boards) and listing its attributes, like qualifications, supervisor, working schedule, and pay rate.

evaluating the training

In deciding how to design the evaluation study, the basic concern is to figure out how to measure the training and specifically what is being measured. The time series design is one option as shown in this slide. In the time series design, you take a series of performance measures before and after the training program. Controlled experimentation is a formal method for testing the effectiveness of a training program, preferably with before-and-after tests and a control group. The manager can measure four types of training outcomes or effects: 1)Reaction. Evaluate the trainees' reactions to the program. 2)Learning. Test the trainees to determine whether they learned the principles, skills, and facts they were supposed to learn. 3)Behavior. Ask whether the trainees' on-the job behavior changed because of the training program. 4)Results. Know what results you want to achieve and terms of the training objectives.

Types of Training

Job Instruction training (JIT) is listing each job's basic tasks, along with key points, in order to provide step-by-step training for employees. Lectures are a quick and simple way to present knowledge to large groups of trainees, like when the sales force needs to learn a new product's features. There are many guidelines to follow. Some include: •Not starting out on the wrong foot •Speak only about what you know well •Give your listeners signals •Use anecdotes and stories to show rather than tell •And, many other tips Programmed learning is a systematic method for teaching job skills, involving presenting questions of facts, allowing the person to respond, and giving the learner immediate feedback on the accuracy of his or her answers.

Who should do the appraising?

Line manager does the appraising To mitigate biases that may occur in performance appraisals, these initiatives can help provide a more accurate picture of the employee's performance and also create a more fair and just approach. Peer appraisals are supported by research and noted as effective. One study noted that peer appraisals had an immediate positive impact on perception of open communication, task motivation, social loafing, group viability, cohesion, and satisfaction. Rating Committees are used by some companies and are usually composed of an employee's immediate supervisor, and three to four other supervisors. Self-Ratings are usually in conjunction with supervisors' ratings. It provides feedback or a perception of the employee regarding his/her performance. Appraisal by subordinates are usually done for developmental rather than for pay purposes. Anonymity affects such upward feedback. 360-Degree feedback is when the employer collects performance information all around an employee—from his or her supervisors, subordinates, peers, and internal or external customers. Crowd appraisals are feedback from the crowds though social media. Workforce Rypple is one such source. Crowd appraisals are naturally on the rise as social media use and applications is on the rise.

types of test (cont.)

Management assessment centers are facilities in which management candidates are asked to make decisions in hypothetical situations and are scored based on their performance. Typical simulated exercises include: •The in-basket (accumulation of reports or memos, that a candidate takes appropriate action upon). •The leaderless group discussion •Individual presentations Video-based tests present examinees with scenarios representative of the job, each followed by a multiple choice question. The miniature job training and evaluation is a selection procedure in which the employer trains candidates to perform a sample of the job's tasks, and then evaluates their performance. Employers increasingly use computerized multimedia candidate assessment tools. For example, Ford Motor Company will test candidates on how to tighten bolts and whether they followed certain procedures correctly.

Implementing the Training Program

On-the-Job training means training a person to learn a job while working on it. The most familiar on-the-job training is the coaching or understudy method. Other types include job rotation, special assignments, or peer training. Apprenticeship training is a structured process by which people become skilled workers through a combination of classroom instruction and on-the-job training. We'll look at some example apprenticeships on the next slide. Informal learning involves employees that facilitate their own informal learning. The Association for Training and Development ATD, estimates that as much as 80% of what employees learn on the job they learn through informal means, including performing their jobs while interacting every day with their colleagues.

implementation

Once you design, approve, and develop the program, management can implement and then evaluate it. Implement means actually provide the training, using one or more of the instructional methods that are discussed in this chapter.

Conduction the Training needs Analysis

The training needs analysis may address the employer's strategic/longer-term training needs and/or its current training needs. The Strategic Training Needs Analysis identifies the training employees will need to fill these new future jobs. The Current Training Needs Analysis is more complex, because you must also ascertain whether training is the solution. Deciding whether to train current and new employees is important in meeting organizational goals. Task Analysis is a detailed study of a job to identify the specific skills required. Some managers supplement the job description and specification with a task analysis record form. This form consolidates information regarding required tasks and skills. Talent Management: Using competency models is a graphical model that consolidates in one diagram a precise overview of the competencies (the knowledge, skills, and behaviors) someone would need to do a job well. Instructional design is designing, creating, and developing formal learning solutions to meet organizational needs; analyzing and selecting the most appropriate strategy, methodologies, and technologies to maximize the learning experience or impact. Performance analysis is verifying that there is a performance deficiency and determining whether that deficiency should be corrected through training or through some other means (such as transferring the employee). Performance analysis begins with comparing the person's actual performance to what it should be.

career management (cont.)

Today, recessions, mergers, outsourcing, consolidations, and more or less endless downsizings have changed the rules. Many people do still move up, but more often, employees find themselves having to reinvent themselves. Additionally, what people want from their careers is changing. For example, the people entering the job market now are looking for opportunities that allow for work-life balance. A psychological contract is the unwritten agreement that exists between employers and employees and identifies each party's mutual expectations. The Employee's role in career management: Even though managers should provide timely and objective performance feedback and act as a coach, mentor, and advisor for the employee, it is the responsibility of the employee for his or her own career. The employee must also assess his/her own interests, skills, and values; seek out career information resources; and generally take those steps that must be taken to ensure a happy and fulfilling career. The Employer's role in career management: Before hiring, realistic job interviews can help prospective employees more accurately gauge whether the job is a good fit for them. Reality shock refers to the results of a period that may occur at the initial career entry when the new employee's high job expectations confront the reality of boring or otherwise unattractive work. After the employee has been on the job for a while, career-oriented appraisals—in which the manager is trained not just to appraise the employee but also to match the person's strengths and weaknesses with a feasible career path and required development work—is important.

techniques used in employment planning and forecasting

Workforce or employment or personnel planning is the process of deciding what positions the firm will have to fill, and how to fill them. Its aim is to identify and address the gaps between the employer's workforce today, and the firm's projected workforce needs.

Outside sourcing of candidate -referrals

an essential recruitment option. Employers will post openings and requests for referrals on its websites. A referral's big advantage is that it tends to generate more applicants, more hires, and a higher yield ratio.

telecommuters

do all or most of their work remotely, often from home, using information technology. These are also becoming common ways in which to fill positions

why is effective recruiting important?

employment recruiting is finding and/or attracting applicants for the employer's open positions. recruiting is important. using skilled techniques to screen out all but the best is essential to organizational success.

information technology

enables management to automate performance management. The process is as follows: •Assign financial and nonfinancial goals •Inform all teams and employees •Use IT-supported tools •Take corrective action

Managerial on-the-job training methods

include job rotation, the coaching understudy approach, and action learning. Job rotation means moving managers from department to department to broaden their understanding of the business and to test their abilities. In a coaching or understudy approach, trainees work directly with a senior manager or with the person he or she is to replace; the latter is responsible for the trainee's coaching. Action learning programs give managers released time to work analyzing and solving problems in departments other than their own.

Mobile Learning (types of training)

means delivering learning content, on the learner's demand, via mobile devices like cell phones, laptops, and tablets, wherever and whenever the learner has the time and desire to access it. Employers use mobile learning to deliver training on many different topics.

9-box grid

one tool to asses candidates. it shows potential from low to medium to high on the vertical axis, and performance from low to medium to high across the bottom - a total of nine possible boxes

Interpersonal skills training

such as listening, handling conflict, and negotiating are some of the types of interpersonal skills training. Effective teams also require team management skills such as decision making, team leadership, and problem solving.

Validity

tells whether the test is measuring what one thinks it's supposed to be measuring. Test validity is the accuracy with which the test, interview, and so on measures what it purports to measure or fulfills the function it was designed to fill.

performance management

the continuous process of identifying, measuring, and developing the performance of individuals and teams and aligning their performance with the organization's goals. We can summarize performance management's six basic elements as follows. 1.Direct sharing 2.Goal alignment 3.Ongoing performance monitoring 4.Ongoing feedback 5.Coaching and developmental support 6.Recognition and rewards

Validity generalization

the degree to which evidence of a measure's validity obtained in one situation can be generalized to another situation without further study.

Succession Planning

the ongoing process of systematically identifying, assessing, and developing organizational leadership to enhance performance.

trend analysis

the study of a firm's past employment needs over a period of years to predict future needs. Trend analysis provides an initial rough estimate of future staffing needs.

alternate staffing

the use of nontraditional recruitment sources

Performance Appraisal Problems & Appraisal interview

* avoid Halo effect Ratings. * avoid the middle. * Don't be lenient or strict. * Avoid bias

Guidelines to improve a manager's recruitment effectiveness

1)Using sources, particularly referrals. 2)Provide in the ad copious information about the job. 3)Carefully review ads, websites, brochures, on-campus recruiting to make sure the company is presenting itself well. 4)Provide a realistic picture of the job. 5)Choose recruiters with strong interpersonal skills. 6)Provide specific and complete information in recruitment material.

Analysis-Design-Develop-Implement-Evaluate or ADDIE training process

1. Analyze the training need 2. Design the overall training program 3. Develop the course 4. Implement training by targeting employee groups using methods 5. Evaluate the course's effectiveness

Three main types of employment agencies.

1. public agencies operated by federal, state, or local governments. 2. agencies associated with nonprofit organizations. 3. privately owned agencies

For an organization to protect themselves against negligent hiring claims, they must follow these procedures in the hiring process:

1.Carefully scrutinize all possible applicants that are being considered for hire. Look carefully at those applicants with unexplained employment gaps. 2.Get the applicants' written authorization for reference checks and background checks. 3.Save all records and information that is obtained about the applicant. 4.Reject applicants who make false statements of material facts or who have conviction records for offenses directly related and important to the job in question. 5.Take immediate disciplinary action if a problem arises.

Employee Orientation

1.Make the new employee feel welcome 2.Make sure the new employee has the basic information 3.Help the new employee understand the organization in a broad sense 4.Start socializing the person into the firm's culture and ways of doing things

employee engagement guide

1.Show how efforts are part of the "big picture" 2. Manifest "psychological meaningfulness" 3. Be candid and objective while respectful 4. Provide support, resources, and tools needed 5. Focus on the strengths 6. Listen and value employees' feedback 7. Show how efforts are part of career development 8. Ensure fair and just rewards or remedial actions

how to conduct the appraisal interview

1.Talk in terms of objective work data 2.Don't get personal 3.Encourage the person to talk 4.Don't tiptoe around

appraisal methods

Alternation Ranking Method involves ranking employees from best to worst on a trait or traits. With this method, the supervisor specifies the employee who is highest on the trait being measured and also the one who is lowest. This is done until all the employees are rated. Paired Comparison Method is when every subordinate to be rated is paired with and compared to every other subordinate on each trait. The number of times an employee is rated better is added up. Forced Distribution Method involves the manager placing predetermined percentages of subordinates in performance categories (similar to a grade "curve"). An estimated 60% of Fortune 500 firms use some form of ranking. The advantages are that it 1) prevents supervisors from rating most employees "satisfactory" or "high," and 2) makes top and bottom performers stand out. The drawback of forced distribution appraisal is that there is no wiggle room and some are "forced" into the bottom 10%. Also, often office politics and managerial bias can taint the ratings.

Career Management

Career management is the process for enabling employees to better understand and develop their career skills and interests, and to use these skills and interests more effectively. A career is the occupational positions a person has had over many years. Career development is the lifelong series of activities that contribute to a person's career exploration, establishment, success, and fulfillment. Career planning is the deliberate process through which someone becomes aware of personal skills, interests, knowledge, motivations, and other characteristics and establishes action plans to attain specific goals.

How to avoid common interviewing mistakes (cont.)

In general, individuals ascribe more favorable traits and more successful life outcomes to attractive people. In one study, the researchers manipulated how "candidates" looked; for instance, by placing scar-like marks on the cheeks of some applicants but not on others. Managers interviewing, stigmatized the scarred candidates and rated them lower. Ingratiation is when interviewees self-promote their own skills and abilities to create the impression of competence. Non-verbal implications can affect the outcome of interviews. Inferior candidates with more nonverbal skills can actually get higher ratings than candidates with competence, but with less nonverbal skills.

workforce planning method you would use

Internal recruitment and promotion from within is usually the first steps in filling job openings. It seems reasonable that employees tend to be committed to firms that are committed to them. Promotions from within are what many companies do to ensure they maintain their talent. IBM, International Paper, and FedEx are just some firms committed to developing and promoting their talent from within. Effective promotion-from-within programs also require providing the training employees need to develop their promotion potential. It also requires career-oriented appraisals. Here the supervisors and employees jointly link the latter's past performance, career preferences, and developmental needs in a formal career plan Posting job openings is a system for accessing career records and guarantees eligible employees are informed of openings and considered for them.

strategy's role in management

Management development is important for several reasons. For one thing, promotion from within is a major source of management talent, and virtually all promoted managers require some development to prepare them for their new jobs. Furthermore, management development facilitates organizational continuity, by preparing employees and current managers to smoothly assume higher level positions. Management development programs should reflect the firm's strategic plans. Some management development programs are companywide and involve all or most new managers. Other development programs aim to fill specific top positions, such as a CEO.

managing employee retention & turnover

Managers should understand that retaining employees is a talent management issue and that the best retention strategies are multifunctional. Adequate training, career development programs, effective selection systems, and equitable pay all play a big role in retention. A Comprehensive Approach to Retaining Employees can involve getting research findings on the topic through Robert-Half International or other employment research data firms. Additionally, periodically tracking the number of employees and identifying top performers and high potentials who leave the company and finding out the reasons for departure is important. Having hotlines and exit interviews is one way to find out reasons. Reasons for leaving include low pay, career prospects, unclear expectations, and political environments. Some research has found that self-directed teams and high-performance teams result in lower turnover rates. Flexible work arrangements is one way to attract talent and prevent turnover.

Being a Mentor

Mentoring traditionally means having experienced senior people advising, counseling, and guiding employees' longer-term career development. Most employees need good mentors. Either formal or informal, studies show that having a mentor can significantly enhance one's career satisfaction and success. Mentoring can be both valuable and dangerous. It's valuable in that it is a positive force, if it is truly in alignment with the employee's career goals. On the other hand, it can be dangerous in that mentoring touches on another person's psychological needs, aptitudes, and motives. Thus, mentors need to be cautious. Effective mentors set high standards and are willing to invest the time and effort to build a relationship to actively steer the "protégé" into important projects, teams, and jobs. A protégé's responsibilities include making the mentoring relationship work. Choosing an appropriate mentor who is objective yet helpful is important. Another note is that the mentoring relationship generally should not involve personal problems.

Why Appraise Performance?

Most employers still base pay, promotion, and retention decisions on the employee's appraisal. Also, appraisals play a central role in the employer's performance management process. The appraisals also allow for correcting any deficiencies and opportunity to recalibrate the employee's career. Thus, it helps identify training and development needs.

structures of interviews

Non-structured interviews are when the interviewer asks questions as they come to mind, generally with no set format. Structured interviews are when, for example, the same questions are asked of all candidates.

What is organizational development and how does it differ from traditional approaches to organizational change?

Organizational development is a special approach to organizational change in which employees themselves formulate and implement the change that's required.

Types of Training (cont.)

Other types of training include, Behavior Modeling, which is a training technique in which trainees are first shown good management techniques in a film, are asked to play roles in a simulated situation, and are then given feedback and praise by their supervisor. The basic procedure is as follows: 1)Modeling 2)Role-playing 3)Social reinforcement 4)Transfer of training ● Audiovisual-based training is the use of DVDs, films, PowerPoint, and audiotapes. Vestibule training involves trainees learning on actual or simulated equipment but are trained off the job. Vestibule training is necessary when it's too costly or dangerous to train employees on the job. Electronic Performance Support Systems (EPSS) are computerized tools and displays that automate training, documentation, and phone support. Job Aids are a set of instructions, diagrams, or similar methods available at the job site to guide the worker.

offshoring and outsourcing jobs

Outsourcing means having an outside vendor supply services that the company's own employees previously did in-house. Offshoring means having outside vendors or employees abroad supply services that the company's own employees previously did in-house. Doing this can be problematic, such as cultural misunderstandings. However, rising wages in Asia, coupled with reputational issues and a desire to invest more in local communities, is prompting employers to bring jobs back.

The New psychological Contract

Psychological contracts of today are more like a mutual understanding between employee and organization of providing the best efforts of the employee and staying loyal only as long as the employee is there. Loyalty is not permanent. Globalization and dislocation of jobs overseas, to mention one workplace change, is why the "new" understanding is that employees are not permanently loyal. So, for an organization to keep employees engaged, it will need to ensure understanding and communicate with the employee regarding training and development opportunities to help the employee move through his/her career either there or elsewhere. With the newer generation, it's expected.

How to validate a test

Step 1: Analyze the job and write job descriptions and job specifications. Your goal is to specify the human traits (predictors) you believe are required for job performance. Step 2: Choose the Tests. Decide how to test for the predictors as well. You will usually base this choice on experience or previous research. You'll likely choose several tests and combine them into one test battery. Step 3: Administer the Tests. You would compare the test scores of current employees with their current performance. This is concurrent validation. Step 4: Relate Scores and Criteria. It's important to determine if there is a significant relationship between test scores and performance. Statistical analysis will be done to ensure validity. Step 5: Cross-Validate and Revalidate. This would be performing Steps 3 and 4 on a new sample of employees.

How to conduct an interview

Step 1: Design the Interview. It's preferred to have structured questions prepared. Step 2: Review the Candidate's Background. Candidates interviewed should be studied prior to the interviews. Step 3: Establish Rapport. Establishing rapport can help candidates open up about experiences and the two-way exchange will be more productive. Step 4: Ask Questions. Follow the structured interview, but also know that when other questions arise, they may be asked in the interview. Step 5: Close the Interview. Leave time for questions and answers between candidate and interviewer. Step 6: Review the Interview. After the candidate leaves the interview, review your notes and make additional notes if needed while the interview is fresh on the mind.

contract employees

Temporary employees (contract workers) are examples of alternative staffing. Even if companies use contract employees through third-party staffing firms, the companies are still liable for illegal contract workers. The employer's liability depends on the degree to which its supervisors control the temp employee's activities, so the more the agency does, the better. Many third-party staffing firms handle the training, and negotiate the salaries or pay rate.

Off the job management training

The case study method is a development method in which the manager is presented with a written description of an organizational problem to diagnose and solve. Integrated case scenarios create long-term, comprehensive case situations. Management games are computerized and are a development technique in which teams of managers compete by making computerized decisions regarding realistic but simulated situations. Outside seminars are common training venues to send employees to and are either Web-based or the traditional classroom or conferences. Many universities provide executive education and continuing education programs in leadership, supervision, and the like. Role playing is a training technique in which trainees act out parts in a realistic management situation. Corporate Universities are an in-house development center that is a company-based method for exposing prospective managers to realistic exercises to develop improved management skills. Executive Coaches are outside consultants who question the executive's associates in order to identify the executive's strengths and weaknesses, and then counsels the executive so he or she can capitalize on those strengths and overcome the weaknesses.

Managing Employee Retention & Turnover

Turnover is the rate at which employees leave a firm—it varies widely. Depending on the industry, the turnover numbers can be large (about half employees a year in the hotel and food services industry) to very small (12% for the education industry). However this turnover number includes "voluntary turnover" and not "involuntary turnover." Involuntary turnover involves termination for performance failures, for example. Reducing turnover requires identifying and managing the reasons for both voluntary and involuntary turnover. Managing voluntary turnover requires identifying its causes and then addressing them. Turnover is not always bad as losing low-performing employees is a good thing for both parties—employees and the organization.

improving performance through HRIS

Various talent management systems enable employers to integrate data from appraisals, career development, training, and succession planning. A Sum-Total Succession Planning supports a holistic end-to-end talent management strategy including: •360 Feedback •Career Development •Compensation Management •Career Progression •Learning Management •Performance Management •Recruiting & Hiring

Types of Training (cont.)

Videoconferencing involves delivering programs over broadband lines, the Internet, or satellite. Computer-based training refers to training methods that use interactive computer-based systems to increase knowledge or skills. Interactive multimedia is involved and includes the use of text, video, graphics, photos, animation, and sound to create a complex training environment with which the trainee interacts. Simulated learning means different things to different people. It could include: 1)Virtual reality-type games 2)Step-by-step animated guides 3)Scenarios with questions and decision trees overlaying animation 4)Online role-play with photos and videos 5)Software training including screenshots with interactive requests

appraisal methods (cont.)

Virtual Appraisal Games are games that allow employees to evaluate and reward each other. Every employee has a virtual avatar. Employees use them to give real-time feedback to each other, including virtual gifts and points. The system seems to have reduced turnover and improved performance. Electronic Performance Monitoring (EPM) systems use computer technology to allow managers to monitor their employees' rate, accuracy, and time spent working online or just on their computers. The obvious drawback to this is that it increases employee stress. Talent Management and Employee Appraisal: Most employers still tend to tie an employee's raises and rewards to the person's performance. However, some question if this makes sense in terms of best talent management practice. Talent management emphasizes the importance of tying HR decisions to the company's goals. Some are advocating the directing of resources to the company's mission-critical employees, those who are critical to achieving the company's strategic goals. Some companies are incorporating semiannual conversation days in lieu of once-a-year performance reviews as a way to get quicker feedback and opportunity to express concerns. These conversations are to emphasize areas of improvement and growth and on setting "stretch" goals.

Diversity in Career Management

While the situation is improving, women and men still face different challenges as they advance through their careers. In one study, promoted women had to receive higher performance ratings than promoted men to get promoted. Women report more difficulty getting developmental assignments and geographic mobility opportunities. Women have to be more proactive than men just to be considered for an assignment. Many advancement programs and opportunities are just not as available to women as they are to men. This is known as the "glass ceiling." Of course, organizations should do what is necessary to break these barriers to women and to other "minorities." Toyota has initiated an impressive workplace diversity initiative such as creating business partnering groups to include: African American Collaboration, Toyota Organization for the Development of Latinos, Toyota Christian Fellowship, Toyota Asian American Society Alliance, and the Toyota women's leadership forum.

ratio analysis

a forecasting technique for determining future staff needs by using ratios between, for example, sales volume and number of employees needed. Ratio analysis assumes that things like productivity remain about the same. If sales productivity were to rise or fall, the ratio of sales to salespeople would change.

Scatter plot

a graphical method used to help identify the relationship between two variables. In forecasts of business activity (like sales), you should also be able to estimate your personnel needs

The Virtual Classroom (types of training)

a teaching method that uses special collaboration software to enable multiple remote learners, using their PCs or laptops, to participate in live audio and visual discussions, communicate via written text, and learn via content such as PowerPoint slides.

Program Development

actually assembling the program's training content and materials. Some employers create their own training content, but there's also a vast selection of online and offline content. Turnkey training packages often include a trainer's guide, self-study book, video, and other content.

military Personnel

are an excellent source of potential employees as they have many desirable skills. Many military programs help soldiers find jobs after leaving military active service. Walmart, for example, has a five-year program guaranteeing any honorable discharged veteran who left the service in the past year a job.

internships

are becoming very common as a source of recruiting. Internships are a win-win situation. They can help students hone business skills, learn more about the employer, and discover their career preferences. About 60% of internships turn into job offers.

Walk-ins

are direct applications made at your office and are a big source of applicants. Many employers will give every walk-in a brief interview, even if only to get information on the applicant in case a position should open in the future.

succession system

can allow managers to access the program via the Web using a password. Managers can fill out online resumes for themselves, including career interests, and not special considerations such as geographic restrictions.

types of questions an interview

can be varied. Situational questions focus on the candidate's ability to explain what his or her behavior would be in a given situation.

Dealing with Job Withdrawal

can include managers thinking of withdrawal-reducing strategies in terms of reducing the job's negative effects and/or raising its positive effects. Potential positives include job enrichment, supportive supervision, equitable pay/family-friendly benefits, disciplinary/appeals processes, career development opportunities, safe and healthy working conditions, and high-morale colleagues. Interviews, surveys, and observation can help identify issues to address.

Purpose of Application Forms

can provide information that allows judgments on substantive matters such as education and experience. Conclusions about work stability can also be seen in information that the application provides. Additionally, applications may predict which candidates will succeed on the job. Past behavior is a predictor of future behavior and much can be gleaned from application information

Steps in performance appraisal

involves 1) setting work standards; 2) assessing the employee's actual performance relative to the standards; 3) providing feedback to the employee with the aim of motivating that person to eliminate performance deficiencies or to continue the performance above par.

Technical training (team training)

involves employees being encouraged to learn each other's jobs and to encourage flexible team assignments

Negligent Hiring

involves hiring workers with criminal records or other such problems without proper safeguards. Hiring the wrong workers is bad business, puts employees at risk, and can cost thousands if not millions for an organization. Thus, it is important to hire the right people.

Cross training (team training)

involves training employees to do different tasks or jobs than their own; doing so facilitates flexibility and job rotation

Literacy training

is becoming more important as an estimated 39 million people in the U.S. have learning disabilities. This leaves a training challenge on employers. Basic skills such as writing and speaking can be trained by giving employees exercises to work.

Defining Employee's performance Standards

is important and appraisals can let employees know what is expected of them. Appraisals can assess to what extent the employee is attaining his or her numerical goals. For example, a company-wide goal of reducing costs by 10% should translate into goals for how individual employees or teams will cut costs.

Web 2.0 learning (training)

is learning that utilizes online technologies such as social networks, virtual worlds (such as Second Life), and systems that blend synchronous and asynchronous delivery with blogs, chat rooms, bookmark sharing, and tools such as 3-D simulations.

college recruiting

is sending an employer's representatives to college campuses to prescreen applicants and create an applicant pool from the graduating class.

Reliability

is the characteristic that refers to the consistency of scores obtained by the same person when retested with the identical or equivalent tests.

succession planning

is the ongoing process of systematically identifying, assessing, and developing organizational leadership to enhance performance. Succession planning requires assessing these candidates and selecting those who will actually fill the key positions.

Diversity Training

is very common in companies as we see more diversity mirrored in the workplace. Diversity training aims to improve cross-cultural sensitivity, with the goal of fostering more harmonious working relationships among a firm's employees.

The purpose and process of employee orientation

or onboarding, provides new employees with the information on the company and job at hand information. The orientation is necessary to get new employees up to speed on what it is that they need to do in their jobs. Additionally, orientation usually involves getting the employee enrolled in the benefits programs and filling out paperwork regarding benefits.

life long learning (Training)

provides employees with continuous learning experiences over their tenure with the firm, with the aims of ensuring they have the opportunity to learn the skills they need to do their jobs and to expand their occupational horizons.

The management by objectives Method (MBO)

refers to a multistep, companywide, goal-setting, and appraisal program. MBO requires the manager to set specific and measurable, organizationally relevant goals with each employee. The steps are as follows: 1. Set the organization's goals 2. Set department goals 3. Discuss departmental goals 4. Define expected results5. Conduct performance reviews 6. Provide feedback

job withdrawl

refers to actions intended to place physical or psychological distance between employees and their work environments. Poor attendance and voluntary turnover are two ways employees withdraw. Other examples include employees spending time gossiping with colleagues, taking many informal breaks, and simply not doing parts of the job. Job withdrawal process tends to be incremental, and evolving from daydreaming to absences to quitting.

college recruiting

sending an employer's representatives to college campuses to prescreen applicants and create an applicant pool from the graduating class

On-demand recruiting Services

services that provide short-term specialized recruiting to support specific projects without the expense of retaining traditional search firms.

General Electric example

they are know for its success in developing its executive talent. their current mix of executive development programs illustrate what they offer which includes leadership programs, multilevel performance appraisal process a corporate training campus, an idea-sharing annual meeting, SIX Sigma and other innovative initiatives, and monthly dinners

How to administer interviews

vary on the situation. For example, panel interviews are when a candidate interviews with a group of people. This might save time instead of setting up multiple individual interviews.

Measuring personality

•Non-Performance Test •Interest Inventories •May violate ADA •Personality Test Effectiveness Personality tests measure basic aspects of an applicant's personality, such as introversion, stability, and motivation. On the next slide, we'll see a sampling of questions typical on a personality test. The usefulness of personality tests for selection assumes that you find a relationship between a measurable personality trait (such as extroversion) and success on the job. Because they are personal in nature, employers should use personality tests with caution. Rejected candidates may claim that the results are false or that they violate ADA laws.

ways to identify how a current employee is doing

•Performance appraisals •Job-related performance data •Observations by supervisors or other specialists •Interviews with the employee or his/her supervisor •Tests of job knowledge, skills, and attendance •Attitude surveys •Individual employee daily diaries •Assessment center results •Special performance gap analytical software

How to avoid common interviewing mistakes

•Snap judgments in which the interviewers tend to jump to conclusions or make snap judgments about candidates during the first few minutes of the interview. For interviewers, keep an open mind and be careful not to quickly judge. • •Negative emphasis and jumping to conclusions is especially bad when 1) interviewers search for negative information, 2) interviewers being more influenced by unfavorable than favorable information and, 3) interviewers' impressions change from favorable to unfavorable, more likely than the reverse. • •Not knowing the job is when the interviewers don't really understand or know the job in which they are interviewing candidates. This is unfortunate for candidates interviewing for the job. Avoid this by making sure the interviewer prepares beforehand. • •When there is pressure to hire, an interviewer may overlook important information in interviews. Being under pressure can undermine interview validity. • •Candidate order (or contrast) error means that the order in which you see applicants affects how you rate them. Average candidates tend to look more favorable when they fall after unfavorable candidates. • •Interviewers rate applicants who demonstrate more eye contact, head moving, smiling, and similar nonverbal behaviors higher.