HR Job analysis, HR REQUIREMENTS, Recruiting HR, Diversity HR, Onboarding HR, Training and development HR

Job design is receiving greater attention for three reasons:

- Job design can influence performance in certain jobs, especially those where employee motivation can make a substantial difference. Lower costs resulting from reduced turnover and absenteeism also are related to the effective design of jobs. - Job design can affect job satisfaction. Because people are more satisfied with certain job identifying what makes a "good" job becomes critical. - Job design can affect both physical and mental health. Problems such as hearing loss, backache, and leg pain sometimes can be traced directly to job design, as can stress, high blood pressure, and heart disease.

SUMMARY

- Job design involves developing jobs that people like to do. It may include simplification, enlargement, enrichment, or rotation. - Designing jobs so that they incorporate skill variety, task identity and significance, autonomy, and feedback is important for both employers and employees. - Job analysis is a systematic investigation of the content, context, and human requirements of a job. - Task-based job analysis focuses on the tasks, duties, and responsibilities associated with jobs. - Competency-based job analysis focuses on basic characteristics that can be linked to enhanced performance, such as technical and behavioral competencies. - The job analysis process has five stages, beginning with planning and ending with maintaining and updating job descriptions and job specifications. - A number of methods of job analysis: interviews and questionnaires are the most popular. - The end products of job analysis are job descriptions, which identify the tasks, duties, and responsibilities of jobs, and job specifications, which list the knowledge, skills, and abilities needed to perform a job satisfactorily.

SUMMARY

- Organizational strategy focuses on how to successfully compete and how HR should be involved in strategy decisions both at the organizational level and in making HR strategies. - Organizational effectiveness and strategic HR management must focus on organizational culture, as well as productivity, customer service and quality, and financial contributions. - Legal, political, cultural, and economic factors influence global HR management. - HR planning involves analyzing and identifying the need for and availability of human resources so that the organization can meet its objectives. - The HR unit has major responsibilities in HR planning, but managers must provide supportive information and input. - When developing HR plans, it is important for managers to scan the external environment to identify the effects of government influences, economic conditions, geographic and competition concerns, and workforce composition changes - HR effectiveness must be measured using HR metrics that consider both strategic and operational effectiveness.

JOB CHARACTERISTICS MODEL Richard Hackman and Greg Oldham

3 psychological states for improved work performance, internal motivation, and lower absenteeism and turnover. An employee: Experiences meaningfulness of the work performed Experiences responsibility for work outcomes Has knowledge of the results of the work performed.

Mentor Participation

A Mentor... Is a peer employee who will help supervisors onboard the new employee. May assist in the training of the new employee. Is assigned by the supervisor. Is a positive, high performing employee (3 ≥ performance rating). Is responsible for completion of specified mentor assignments on checklist.

Recruiting Source Choices: Internal vs. External

A possible strategy might be to promote from within if a qualified applicant exists and to go external if not. Most employers combine the use of internal and external methods.

Recruiting internal sources advantages/ disadvantages:

A: the morale of the promotee if usually high -the firm can better assess the candidates abilities -recruiting costs are lower -the process is a motivator for a good performance -the process causes a succession of promotions -the firm has to hire only an enrty level D: - those not promoted experience morale problems -amployees may engage in politcal infighting for promotions -a management development program is needed

Recruiting external sources advantages/ disadvantages:

A:New blood brings new perspectives -Training new hires is cheaper and faster because of prior external experience -The new hire has no group of political supporters in the organisation -The new hire may bring new insustry insights D: the firm may not select the right person for an organisation -morale problems for those not selected -longer adjustment, and orientation time for the new employee.

Job rotation VERTICAL advantages/disadvantages

ADVANTAGES: Job experiences; Higher motivation;Better understanding the head/ chiefWorkers with more skills; more responsible; less conflicts; better communication; join decision-making process DISADVANTAGES:Lack of knowledge; Lack of interest; Overwhelming;A lot of pressure/ responsibilities; Takes time to implement;might be also complicated to implement; can cause conflicts.

Job rotation HORIZONTAL (For example, in Mcdonalds, one day you making burgers, another making coffee)advantages/disadvantages

ADVANTAGES:Job experiences; Verify of tasks; Higher motivation; not being bored; Workers with more skills; more responsible; reduce the search for talents; reduce the spending on education of new employees; better communication; DISADVANTAGES:Lack of knowledge; Lack of interest; Reduce interest (no promotion)Prevent the promotion; reduce the development of strong skills of employees.

HOW AND WHERE CAN YOU FIND EMPLOYEES (EXTERNAL)?

Advertisements Unsolicited Applications and Resumes Internet Recruiting Employee Referrals Executive Search Firms Educational Institutions Professional Associations Labor Unions Public Employment Agencies Private Employment and Temporary Agencies Employee Leasing

The tangible indicators of diversity that employers must consider are as follows:

Age Marital and family status Disabilities Race/ethnicity Religion Gender Sexual orientation

90-Day Evaluation Checklist

An evaluation form given to new employees by HR to learn about the first three-month onboarding experience. Measures what was done.

Six- Month Evaluation Form

An evaluation form sent by HR to learn about the total onboarding experience. Measures new employees' experience.

Organization-Based vs. Outsourced Recruiting

An initial decision is whether the recruiting will be done by the employer or outsourced to someone else. Outsourcing it is a way to both decrease the number of HR staff needed and free up time for HR staff members. Some large employers outsource placement of advertisements, initial screening of résumés, and phone contacts with potential applicants. Once those activities are done, then the employer's HR staff members take over the rest of the recruiting activities.

Regular vs. Flexible Staffing

Another strategic decision affects how much recruiting will be done to fill staffing needs with regular full-time and part-time employees. Decisions as to who should be recruited whether to seek traditional employees or to use more flexible approaches, which might include temporaries or independent contractors.

b) Strategic Planning?

Answer: Includes internal organizational needs assessment and external benchmark (looking at the average of some best similar companies, and try achieve this ) comparisons is needed. Strategic planning in human resources allows you to assess the needs of your overall organization for what services they most want and need from you.

Operational vs. Strategic management

Answer: Operational: Every day basis, short term, specific task Strategic: Long-term, overall

4. What does job design include?

Answer: The environment (flowers,gym, safety),the challenges: incentives and remuneration (external motivation), Place,TIME Duration:-long-term (full time/part time)- short-term ( flexible working time,shifting), sabbaticals+vacations, (un)limited contracts ,communication system,relationship: team, colleagues, supervisors, responsibilities, task, salary, motivation, job enrichment/enlargement, job rotation: vertical and horizontal.

7. How can job rotation be used as a method in HR training and development? (2 points)

Answer: The job rotation could be a very useful tool of training and development, which can enhance the performance of workers through higher motivation, better understanding of each other positions, not to be bored, learning something you, taking more responsibilities.

Which types of job rotation do you know and where is the difference between the two types?

Answer: Vertical - promotion of employees on higher position; Horizontal- redesigning tasks through giving employee some different positions on the same level of job.

Why do you need to plan the requirements?

Answer: to understand who we need, how much people we (organization) need, how much money we can spend on it, what kind of people do we need, long/short-term goals of organization.

Reasons for diversity management include

Better utilisation of talent Increased market plce understanding Enhanced creativity Increased quality of team problem solving Better understanding of leadership positions

METHODS FOR IDENTIFYING QUALIFIED CANDIDATES

Biographical Methods Application documents (CV,...) Biographical interviews Biographic Questionnaires Simulation Methods Worksample Situational interview Situational (judgement) tests Personality-oriented Methods Competency tests Personality tests Motivation or interest tests Multiple/mixed methods Assessment Center Multi-modal Interview

External recruiting methods

College and University Recruiting A significant source for entry-level professional and technical employees. School Recruiting Many schools have a centralized guidance or placement office. Promotional brochures that acquaint students with starting jobs and career opportunities can be distributed to counselors, librarians. Labor Unions In such industries as electric and construction, unions have traditionally supplied workers to employers. A labor pool is generally available through a union. Employment Agencies and Headhunters For a fee collected from either the employee or the employer, these agencies do some preliminary screening and put the organization in touch with applicants. Competitive Sources Other sources for recruiting include professional and trade associations, trade publications, and competitors. Many professional societies and trade associations publish newsletters or magazines and have Websites containing job ads. Media Sources Media sources such as newspapers, magazines, television, radio, and billboards. Job Fairs and Special Events Employers in tight labor markets or needing to fill a large number of jobs.

DIFFERENCE BETWEEN EMPLOYEE LEASING AND WORKING AT A TEMP AGENCY (TEMPORARY STAFFING FIRM)?

Companies in need of short or long-term temporary workers will enter a contract with the temp agency to fill jobs with appropriately skilled workers. Individuals officially employed by a leasing firm, but recruited and trained for a client company, are called leased employees. For employment tax purposes, the leasing agency is considered as the employer for such workers. Leased employees can be employed by an temp agency.

SCORING APPROACHES FOR HR SELECTION

Compensatory Approach A process for deriving a final score for each candidate in the selection process by weighting outcomes on multiple selection measures differentially so that same items are weighted more heavily than others and a high score on one part can compensate a low score on another part Multiple-hurdle Approach The final selection decision making approach that requires applicants to successfully pass each step (hurdle) to continue on in the selection process. Multiple-cutoff Approach The final selection decision making approach that requires applicants to make a minimum score on each measure to remain under consideration for a particular job.

ADVANTAGES OF OUTSOURCING HR-TASKS

Concentration on core competencies Making fix costs more variable Increasing performance through specialisation Decreasing negative effect of workload variation Increasing flexibility Increased marked orientation (through specialisation) can foster individualized innovations and.. innovations in goods and services (and internal processes) Transfer of risks

New Employee Onboarding Objectives

Create a positive onboarding experience that: Facilitates the new employee's ability to contribute in the new role. Increases the new employee's comfort level in the new role. Reinforces his/her decision to join the university. Enhances productivity. Encourages commitment and employee engagement.

Supervisor's Probationary Decision -

Decision made by supervisor to grant new employee permanent employment status. *Attach Supervisor/Mentor Checklist to Probationary Form

CHALLENGES OF HRM

Demographic changes Diversity immigration challenge Age distribution of Employees Gender distribution of the workforce Education of the workforce Cultural Changes Employee rights Concern for privacy Changing attitudes toward work Balancing work and family

Goals of HRM

Economic goals Optimizing human capital Increasing performance Using and optimizing employees qualifications, know how and creativity Social goals Equal pay Pay for performance? No time limits for labor agreements judicial, organizational goals 1. Facilitating organizational competitiveness 2. Enhancing productivity and quality 3. Complying with legal and social obligations 4. Promoting individual growth and development

Internal recruiting methods

Employee databases, job postings, promotions, and transfers provides ways for current employees to move to other jobs. Employee Databases The increased use of HR management systems allows HR staff members to maintain background and information on existing employees. As openings arise, HR can access databases by entering job requirements and then get a listing of current employees meeting those requirements. Job Posting a system in which the employer provides job openings and employees respond by applying for specific openings, posting notices on the company intranet and Internet Website, using employee newsletters, e-mails to managers and employees. Promotions and Transfers from within, are successful but might have some drawbacks as well. A person's performance on one job may not be a good predictor of performance on another, because different skills may be required on the new job.

Temporary Workers

Employers who use temporary employees can hire their own temporary staff members or contract with agencies supplying temporary workers on a rate-per-day or rate-per-week basis. The use of temporary workers may make sense for an organization if its work is subject to seasonal or other fluctuations. This "try before you buy" approach is potentially beneficial to both employers and employees.

Effective orientation achieves several key purposes:

Establishes a favorable employee impression of the organization and the job. Provides organization and job information. Enhances interpersonal acceptance by co-workers. Accelerates socialization and integration of the new employee into the organization. Ensures that employee performance and productivity begin more quickly.

Internal Supply

Estimating internal supply considers the number of external hires and the employees who move from their current jobs into others through promotions, lateral moves, and terminations. It also considers that the internal supply is influenced by training and development programs, transfer and promotion policies, and retirement policies, among other factors. In forecasting the internal supply, data from the replacement charts and succession planning efforts are used to project potential personnel changes, identify possible backup candidates, and keep track of attrition (resignations, retirements, etc.) for each department in an organization.

CASE STUDY NO. 1

For the past few years, First Apparel, a company headquartered in Spartanburg, South Carolina, has been evolving its business. Instead of only making cloth for designer apparel, First Apparel has begun to produce and offer for sale many types of fabric products, including canvas awnings and fabric for upholstery. The campany has recently used nanotechnology to develop stain-resistant fabrics that are increasingly popular in skilled nursing facilities and hospitals because of their durability and ease of care. The company has grown from 150 employees working at one plant in Spartanburg to 700 employees working in three plants in the United States and one in China. Some of the corporate jobs at First Apparel are marketing analyst, executive assistant, designer, sales representative, customer service specialist, purchasing manager, attorney, research scientist, and accountant. The company values integrity, relationships, innovation, and change. Its mission statement emphasizes the importance of putting the customer first: At First Apparel, we strive to be the number-one provider of high-quality, high- performance designer fabrics. We believe in always putting the customer first, valuing our employees, and maintaining the highest ethical standards. As First Apparel has grown, it has begun to experience a problem with turnover. Last year, the turnover rate was 45%. The turnover rate for comparable organizations in its industry and location is less than 20% . The selection process at First Apparel has not changed from the time the company was started until now. Basically, the HR department prepares and posts an advertisement for whatever job is available, collects the applications and resumes, calls applicants of interest, and has them come in for an one- hour interview, followed by an interview with the supervisor of the position, regardless of the job. Discuss how the change in First Apparel's business strategy has likely affected the focus of its selection process for new employees. Do you think the turnover problem could be related to selection? Discuss your answer. How might First Apparel use technology to enhance its selection process? How does the culture at First Apparel affect its selection process? How could it? How should it? As First Apparel continues to grow its business, what are some other changes that need to occur in the selection process?

Forecasting Methods and Periods

Forecasting methods may be either judgmental or mathematical. Methods for forecasting human resources range from a manager's best guess to a complex computer simulation. Despite the availability of sophisticated mathematical models and techniques, forecasting is still a combination of quantitative methods and subjective judgment. The facts must be evaluated and weighed by knowledgeable individuals, such as managers or planners, who use the mathematical models as tools and make judgments to arrive at decisions.

examples of job enrichment

Giving the employee an entire job rather than just a piece of the work Providing the employee more freedom and authority to perform the job as necessary Increasing the employee's accountability for work by reducing external control Expanding assignments so that the employee can learn to do new tasks and develop new areas of expertise Directing feedback reports to the employee rather than only to management

Supervisor/Mentor Checklist Why use it?

Guides supervisor through the onboarding process Is simple to use Can be used to integrate an existing employee (or transferred) Contains flexibility (not meant to restrict) Serves a documentation Helps with planning Promotes consistency across the organization

Strategic Success with HR Practices

HR practices make a significant difference to business outcomes. For instance, companies that follow HR best practices have more than 50% higher market value than those who do not. Some recognized HR best practices include: Employment security Selective recruiting High wages/incentives Information sharing/participation Training/cross training Promotion from within

Employee Development Plan (EDP) Why use it?

Helps supervisor identify and plan learning opportunities and activities for supporting and developing the competencies of the new employee.

DISADVANTAGES OF OUTSOURCING HR-TASKS

High transaction costs Data security Communication time ... Overlapping tasks (especially when outsourcing to more than one company; e.g. HR-Marketing) Usually low acceptance among employees and works council/employee representatives Decreased independency in some areas Risk of loosing know-how E.g. about employee interests/problems/needs

REALISTIC JOB PREVIEW

Idea: Increase effectiveness of recruitment efforts Informing applicants about all aspects of the job, including both its desirable and undesirable facets Positive study results Improved employee job satisfaction Reduced voluntary turnover (for new hires) Enhanced communication through honesty and openness Realistic job expectations (fewer unpleasant surprises)

Job enrichment (redesigning the task, so employees have less repetitive work; about quality anf) Job enlargement(increase of number of tasks associated with a certain job;about quantity)

Job enrichment ADVANTAGES:Increase individual's feeling of recognition, providing opportunities for employee growth, not bored DISADVANTAGES:Increase workload; lack of knowledge; lack of performance. Job enlargement ADVANTAGES:Reduce monotony;increase work flexibility; no skills and training required.Increase work load; lack of knowledge;lack of performance.

COMPETENCIES: KSOA

Knowledge is what a person needs to know to do a particular job. For example, a carpenter should have knowledge of local building codes and power tool safety. Skill is what a person is able to do on the job. A carpenter should have skill in reading blueprints and in using power tools. Ability is a person's aptitude of capability to do job tasks or learn to do job tasks. It is a person's potential to develop skills. Most skills require one or more abilities. The skill of using power tools requires several abilities, including hand- eye coordination. In order to build the roof on a house, a carpenter should have good balance and ability to work quickly. Finally, other personal characteristics include anything relevant to the job that is not covered by the other three. A carpenter should have a willingness to do manual tasks and to work outdoors.

WHAT EXACTLY IS TO MANAGE IN HR?Productivity enhancement:

MOTIVATION:Job enrichment, promotion, coaching, feedback, rewards ENVIRONMENT:Employee empowerment, teams, leader support, culture. ABILITY: recruitment, selection, training, development

five-year study of several companies examined how diversity affects performance.

Managing diversity leads to more effective performance on gender issues, but that racial and ethnic diversity may, in fact, have a negative impact on business performance unless specific controls are in place. If not managed properly, diversity can produce miscommunication, conflict, higher turnover, and lower performance. Additionally, diversity was found to have enhanced performance when diversity was treated as a source of innovation and learning. A final result showed that customers did not care whether they were served by people of the same gender or race. Another study found that firms with diverse workforces do not have higher turnover rates than less diverse firms.

Why follow-up?

Monitor and measure the success of the onboarding process. Determine if objectives are being met. Examine what is and is not working. Uncover areas for improvement.

Related terms: Introduction, Inplacement, organizational socialization

New employees are especially sensitive to cultural aspects within a company Good onboarding process leads to higher commitment and job satisfaction

Employee Learning & Development Training Catalog

New employees can register online or by phone to participate in learning and development opportunities.

Job Analysis Methods

Observation. A manager, job analyst observes the individual performing the job and takes notes to describe the tasks and duties performed. It may be more useful for repetitive jobs and in conjunction with other methods. Work Sampling does not require attention to each detailed action throughout an entire work cycle. This method allows a manager to determine the content and pace of a typical workday through statistical sampling. Useful for routine and repetitive jobs. Employee Diary/Log Requires employees to "observe" their own performances by keeping a diary/log of their job duties, noting how frequently those duties are performed and the time required for each one. It may be burdensome for employees to compile an accurate log. Interviewing HR specialist should visit each job site and talk with the employees performing each job. A standardized interview form is used most often to get the information. Both the employee and the supervisor must be interviewed for understanding of the job. Time consuming. Questionnaires A widely used method of gathering data on jobs. A survey instrument is developed and given to employees and managers to complete. A large number of jobs can be collected in a short period of time. The questionnaire method assumes that employees can accurately analyze their jobs. Computerized Systems' common characteristics. First, composition of task statements that relate to all jobs. Then, statements are listed in questionnaires, and distributed to employees. Next, employees respond on computer-scannable documents, which are fed into computer-based services capable of scoring, recording, analyzing, and reporting thousands of pieces of information about any job. All the data is compiled into a job analysis database. Use of computerized methods will likely grow. Combination Methods A combination of methods generally may be more appropriate than one method alone. Job analysis provides the information necessary to develop job descriptions and job specifications. O*Net On-Line is a database compiled by the U.S. Department of Labor to provide basic occupational data to anyone who is interested. Information in O*Net covers more than 950 occupations based on the Standard Occupational Classification (SOC) developed by the government. O*Net also provides extensive links to additional resources on workplace issues. It is a valuable and time-saving resource for job analysis and for writing good descriptions and specifications.

METHODS ON THE JOB TRAINING

On-the-Job Training The most common type of training at all levels in an organization is on-the-job training (OJT) because it is flexible and relevant to what employees do. In contrast with informal training, which often occurs spontaneously, OJT should be planned. The supervisor or manager conducting the training must be able to both teach and show the employees what to do. However, OJT has some problems. Often, those doing the training may have no experience in training, no time to do it, and no desire to participate in it. Under such conditions, learners essentially are on their own, and training likely will not be effective. Another problem is that OJT can disrupt regular work. Unfortunately, OJT can amount to no training at all in some circumstances, especially if the trainers simply abandon the trainees to learn the job alone. Also, bad habits or incorrect information from the supervisor or manager can be transferred to the trainees. Coaching Mentoring Job Rotation/Enrichment/ Enlargement Special Projects Experience - Learning-by-doing Computer Based Training (CBT)

Forecasting the Supply of Human Resources

Once human resources needs have been forecast, then availability of human resources must be identified. Forecasting the availability considers both external and internal supplies. Extensive use of government estimates of labor force populations, trends in the industry, and many more complex and interrelated factors must be considered. Net migration into and out of the area Individuals entering and leaving the workforce Individuals graduating from schools and colleges Changing workforce composition and patterns Economic forecasts for the next few years Technological developments and shifts Actions of competing employers Government regulations and pressures Circumstances affecting persons entering and leaving the workforce

Employee-Focused Recruiting

One reliable source of potential recruits is suggestions from current or former employees. Follow-up with former employers is likely to be done only with persons who were solid employees previously. Current-Employee Referrals A reliable source of people to fill vacancies is composed of acquaintances, friends, and family members of employees. Re-Recruiting of Former Employees and Applicants Former employees and former applicants. Both groups offer a time-saving advantage because something is already known about them. Former employees are considered an internal source in the sense that they have ties to the employer, and may be called "boomerangers" because they left and came back.

JOB DESIGN - BASIS

Organizational objectives for the job, including tasks, duties, and responsibilities to be performed Industrial engineering concerns centering on efficient production processes and work-method improvements Behavioral concerns reflected in the different talents, abilities, and skills of employees Ergonomic considerations involving human capabilities and limitations

FORMS OF Training & Development

PLACE Training-of-the-job Training-on-the-job Training-nearby-the-job TIME Training-into-the-job Training-out-of-the-job Two Advantages and Disadvantages of on- and off- the-job-trainings for Individuals (the trainees) The organisation Which area of competencies (KSAO's) is best to be taught in on-the-job-trainings and which on is best to be trained in off-the-job-trainings?

Stages in the Job Analysis Process

Planning the Job Analysis Planning must be done before gathering data from managers and employees. Whatever the purpose identified, it is vital to obtain the support of top management. Preparing for and Introducing the Job Analysis Preparation begins with identification of the jobs. Reviewing existing job descriptions, organization charts, previous job analysis information, and other industry-related resources is part of the planning. This phase identifies who will be involved in conducting the job analysis and the methods to be used. Conducting the Job Analysis If questionnaires are used, it is often helpful to have employees return them to supervisors or managers for review before giving them back to those conducting the job analysis. Questionnaires should be accompanied by a letter explaining the process and instructions for completing and returning them. Developing Job Descriptions and Job Specifications At the fourth stage, the job analysts draft job descriptions and job specifications. Completed drafts should be reviewed with managers and supervisors.

Stages of onboarding

Preparation: prearival, first day through first month activities, that acclimate the new employees to the culture, team, work environment, and introduce the policies and procedures and online modules. Orientation: HR New employee orientation online, classroom, benefits training, department specific orientation. Integration: Employee development planned by supervisor, and attandance in HR trainings Engagement: Developieng university awareness, building relationships, meeting performance expectations. Follow up: Monitoring and measuring the effectiveness of onboarding process.

To make orientation more effective, the following suggestions are useful:

Prepare for new employees. New employees must feel that theyare important to the organization. The supervisor, HR unit, and co-workers should be prepared for a new employee's arrival. Consider using mentors. Some organizations assign co-workers or peers to serve as buddies or mentors as part of the new employees' orientation. Use an orientation checklist. An orientation checklist can be used to identify what the new employee needs to know now. Cover needed information. It is important to give employees information on the policies, work rules, and benefits of the company Present orientation information effectively. Managers and HR representatives should determine the most appropriate ways to present orientation information both in person and using technological means. ■ Avoid information overload. New workers presented with too many facts may ignore or inaccurately recall much of the information. ■ Evaluate and follow up. An HR representative or manager can evaluate the effectiveness of the orientation by conducting follow-up interviews with new employees a few weeks or months after the orientation. Onboarding begins at the acceptance of an offer and throughout the first six to twelve months of employment.

ASSESSMENT METHODS FOR SELECTION AND PLACEMENT

Psychological Tests (Cognitive) Ability Tests Knowledge and Skill Tests Personality Tests Emotional Intelligence Tests § Integrity Tests Vocational Interests Tests Biographical Information(Application,CV, Interview, questionnaire, background and reference checks) Interviews (unstructured,structured, situational, behavioral) WorkSamples Biodata, drug tests, medical tests Assessment Centers

Business Process Re-Engineering

Re-engineering generates the needed changes in the operations.

SUMMARY

Recruiting is the process of generating a pool of qualified applicants for organizational jobs through a series of activities. A strategic approach to recruiting begins with human resource planning and decisions about organizational recruiting responsibilities. Employers must make decisions about organization-based versus outsourced recruiting, regular versus flexible staffing, and other strategic aspects of recruiting. Efforts should be made to recruit a diverse workforce, including older workers, individuals with disabilities, women, and members of racial/ ethnic minorities. The decision to use internal or external sources should consider the advantages and disadvantages of each source. The most common methods of internal recruiting include organizational databases, job postings, promotions and transfers, current-employee referrals, and re-recruiting of former employees and applicants. The most common external recruiting sources are colleges and universities, schools, labor unions, employment agencies and headhunters, competitive sources, media sources, job fairs and special events, and other creative methods. Internet recruiting has grown in use through job boards and various Websites. Internet recruiting can save costs and time, but also can generate more unqualified applicants and frequently may not reach certain groups of potential applicants. Recruiting efforts should be evaluated to assess how effective they are. Recruiting evaluation typically includes evaluating recruiting quantity and quality, tracking the time to fill openings, examining the costs and benefits of various recruiting sources, and recruiting satisfaction.

Benefits of Job Enlargement

Reduced Monotony: job enlargement can help reduce boredom and make it more satisfying and fulfilling for the employees. Increased Work Flexibility: There is an addition to the number of tasks an individual performs. tasks are versatile and yet very similar in certain aspects. No Skills Training Required: Since the individual has already been performing the task in the past, there is no great requirement for imparting of new skills. The job thus gets more motivational for the one performing it.

Job Rotation Objectives

Reducing Monotony of the Job: It allows employees to experience different type of jobs and motivates them to perform well Succession Planning: Its main function to develop a pool of employees who can be placed at a senior level when someone gets retired or leaves the organization. The idea is to create an immediate replacement. Creating Right-Employee Job Fit: If they're rightly placed, they will be able to give the maximum output. Fitting a right person in right post is one of the main objectives of job rotation. Exposing Workers to All Aspects of the Company: in order to make them aware how company operates and how tasks are performed. Testing Employee Skills and Competencies: is done by moving them to different jobs and assignments and determining their ability and capacity. it increases their on-job productivity. Developing a Wider Range of Work Experience: Employees have a wider range of work experience and develop different skills and competencies. It is necessary for an overall development of an individual. Job rotation is beneficial both for employees and management.

Benefits of Job Enrichment

Research studies on job enrichment found out decreased levels of absenteeism among the employees, reduced employee turnover and a manifold increase in job satisfaction. There are certain cases however where job enrichment can lead to a decrease in productivity, especially when the employees have not been trained properly. Even after the training the process may not show results immediately, it takes time to reflect in the profit line.

DIVERSITY SUMMARY

SUMMARY Discrimination on the basis of race and national origin is illegal, and racial harassment and language issues are two important concerns. As more women have entered the workforce, sex/gender issues in equal employment have included discrimination in both pay inequality and discrimination in jobs and careers. Sexual harassment can occur in two forms, quid pro quo and hostile environment, and employers should develop policies on sexual harassment. It is vital that employers train all employees on what is sexual harassment, promptly investigate complaints, and take action when sexual harassment is found to have occurred. Individuals with disabilities represent a significant number of current and potential employees. Employers are making reasonable accommodations for individuals with disabilities, including those with mental or life-threatening illnesses. Diversity management focuses on organizational efforts to ensure that all people are valued regardless of their differences. The "business case" for diversity is built on its ability to allow new talent and ideas, aid in employee attraction and retention, allow for an increase in market share, and lead to lower costs. Diversity training has had limited success, possibly because it too often has focused on beliefs rather than behaviors.

New Employee Website

Serves as a portal of information, all in one place, that is important for acclimating a new employee to the University. Can be used as a referral tool by the supervisor. Helps jump start the new employee's awareness and knowledge of the University before arriving on campus.

E-Recruiting Places

Several sites are used for Internet recruiting. The most common ones are Internet job boards, professional/career Websites, and employer Websites. Monster, Yahoo!, and HotJobs

POSSIBLE SOLUTION STRATEGY FOR FIRST DISCUSSION QUESTION

Start out with rephrasing the changes you are focusing on, such as Product diversification (canvas awnings and fabric for upholstery) Developing stain resistant fabric Opening new plants in US and China and growing quickly in numbers of employees Think of arguments, such as Recruitment shifted to recruiting more specialized employees (research scientists, marketing analysts). Focus in the selection process shifted from biographical methods to mixed methods (because you need better methods for more specialized jobs). From unstructured to structured interviews to increase the efficiency of the interviews. Shift from a cut-off approach to a compensatory approach, because you can not be too picky, if you need so many employees in such a short time.

Employee Development Plan (EDP) -

Supervisors will use this document to identify and plan training and learning activities to meet and support the competency expectations of the new employee during the first six months to one year.

Task-Based Job Analysis

Task-based job analysis is the most common form and focuses on the tasks, duties, and responsibilities performed in a job. A task is a distinct work activity composed of motions, whereas a duty is a larger work segment composed of several tasks that are performed by an individual. For example, if one of the employment supervisor's duties is to interview applicants, one task associated with that duty would be asking questions. Responsibilities are obligations to perform certain tasks and duties.

Diversity management approaches

The "business case" for diversity is based on the following points: Diversity allows new talent and new ideas from employees of different backgrounds, which may enhance organizational performance. Diversity helps recruiting and retention because protected-class individuals often prefer to work in organizations with co-workers having various demographics. Diversity allows for an increase of market share because customers can be attracted to purchase products and services with varied demographic marketing activities. Diversity leads to lower costs because there may be fewer discrimination lawsuits. Increased marketplace understanding and creativity Increased quality of team solving problems Understanding of leadership positions.

Competency-Based Job Analysis

The competency considers how the knowledge and skills are used. Competencies are individual capabilities that can be linked to enhanced performance by individuals or teams. Technical competencies often refer to specific knowledge and skills employees have. E.g, skills for using specialized software to design Web pages or for operating complex machinery and equipment. Behavioral competencies: Customer focus Team orientation Technical expertise Results orientation Communication effectiveness Leadership Conflict resolution Innovation Adaptability Decisiveness

Forecasting the Demand for Human Resources

The demand for employees can be calculated for an entire organization or for individual units in the organization. For example, a forecast might indicate that a firm needs 125 new employees next year, or that it needs 25 new people in sales and customer service, 45 in production and so on. Demand for human resources can be forecast by considering specific openings that are likely to occur. The openings (or demands) are created when new jobs are being created or current jobs are being reduced. Additionally, forecasts must consider when employees leave positions because of promotions, transfers, turnovers, and terminations. The overall purpose of the forecast is to identify the needs for human resources by number and type for the forecasting period.

SCREENING RESUMES

The process of sorting resumes to disqualify candidates using successively more detailed examinations of the resumes. The objective is to locate the most qualified candidates for an open job. While some of this can be done with the aid of automation and computers, there are still skills and techniques that help quickly eliminate unqualified candidates.

Why A Strategic Onboarding Process?

The relationship between the new employee and the manager is the determining factor in whether the new employee stays with an organization. Employees will decide within 10 days if they intend to stay with the organization or begin looking for a different job - Research by the Office of State Personnel

The socialization of new employees and their initial commitment to the organization are positively affected by orientation.

This socialization enhances the person/organization fit, which reinforces the employee's positive view of the job, co-workers, and the organization. Additionally, employers have found that higher employee retention rates result when new employees receive effective orientation. Orientation also contributes to overall organizational performance. By helping employees to more quickly feel that they are a part of the organization, they can begin contributing more quickly to organizational work efforts.

JOB DESIGN What is to design?

Time Workplace and environment Tools/work equipment Task design Job enrichment Job enlargement Job rotation Horizontal Vertical

Training Categories

Training can be designed to meet a number of objectives and can be classified in various ways. Required and regular training: Complies with various mandated legal requirements (e.g., OSHA and EEO) and is given to all employees (e.g., new employee orientation). Job/technical training: Enables employees to perform their jobs well (e.g., product knowledge, technical processes and procedures, and customer relations). Interpersonal and problem-solving training: Addresses both operational and interpersonal problems and seeks to improve organizational working relationships (e.g., interpersonal communication, managerial/supervisory skills, and conflict resolution). Developmental and career training: Provides longer-term focus to enhance individual and organizational capabilities for the future (e.g., business practices, executive development, organizational change, leadership). It is common for a distinction to be drawn between training and development, with development being broader in scope and focusing on individuals' gaining new capabilities useful for both present and future jobs.

10 WAYS TO REMOVE GENDER BIAS FROM JOB DESCRIPTIONS

Use gender neutral titles. Male-oriented titles can inadvertently prevent women from clicking on your job in a list of search results. Avoid including words in your titles like "hacker," "rockstar," "superhero," "guru," and "ninja," and use neutral, descriptive titles like "engineer," "project manager," or "developer." Check pronouns. When describing the tasks of the ideal candidate, use"S/he"or"you."Example:"As Product Manager for XYZ, you will be responsible for setting the product vision and strategy." Avoid (or balance) your use of gender-charged words. Analysis from language tool Textio found that the gender language bias in your job posting predicts the gender of the person you're going to hire. Use a tool like Textio tool or the free Gender Decoder to identify problem spots in your word choices. Examples: "Analyze" and "determine" are typically associated with male traits, while "collaborate" and "support" are considered female. Avoid aggressive language like "crush it." Avoid superlatives. Excessive use of superlatives such as"expert,""superior,""world class"can turn off female candidates who are more collaborative than competitive in nature. Women are less likely than men to brag about their accomplishments. In addition, superlatives related to a candidate's background can limit the pool of female applicants because there may be very few females currently in leading positions at "world class" firms. Limit the number of requirements. Identify which requirements are "nice to have" versus "must have, and eliminate the "nice to haves." Research shows that women are unlikely to apply for a position unless they meet 100 percent of the requirements, while men will apply if they meet 60 percent of the requirements. Reconsider your major requirements. Listing a specific major as a requirement can limit the number of applicants one gender or the other. Because Glassdoor Economic Research found that choice of college major can vary by gender, you may be limiting your candidate pool by unnecessarily requiring completion of a specific degree. Express your commitment to equality and diversity. Candidates want to know they'll be welcome in your culture before they make the effort to apply. A simple statement toward the end of your job description lets candidates know that you intend to make the workplace a friendly one. Let your values shine. If your company values are well-defined and promote diversity, infuse the concepts into your job descriptions, or list them out. Promote volunteer and employee activities. If your company offers volunteer opportunities with organizations like Girls Who Code, female-friendly employee resource groups, or a mentorship program, let candidates know. State your family-friendly benefits. Parental leave, flextime, and child care subsidies benefit families and your future base of employees. Let candidates know what you offer.

Model of diversity management strategy

Valuing diversity in the workplace: CULTURE: Organisation wide image- Organisation fosters mutual respect -O fosters sense of belonging -Differences are accepted -Corporate wide diversity training program -Concern for equality - equal respect for minority and majority group -Equal performance expectations for minority and majority group Equal rewards for minority and majority group -Equal pay and income -Valuing diversity OPPORTUNITY: -Career development -Promotion of multicultural employees -Opportunity for development of new skills -access to top management positions -active recruitment and hiring of multicultural employees -Equal opportunities for minorities -affirmative action program LEADERSHIP: -management practices: take all employees seriously -recognize the capabilities of all employees -support all employees -communicate effectively with all employees -value a diverse work group -respect the cultural beliefs and needs of employees -accept non-english speaking employees

Job enlargement

a job design technique wherein there is an increase in the number of tasks associated with a certain job. Increasing the scope of one's duties and responsibilities. The increase in scope is quantitative in nature. Job enlargement is a horizontal 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, the responsibilities increase at the same level and not vertically.

Job Rotation

a management approach where employees are shifted between two or more assignments or jobs at regular intervals of time in order to expose them to all aspects of an organization's working. It is an approach to test the employee skills and competencies to place him or her at the right place. It reduces the monotony of the job and gives them a wider experience and helps them gain more knowledge and skills. Job rotation is a well-planned practice to reduce the boredom and explore the hidden potential of an employee. It gives an individual a chance to explore his or her own interests and gain experience in different fields or operations.

Job analysis

a systematic way of gathering and analyzing information about the content, context, and human requirements of jobs. To be effective, HR planning, recruiting, and selection all must be based on job requirements and the capabilities of individuals. Job analysis involves collecting information on the characteristics of a job that differentiate it from other jobs. The information generated by job analysis may be useful in redesigning jobs, but its primary purpose is to capture a clear understanding of what is done on a job and what capabilities are needed to do it as designed. There are two approaches to job analysis; one focuses on tasks performed in the job, the other on competencies needed for job performance.

Job enrichment

increasing the depth of a job by adding responsibility. Giving an employee more responsibility for planning and controlling the tasks to be done also enriches a job.

Job enlargement

involves broadening the scope of a job by expanding the number of different tasks to be performed.

The difference between job enrichment and job enlargement

is essentially of quantity and quality. Whereas job enlargement means increasing the scope of job quantitatively by adding up more tasks, job enrichment means improvement in the quality of job such that employees are more satisfied and fulfilled. Through job enrichment an employee finds satisfaction and contentment in his job and through job enlargement employee feels more responsible and worthwhile in the organization. Job enrichment has been found to have greater impact in terms of motivation when compared to job enlargement. Since enrichment gives employee greater insights in managerial functioning and a better work profile, it is looked upon as an indicator of growth and development.

The strategy an organization follows

is its proposition for how to compete successfully and thereby survive and grow. Strategic HR management entails not only input into organizational strategic planning, but also a series of "blueprints" as to how HR will help achieve the needed performance from people in the operations to meet key organizational goals.

Job design refers to

organizing tasks, duties, responsibilities, and other elements into a productive unit of work. It addresses the content of jobs and the effect of jobs on employees. Identifying the components of a given job is an integral part of job design.

Orientation

s the planned introduction of new employees to their jobs, co-workers, and the organization, and is offered by most employers. In large organizations, managers and supervisors, as well as the HR department, generally work as a team to orient new employees. The term on-boarding is being used increasingly to describe orientation. This usage reflects that getting new employees, including executives, to immediately begin performing successfully is crucial.

HR forecasting should be done over three planning periods:

short range, intermediate range, and long range. The most commonly used planning period of six months to one year focuses on short-range forecasts for the immediate HR needs of an organization. Intermediate- and long-range forecasting are much more difficult processes. Intermediate-range plans usually project one to three years into the future, and long-range plans extend beyond three years.

Blogs and Social Networks

some employers are using blogs to recruit for specialty positions among the participants who read the blog. More employers are looking at online journals and social networking sites such as Facebook to discover potentially damaging personal information about high school and college applicants.

Creative Recruiting Methods

the goal is to generate a pool of qualified applicants so that the jobs in organizations are filled in a timely manner. Advertising jobs on local movie theater screens as pre-show entertainment Holding raffles for employees who refer candidates, with cars and trips as prizes Offering free rock concert tickets to the first 20 applicants hired Recruiting younger technical employees at video game parlors Arranging partnerships with downsizing firms to interview those being laid off

Training

the process whereby people acquire capabilities to perform jobs. Training provides employees with specific, identifiable knowledge and skills for use in their present jobs. Organizational usage of training may include "hard" skills such as teaching sales representatives how to use intranet resources, a branch manager how to review an income statement, or a machinist apprentice how to set up a drill press. "Soft" skills are critical in many instances and can be taught as well. They may include communicating, mentoring, managing a meeting, and working as part of a team. Employee training and development is the process of helping employees develop their personal and organization skills, knowledge, and abilities.

The purpose of business process re-engineering

to improve such activities as product development, customer service, and service delivery.

Flexible staffing

uses workers who are not traditional employees. Employer to avoid some of the cost of full-time benefits such as vacation pay and pension plans. These arrangements can use temporary workers or independent contractors.

Independent Contractors

workers who perform specific services on a contract basis in a number of areas, including building maintenance, security, advertising, and others. Some employers get significant savings by using independent contractors because benefits do not have to be provided to those individuals.

JOB CHARACTERISTICS MODEL Richard Hackman and Greg Oldham 5 job dimensions produce the above psychological states:

§ Skill variety: Where job has variety of different activities, which demand the use of a number of different skills and talents by the jobholder. § Task identity: Where the job requires completion of a whole and identifiable piece of work, doing a job from beginning to end with a visible outcome. § Task significance: When the job has a substantial impact on the lives or work of other people. § Autonomy: When the job provides substantial freedom, independence, to the individual in scheduling the work and in determining the procedures to be used in carrying it out. § Feedback: When 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 perform

3. Why diversity is actually helpful for employers?

•Different perspectives -> developing products ; changing international structures and processes; (flexibility thinking)= creativity •International exchange of staff is easier; less cultural barriers •Fosters a modern image ( more diversity, more lgbt is better) •Increase quality of products and services, to increase customers satisfaction •Easier to raise money =>easier to built up business partnership •Raising political credibility •(Happy workers are good workers) Increase of job satisfaction •More applicants •Better new hires in terms of talent •Less absenteeism (become of higher job satisfaction) •Reducing costs in recruiting long term