Workforce Planning & Talent Management

Supply Analysis

Identifies the organization's competencies, analyzes staff demographics and identifies trends such as turnover

External Staffing Strategies * Legal Considerations

* ADEA generally makes it unlawful to include age preferences, limitations or specifications in job advertisements. * Job notice may specify an age limit only in the rare circumstances where are is show to be a BFOQ

Recruiting * Measuring Effectiveness

High-performance recruiting : -- applies best-practices management technique -- uses benchmark-oriented approach to analyze and measure effectiveness of recruiting efforts Helps HR managers determine where the most cost-effective recruiting sources are and where they want to direct their recruiting dollars

Job Anyalysis

Is the process used to determine important aspects of a job and the characteristics a worker must have to be successful in that job

Demand Analysis

Measures future activities and workloads

Replacement Charts * Forecasting - Internal Supply

Show potential employees who are in direct line for promotion. Also shows employees' performance, strengths, and weaknesses which help outline areas for further development

Job Redesign

When the tasks, or how they are performed change in an existing job

Job Analysis - Structured interview technique

allows experts to give info about job verbally in face to face interviews

Contingent Workers

* AKA Just-in-time workers * My come from an employment agency * Or hired by employer on a temp basis * Temp employees only paid for the hours they work * Do not earn time-off or benefits

Performance Appraisal * Behavioral Approaches * Advantages & Disadvantages

* Advantages -- Clear link between job and organizational strategy by defining specific behaviors necessary for goal achievement -- Define specific feedback to employees on performance and where improvement is needed -- Reliable and valid -- Highly accepted by employees as fair and equitable measures of performance * Disadvantages -- Time intensive to create -- Costly -- Must be constantly evaluated to maintain strategic relevance -- Defines one best way to do things, not many acceptable ways to accomplish results

Performance Appraisal * Comparative Approaches * Advantages & Disadvantages

* Advantages -- Eliminates many potential errors, such as halo effect and central tendency -- Easy to develop -- Great for making promotion and raise decisions * Disadvantages -- Hard to link approach to strategic goals of organization -- Not always objective; validity and reliability are rater specific -- Lack of specific, usable data provided for feedback purposes -- Does not focus on objective standards of performance, so employees may have a hard time accepting these evaluations

Performance Appraisal * Quality Approach * Advantages & Disadvantages

* Advantages -- Only approach that focuses on multiple stakeholders -- Gathers info from multiple sources and takes multiple factors into consideration -- Reliable and valid * Disadvantages -- Time consuming to develop -- Requires constant evaluation to keep up to date -- Employers are somewhat reluctant to completely give up the more traditional approaches

Performance Appraisal * Attribute Approaches * Advantages & Disadvantages

* Advantages - Easy to develop - Can be generalized to many jobs - Carefully developed dimensions are reliable and valid measures * Disadvantages - Hard to link appraisals to organizational strategy - Vague standards that leave room for interpretation - Little provided regarding specific feedback to the employee

Performance Appraisal * Results Approaches * Advantages & Disadvantages

* Advantages -- - Minimize subjectivity -- Well accepted by managers and employees -- Relate directly to organizational objectives * Disadvantages -- Measures can be affected by things outside employee's control -- Employees may focus too much on areas that are specifically measured and neglect job aspect that are not directly measured but are still important -- Feedback system may not provide reasons for why productivity is lacking, just that it is

Internal Candidates

* Advantages: -- Employee strengths and weaknesses are known -- Accurate view of candidates' skills -- Stronger commitment to the company -- Increases employee morale -- Requires less training, orientation and on-boarding * Disadvantages: -- Failed applicants can become discontented -- Time can be wasted interviewing internal candidates who will not be considered -- Danger of inbreeding the status quo

Operant Conditioning Theory and Behavior Modification * Proposed by B.F. Skinner

* All behavior is governed by reinforcing (increasing) and punishing (decreasing) stimuli * Reward desired behaviors, punish undesired behaviors * 4 types of behavior modification techniques 1) Positive Reinforcement -- rewards behavior that leads to positive consequences, thereby increasing the likelihood that the behavior will be repeated 2) Negative Reinforcement -- intended to reduce the likelihood that an undesirable behavior will be repeated 3) Punishment -- attempts to stop the undesired behavior altogether and leads to extinction 4) Extinction -- eliminating any reinforcement that is maintaining a behavior * Both reinforcement and punishment can be positive or negative Memory Spark =

Integrity Tests * Selection Assessment Method

* Another personality employers are concerned with as workplace theft is a common occurrence. * This test looks at: -- personality characteristics -- Assess an individuals ethics, and social responsibility * May be unlawful in some states as they may constitute pre-offer medical exams

AIDA 4 Keys to an Effective Job Advertisement

* Attention - use eye catching graphics * Interest - use phrases and words that draw people in * Desire - provide highlights and benefits * Action - include way to apply (phone #, website, etc.)

Measure Effectiveness * 3 Ways HR can

* Balanced Scorecard / HR Scorecard -- create financial and non-financial metrics that align with strategic goals of the org. -- measures org. effectiveness * Strategy Map -- outline each departments role in achieving organizational goals -- help managers visualize the role their departments play in org. success * Digital Dashboards -- visual representation of data using charts and graphs

Performance Appraisal * Reducing Appraisal Errors * 5 Methods

* Be aware of the errors * Training * Use the appropriate method * Record critical incidents * Clarify standards

Forecasting

* Being able to understand current and anticipate future market trends in labor gives organizations a competitive edge Forecasting consists of: * Review and analyze workforce data to determine trends and areas for focus * Develop a list of functions and staff at key locations * Review current recruitment, staffing, and retention processes to benchmark and determine best practices * Review and update position descriptions, functional statements, and crediting plans to identify critical competencies. This helps better predict future labor needs

Herzberg's Two Factor Theory * aka Motivation-Hygiene Theory

* Certain characteristics are consistently related to job satisfaction and dissatisfaction. * The opposite of job satisfaction is NOT dissatisfaction it is No satisfaction * Best way to motivate someone is by providing feedback and challenges that satisfy higher-level needs. * 2 Major Factors: 1) Motivation factors = related to job satisfaction * satisfy the higher level needs * Intrisic factors related to job satisfaction: -- Achievement -- Recognition -- Advancement -- Growth -- the work itself 2) Hygiene Factors = related to job dissatisfaction * satisfy the lower-order needs * Extrinsic factors related to job dissatisfaction: -- Working conditions -- Supervision -- Company policy -- Salary Memory Spark: Herzberg's Hygiene

Ability Tests * Selection Assessment Method * 3 Types of Test

* Cognitive Ability test -- verbal, math/quantitative reasoning, memory, thinking * Psychomotor Ability test -- measures a person's perceptual ability (hearing, visual) *Physical Ability tests -- physical strength or dexterity

Employment Engagement * 3 ways to build engagement

* Communication -- Have strong 2 way communication. Helps employees understand how they contribute and feel a sense of accomplishment * Culture -- Build a culture that fosters engagement -- Employees feel they have an impact and sense of ownership -- Get employees involved in making organizational decisions. Fosters loyalty * Mentoring/Coaching -- Helps employees grow and develop -- Fosters sense of commitment to the organization that invests in them and values their contribution -- Helps develop employees for the next role in the company where their impact may increase

Performance Appraisal * 5 Approaches

* Comparative * Attribute * Behavioral * Results * Quality

Gap Analysis

* Compare info from the supply and demand analysis * Identify gaps in current organizational competencies and those needed in the future workforce

Job Analysis * 6 Collection Methods

* Critical incidents technique * Job elements method * Structured interview technique * Task inventory approach * Structured questionnaire method *Observation

Performance Management * Developmental Purpose

* Defining areas of improvement for employees in their current jobs and designing plans of action * Developing employees KSAs for future jobs

Job Analysis * 6 Steps

* Determine Use -- how will data be used and collected * Examine relevant charts -- Lot at job charts and descriptions to understand where the job fits and how it relates to others * Select representative jobs -- if there are similar jobs * Collect and analyze data * Verify Information -- With workers to actually perform the job * Develop job descriptions and specifications

Performance Management * Strategic Purpose

* Effective P.M. system aligns employee's activities to the overall goals of the organization by determining necessary behaviors and competencies * Designs ways to track progress and provide feedback about how individuals are performing and contributing

Background Checks * Selection Assessment Method

* Employers check and verify applicant's background info, including driving record, criminal charges or convictions, and credit * Inexpensive and straightforward way to verify factual info about applicant * Laws like Fair Credit Reporting Act can increase likelihood that rejected applicants will have access to the background info

Employment Engagement

* Engagement is -- Being psychologically involved -- Connected to and committed to getting one's job done * Employees who are engaged work harder and have higher productivity * Employees who are not engaged have higher turnover and absenteeism

Job Design - Perceptual-Motor Approach

* Ensure workers do not exceed physical capabilities or limitations * Focus is on improving reliability and workplace safety

Succession Planning

* Ensures employees are recruited and developed with the anticipation that they will fill key roles in the company as positions become available * 2 Goals 1) Recruit superior employees 2) Develop them for advancement or promotion into more challenging roles -- Develop their KSAs

Job Design - Motivational Approach

* Examines J.D. in terms of job satisfaction and intrinsic motivation * Focus on job enlargement and enrichment

Job Design - Mechanistic Approach

* Examines J.D. in terms structing work in the easiest way so anyone can do it * Focus is on reducing difficulty and increaseing efficiency

Personality Measures * Selection Assessment Method * The Big 5

* Extraversion -- sociable, assertive, active, and to experience positive effects, such as energy and zeal * Emotional stability and neuroticism -- exhibit poor emotional adjustment, experience anxiety, insecurity, and hostility * Openness to experience -- imaginative, nonconforming, unconventional, and autonomous * Agreeableness -- trusting, compliant, caring, and gentle * Conscientiousness -- achievement, dependability

Absenteeism * Direct costs * Indirect costs

* Failure of an employee to report to work or stay at work during scheduled working hours * The cause does not matter *Direct costs -- include income paid during absence: sick time, vacay time, PTO, short/long term disability * Indirect costs -- have a greater impact -- lost productivity, delaying work, hiring contingent workers, coworkers and supervisors are affected * Accounts for average 36% of payroll, avg. $645 per person per year

Markov Analysis * AKA Transition Analysis * Forecasting Internal Supply

* Forecasting internal supply * Quantitative technique * Provides info about an organization's potential promotion paths and its growth or reduction plans. * Requires managers to identify all possible positions that may feed into a target position and then track promotions, demotions, exits and transfers.

Ratio Analysis * Forecasting Demand

* Forecasting technique based on the historical ratio of a causal factor to a number of employees * Sole purpose is to figure out # of employees needed to get the job done -- example: sales volume : # of employees required * Easy to calculate if the target revenue has been identified and existing revenue and number of employees is known Issues: * Past data isn't always useful for predicting the future * Ratios may not accurately represent future staffing requirements because they may be based on outdated data * Can establish only basic staffing levels; does not provide info about traits employees will need

Full-time vs. part-time Workers

* Full-Time -- work for 35+ hours per week -- can be exempt or non-exempt -- Earn organizational benefits * Part Time -- usually non-exempt employees who do not earn benefits -- Organizations can provide benefits to part-time workers if they want to

Contract Employees

* Have an mutually agreed upon employment contract that outlines the terms and conditions of employement. Once accepted the contract dictates the employment relationship * Contract may be oral or written * Contract may be express or implied

Forecasting * Internal Supply

* Help identify skill levels and how promotable current employees are * 2 common methods 1) Talent Inventories 2) Replacement Charts

Balanced Scorecard

* Helps organizations clarify their vision and strategy and translate them into action. * Goal = tie business performance to organizational strategy * Measure results in 4 areas: 1) Financial Performance 2) Customer Knowledge 3) Internal Business Processes 4) Learning and Growth

Yield Pyramid

* Historical arithmetic relationship between recruitment leads, invitations, and interviews * Helps recruiters figure out how many leads are necessary to yield the number of interviews they need and how many offers need to be made to produce the number of offers accepted - 6:1 Leads:interview invites - 4:3 Interview invites:interviews - 3:2 Interviews:offers - 3:1 Offers:hires

Employer branding

* How a company is viewed by its associates and potential hires * Public reputation as an employer * Increases employee loyalty, motivation, and productivity * Attracts and maintains top talent

Job Analysis * Legal Requirements

* Identify KSA's nessessary for the job to ensure they are valid * Put J.A. in writing * Ensure J.A. are relevant (validity) * Obtain from multiple sources

Succession Planning Process * 6 steps

* Identify future needs -- eventual replacement of top talent is inevitable -- important to estimate when replacements may be needed and to prepare for their succession * Identify key positions and competencies -- what positions can the company not afford to have vacant -- what KSA's are needed for those positions * Select quality applicants * Create training and development activities -- to grow internal talent with necessary KSAs needed for future promotion * Implement training and development * Monitor and evaluate -- provide feedback on individual's progress

Brand Management

* Incorporates every aspect of employee experience with a focus on touch points * interpersonal aspects of HR that shape perceptions of current and prospective employees (people, management processes, and practices) * Addresses reality of employee experience, not just its outward appearance

Performance Management * Administrative Purpose

* Info gathered in P.M. system is crucial for making employment decisions, like salary increases, promotions, employee recognition, terminations, and layoffs

External Staffing strategies * 9 Methods

* Internet -- such as company website, CareerBuilder Pros: -- Cost-effective and cheaper than most mediums. Cons: -- Can result in info overload, everyone can affordably post a job. -- Possible to exclude certain segments of potential employees who may not have Internet access (like seniors). * TV Pros: -- Selective audiences. TV stations know who watch their programs, and they can give you that information. Cons: -- costly -- time constraints (usually 30-60 seconds) -- limitations on how often the advertisement runs.* Industry publications (magazines) * Industry Publications Pros: -- Selective audience: people who are interested in industry will have a better opportunity to see the ad -- Long lasting: magazines last for more than a month Cons: -- Costly: depends on ad size -- Not timely: most magazines are monthly or bi-monthly * Newspapers -- most commonly used medium Pros: -- Timely: published daily or weekly -- Cost-effective - large potential audience Cons: - Competition: lots of organizations place ads in newspapers * Temp agencies Pros: -- Agency does most recruiting work Cons: -- 20-50% more expensive than permanent workers, agency gets a fee -- Could be negative impressions from temp agency employees and supervisors * Networking -- referrals "it's who you know" -- method is not used to often Pros: -- Connect with a great prospect without incurring recruiting costs Cons: -- Could result in strained relationships if applicant is not hired -- Could lead to a feeling of "having" to interview even if it is a waste of time or no position is available * College recruits Pros: -- Connect with students who are eager and excited -- Can offer less pay -- Internships to see if person fits with the organization Cons: -- Recent grads lack work experience * Job fairs Pros: -- Face to face meetings allow for personal interaction -- First impressions can be made -- Both sides can ask questions Cons: -- Costly with no guarantee of results -- Reps need to take detailed notes on applications and resumes they receive

Reference Checks * Selection Assessment Method * Preparing for Them

* Interviewer should conduct checks; if not, person should be experienced in organization * Customize reference questions to relate to position and candidate * Collect three professional references, including at least one manager from a previous job * For internal candidates, use only manager from current job * Volunteer organizations or teachers and professors are acceptable references

Performance Management

* Intigrated approach to ensure an employees performance supports and contributes to the organizations strategic aims

Job Descriptions * should contain what 9 things of information

* Job Identification -- Job title, date approved, name of person who approved * Exempt/Non-Exempt classification * Job Summary -- major activities of the job * Responsibilities and Duties -- in order of importance or based on time required to complete * Essential Functions * Authority of Incumbent -- who they report to, who reports to them -- For the NLRA if a position is for a supervisor J.D. should include responsibilities of hiring, disciplining, firing * Standard of Performance -- quality and quantity expectations * Working Conditions -- environment and working hours * Job specification -- skills and abilities required (edu., experience) -- physical demands (walking, talking, standing, manual dexterity, etc.) -- interpersonal skills (communication)

Job Design used? * In what 3 instances is J.D. used?

* Job Redesign -- to make them more effective -- Used when tasks or how they are performed change in an existing job * Build a work unit from scratch * A work group size changes - increased or decreased but workload remains the same

SMART Goals

* Key aspect to good performance management system is setting quality goals and objectives that motivate employees and work groups to perform SMART Specific -- clearly defined, no ambiguity Measurable -- provide standard level of performance for individuals to reach for Achievable -- challenging to increase motivation, but not impossible Relevant -- related to overall purpose of the organization. Helps individuals understand how they contribute Time-Bound -- Must have milestones and a finite time period attached to them. Helps individuals gauge their progress and maintain focus

External Supply - Influences on Staffing * Name 4

* Labor Markets -- Hard to predict labor demand due to globalization, changing demographics -- Hard to predict labor force due to outsourcing, new technology -- Changing workforce demographics' challenges are an aging workforce, and increased healthcare * Technology -- Reduces demand for some jobs by making some products or service obsolete. -- Increases demand for other jobs through new product development -- Causes changes in KSA requirements * Economic Conditions -- Expansion and contraction causes change in talent required -- Increase workforce at onset of economic expansion so employees are trained, productive, and ready to go when economy hits full swing -- Key Factors that drive e.c. hiring trends: - Consumer spending - Unemployment rates - Disposable income of consumers - Purchases of durable goods - Housing purchases * Labor Unions -- Union contracts leave little flexibility when it comes to staffing. -- Some contracts state that new positions must be filled from within the company, so very important with every hire as they are the future of the company

Selection Considerations and Decisions

* Making the Decision * Ratings -- consider scores of any pre-employment tests -- it is not sufficient to compare only the overall ratings of applicants -- if selection of an applicant is not in rank order or sequence, reasons for the selection should be valid and well documented to avoid discrimination suit Value vs. Risk -- weigh pros and cons of hiring the individual

Internal Marketing

* Marketing the organization's values, mission, and goals to its employees * Understanding these underscores the importance of the basic tenets of talent management - Hire the right people - Develop them appropriately - Provide them support - Retain the best

HR Scorecard * Derived from Balanced Scorecard

* Measure and track HR effectiveness and alignment with organization strategic aims * Demonstrate HR's value/contribution to the organization and its financial success. * HR scorecard has 5 major themes: 1) Define goals, create a strategy map to reach them 2) Determine outcomes (ex. good customer service), competencies and behaviors 3) Create HR High Performance Work System - determine practices and programs needed to create the competencies and behaviors (training, compensation) 4) Set up scorecard, digital dashboard 5) monitor and evaluate

Job Design - Biological Approach

* Minimize physical constraints by changing the work environment so anyone can perform the job * Focus is on decrease injuries and increasing efficiency

Job Design

* Organizing tasks, duties, responsibilities and other elements into a productive unit of work * Process of defining the way work is performed and identifying the tasks required in a particular job. * Extension of a job analysis that focuses on improving jobs thru technology and ergonomics to increase the efficiency and effectiveness of the individual performing the job.

Acquired Needs Theory

* People are not born with needs, but develop them over time and experience. * There are 3 needs and 1 will affect a persons behavior more powerfully than the other 2 1) Achievement: -- need to excel, frequent recognition. Avoid low risk activities with no chance for gain and high risk for chance of failure 2) Affiliation: -- need for interpersonal relationships. Tend to conform, seek approval vs recognition 3) Power: -- need for power to influence others or achieve higher goals (for the greater good). Seek neither recognition or approval, only agreement and compliance Memory Spark =

Reference Checks * Selection Assessment Method * Conducting Them

* Person conducting check should introduce themself by name and title and provide candidate's name * Share position title for which candidate applied * Verify candidate's employment record * Take notes and write down only what person providing reference says; don't add personal observations or interpretations * Probe for more info if only given yes/no answers

Interview Biases * 6 types

* Personal biases or stereotypes -- Opinions based on how we think people of a given age, race, affiliation, etc. should look, think, feel, act, and respond * Unconscious bias is used in proving discrimination * Halo effect -- Interviewer credits applicant with too many positive attributes based on one high-value strong point and underestimates negative characteristics * Devil horns effect -- Interviewer views a particular characteristic as unacceptable -- Applicant is then presumed to have no positive attributes and is downgraded in all areas on evaluation * Person like me effect -- Interviewer perceives traits similar to his or her own traits as desirable -- May overshadow negative aspects of interview * Nonverbal communication -- Includes gestures, body position, facial expressions, and sometimes expressions people can't control because of disabilities -- Misinterpretation can bias interviewer's impression of candidate * First impressions -- Most common and damaging bias in interviewing -- Interviewer forms an opinion about how a person looks and acts versus how interviewers think applicants should look and act to work in the position or the organization

Performance Appraisal

* Process of setting work standards, assessing performance and providing feedback to motivate, correct and continue an employees performance

Interview * Selection Assessment Method

* Purpose: -- Observe applicant attributes -- Obtain additional info on education, experience, and job-related interests -- Compare strengths and weaknesses with other applicants -- Describe job, what organization expects, and what employees can expect -- Promote company brand

Internal Staffing Strategies * Name 5 methods

* Qualification Inventories * Personnel Replacement Charts * Job postings * Internal communications * Succession planning

Interview Questions * What can be asked

* Questions about ability to perform specific job functions with or without accommodation * Questions about non-medical qualifications/skills (education, experience, certification, etc.) - Questions asking to describe or demonstrate how they would perform tasks - Questions about whether applicants would need accommodation and what kind. Only when applicant voluntarily discloses need for accommodation or discloses hidden disability or when disability is obvious - Questions about current illegal use of drugs

Diagnosing Problems *4 causes of poor performance

* Reasons why an employee may not be performing can be controlled by the employee and others by the organization * 4 causes of poor performance 1) Lack of skills or knowledge 2) Lack of resources or needed supports 3) Motivation 4) Issues outside of work

Job Analysis * 5 Aspects J.A. is used for

* Recruitment / Selection -- J.A. to identify job req. of a position must be done before recruiting can happen -- ensure best people are hired * Compensation -- J.A. done to identify essential job functions to determine the relative worth of the job so the appropriate compensation is offered * Training -- J.A. defines what is required for the job -- Helps inform what training is necessary based on employee skills * Performance Appraisal -- J.A. defines standards on which employees will be evaluated -- set work standards, assess performance, provide feedback * Discovering Unassigned Duties -- J.A. reveals previously unknown job duties

Work System Design

* Refers to how the work of an organization is accomplished. * W.S. involve employees, key suppliers and partners, contractors, collaborators, and other components of the supply chain needed to produce and deliver products, business and support processes. * W.S. coordinate the internal work processes and the external resources necessary to develop, produce, and deliver products and to succeed in the marketplace. * Decisions about W.S. are strategic

Retention Management * 8 steps

* Selection -- Hiring employees who possess behaviors and competencies needed to achieve corporate strategy *Growth -- Provide opportunities for professional growth and development keeps employees from growing stagnant *Career direction -- Discuss personal career goals with employees and help them achieve *Meaningful work and ownership -- Set challenging, specific standards -- Have employees involved in setting their own goals -- Tell employees how their work is important to the mission and vision, gives sense of purpose and control over work * Recognition and rewards -- Provide recognition and rewards when employees perform -- Not only pay and benefits, but in praise * Culture -- Create an environment that makes employees feel comfortable as opposed to tense/stressed * Work/life Support -- Support employees' responsibilities through flexible work and telecommuting * Acknowledge Achievements -- Constant support, recognition, and appreciation

Performance Appraisal * HR's role

* Serves a policy-making and advisory role * Provides advice and assistance regarding which appraisal tool to use * Trains supervisors to improve appraisal skills * Monitors the appraisal system's effectiveness and compliance with EEO laws

Interview * 5 types of questions

* Situational -- How they would respond on the job -- measured through hypothetical, roleplay, or actual problem solving situations -- "If you were in this situation what would you do?" * Behavioral -- ?s pertain to past performance -- Assuming candidate will do as well in new position as in previous -- "think of a time when... What did you do?" * Job related -- questions about relevant past experience -- questions are not hypothetical -- "What qualifies you for this position?" * Stress -- these ?s assess applicants ability to deal with stress through a series of rude questions -- ?s may need to be tailored for each applicant * Puzzle -- assess problem-solving ability or creativity

Interviews * 3 types

* Structured - -- Pre-planned agenda of questions to ask -- Format is reliable -- Valid against discrimination claims b/c everyone asked the same * Unstructured -- no prepared agenda -- allows applicant to set the pace of the interview. -- Does not always provide the needed information in order to make a hiring selection. -- Difficult to compare and rank applicants * Semi-Structured -- Best for most hiring. -- Guided list of questions that can be asked or omitted. -- Reduces the possibility of legal issues based on discrimination.

Metrics - Analyzing and Interpreting

* The process of reviewing metrics to determine if interventions are resulting in improvement of metrics

Carrot-stick Theory

* The use of extrinsic factors to influence behavior * Good Behavior = rewards (pay raises, promotions) * Bad Behavior = punishments (no raise, demotions) Critics * extrinsic rewards are not positive motivators * they are transitory in nature and diminish intrinsic rewards. * Theory assumes people are driven solely by lower-order needs. * organizations are too complex for this approach Memory Spark =

Employee Separations * How to Calculate Turnover

* Turnover = # employees leaving / total number of employees * Or the DOL's formuls # of employee separations during the month / total # of employees at mid-month * 100 * Not enough to just calculate; must track different types

Quality Approach * Performance Appraisal * 2 Major Goals

* Two major goals: -- customer (internal or external) needs and satisfaction -- quality control - reduce and prevent errors * looks at system, not just employees * A quality focus includes: 1. Assessments of both the employee and factors external to the employee that affect performance. 2. Managers and employees working together to address problems. 3. Getting internal and external customers to participate in creating objectives and assessing performance (participation from all stakeholders) 4. Using many sources of information to assess employee and system performance

Forecasting * Labor Supply

* Understand trends in the labor market * Estimate availability of certain types of talent * Consider internal and external labor supply to meet projected needs

Interview Administration * 7 ways to conduct an interview

* Unstructured Sequential - - several people interview the applicant one-on-one asking their own questions * Structured Sequential -- several people interview the applicant one-on-one using standardized questions and eval form * Panel -- small group (2-3 people) interview an applicant then combine ratings into final panel score * Mass -- Panel interviews several candidates at the same time and sees who takes the lead in formulating an answer * Phone -- can be more accurate than face-to-face interview for judging intelligence and interpersonal skills * Video/Web * Computerized -- questions come in rapid sequence and require applicant to concentrate

Trend Analysis * Forecasting Demand

* Uses past employment patterns to forecast future needs. * Essential element in the demand analysis phase. * Other factors such as changes in sales volume and productivity also effect staffing needs so Trend Analysis provides initial estimates * Collect data that describes how trends affect the workforce; identify continuous trends * Areas to Consider: -- past employment needs over a period of years -- analysis of employment levels of a period of years -- hiring and retirement patterns -- years of service -- new hire retention rate -- transfers -- promotions

Employee Separations * Turnover

* Voluntary (quit, retire, go back to school, relocate) * Involuntary (terminated) -- 4 types of involuntary turnover 1) Poor Performance 2) Misconduct - willful violation, insubordination * 2 types of insubordination a) Unwillingness to carry out manager's orders b) disrespecful behavior towards manager 3) Lack of Qualifications for the job 3) Changed Requirements of the job - Dysfunctional (good performers leave) - Functional (poor performers leave) Functional turnover is good; cost is worth replacing bad employee with good

HR Measurement Concepts *3 concepts

* Ways HR can measure its effectiveness * Data-Mining -- Manager large amounts of data to identify relationships that employers can use to improve employee selection and other practices. * Benchmarking -- Determining how an organization is performing in comparison to other companies (i.e. salary, productivity, etc.). Usually compare themselves to high performing companies so they can improve * HR Audits -- Measure where we are and compare it with where we want to be

Negligent Referrals

* When an employer fails to disclose complete and accurate information about a former or current employee * Former employers can be sued for negligent referral * To avoid a defamation lawsuit a former employer may not want to be forthcoming with employment information. Many states have passed laws to protect past employers

Negligent Hiring

* When an employer hires an applicant it knows or should have known could harm a third party An organization is considered responsible for an incident that harms a third party if the employer failed to exercise its due diligence in hiring employees (such as conducting a background check)

Performance Appraisal * 7 types of errors

* When appraisals are not completely objective - bias and judgement errors can occur * Similarity errors -- Rate individuals higher who are like me * Contract errors -- When individuals are compared to others as opposed to objective, clearly defined measures. * Central tendency errors - when evaluators rate the majority of individuals as average. * Leniency and strictness -- when evaluators rate all candidates as either high performers (too lenient) or low performers (too strict). * Distributional Errors -- Includes both Central Tendency and Leniency/Strictness errors -- Lead to two problems 1) inaccurate evaluations that make promotion and compensation decisions difficult 2) hard to give quality feedback to improve performance if the appraisal is inaccurate. * Halo & Horns Error -- when one aspect of performance is allowed to overshadow or distort other areas of performance. * Bias -- allowing personal characteristics (e.g., age, gender) of employees that have no relation to performance to influence the appraisal (e.g., rating older workers as less competent). * Politics error -- when evaluators intentionally make inaccurate ratings to meet some other goal, whether personal or work related.

Work Samples & Simulations * Selection Assessment Method

* Work Samples -- Measure how candidates perform some of a job's basic tasks, making it harder to fake answers -- Exhibit better validity than tests designed to predict performance -- Basic procedure: choose several tasks that are crucial to performing job and test candidates on those tasks * Management assessment centers -- Offer multiple-day simulations -- 10-12 candidates perform realistic management tasks under expert observation who then appraise each candidate's potential * Video-based situational tests -- Video scenarios with multiple-choice questions that give several courses of action a candidate chooses from * Miniature job training and evaluation -- Applicants trained to perform a sample of the job's tasks and then evaluated on their performance -- Assumes a person who can learn and perform the sample tasks will be able to learn and perform the job

Performance Improvement Programs (PIP)

* implimented by a manager or supervisor * designed to provide employees with constructive feedback, facilitate discussions between an employee and supervisor regarding performance-related issues, and outline specific areas of performance requiring improvement. * Not meant as an employment contract or guarantee of continued employment

Job Description

*Outlines the tasks, duties and responsibilities of the job * Uses info garnered through a job analysis * Job descriptions can be useful tools in relation to anti-discrimination laws by defining essential job duties and other requirements.

Workforce Anlaysis / Workforce Planning

*The strategic alignment of an organization's human capital with its business direction. * Identify human capital needs required to meet business objectives Strategy Supply/demand analyses Gap analysis Solution analysis

Interview Questions * What can not be asked

- Questions relating to race, religion, color, sex, national origin, age, political opinion, or disability - Questions relating to illnesses, diseases, hospitalizations, physical defects, prescribed drugs, drug addiction, or alcoholism - Questions about absence from work due to illness - Questions related to workers' comp - Questions about arrest records or conviction records, unless job-related - Questions about garnishment records (credit/finance info) - Questions about personal topics, such as date of birth, marital status, physical characteristics, number and ages of dependents, child care, contraceptives, family plans, birthplace, previous addresses, and photographs - Questions about languages, unless such skills are required - Questions about memberships in clubs, unions, societies, organizations, or churches, unless job related or professional societies - Questions about grievances or discrimination claims

Personnel Replacement Charts * Internal Staffing Strategies

-- Identify an individual's readiness to step into other positions in the company -- Place individuals into readiness categories such as outstanding, satisfactory, or needs improvement -- Identify areas that need to be improved or skills that need to be developed

Job postings * Internal Staffing Strategies

-- May include a formal notice posted on bulletin boards or on the organization's internal computer network -- May include the following info: - Job description and duties - Specific skills needed for position - Type of position - Benefits - How to apply

Notifying Applicants

-- Notify the successful applicant by phone first, then by written confirmation. -- Written offer should include title, salary, job scope, start date and time, notification of probationary status, and the name of a person to contact with questions. • If a candidate is not selected, simply state that another applicant was selected. The letter should be brief. • Veterans must be notified by certified mail. • Assemble application materials for file and prepare the required paperwork.

Qualification Inventories * Internal Staffing Strategies

-- Track the following employee info to see how employees can be used to the best of their abilities: - Employee performance records - Education - Company-sponsored courses taken - Languages spoken - Short-term and long-term career goals

Behavioral Approaches * Performance Appraisal * 4 Types

-- assess the extent an employee has specific behaviors defined as important for success -- Includes Critical Incidents, BARS, Behavior Modification, Assessment Centers * Critical incidents -- Use examples of good and poor performance. -- Observed and collected by managers to create overall records of quality and incidents when performance was lacking -- Provides employees with specific examples of things they do well and areas where improvement is needed * Behaviorally anchored rating scale (BARS) -- Uses critical incidents and anchors them to specific levels of performance (e.g., excellent, average, poor) -- Provides evaluators with examples of behaviors at each performance level for each dimension being measured -- Can compare employees to those example and select the one that matches * Organizational behavior modification (OBM) -- Based on reinforcement theory -- Four step process to evaluate and reinforce employee behavior 1. Identify a set of necessary behaviors 2. Assess those behaviors 3. Discuss behaviors with employees and set goals regarding frequency and duration of behaviors 4. Provide feedback and appropriate reinforcement * Assessment centers -- Measures managerial performance using multiple raters that measure many different simulated exercises -- goal is to measure managerial potential -- Expensive, but provide objective ratings of employees' potential as managers

Comparative Approaches * Performance Appraisal * 4 Types

-- compare 1 employee to another one one or more overall measures of performance -- Includes Ranking, Forced Distribution, Paired Comparison * Ranking -- Managers rank employees on a measure of performance -- Simple ranking: rank employees from best to worst -- Alternation ranking: alternate between selecting the best employee, then worst, then 2nd best, 2nd worst, etc.. * Forced Distribution -- Evaluators rank employees into groups -- usually based on distribution curve -- Overall goal is to identify employees who will be terminated or moved to other positions where they can be more successful. -- Ex. a manager is asked to rank 20% of employees as above average, 60% as average, 10% as needing improvement, and 10% as poor performers. * Paired comparison -- Evaluators compare pairs of employee. Each employee is paired with every other employee -- Then in each pair one is given high and one given low performer ranking. -- When all pairing done evaluator adds up the number of higher performer scores, and this becomes the employee's evaluation score.

Results Approaches * Performance Appraisal * 2 Types

-- look at measurable, observable outcomes of the job, work group, department and organization -- Subjectivity is removed -- These approaches need objective measures of results and assume that those results are an accurate representation of the employee's contribution. -- Includes MBO, ProMES * Management by objective (MBO) -- Top-down approach to setting goals -- Top management defines organization's strategic objectives -- Each level of the organization and each employee take those objectives and defines their goals in relationship to them -- Goals used as basis for performance evaluation -- Goals must be specific and difficult, set by the supervisor and the employee, and the manager must provide quality and constant feedback to assess progress toward goal attainment. * Productivity measurement and evaluation system (ProMES) -- Set objectives, measure productivity and provide feedback to employees regarding productivity to encourage greater performance levels -- Four-step process: 1. Define objectives 2. Select measures to assess productivity 3. Identify contingencies to define that a certain amount of productivity translates to a certain amount of success for the organization 4. Create a system that provides feedback to employees

Attribute Approaches *Performance Appraisal * 2 Types

-- measures specific characteristics identified as important for success (e.g., leadership, problem solving ability) -- Includes Graphic Rating Scale and Mixed Standard Scale * Graphic rating scale -- Provides a list of traits -- evaluators select how much of that specific trait the employee demonstrates based on a discrete scale (e.g., a 1-5 or 1-7 scale or a continuous scale) with end points such as "exceeds expectations" to "below expectations * Mixed-standard scale -- Provides statements describing behavior at three levels of performance (good, average, poor) for each performance dimension being measured -- Ex. if three dimensions are being measured, the scale will consist of nine statements in random order to reduce the potential for rater errors. -- Special scoring key is used to calculate individual's performance rating

Job Design * 4 Approaches

1) Mechanistic Approach 2) Motivational Approach 3) Biological Approach 4) Perceptual-Motor Approach

Interview Legality

1. Analyze the job -- identify required performance factors (tech knowledge, skills, etc.) for successful preformance -- Examine jobs specific characteristics (working conditions, major duties, expected outcomes, etc.) 2. Develop questions focused on gathering info about applicant's past accomplishments, activities, and performance to establish qualifications and capabilities 3. Develop questions that explore willingness to complete assigned responsibilities 4. Prepare a list of things to look for in applicants responses such as desired work behaviors, types of experience, achievements, or demonstrations of skills 5. Design a rating form to record applicant responses and summarize observations and impressions; job related and free of bias

Return on Investment (ROI) * How to caluculate it

1. Assign financial value to hard-to-define things like job satisfaction and commitment 2. Calculate cost of training 3. Determine benefit/cost ratio (BCR) - BCR = total benefits/total costs 4. Determine ROI - ROI = net program benefits/total costs Ex. see pg. 91 in WFP

Recruiting *7 Effective Steps

1. Develop a job advertising database -- Use a spreadsheet to track where and when jobs are advertised, number of responses, deadlines, effectiveness, etc. -- Increases effectiveness of recruiting by allowing managers to focus on methods that produce results 2. Set time aside to review resumes and interview candidates -- Enables effective interview -- increase recruiter's ability to assess and select the most qualified candidate 3. Use tracking forms to keep track of candidates, qualifications, and progress -- Develop form to track candidates, positions applied for, qualifications, and progress in the recruitment process. -- Ensure all candidates are equally considered (especially when hiring for multiple jobs) 4. Cluster candidate review -- Enables recruiters to maximize time and productivity -- Interview candidates for the same position close together, easier to assess when interviews are fresh rather than taking place hours or days apart 5. Use template letters that can be personalized -- Efficient communication 6. Build relationships with candidates -- Thank candidates for applying and to communicate status in the process -- May choose to apply for another position in the future 7. Review, analyze, and revise recruiting process -- Ensure that the process is as effective as possible

Selection Process * 8 Steps

1. Identify minimally qualified applicants 2. Perform initial candidate assessment -- HR performs an initial assessment which might include a phone screen or short interview. 3. Candidate completes assessment measures -- Remaining candidates take any tests or assessment measures needed for the position. -- Many organizations conduct some or all assessment measures after the hiring manager interview and before a contingent offer is extended . -- Per ADA employer cannot require medical exam before a contingent job offer has been extended 4. Identify top candidates -- Candidates are identified and forwarded to hiring manager. 5. Hiring manager interviews finalists -- Hiring manager interviews the finalists and makes initial decision or rankings. 6. Contingent job offer made -- Once a candidate is chosen then a job offer is made contingent on the successful completion of the background and reference checks and/or any required medical exam. 7. Background and reference checks - All references are checked, education and certifications are verified and background checks are completed. The candidate is notified once all checks are complete and approved. 8. Accepted job offer - The candidate makes the decision to accept the job offer.

Performance Appraisal * 4 Steps

1. Review the job description - Use KSAs and essential job functions determined during job analysis 2. Design assessment tools -- select tool that will be used to assess performance -- to design/select the appropriate tool you need to measure: - work output (quality,quantity), KSAs and progress toward goal achievement -- best way to measure: - generic dimensions (sales, units produced, customer satisfaction surveys), actual job duties, and behavioral competencies 3. Assess performance 4. Provide feedback - Constructive criticism -- set goals based on evaluation -- the more an employee values the feedback the stronger their intention to improve

Job Analysis * What 6 types of info is collected during a J.A.

1. Work activities -- major job tasks 2. Human behaviors -- essential for job success (ex. writing, communicating) 3. Machinery, tools, equipment, and work aids used 4. Performance standards -- quantity and quality requirements 5. Job context -- such as physical working conditions or work schedule 6. Human requirements -- job related KSAs, education, or experience

Forecasting * External Supply * Name 2 ways

2 ways to monitor 1) Experience and Observation -- what is the quantity and quality of applicants -- how has it changed over time? 2) Labor market statistics -- government and professional organizations public stats on the labor market

Vroom's Expectancy Theory

A persons motivation to exert effort depends on 3 factors 1) Expectancy -- belief efforts will lead to performance 2) Instrumentality -- perceived connection between good performance and reward 3) Valence -- desirability of the outcomes following high performance Memory Spark =

Return on Investment (ROI)

A ratio of the benefit or profit derived from a specific investment, compared with the cost of the investment itself. Why to calculate it: * Aligns training with organizational needs * Determines training program effects * identify training events with highest ROI * Earns respect: HR can show value to upper management * Justifies the budget: enables HR to ask for more money * Improves support: shows management how important training is * Isolates effects of training: calculate value of each training event

Wrongful Discharge

A separation that does not comply with the law or contractual agreement

Talent Inventories * Forecasting - Internal Supply

Databases that summarize the skills and talents of each employee

Solution Analysis

Developing strategies to close any competency gaps and reduce surplus competencies

Employment at Will

Either party can terminate the working relationship without notice, at any time and for any reason not prohibited by law

Scatter plots * Forecasting demand

Graphical representation of the relationship between two variables

Calculate Absenteeism * Incidence rate * Inactivity rate

Incidence rate # of incidence of absence x 100 / # of employees * Does not account for duration of absence Inactivity rate total hours of absence x 100 / total hours scheduled to work

Internal communications * Internal Staffing Strategies

May include company newsletters, weekly emails or memos, word of mouth

Recruiting * Measurement concepts

Measurement concepts in recruiting and selection include predictors/criteria, reliability and validity.

Selection Assessment Methods 1) What 2 categories do the methods used to evaluate candidates fall into? 2) What are the 8 most common methods used to evaluate candidates?

Multiple methods for selecting the best applicant are used. They fall into 2 categories 1) Interest Inventories -- Personal development and selection devices -- compare a person's current interests with the interests of others who are in various occupations to determine the preferred occupation for the individual. 1) Achievement tests -- Tests that measure what a person has already learned (job knowledge). 2) The 8 Most Common Selection Assesment Methods are: * Interviews * Ability Tests * Knowledge Tests * Personality Measures * Integrity Tests * Work Samples and Simulations * Reference Checks * Background Checks

Concurrent Validty

Occurs when the validity of a test or a measurement tool is established by simultaneously applying a previously validated tool or test to the same phenomenon, or database and comparing the results * This is a type of criterion-related validity

Equity Theory

People are strongly motivated to balance contributions (job performance) and rewards (compensation) * External equity -- how their pay compares to similar jobs in other companies * Internal equity -- how their pay compares to others within their own company * Individual equity -- how their pay compares to co-workers with the similar jobs * Procedural Equity -- comparison of how fair organizational processes and procedures are based on pay Memory Spark =

Knowledge Tests * Selection Assessment Method * 2 Types of test

Tests what an individual knows at the present time * Situational Judgement tests -- pose hypothetical situations and offers several potential courses of action -- good predictors of job performance in general * Specialized job knowledge tests -- measure specific knowledge related to a particular job

Predictive Validity

The extent to which a score on a scale or test predicts scores on some criterion measure * This is a type of criterion-related validity

Criterion Related Validity

The extent to which an employment test or assessment predicts the ability to perform a job

Succession planning * Internal Staffing Strategies

Used to fill top management positions and includes three main steps: 1) Identify key needs -- based on organization's strategic plan -- succession plan should consider future key positions that will be needed, job descriptions and specifications for those jobs 2) Develop candidates -- offer opportunities for candidates through T&D, job rotation, external training, and global/regional assignments 3) Assess and select -- figure out who has the qualifications

Content Validity

degree to which a test or other assessment measures the KSAs and other related job qualifications

Job Analysis - Critical incidents technique

documents critical incidents that discover effective or ineffective job behavior

Job Analysis - Job elements method

involves expert brainstorming that discovers characteristics of successful workers

Job Analysis - Task inventory approach

involves grouping tasks into major functions then evaluating tasks

Job Analysis - Observation

involves observing and recording the physical activities of job

Job Analysis - Structured questionnaire method

uses pre-planned questions to analyze job