MGMTU 374 Exam 1

there are three main types of employment agencies:

(1) public agencies operated by federal, state, or local governments; (2) agencies associated with non profit organizations; (3) privately own agencies

strategic human resource management tools

*hr scoreboard-refers to a process for assigning financial and non-financial goals or metrics to the human resource management-related strategy-map chain of activities required for achieving the company's strategic aims *-strategy map- summarizes how each department's performance contributes to achieving the company's overall strategic goals. *strategic based metrics- measure the activities that contribute to achieving a company's strategic aims *digital dashboard-presents the manager with desktop graphs and charts, showing a computerized picture of how the company is doing on all the metrics from the HR scorecard process.

the basic reengineering approach is to:

-1. identify a business process to be redesigned (such as processing an insurance claim). 2. measure the performance of the existing processes 3. identify opportunities to improve these processes. 4. Redesign and implement a new way of dong the work 5. Assign ownership of sets of formerly separate tasks to an individual or a team who use new computerized systems to support the new arrangement. -as at Atlantic American, reengineering usually requires redesigning individual jobs.

-An example of effective behavior:

-A customer angrily stormed into the shop, complaining that the product he ordered was damaged. The sales executive patiently listened to the complaint and promptly replaced it, apologizing for the customer's inconvenience

Workflow analysis

-A detailed study for the flow of work from job to job I a work process. Usually, the analyst focuses on one identifiable work process, rather than on how the company gets all its work done.

Temporary Workers and Alternative Staffing

-Alternative staffing -reason for using -the temp agency -temp employee's concern -offshoring and outsourcing -Employers increasingly supplement their permanent workforces by hiring contingent or temporary workers, often through temporary help employment agencies. Also known as part-time or just-in-time workers, the contingent workforce is big and growing. -employers use temps for many reasons. One is continuing weak economic confidence among employers. Another is the trend toward organizing around short-term projects. -For ex: Makino, which manufacturers machine tools, now outsources the installation of large machines to contract firms, who in turn hire temps to do the installations. Flexibility is another concern, with more employers wanting to quickly reduce employment levels if the economic turnaround proves short-lived. Employment levels if the economic turnaround proves short-lived. -Employers have also long used "temps" to fill in for employees who were out sick on vacations. -temps often cost employers more per hour than comparable permanent workers, since the agency gets a fee. examples of alternative staffing

Disadvantages of Trend Analysis

-Analysis of historic trends alone will not necessarily predict the optimum number of employees required for the future. Other factors may have an impact on labor demand. For example, the introduction of new technology could make the production of goods or services less labor intensive. -Accordingly, fewer employees will be required to produce the same level of sales or customer service in the future. In small companies, trend analysis may be less accurate than in large companies because of the disproportionate impact of small fluctuations on business metrics.

Competency Models

-Appropriate for professional and managerial jobs -due to job complexity -Each job should have between 7 and 9 competencies -May cut across the organization -competencies may be grouped

recruiting process outscores

-Are special vendors that handle all or most of an employer's recruiting needs. They usually sign short-term contracts with the employer, and receive a monthly fee that varies with the amount of actual recruiting the employer needs done.

Housing

-Asking whether an applicant owns, rents, or leases a house may be discriminatory. It can adversely affect minority groups and is difficult to justify on business necessity.

Line and Staff Aspects of Human Resource Management (part 1)

-Authority is the right to make decisions, to direct the work of others, and to give orders. Managers usually distinguish between line authority and staff authority -line authority: gives you the right to issue orders -placing the right person in the right job -starting new employees in the organization (orientation) -varies depending on the organization -training employees for jobs that are new to them -improving the job performance of each person -gaining creative cooperation and developing smooth working relationships -interpreting the company policies and procedures -controlling labor cost -developing the abilities of each person -creating and maintaining departmental morale -protecting employees' health and physical conditions -staff authority gives you the right to advise others in the organization

Line and Staff Aspects of Human Resource Management

-Authority is the right to make decisions, to direct the work of others, and to give orders. Managers usually distinguish between line authority and staff authority.

Research on Splash Pages

-Banks et al., 2019 defines several thematic categories for splash pages -inclusiveness -value-based culture -development (General and Early Career) -well-being -corporate social responsibility

Other Processes involved in Job Analysis

-Business Process Reengineering-redesigning business processes, usually by combining steps, so that small multifunction teams, often using information technology, do the jobs formerly done by a sequence of departments -Job redesign-why specialized jobs were more efficient (as in, practice makes perfect), specialized jobs can backfire. experts typically suggest 3 ways to redesign specialized jobs to make them more challenging -Job Enlargement- Assigning workers to the same duties and positions ex; the worker who previously bolted the seat to the legs might attach the back too. -Job Rotation- systematically moving workers from one job to another -Job enrichment- providing opportunities for workers for learn, gain experience, gain responsibility, more motivation, doing so by empowering the worker, ex; giving the worker the skills and authority to inspect the work, instead of having supervisors do that.

Sample Job Titles

-CHRO- Chief Human Resource Officer -Human Resource Generalist -Human Resource Specialist -Talent Acquisition Specialist -Organizational Development Consultant

Compensation

-Compensation (such as salary and bonus) usually depends on the job's required skills and education level, safety hazards, degree of responsibility, and son on--all factors you assess through job analysis.

Responsibilities and Duties(2)

-Conduct product presentations (including texts, software, and Web site); effectively articulate author's central vision of key titles; conduct sales interviews using the PSS model; conduct walk-through of books and technology. -Employ telephone selling techniques and strategies -Sample products to appropriate faculty, making strategic use of assigned sampling budgets. -Close class test adoptions for first edition products. -Negotiate custom publishing and special packaging agreements within company guidelines.

three ways that validity can be measured. In order to have confidence that a test is valid (and therefore the inferences we make based on the test scores are valid), all three kinds of validity should be considered

-Content -criterion -construct

Talent Management Process

-Decide what positions to fill -Build a pool of job candidates -Obtain application forms -Use selection tools -Decide to whom to make an offer -Orient, train, and develop employees -Appraise employees -Compensate employees to maintain their motivation

Acceptable and Unacceptable Questions

-Education: A question on dates of attendance and graduation is a potential violation, since it may reveal the applicant's age. -Arrest record: The courts have usually held that employers violate title VII by disqualifying applicants from employment because of an arrest. This term has an adverse impact on minorities, and employers usually can't show it's required as a business necessity.

Referrals

-Employee referral campaigns are a very important recruiting option. Here the employer posts announcements of openings and requests for referrals on it's website, bulletin boards, and/or wallboards. It often offers prizes or cash awards for referrals that lead to hiring. -big advantage is that it tends to generate "more applicants, more hires, and higher yield raio (hires/applicants) -on average, referral programs cost around $400-$900 per hire in incentives and rewards. -if morale is low, address that prior to asking for referrals. And if you don't hire someone's referral, explain to your employee/referrer why you did not hire his or her candidate. -relying on referrals might be discriminatory where a workforce is already homogeneous.

The Temp Agency

-Employers can hire temp workers either through direct hires or through temporary staff agencies. Direct hiring involves simply hiring workers and placing them on the job. The employer usually pays these people directly, as it does all its employees, but classifies them separately, as casual, seasonal, or temporary employees, and often pays few, if any, benefits. -The approach is to use a temp agency. Here the agency handles all the recruiting, screening, and payroll administration for the temps. -thus, nike hired kelly services to manage nike's temp needs -when working with temporary agencies, understand their policies, for example; with temps, the time sheet is not just a verification of hours worked. One the worker's supervisor signs it, it's usually an agreement to pay the agency's fees. pg 145

Time/Motion Studies

-Engineering Approach -Analyze the specific movements associated with tasks and increase efficiency -Popular in manual manufacturing jobs

Four Seasons' HR Strategy

-Four Seasons builds it's strategy around offering superior customer service, and that requires highly motivated and high-morale employees. -How can four seasons use its recruitment practices to encourage such motivation and morale? -One way Four Seasons does this is by filling hotel positions around the world with internal transfers. In one recent year, for instance, about 280 employees relocated from hotels in one country to another within the Four Seasons chain.

Developing and Using Application Forms

-Good way to quickly collect verifiable and fairly accurate historical data from the job candidate. The form provides information on education, prior work record, and skills. -Ensure each applicant signs the applicant form as an indication that information is true and form is completed. -Using Application Forms to Predict Job Performance--Prior Job Tenure Positively Relates to Future Job Tenure -Avoid Discriminatory Questions -can make judgements on substantive matters, such as whether the applicant has the education and experience to do the job. -secondly, you can draw conclusions about the applicants previous progress and growth, especially important for management candidates -third you can draw tentative conclusions about the applicants stability based on previous work record -fourth you may be able to use the datain the application to predict which candidatdes will succeed on the job

Skills of the New HR manager

-HR managers can't just be good at traditional personnel tasks like hiring and training, but must "speak the CFO's language" by defending human resource plans in measurable terms.

Predictive Workforce Monitoring

-How often do we receive workforce planning? -Once per Year, Twice per Year (e.g. intel) -through information technology employers can continuously monitor the workforce planning process

History of HR

-I/O Psychology Foundations and American Pragmatism -Scientific Management- Frederick Taylor -World War I- personnel selection tests - becomes ASVAB -Hawthorne Studies - People Matter! -1964 Civil Rights Act -1970s-1980s Competitive Pressures from Korean and Japanese Manufacturers -1990s to Present - Strategic HR

Marital Status.

-In general, the application should not ask whether ran applicant is single, married, divorced, separated, or living with anyone, or the names, occupations, and ages of the applicants spouse or children

Responsibilities and Duties(3)

-Initiate and conduct in-person faculty presentations and selling trips as appropriate to maximize sales with the strategic use of travel budget. Also use internal resources to support the territory sales goals -Plan and execute in-territory special selling events and book-fairs. -Develop and implement in-territory promotional campaigns and targeted email campaigns

EEO Compliance

-Job analysis is crucial for validating all major Human Resources practices. ex: to comply with the Americans with disabilities act, employers should know each job's essential job functions--which in turn requires a job analysis.

Informal Recruiting and the Hidden Job Market

-Job openings are't publicized at all -Jobs are created and become available when employers come across the right candidates -ex: The author of Unlock the Hidden Job Market estimates that perhaps half of all positions are filled informally (without formal recruiting). Similarly, one survey found that 28% of those surveyed found their most recent job through word-of-mouth. 19% used online job boards, 16% direct approaches from employers and employment services, 7% print ads, and only 1% social media sites (although 22% used sites like LinkedIn to search for jobs)

sham competency model for hr managers

-Many people still think of a "job" as a set of specific duties someone carries out for pay, but the concept of job is changing. Companies today are flattening their hierarchies, squeezing out managers, and leaving the remaining workers with more jobs to do. Changes like these tend to blur where one job starts and another ends. In situations like these, relying on a list of job duties that itemizes specific things you expect the worker to do is often impractical. -Many employers are therefore using a newer job analysis approach. Instead of listing the job's duties, they are listing, in competency models (or profiles), the knowledge, skills, and experience someone needs to do the job. Such models or profiles (see Figure 4-10 shown) list the competencies employees must be able to exhibit to get their jobs done. -The competency model or profile then becomes the guidepost for recruiting, selecting, training, evaluating, and developing employees for each job. For instance, the manager hires new employees using tests that measure the profile's list of competencies, trains employees with courses that develop these competencies, and appraises performance by assessing the worker's competencies. This is illustrated in the Strategic Context feature on the next slide

Employers take several steps for effectiveness

-Most place employment information one click away from their home pages. -Applicants can submit their resumes online at most Fortune 500 firms' websites. Fewer companies give job seekers the option of completing online applications, although that's what most applicants prefer. -Furthermore, the best Web ads don't just transfer newspaper ads to the Web. As one specialist put it, "Getting recruiters out of the shrunken want ad mentality' is a big problem."

Forecasting the Supply of External Candidates

-O*NET and other Government Resources Provide Information on Macro-Economic Trends and Occupational Outlook -Economic Recession Means You Can Usually Hire Better Applicants -Occupants and Industries Also Are Constantly Changing -Forecasting the Supply of Outside Candidates is done when there is not enough skilled inside candidates to fill the anticipated openings.

Line Managers Possess Many HR Management Responsibilities

-Placing the right person in the right job -Starting new employees in the organization(orientation) -Varies depending on the organization

Responsibilities and Duties

-Primary Responsibilities (List in order of importance and list amount of time spent on task.) -Driving Sales (60%) -Achieve quantitative sales goal for assigned territory of smaller colleges and universities. -Determine sales priorities and strategies for territory and develop a plan for implementing those strategies -Conduct 15-20 professor interviews per day during the academic sales year that accomplishes those priorities.

Taxonomy of Job Analysis Data

-Psychomotor Abilities- Manual dexterity, arm/hand steadiness -Physical abilities- Strength, stamina -cognitive abiliities- intelligence, verbal comprehension -Situational abilities- ability to work under time/pressure, work alone -workflow analysis- determining where the job fits with other jobs in the organization (should this job even exist)

Responsibilities and Duties(4)

-Publishing (editorial/marketing) 25% -Report, track, and sign editorial projects. -Gather and communicate significant market feedback and information to publishing groups

New Approaches to Organizing HR

-Reorganizing the HR function of how it is organized and delivers HR serves -Shared services (transaction) HR teams-establish centralized HR units whose employees are shared by all the companies' departments to obtain advice on matters such as discipline problems. -Corporate HR teams-assist top management in top-level issues such as developing the personnel aspects of the company's long term strategic plan -Embedded HR teams- assigned to functional departments like sales and production. they provide the selection and other assistance the departments need. -Centers of Expertise - Specialized Consulting Firms with the company (e.g. Atrium formerly Carolinas Healthcare system) -ex: one survey found that 44% of the large firms surveyed planned to change how they organize and deliver HR services

Working with Recruiters

-Retaining and working with executive recruiters require some caution. In choosing and working with one, guidelines include: 1. Make sure the film can conduct a thorough search. Under their ethics code, a recruiter can't approach the executive talent of a former client for a period of 2 years after completing a search for that client. Since former clients are off limits for 2 years, the recruiter must search from a constantly diminishing pool. 2. Meet the individual who will actually handle your assignment. 3. Make sure to ask how much the search firm charges. Get the agreement in writing. 4. Make sure the recruiter and you agree on what sort of individual to hire for the position. 5. Ask if the recruiter has vetted the final candidates. Do not be surprised if the answer is, "No, I just candidates--we don't really screen them." 6. Never rely solely on any recruiter do all the reference checking. -Let them check the candidates' references, but get notes of these references in writing from the recruiter (if possible). Recheck at least the final candidates' references yourself. 7. Consider using a recruiter who has a special expertise in your specific industry--he or she may have the best grasp of who's available.

Military Personnel

-Returning and discharged U.S. military personnel provide an excellent source of trained and disciplined recruits. Yet all too often they have trouble getting placed. -ex: the unemployment rate for veterans of the second gulf war was about 10% vs 6.4% for nonveterans not too long ago. -to help remedy this tax credits to employers who hire veterans, and many employers including walmart have special programs to recruit veterans. -military also has programs to facilitate finding jobs -however the u.s. army's youth success enables someone entering the army to select a post army corporate partner as a way to help soldiers find a job after leaving the army.

Human Resource Competencies

-SHRM (Society of human resource management) introduced a new "competency model called body of competency and knowledge; it itemizes the competencies, skills, and knowledge and expertise human resource managers need: -Leadership & Navigation- the ability to direct and contribute to initiatives and processes within the organization -Ethical Practice-the ability to integrate core values, integrity, and accountability throughout all organizational and business practices -Business Acumen-ability to understand and apply information with which to contribute to the organization's strategic plan -Relationship Management-the ability to manage interactions to provide service and to support the organization -Consultation- the ability to interpret information with which to make business decisions and recommendations -Critical Evaluation- the ability to interpret information with which to make business decisions and recommendations -Global & Cultural Effectiveness-the ability to value and consider the perspectives and backgrounds of all parties -Communication- the ability to effectively exchange information with stakeholders-Resource management describes a competency as a "cluster of highly interrelated attributes)such as research design knowledge, critical thinking skill, and deductive reasoning abilities, that give rise to the behavior (such as critical evaluation)someone would need to perform a given job (in this case, HR manager) effectively-compentency model or profile then becomes the guidepost for recruiting, selecting, training, evaluating, and developing employees for each job. for ex, the manager hires new employees using tests that measure the profiles list of competencies, trains employees using test the measure the profile's list of competencies, trains employees with courses that develop these competencies, and appraised performance by assessing the worker's competencies.

Compliance is more efficient sophisticated

-Staying compliant has often been a major challenge for HR teams. -Laws and regulations are constantly changing and often require vast amounts of paperwork and information. -Compliance once required organization and dedicated IT storage capacity, but cloud based solutions have streamlined the process. -Derek Jones, Vice President of enterprise solutions at employee scheduling firm deputy, says that as technologies continue to improve and labor laws evolve, companies will increasingly turn to technology to navigate complex and sometimes politically charged compliance issues. -ex: the Fair Workweek movement has emerged as a major working class issue, with cities like New York and San Francisco passing laws that limit unpredictable work hours that can demoralize workers and make it hard for businesses to retain talent. He says companies that have employed tech solutions for this issue have been able to more effectively navigate these changing rules "businesses that embrace technology for compliance will come out on top, with more attractive recruiting and retention efforts, as well as better working conditions that improve employee engagement and increase sales," he says

Steps in using O*NET to write job descriptions

-Step 1: Review Your Plan- should flow from your departmental or company plans; do you plan to enter or exit business? what do you expect your sales to be in the next few years? which departments would have expanded or decreased -Step 2: Develop an Organization Chart-start with organization as it is now; produce a chart showing how you want it to look in a year or two. microsoftword includes an organization charting function -Step 3: Use a Job Analysis Questionnaire-gather information about each job's duties. can use job analysis questionnaires, -Step 4: Obtain Job Duties from O*NET -Step 5: List the Job's Human Requirements from O*NET-use this information to help develop a job specification for your job. use this information for recruiting, selecting, and training your employers -Step 6: Finalize the job description-write appropriate job summary for the job. -Step 7: Evaluate against job criteria

A more Strategic Role of HR

-Technology has given HR professionals tools that reduce the time they have to spend on administrative. tasks, allowing them to focus on issues that require more hands-on attention. -Before mobile apps and cloud computing, HR was defined by piles of paperwork and a constant struggle to keep up with compliance, hiring and unending stacks of employee information. By simplifying responsibilities like recruitment, record keeping and payroll, technology has significantly improved efficiency, accuracy and even employee morale. "HR's role as an administrative function will continue to shift to HR being a strategic advantage for the organization as the department continues to be supported by technology that simplifies administrative tasks and frees up our time and resources to make a more strategic impact on the organization,"

Why Is Human Resource Management Important to All Managers?

-To avoid Personnel Mistakes -Mistakes Result in Legal Cases and Loss of Productivity -You May Spend Some Time as an HR Manager -HR for Small Business-you may end up as your own human resource manager

O*NET

-U.S. Department of Labor's dictionary of occupations and occupational tasks -Excellent Tool for Initial data collection/background data -Low resources or not enough resources to conduct formal job analysis -Must still validate the data against successful job performance

Valero Energy and Continuous Monitoring

-Valero Energy created a "labor supply chain" for improving the efficiency of its workforce planning, recruiting, and hiring process. It includes an analytic tool that predicts Valero's labor needs based on past trends. And, it includes computer screen "dashboards" that show how components in the staffing chain, such as ads placed on job boards, are performing according to cost, speed, and quality. -Before implementing the labor supply chain system, it took 41 pieces of paper to bring on board an employee and more than 120 days to fill a position; each hire cost about $12,000. The new system eliminated most of the paper forms needed to hire an employee, time to fill fell below 40 days, and cost per hire dropped to $2,300.

Trends in Human Resource Management

-Workforce Demographics and Diversity Trends *will continue to become more diverse with more women, minority group members, and older workers in the workforce *many employers call "the aging workforce" a big problem, the problem is that there aren't enough younger workers to replace the projected number of baby boom-era older workers *some employers find millennials or "generation Y" employees a challenge to deal with, and not just an american phenomenon *on the other hand, millennials also bring a vast array of skills. They've grown up with social media and are expert at collaborating online. And, having grown up with Apple and Google, they're comfortable with innovation. -Trends in How People Work *work has shifted from manufacturing jobs to service jobs to service jobs to service jobs in North America and Western Europe. *on-demand workers-today, more and more companies like Uber, Elance, and Airbnb, employees aren't employees at all, but are freelancers and independent contractors who work when they can on what they want to work on, when the company needs them. *human capital-employers' growing emphasis on their workers' knowledge, education, training, skills, and expertise. *service jobs like consultant and lawyer always emphasized education and knowledge. *IT related businesses like google and facebook *bank tellers, retail clerks, bill collectors, mortgage processors, and package deliverers today need a level of technological sophistication they wouldn't have needed a few years ago -Globalization Trends *extending their sales, ownership, and/or manufacturing to new markets abroad. *toyota builds camrys in kentucky, while apple assembles IPhones in China *increased international competition. -Economic Trends *a measure of the United States of America's total output--boomed between 2001 and 2007 *home prices leaped as much as 20% per year *unemployment remained docile at about 4.7% *then around 2007-2008, all these measures fell of a cliff. *happened because many governments stripped away rules and regulations *ex: in America and Europe, the rules that prevented commercial banks from expanding into new businesses such as investment banking were relaxed -Technology Trends *technology most characterizes the trends shaping human resource management today. *ex: the consulting firm Accenture estimates that social media connections via tools like LinkIn will soon produce as many as 80% of new recruits--often letting line managers bypass the human resource management unit. *5 types of digital technologies are driving this transfer of functionality from HR professionals to automation. -employers increasingly use social media tools such as twitter, facebook, and linkIn to recruit new employees -mobile applications, to monitor employee location and to provide digital photos at the facility clock-in location to identify workers *gaming, support many new training applications, and websites such as Knack, Gild, and True Office enable employers to inject gaming features into training performance appraisal, and recruiting *cloud computing, and more intuitive user interfaces enable employers to monitor and report on things like a team's goal attainment and to provide real-time evaluative feedback. *data analytic/talent analytics, using statistical techniques, algorithms, and problem solving ex: one employer reportedly operated for many years on the assumption that what mattered was the school the candidate attended, the grades they had, and their references. a retrospective talent analytics study showed that these traits didn't matter at all. what mattered were things like: their resumes were grammatically correct, they didn't quit school until obtaining some degree, they were successful in prior jobs, and they were able to succeed with vague instructions -technological change is also affecting the nature of jobs

What about Upper Management/C Suite/Executives?

-Workforce planning should logically culminate in a workforce plan. -this plan lays out the employer's projected workforce and skills gaps, as well as staffing plans for filling these gaps.

Writing Job Descriptions

-Written statement of what the worker actually does, how he or she does it, and what the job's working conditions are. You use this information to write a job specification; this lists the knowledge, abilities, and skills required to perform the job satisfactorily -a well-thought out job description might benefit everyone involved. -ex;parents knowing that supporting early-childhood learning is so important might put more effort into finding and training the child's caregiver. child might benefit from a more nurturing environment, and caregiver would gain if, after recognizing how many challenging tasks she responsible for

After the Job Analysis

-You know the major tasks and duties that are necessary for good job performance -you also identify KSAOs that are likely to be related to the tasks and duties of the job -If the purpose of the job analysis is for selection, we are now ready to recruit applicants

What are competencies

-a competency is the capability of applying or using knowledge, skills, abilities, behaviors, and personal characteristics to successfully perform critical work tasks, specific functions to operate in a given role or position

Job

-a group of positions and duties that are identical with respect to their significant or major tasks and sufficiently alike to justify their being covered by a single job analysis -Check-Out Clerk

job descriptions

-a list of what the job entails

Example KSAOs (example 2)- skills

-active listening -social perceptiveness -speaking -service orientation -coordination

evidence may come from

-actual measurements (such as, how did the trainees like this program?) -existing data (such as, what happened to company profits after we installed this training program?) -research studies (such as, what does the research literature conclude about the best way to ensure that trainees remember what they learn?) -Sometimes, companies translate their findings into what management gurus call high-performance work systems, which are "sets of human resource management practices that together produce superior employee performance."

who needs succession planning?

-all organization, no matter their size, need succession planning. while it isless likely that you will have potential successors for every role in a ten-person company, you can minimally cross-train. Cross-training ensures that employees are prepared to babysit the key job when the employee resigns. This keeps responsibilities from falling through the cracks. This will keep the mission on track if a key employee leaves. It's not as effective as having a fully trained employee, but that is not always possible for every role.

Markov analysis

-also a method that involves creating a matrix that shows the probabilities that employees in the chain of feeder positions for a key job (such as from junior engineer, to engineer, to senior engineer, to engineering supervisor, to director of engineering) will move from position to position and therefore be available to fill the key position.

-structured and unstructured interviews

-always use structured interviews, and unstructured interviews is where you are going to let bias determine your decisions

what are HR audits

-an analysis by which an organization measures where it currently stands and determines what it has to accomplish to improve its HR function. -ensures that the firm is adhering to regulations, on what and when each employee was paid. -review payroll data, focusing on what and when each employee was paid. -whether records are in order (medical records, separate from resumes -review employer's handbooks and policies, and family and medical leave policies.

Personnel replacement charts

-are another option, particularly for the firm's top positions. -They show the present performance and promote ability for each position's potential replacement

Digital and social media tools and the new human resource management

-are changing how people look for jobs, and how companies recruit, retain, pay, and train employees -career sites now make the inner workings of employers more transparent than they've ever been. -Sites such as glassdoor, career bliss, career leak, and jobBite let their members share insights into hundreds of thousands of employers, including specific company by company commentaries, salary reports, and CEO approval ratings

private agency

-are important sources of clerical white-collar and managerial personnel -they charge fees (set by state law and posted in their offices) for each applicant they place -most are "free paid" in which the employer pays the fee -use one if: 1.your firm doesn't have its own human resources department and feels it can't do a good job recruiting and screening 2. you must fill a job quickly 3. there is a perceived need to attract more minority or female applicants 4. you want to reach currently employed individuals, who might feel more comfortable dealing with agencies than with competing companies 5. you want to reduce the time you're devoting to recruiting

applicant tracking systems (ATS)

-are online systems that help employers attract, gather, screen, compile, and manage applicants. -also provide other services, including requisitions management (for monitoring the firm's open jobs), applicant data collection (for scanning applicants' data in to the system), and reporting (to create various recruiting-related reports such as cost per hire and hire by source.

On-demand recruiting services (ODRS)

-are recruiters who are paid by the hour or project, instead of a percentage fee, to support a specific project. -ex* when the hr manager for a biotech firm had to hire several dozen people with scientific degrees and experience in pharmaceuticals, she used an ODRSfirm. -a traditional recruiting firm might charge 20% to 30% of each hire's salary. The ODRS firm changed by time, rather than per hire. it handled recruiting and prescreening, and left the client with a short list of qualified candidates.

Executive Recruiters (Headhunters)

-are special employment agencies employers retain to seek out top management talent for their clients. The percentage of your firm's positions filled by these services might be small. However, these jobs include key executive and technical positions. For executive positions, headhunters may be your only source of candidates. The employer always pays the fees. -there are contingent and retained executive recruiters. -members of the association of executive search consultants usually focus on executive positions paying $150,000 or more and on "retained executive search." they are paid regardless of whether the employer hires the executive through the search firm's efforts. -contingency-based recruiters tend to handle junior-to middle-level management job searches in the $80,000 to $160,000 range. -recruiter fees are dropping from the usual 30% or more of the executive's first year pay. -working with recruiters -internal recruiting pg 147

situational questions

-asking about hypothetical behavior, if you had a angry customer yelling at you, why would you do.

Line and Staff Managers

-authority-the right to make, decisions, direct others work, and give orders -Line authority(line manager) gives you the right to issue orders -creates a superior (order giver) subordinate (order receiver) relationship. -line manager- a manager who is authorized to direct the work of subordinates and is responsible for accomplishing the organization's tasks -ex: when the vice president of sales tells her sales director to "get the sales presentation ready by Tuesday," she is exercising her line authority -Staff authority(staff manager) gives you the right to advise others in the organization; creates an adversary relationship pg.5-(people associate line managers with managing departments (like sales and production) -staff manager-a manager who assists and advises line managers. -generally run departments that are advisory or supportive, like purchasing and human resource management. -hr managers are usually staff managers. they assist and advise line managers in areas like recruiting, hiring, and compensation. Ex: when the hr manager suggests that the plant manager use a particular selection test, he or she is exercising staff authority.

knowledge based questions

-bank teller job, asking to do math problems during interview

Example KSAOs (example 1)-knowledge

-basic mathematics -Clothing trends -products -english language -company policies

alternative staffing

-basically, the use of nontraditional recruitment sources. -other alternative staffing arrangements include "in-house temporary employees" (people employed directly by the company, but on an explicit short-term basis) and "contract technical employees" (highly skilled workers like engineers, who are supplied for long-term projects under contract from an outside technical services firm).

talent management

-begins with understanding what jobs need to be filled, and the human traits and competencies employees need.

Business process reengineering

-business process reengineering means redesigning business processes, usually by combining steps, so that small multifunction teams, often using information technology, do the jobs formerly done by a sequence of departments.

-History on competencies

-competencies were proposed in 1973 by McClelland -Dissatisfaction with personality and intelligence tests inability to predict behavior outside of educational contexts. Remember that context matters! -Competencies for specific jobs would grow too big to be useful, instead competencies were envisioned as broad ranging KSAOs -Traditional job analysis methods are difficult to account for complex professional work

Reasons of having a profitable organization

-competitive advantages

Example KSAOs (example 4)-other

-conscientiousness -extraversion -adaptability -emotion regulation -patience

task statement

-describes what the worker does on each of a main job duty's separate job tasks and how the worker does it.

compensation managers

-develop compensation plans and handle the employee benefits program

Telecommuters

-do all or most of their work remotely, often from home, using information technology. For ex, JetBlue Airways uses at-home agents to handle its reservation needs. These JetBlue employee "crew members" live in the Salt Lake City Area and work out of their homes. They use JetBlue-supplied computers and technology, and receive JetBlue training.

Avoid personnel mistakes

-dont want to: -have your employees not doing their best -to hire the wrong person for the job -to experience high turnover -to have your company in court due to your discriminatory actions -to have your company cited for unsafe practices -to let a lack of training undermine your department's effectiveness -to commit any unfair labor practices

how has technology changed HR

-effect of social media today in HR, is completely positive or for negative, it's really unclear and a lot that we still don't know about social media increasing uncertainty and ability.

why effective recruiting is important

-employee recruiting-means finding and/or attracting applicants for the employer's open positions. -recruiting is important. if only 2 candidates apply for 2 openings, you may have little choice but to hire them. But if 10 or 20 applicants appear you can use techniques like interview and tests to screen out all but the best. -not just recruiting but effective recruiting that's important.(when asked after the initial job interview why they thought a particular company might be a good fit, 39 mentioned the nature of the job, but 23 said they'd been turned off by the recruiters. -ex* some were dressed sloppily; others were "barely literate"; some were rude; and some made offensive comments. -even the employer's "brand" or reputation will impact recruiting success. -most obviously, it is futile to recruit if the employer's reputation is that it's an awful place to work. pg 136

construct validity

-essentially tries to indicate whether we are actually measuring what we aim to measure. -is "the degree to which a test measures what it claims or purports, to measuring" Ex: does an IQ test really determine intelligence or some other skill? It is used in the selection process as it is important to know whether the measures used during the process truly reflect job performance. The term construct indicates psychological traits tested in the selection process such as leadership, mechanical ability, intelligence and so on. These traits are listed under the job specifications section of the job design. -is determined by a strong statistical correlation between the job measure and the selection procedure.

public agency

-every state has a public, state-run employment service agency. The U.S. Department of labor supports these agencies, through grants and through other assistance such as a nationwide computerized job bank. -the national job bank enables agency counselors to advise applicants about available jobs in other states as well. -some employers have mixed experiences with public agencies. for one thing, applicants for unemployment insurance are required to register and to make themselves available for job interviews. some of these are not interested in returning to work, so employers end up up with applicants who have little desire for immediate employment. pg143

department of labor (DOL) procedure

-experts at the U.S. Department of Labor did much of the early work developing job analysis. They used their results to compile what was, for many years, the Bible of job descriptions, the dictionary of occupational titles. This mammoth book contained detailed information on virtually every job in America. Internet-based tools have largely replaced the Dictionary. However, the U.S. Department of Labor job analysis procedure remains a good example of how to quantitatively rate, classify, and compare jobs

The takeway from competencies

-experts generally agree that job analysis describes jobs as they currently exist, while competency modeling accounts for changes in jobs in the future -competency modeling can be strategic -competency modeling can drive cultural change in the organization when competencies cut across organizational levels

external sources for job candidates

-external hires tend to come in at higher salaries than do those promoted internally, and some apparent "stars" hired from outside may turn out to have excelled more because of the company they came from than their own skills. -employers can't always get all the employees they need from their current staff, and sometimes they just don't want to. We look at the sources firms use to find outside candidates next.

Internal sources for job candidates

-filling open positions with inside candidates has advantages. -there is really no substitute for knowing a candidate's strengths and weaknesses, as you should after working with him or her for some time. -current employees may also be more committed to the company. -morale and engagement may rise if employees see promotions as rewards for loyalty and competence. -inside candidates should require less orientation and (perhaps) training than outsiders

Company "Splash" Pages

-firm recruitment webpages often termed "careers" -splash pages contain signals for potential applicants ex: page is simple and straight forward, but provide a ton of value. Large photo links to career sections and features like their career blog, filled with tips on work and jobs. A single click takes you to a registration page from the "start here" link at the top, giving you the opportunity to become a part of their talent pool. -they also feature a careers newsletter you can subscribe to that doesn't just list job opportunities, but customizes the content to fit your career interest! -ex II: page is deceptively simple, but it quickly opens up to give you tons of information about jobs, the company, and a cool little menu box with this header: "what do you want to do at geico?" Options include; create, sell, delight, lead and strategize. -right on the front page, you will find a link to get job alerts, which leads to a form that puts you into the geico talent pool and allows yo to receive updates on career opportunities. It's customizable by role and allows for alerts to be either emailed, or sent via text to your phone!

Theories of Recruitment

-firms send signals to potential applicants -individuals evaluate these signals positively or negatively informing whether they apply

Example KSAOs (example 3)- abilities

-hand dexterity -speaking clearly -oral expression -order information -reading comprehension -visual ability

analytics drive better performance management

-has long been an important HR function. -HR pros have driven the process, monitoring performance, collecting supervisory feedback and facilitating regular employee reviews. Technology is has streamlined the process and eliminated a lot of unnecessary steps, but the next data-driven phase of performance management is upon us. -HR will see a new level of data competency in 2019 with the rapid and widespread adoption of people analytics that help managers and executives make decisions about their workforce. "The raw data pulled from analytics can be used to create actionable insights and ultimately support data-driven decisions around promotions or compensation, development and success planning, and agile cross-functional team staffing," -HR teams can apply analytics to sentiment data generated from hundreds of interactions between employees and managers as part of the performance management process. Analyzing sentiment data helps HR to identify opportunities for coaching. -"though people analytics won't replace the human elements of HR, 2019 will see them complement humans more than ever before and become an extension of the team,"-analytics can produce striking profitability results. For example, best buy used talent analytics to discover that a 0.1% increase in employee engagement led to a more $100,000 rise in a best buy store annual operating income. Employers use talent analytics to answer several types of talent management questions. -human capital facts-ex* what are the key indicators of my organization's overall health?" JetBlue found that employee engagement correlated with financial performances-analytical HR-ex* "which units, departments, or individual need attention?" Lockheed Martin collects performance data in order to identify units needing improvement.-Human Capital investment analysis-ex* "which actions have the greatest impact on my business?" By monitoring employee satisfaction levels, Cisco was able to improve its employee retention rate from 65% to 85% saving the company nearly $50 million in recruitment, selection, and training cost. pg81

Promotion from Within

-hiring from within contributes to higher levels of engagement -becoming rarer as internal labor markets are dismantled -employees already have tacit knowledge -a manager interested in fostering his or her employees' engagement can draw several useful guidelines from FedEx's promotion-from-within system: show a genuine interest in your employees' career aspirations; provide career-oriented appraisals; see that our employees have access to the training they need to develop themselves; and balance your desire to keep good employees with the benefits of helping them learn of and apply for other positions in your company.

specifications based on judgement

-how does one make such "educated guesses"? -could simply review the job's duties, and deduce from those what human traits and skills the job requires. -can also choose human traits and skills from those listed in Web-based job descriptions like those at www.jobdescription.com -use common sense, don't ignore the behaviors that may apply to almost any job but that might not normally surface through a job analysis -generic work behaviors that he found to be important to all jobs included thoroughness, attendance, unruliness, and scheduling flexibility (offers to stay late when store is busy)

if rigorous like a good job analysis then should be legally defensible

-however, can you argue that predictions associated with strategic planning is a business necessity? We don't know yet -the bottom line: ensure that your competency model used rigorous methods, similar to job analysis

if rigorous like a good job analysis then should be legally defensible

-however, can you argue that predictions associated with strategic planning is a business necessity? we don't know yet -the bottom line: ensure that your competency model uses rigorous methods, similar to job analysis. -appropriate for professional and managerial jobs -due to job complexity -each job should have between 7-9 competencies -may cut across the organization -competencies may be grouped

Human resource manager certification

-hr managers use certification to demonstrate their mastery of contemporary human resource management knowledge and competencies -managers have at this writing, at least two testing processes to achieve certification -PHR- professional in Human resources -SPHR- Senior Professional in Human Resources -SHRM- now has its own competency and knowledge-based testing*exam is built around the shrm body of competency and knowledge model which includes functional knowledge and skills as well as competencies

hr and performance measurement

-human resource managers use performance measures (or "metrics) to validate claims ex: median HR expenses as a percentage of companies total operating costs average just under 1%. *can come from actual measurements (such as, how did the trainees like this program?) *existing data (such as, what happened to company profits after we installed this training program?) *published research studies (such as, what does the research literature conclude about the best way to ensure that trainees remember what they learn?) *high-performance work systems, "sets of human resource management practices that together produce superior employee performance. ex: highly trained self-directed teams produce high precision aircraft parts *add value-boosting profits and performance, benefit plans,- helping the firm and its employees improve in a measurable way as a result of the human resource manager's actions

review your plan

-ideally, the jobs you need should flow from your departmental or company plans. -do you plan to enter or exit businesses? what do you expect your sales to be in the next few years? -what departments will have to be expanded or reduced? -what kinds of new positions will you need?

competitive strategy

-identifies how to build and strengthen the business unit's long term competitive position in the marketplace -how pizza hut will compete with papa johns, or how walmart will compete with target

functional strategy

-identify what each department must do to help the business accomplish its strategic goals. ex: for P&G to make its oil of olay products a top-tier brand, and its product development, production, marketing, sales, and HR departments must engage in activities that are consistent with this unit's high quality mission.

what is the competency model for?

-if for changing behavior of strategic decision makers then probably fine, if as the basis for selection or other employment decision then read on

forecasting the supply of outside candidates

-if there won't be enough skilled inside candidates to fill the anticipated openings (or if you want to go outside for another reason), you will turn to outside candidates. -availability depends first on the manager's own sense of what's happening in his or her industry and locale. -ex;unemployment rates above 7% a few years ago signaled to HR managers that finding good candidates might be easier. -manager then supplements such observations with formal labor market analyses. -ex; look for economic projections online from the U.S. congressional budget -may also want to forcast specific occupations

External labor markets

-imply that workers move somewhat fluidly between firms and wages are determined by some aggregate process where firms do not have significant discretion over wage setting. -benefits extend beyond happier managers and employees. Having a vibrant internal labor market enables HR and talent management leaders to be strategic about which roles to fill externally. -is conducted to calculate the base rate being offered by our client's competitors for specific jobs performing similar roles and essential functions Ex: creating a strong social media presence, not only as a company branded channel, but also through the individual members of the HR and Marketing teams. through these channels, team members can promote outstanding work, and also create a more personal voice to connect with prospective clients and hires.

Notify in case of emergency

-in is generally legal to require the name, address, and phone number of a person to notify in case of emergency. However, asking the relationship of this person could indicate the applicant's marital status or lineage.

How competencies differ from job analysis?

-in some ways it does not, varies by organization -some organizations use broad competencies to link all jobs in the organization and align those competencies with the strategy of the organization -ex; might interview incumbents and their supervisors and ask open ended questions regarding job responsibilities and activities, but instead of compiling lists of job duties, your aim is to finish the statement "in order to perform this competently , the employee should be able to.." use your knowledge of the job to answer this, or the worker's or supervisor's insights, or use information from a source such as onet

how does competency differ from job analysis

-in some ways it does not, varies by organization -some organizations use broad competencies to link all jobs in the organization and align those competencies with the strategy of the organization. -experts generally agree that job analysis describes jobs as they currently exist, while competency modeling accounts for changes in jobs in the future -competency modeling can be strategic -competency modeling can drive cultural change in the organization when competencies cut across organizational levels.

external has increased more than internal

-inbreeding is a potential drawback, if perspectives are required -inside applicants can also be a waste of time, since often the department manager already knows whom he or she wants to hire. -rejected inside applicants may become discontented; telling them why you rejected them and what remedial actions they might take is crucial. -there are some practical rules to use in determining whether to go outside or promote from within -ex* if you need specific skills that aren't currently available in your company, or have to embark on a tough turnaround, or face a situation in which your current succession planning or skills inventory systems, have the skills you need internally, and have a unique and strong company culture, then look within.

Application Guidelines

-ineffective use of the application can cost the employer dearly. -Employers should carefully review their application forms to ensure they comply with equal employment laws. -Questions to review include those asking about: -employment history -education -job experience

Human behaviors

-information about human behaviors the job requires, like sensing, communicating, lifting weights, or walking long distances.

work activities

-information about the job's actual work activities, such as cleaning, selling, teaching, or painting. This list may also include how, why, and when the worker performs each activity.

Performance standards

-information about the jobs performance standards (in terms of quantity or quality levels for each job duty, for instance)

Machines, tools, equipment, and work aids.

-information regarding tools used, materials processed, knowledge dealt with or applied (such as finance or law), and services rendered (such as counseling or repairing).

Internships

-internships can be win--win situations. For students they can mean honing business skills, learning more about potential employers, and discovering one's career likes (and dislikes). And employers can use the interns to make useful contributions while evaluating them as possible full-time employees. A recent study found that about 60% of internships turned into job offers. -Unfortunately, some internships turn into nightmares. -many interns, particularly in industries like fashion and media, report long unpaid days doing menial work -new york times recently quoted one company's manager as saying "we need to hire 22-22-22" in other words a 22 year old willing to work 22 hours days for 22,000.

-mass interviews

-interviewing more than one person at the same time.

Equal employment opportunity (EEO) representatives or affirmative action coordinator

-investigate and resolve EEO grievances, examine organizational practices for potential violations, and compile and submit EEO reports

workflow analysis

-is a detailed study of the flow of work from job to job in one identifiable work process (such as processing a mortgage application) -analysis may lead to changing or "reengineering" the job.

Position Analysis Questionnare

-is a very popular quantitative job analysis tool, consisting of a questionnaire containing 194 items; each represent a basic element that may play a role in the job. -194 items: 187 focus on generic issues related to a job, 7 deal with pay issues -Generic tool that can classify a wide range of jobs -6 divisions -information to perform a job -mental process used on the job -Actual output of the job -Relationships with other people -Relationships with job contexts -Relationships with other job characteristics

Human Resources

-is an organizational function related to the procurement and retention of talented employees -How it Works -all companies deal with Human Resources in some form or another even if they don't have dedicated human resource departments. That's because Human Resources goes far beyond hiring; the function also deals with (among other things) maintaining morale within the organization; creating motivational compensation plans; creating and maintaining performance-appraisal programs; ensuring that important information about benefits, laws, and employment issues is disseminated; and helping employees maintain and develop their skills.

criterion validity

-is associated with the extent to which one measure is related to one outcome. It is used to assess that if a test showcases some specific set of abilities. -this is a type of validity that is used to determine the relationship between a predictor and a criterion. -The strength of relationship, or correlation is measured with the criterion-related validity coefficient. -to use criterion-related validity for any test, the first step is to calibrate it with respect to a known standard. ex: this type of validity can be used as a test of measure of work performance in a departmental store. Some indicators of employee performance can be absence, ratings given by supervisor, length of employee service, number of errors made and laziness. To validate the relationship between employee performance and any of the above mentioned criterion, the supervisor will have to choose one of the criterion, and then show a statistically significant relation between the work performance and the criterion, say the number of errors made in a year. Another example would be the relationship displayed by the test scores of candidates with their leadership traits in a test for being an effective manager.

Physical handicaps

-is is usually illegal to require the listing of an applicant's physical handicaps or past illnesses unless the application blank specifically asks only for those that "may interfere with your job performance." -similarly, it is generally illegal to ask if the applicant has received workers' compensation.

Content Validity

-is the credibility of a survey or assessment questionnaire. This is particularly useful to HR professionals to measure the effectiveness of an employee shortlisting/selection process test. It emphasizes that a selection test should be relevant to the skills and knowledge required for performing the job. Thus a test with proper content validity ensures that the selected candidate will be judged on all aspects that are essential for performing the job properly and in turn helps in identifying the most suitable one. Ex: A school is looking for a new science teacher. After screening through various candidates, the authorities select what they believe to be the best candidate. However, the student's feedback of the teacher comes out to very poor. -On examining the whole recruitment process, they soon understand where they went wrong. In the selection test, majority of the questions were chemistry based. As a result, the selected candidate came out to the one who was most proficient in chemistry. However, the same teacher was made to take classes of physics and biology along with chemistry. Thus it was made to select a good chemistry teacher and did not take into account all the knowledge and skill required for the job in question.

test validity

-is the degree to which there predictors will actually be accurate. This process to verify this degree is known as validation. The process shows a significant statistical relationship between the predictor that the employer is using and the criterion measure the employer wants to use as yard stick. It is important to note here that criterion measures for job success have different meanings for different employer and it is really important that these are in sync with the talent management philosophy of the organization.

Validity

-is the difference between what a selection test actually measures and what it aims to measure. -Validity is defined as 'the agreement between a test score or measure and the quality it is believed to measure' -The validity of a particular test used for assessment is really important since it has a huge impact on the results. These tests can be both for selection or appraisal and the continued use of tests-which are not valid for the organization-reflects poorly on the talent management of the organization. -Test validity helps the manager to understand the market that he is looking at that in turn helps him design the employer branding. -Each test has certain tools that try to predict the performance of a potential employee at the time of selection. Predictors are information points that an employer gets from a potential employer gets from a potential employee about himself or herself. These information points can come in from application forms, online assessment tests, psychometric tests and various other methods. -These predictors try to verify the criterion measures stated below: a. will the core competences of the potential employee map to the job description b. will he be able to adjust himself to the work culture c. job products d. job outcomes

Job analysis

-is the procedure through which you determine the duties and skill requirements of a job -Job analysis underlies each of the major human resource functions -produces information for writing job descriptions (a list of what the job entails) and job specifications (what kind of people to hire for the job).-identifies the duties and human requirements of each of the company's jobs.

Evidence based human resource management

-is the use of data, facts, analytics, scientific rigor, critical evaluation, and critically evaluated research/case studies to support human resource management proposals, decisions, practices, and conclusions -HR is NOT an Art, but rather a Science! -evidence-based human resource management means using the best-available evidence in making decisions about the human resource management practices you are focusing on

Job content

-it contains information about various job activities included in a specific job. it is a detailed account of actions which an employee needs to perform during his tenure. -Duties of an employee -what actually an employee does -machines, tools and equipments to be used while performing a specific job -additional tasks involved in a job -desired output level (what is expected of an employee?) -type of training required

Recruitment and Selection

-job analysis is important because it supports just about all Human Resources management activities -information about what duties the job entails and what human characteristics are required to perform these activities helps managers decide what sort of people to recruit and hire.

validation test

-job analysis, development test, administer test, and correlate performance from test to job performance and should see positive correlation

What to collect during Job Analysis

-job content -job context -job requirements

job identification

-job title specifies the name of the job, such as the supervisor of data processing operations, or inventory control clerk. -the fair labor standards act (FLSA) status section identifies the job as exempt or nonexempt. (under the flash, certain positions, primarily administrative and professional, are exempt from the act's overtime and minimum wage provisions.) Date is the date the job description was actually approved -there may also be a space to indicate who approved the description and perhaps a space showing the location of the in terms of its facility/division and department. -section might also include the immediate supervisor's title and information regarding salary and/or pay scale. there might also be space for the grade/level of the job, if there is such a category

Job analysis identifies

-knowledge -skills -abilities -Other characteristics for job performance

structured interviews

-many managers use questionnaire to guide the interview. -includes questions regarding matters like the general purpose of the job; supervisory responsibilities; job duties; and education, experience, and skills required. -such structured lists are not just for interviews. Job analysts who collect information by personally observing the work or by using questionnaires--two methods explained later--can also use structured lists -pros and cons- the interview's wide use reflects its advantages. it's a simple and quick way to collect information. However there are con's as well, Distortion of information is the main problem.

recruiting via the internet <pros&cons>

-may receive too many applications -Pros- Online recruiting generates more responses quicker and for a longer time at less cost than just about any other method. And, because they are richer and more comprehensive in describing the jobs, Web-based ads have a stronger effect on applicant attraction than do printed ads. *Cons- on line recruiting has two potential problems. First, older people and some minorities are less likely to use the internet, so online recruiting may inadvertently exclude more older applicants (and certain minorities). -The 2nd problem is internet overload: Employers end up deluged with resumes. Self-screening helps: the Cheesecake Factory posts detailed job duties listings, so those not interested needn't apply. Another approach is to have job seekers complete a short online prescreening questionnaire, then use it to identify those who may proceed in the hiring process. -Most employers also use applicant tracking systems, to which now turn.

job enlargment

-means assigning workers additional same-level activities. Thus, the worker who previously only bolted the seat to the legs might attach the back too.

ratio analysis

-means making forecasts based on the historical ratio between (1) some casual factor (like sales volume) and (2) the number of employees required (such as number of sales people). -ex; suppose a salesperson traditionally generates 500,000 in sales. if the sales revenue to salespeople ratio remains the same, you would require six new salespeople next year (each of whom produces an extra $500,000) to produce a hoped-for extra $3 million in sales. -assumes that things like productivity remain about the same. if sales productivity were to rise or fall, the ratio of sales to sales people would change.

job enrichment

-means redesigning jobs in a way that increases the opportunities for the worker to experience recognition--and therefore more motivation. It does this by empowering the worker--for instance, by giving the worker the skills and authority to inspect the work, instead of having supervisors do that. Herzberg said empowered employees would do their jobs well because they wanted to, and quality and productivity would rise. That philosophy, in one form or another, s the theoretical basis for the team-based self-managing jobs in many companies around the world today.

trend analysis

-means studying variations in the firm's employment levels over the past few years. -ex; compute the number of employees at the end of each of the last 5 years in each subgroup (like sales, production, secretarial,and administrative) to identify trends. -can provide an initial rough estimate of future staffing needs -employment levels rarely depend just on the passage of time. -other factors (like productivity and retirements,) and changing skill needs will influence impending workforce needs.

Video resumes.

-more candidates are submitting video resumes, a practice replete with benefits and threats. To facilitate using video resumes, several websites compile multimedia resumes for applicants. The danger is that a video makes it more likely that rejected candidates may claim discrimination.

internal recruiting

-more employers are bringing management recruiting in house. They still use executive recruiters such as Heidrick and struggles to conduct top officer (CEO and president) and board member placements, and to conduct confidential searchers

non profit agencies

-most (nonprofit) professional and technical societies, such as the institute for electrical and electronic engineers (IEEE), have units that help members to find jobs. -many special public agencies place people who are in special categories, such as those who are disabled.

Recruiting via the Internet

-most employers recruit through their own websites, or through online job boards such as indeed and careerbuilder ex: careerbuilder.com iphone application let someone search nearly 2 million jobs on careerbuilder.com, the largest U.S. job site. -users may search by keyword, read job descriptions and salaries, save to a list of favorites, and email job links to anyone on their contact list. -online recruiting is getting more sophisticated -ex* virtual office tour; in china the local office of accountants deloitte touche tohmatsu limited posted a virtual office tour on weibo (similar to twitter messaging service) people vising the site can virtually enter each of the company's offices in Asia, walking through meeting rooms and talking virtually with local employees, to get a feel for what working in that office is like. -can reach a wide audience -may discriminate against older applicants -may receive too many applications

succession planning

-most firms call the process of deciding how to fill executive jobs -is the ongoing process of systematically identifying assessing, and developing organizational leadership to enhance performance. -it entails 3 steps: identify key position needs, develop inside candidates and assess and choose those who will fill the key positions -based on the company's strategic and business plans, top management and the human resource director identify what the company's future key positions and "high potentials," reviewing the company's current talent, and creating (based on the company's strategy skills profiles for the key positions -after identifying future key positions, management turns to creating candidates for these jobs. "creating" means identifying inside or outside candidates and providing them with the developmental experiences through internal training and cross-functional experiences. -requires assessing these candidates and selecting those who will actually fill the key positions. pg 135-employers develop high potential employees through internal training and cross-functional experiences, job rotations, external training , and global/regional assignments-finally, succession planning requires assessing these candidates and selecting those who will actually fill the key positions.

panel interview

-multiple people interviewing you at the same time.

use a job analysis questionnaire

-next, gather information about each job's duties (you can use job analysis questionnaires,

predictive workforce monitoring

-often involves paying continuous attention to workforce planning issues. -staffing department works with the firm's business heads twice a year to assess workforce needs--both immediate and up to 2 years in the future. -Boeing Corp considers various factors when predicting talent gaps as part of its workforce modeling process. -include boeing workforce characteristics such as age, retirement eligibility for employees with various skills, economic trends, anticipated increases or decreases in staffing levels, and internal transfers and promotions

we can summarize important trends to this point as follows

-one big consequence of globalized competition, economic and demographic trends, and the shift to high-tech and service jobs is the growing emphasis by employers on getting the best form their "human capital," in other words, from their workers' knowledge, education, training, skill, and expertise.- the big change is that even "traditional" manufacturing jobs like assembler are increasingly high-tech. -so in our increasingly knowledge-based economy".... the aquisition and development of superior human capital appears essential to firms 'profitability and success.-for managers the challenge here is that they have to manage such workers differently.

-sequential interview

-one day you sit with hiring, next day hr,next day executive in the company, passing through hurdles that way

traditional interview

-one on one interview

Process of Job analysis

-organizational analysis -select representative positions -collect data -review collected data -developing job description -developing job specification

Walk-ins

-particularly for hourly workers, walk-ins--direct applicants made at your office-- are a big source of applicants. sometimes posting a "Help Wanted" sign outside the door may be the most cost-effective way of attracting good local applicants. Treat walk-ins courteously, for both the employer's community reputation and the applicant's self-esteem. -good business practice requires answering all applicants' letters of inquiry promptly.

behavioral questions

-past behavior

talk about it (discussion)

-pick a job that someone with whom you are familiar is doing, such asa bus driver, mechanic, and so on. Review the O*NET information for that job. to what extent does the person seem to have what it takes to do that job, based on the O*NET information? How does that correspond to how he or she is actually doing?

training specialist

-plan, organize and direct training activities.

Strategy and Workforce Planning

-planning should align with the strategic goals of the company -ex: plans to enter new businesses, to build new plants, or to reduce activities will all influence the number of and types of positions to be filled. At the same time, decisions regarding how to fill these positions will impact other HR plans, for instance, training and recruitment plans -corporate level planning;identifies the portfolio of businesses that in total, comprise the company and how these businesses relate to each other -competitive planning -functional planning

workforce planning and forecasting

-process of deciding what positions the firm will have to fill, and how to fill them. -identify and address the GAPS between the employer's workforce today, and its projected workforce needs. -workforce planning should precede recruitment and selection

Strategic workforce planning

-process of deciding what positions the firm will have to fill, and how to fill them. -aim is to identify and address the gaps between the employer's workforce today, and its projected workforce needs. -should precede recruitment and selection ex; reviews the client's business plan and workforce data, how sales influence staffing levels (better understand how projected business plan changes may influence the clients headcount and skills requirements. -identify what positions the firm will have to fill and potential workforce gaps, by making workforce supply and demand projections; this helps them understand what new future positions they'll have to fill, and what current employees may be promotable into those positions. -develop workforce strategic plan; here they prioritize key workforce gaps (such as, what positions will have to be filled, and who do we have who can fill them?) identify specific plans for filling any gaps -finally, they implement the changes ex; new recruiting and training programs), and use various metrics to monitor the process.

Employment Agencies

-public -nonprofit agencies -privately owned agencies -increasingly popular among employers

what does job analysis identify

-qualification -duties and responsibilities -working conditions -KSAOs -identifies duties and human requirements of each of the company's jobs

offshoring and outsourcing jobs

-rather than bringing people in to do the company's jobs, outsourcing and offshoring send the jobs out. -outsourcing means having outside vendors supply services (such as benefits management, market research, or manufacturing) that the company's own employees previously did in-house -offshoring-means having outside vendors or employees abroad supply services that the company's own employees previously did in-house

Why Effective Recruiting Is Important

-recruiting is important. If only two candidates apply for two openings, you may have little choice but to hire them. But if 10 or 20 applicants appear, you can use techniques like interviews and tests to screen out all but the best. -Effective recruiting allows a company to fill open positions while their competitors may have missed solid opportunities. If, for ex, you fill open positions 50% faster than industry average, you are more likely to get better taken onboard more quickly. -Some recruiting methods are superior to others, depending on the job and depending on non-recruitment issues and policies such as pay. -Even the employer's "brand" or reputation will impact recruiting success. Obviously, it is futile to recruit if the employer's reputation is that it's an awful place to work.

AI is making recruitment smarter<technology changes>

-recruiting new hires is a time-consuming and costly process, but thanks to automation and AI it's getting easier to find skilled people who are a great fit for your company. -From automated resume screeners to robot interviewers, a wave of these tech solutions for recruiting has hit the market. -"AI is starting to outperform humans at making hiring decisions in certain areas, such as evaluating hard skills," says Hard Taggar, co-founder and CEO of Tripiebyte, which offers a credentials-blind process for evaluating engineers. -GoodHire, says machine learning and Al are changing the way the company recruits, hires and onboard new employees. -ex, she says, the company recently used a tech tool called Entelo to find qualified engineers in a more targeted way during a high-volume hiring period. "We were able to reach out directly via email vs posting on LinkedIn, and subsequently increased our candidate pool," she says "Leveraging technology helps us to be proactive in our efforts to get responses instead of spinning our wheels and getting nowhere."

Uses of Job Analysis Information

-recruitment and selection-information about what duties the job entails and what human characteristics are required to perform these duties helps managers decide what sort of people to recruit and hire -EEO compliance-crucial for validating all major human resources practices; employers should know each job's essential job functions which in turn requires a job analysis -Performance appraisal- a performance appraisal compares each employee's actual performance with his or her duties and performance standards. -Compensation-usually depends on the job's required skill and education level, safety hazards, degree of responsibility, and so on--all factors you assess through job analysis -Training-job's specific duties and requisite skills--thus pinpointing what training the job requires

Employee engagment

-refers to being psychologically involved in, connected to, and committed to getting one's job done. -experience a high level of connectivity with their work tasks," and therefore work hard to accomplish their task-related goals -drives performance

Reliability

-refers to the extent to which assessments are consistent. Just as we enjoy having reliable cars (cars that start every time we need them), we strive to have reliable, consistent instruments to measure student achievement. Another way to think of reliability is to imagine a kitchen scale. -another measure of reliability is the internal consistency of the items. -Ex: if you create a quiz to measure student's ability to solve quadratic equations, you should be able to assume that if a student gets an item correct, he or she will also get other similar items correct.

relationships statement that shows the jobholder's relationships with others inside and outside the organization -for a human resource manager, such a statement might say:

-reports to: Vice President of employee relations -supervises: Human resource clerk, test administrator, labor relations director, and one secretary -works with: all department managers and executive management -outside the company: employment agencies, executive recruiting firms, union representatives, state and federal employment offices, and various vendors.

Job redesign

-researchers proposed redesigning jobs using methods such as job enlargement, job rotation, and job enrichment

Talent Management

-says that we need communication across our HR functions. -when we hire people we can give them selection test, offer workshops that focus on weak points. Training and developmental workshops, are we taking a system approach, two or more HR team to accomplish goal. System's approach to HR, two HR functions being linked together in some way.

Better Analytics Boosts Diversity and Inclusion

-says there's a positive correlation between a more ethnically and gender-diverse leadership team and an increase in profits. Consumers are also more frequently looking for companies that value diversity, and that will have an impact on recruiting strategies. -"this is important as more companies--especially with today's political climate--are pressured to take a stance on D&I workplace issues," Ex, companies can use people analytics to get a clearer view of pay gaps and discrepancies so they can do a better job to promote fear salary compensation."-data analytics tools like these enable employers (including walmart) to analyze together employee data (like employee demographics, training and performance ratings) from traditional such as employee records, as well as data from new sources (like company internal social media sites, gps tracking, and e-mail activity)-employers then use talent analytics (data analytics applied to HR issues) to answer questions that in the past they couldn't answer, or couldn't answer well. *ex-hr consultant Aon Hewitt has an "analytics engine) that analyzes it's clients to answer questions such as "are there potential turnover trends we should further analyze to head off potential problems?" what factors drive our high performing salespeople? And, "what sorts of people are most likely to have accidents and submit claims?

-college recruiting

-sending an employer's representatives to college campuses to prescreen applicants and create an applicant pool from the graduating class--is important. One study several years ago concluded, for instance that new college graduates filled about 38% of all externally filled jobs requiring a college degree. -such recruiting is expensive. -schedules must be well in advance, company brochures printed, interview records kept, and much time spent on campus. -employers need to train recruiters in how to interview candidates, how to explain what the company has to offer, and how to put candidates at ease. -the recruiter should be personal and have a recrod of attracting good candidates.

what is the traditional way to envision recruitment and selection is as a

-series of hurdles 1. Decide what positions to fill, through workforce/personnel planning and forecasting. 2. Build a pool of candidates for these jobs, by recruiting internal or external candidates 3. Having candidates complete application forms and perhaps undergo initial screening interviews. 4. Use selection tools like tests, background investigations, and physical exams to screen candidates 5.Decide who to make an offer to by having the supervisor and perhaps others interview the candidates

scatter plot

-shows graphically how two variables--such as sales and your firm's staffing levels--are related. if they are, then if you can forecast the business activity (like sales), you should also be able to estimate your personnel needs. -for ex: suppose a 500-bed hospital expects to expand to 1,200 beds over the next 5 years. the human resource director realizes she must determine the relationship between hospital size (in number of beds) and number of nurses required. she calls eight hospitals of various sizes and finds this (figure pg 131) 1. historical sales/personnel relationships assume that the firm's existing activities and skill needs will continue as is 2. they tend to reward managers for adding employees, irrespective of the company's needs 3. the tend to institutionalize existing ways of doing things, even in the face of change

Advantages and Disadvantages of Ratios

-simple calculation and provides a solid basis to begin HR forecasting, However, ratios are premised on past data, Therefore, the projections do not take into account possible differences in the business's production processes, shifting demands of the business's customers, or the talents of the employees. meaning that it is possible that the ratios do not accurately represent the business's staffing requirements because it will be based on outdated data -also only establishes basic staffing levels. analysis does not provide information about the traits the employees will need to be successful with the organization, which is a key consideration in any staffing decision.

Membership in organizations

-some forms ask to list memberships in clubs, organizations, or societies. -Employers should include instructions not to include organizations that would reveal race, religion, physical handicaps, marital status, or ancestry.

develop an organization chart

-start with the organization as it is now. then produce a chart showing how you want it to lookin a year or two. Microsoft word includes an organization charting function

Interviews for Job analysis

-structured vs Unstructured interviews -Interview Job Incumbents, Managers, and Subject Matter Experts (SMEs) -Interviews may be used in conjunction with other methods -managers may conduct individual interviews with each employee, group interviews with groups of employees who have the same job, and/or supervisor interview with one or more supervisors who know the job. Use group interviews when a large number of employees are performing similar or identical work, since this can be a quick and inexpensive way to gather information. -interviewee should understand the reason for the interview.

Forecasting the Supply of Internal Candidates

-supply availability of inside and outside candidates -most firms start with possible inside candidates. -the main task here is determining which current employees are qualified or trainable for the projected openings. -department managers or owners of smaller firms can use manual devices to track employee qualifications (or simply know who can do what). -ex; can create your own personnel skills inventory and development record form. -for each current employee list the person's skills, education, company-sponsored courses taken, career and development interests, languages, desired assignments, and other relevant experiences. -Use job analysis and training/development to prepare existing employees to fill future job openings. -Markov analysis involves creating a matrix that shows the probabilities that employees in a chain of feeder positions for a key job. "Feeder" positions are those to which a job incumbent may likely be promoted. Ex: a junior engineer is a feeder position for an engineer. An engineer is a feeder position for an engineer. An engineer is a feeder position for a senior engineer who might be promoted to engineering supervisor, and so forth pg. 133

-specifications for trained vs untrained personnel

-tend to focus on factors such as length of previous service, quality of relevant training, and previous job performance. -problems are more complex when you're filling jobs with untrained people (with intention of training them on the job) -specify qualities such as physical traits, personality, interests, or sensory skills that imply some potential for performing the job or for trainability. -for a job that requires detailed manipulation in a circuit board assembly line, you might want someone who scores high on a test of finger dexterity.

Improving Online Recruiting Effectiveness

-the employer's online effort needs to be thought out. -ex: one survey of web-based recruiting uncovered these applicant objections: job openings lacked relevant information (such as job descriptions); and, it was often difficult to format resumes and post them in the form required. -ineffective ex (Ad, Recycled from Magazine to the Web)pg 141 -has needless abbreviations, and doesn't say much about why the job seeker should want that job. Effective web Ad ex (Space Not an Issue) pg 141 -provides good reasons to work for this company -starts with attention grabbing heading and uses the extra space to provide more specific job information. -many employers include the entire job description

What is Talent Management?

-the holistic, integrated and results and goal-oriented process of planning, recruiting, selecting, developing, managing, and compensating employees -Systems Approach to Talent Management! -Integrate Talent Management with Organizational Strategy

Obtain Job Duties from O*NET

-the list of job duties you uncovered through the job analysis in step 3 may or may not be complete. We'll therefore use O*NET to compile a more complete list. -clicking on the retail salespersons summary produces the job summary and specific occupational duties for retail salespersons. -for a small store, you might want to combine the duties of the "retail salesperson" with those of "first-line supervisors/managers of retail sales workers."

Line Authority

-the most fundamental authority within an organization, reflects existing superior subordinate relationships. It consists of the right to make decisions and to give order concerning the production, sales or finance related behavior of subordinates. -In general, line authority pertains to matters directly involving management system production, sales, finance etc., and as a results with the attainment of objectives. People directly responsible for these areas within the organization are delegated line authority to assist them in performing their obligatory activities.

Identify the feeder positions

-the personnel demand forecast provides only half the staffing equation, by answering the question: "How many employees in what positions will we need?" Next, the manager must forecast the supply (availability) of inside and outside candidates -Most firms start with possible inside candidates. The main task here is determining which current employees are qualified or trainable for the projected openings.

position analysis questionnare

-the position analysis questionnaire and the department of labor approach are quantitative methods. -is a questionnaire used to collect quantifiable data concerning the duties and responsibilities of various jobs. -is a very popular quantitative job analysis tool, consisting of a questionnaire containing 194 items

The Recruiting Yield Pyramid

-the recruiting yield pyramid is based on experience and solid record-keeping. ex: if a company needs 50 entry-level accountants, using the pyramid, it will need to generate approximately 1,200 leads to fill the new-hire requirement. -filling a relative handful of positions might require recruiting dozens or hundreds of candidates. Managers therefore use a staffing or recruiting yield pyramid, to gauge the staffing issues it needs to address. -the company knows it needs 50 new entry-level accountants next year. From experience, the firm also knows the following: -the ratio of offers made to actual new hires is 2-1 -the ratio of candidates interviewed to offers madden 3-2 -The ratio of candidates invited for interviews to candidates interviewed is about 4-3 -finally, the firm knows that of the six leads that come in from all its recruiting sources, it typically invites only one applicant for an interview-- a 6-1 ratio -Therefore, again the firm must generate about 1200 leads to be able to invite in 200 viable candidates of which it interviews about 150, and so on.

job requirements

-these include basic but specific requirements which make candidate eligible for a particular job. the collected data include: -knowledge or basic information required to perform required to perform a job successfully -specific skills such as communication skills, IT skills, operational skills, motor skills, processing skills and so on -personal ability including aptitude, reasoning aptitude, reasoning manipulative abilities, handling sudden and unexpected situations, problem-solving ability, mathematical abilities and so on -educational qualifications including degree, diploma, certification or license -personal characteristics such as ability to adapt to different environment, endurance, willingness, work ethnic, eagerness to learn and understand things, behavior towards colleagues, subordinates and seniors, senses of belongingness to organization.

main functions of HR

-things like orientation -hiring -work force planning -appraising work place performance

Internal markets

-those where workers are hired into entry level jobs and higher levels are filled from within. -wages are determined internally and may be quite free of market pressure -benefits extend beyond happier managers and employees. Having a vibrant internal labor market enables HR and talent management leaders to be strategic about which roles to fill externally. -For instance, looking to existing employees to staff critical and hard-to-fill roles allows an organization to reap the benefits of the engagement capital they've built with their existing workforce, and the organizational knowledge those people possess. -ex: HR can pinpoint outstanding employee performance and Marketing can spread these positive actions through internal communication. for example, when identifying a need for better internal communication, we developed an intranet called PLUS as a place to share content, recognize exceptional employee performance and communicate with one another. Broader employee recognition helps reinforce positive behavior and keeps employees motivated. -Reliance on internal markets has been decreasing for decades

job identification/summary

-titles specifies the name of the job, such as supervisor of data processing operations, or inventory control clerk. -might also include the immediate supervisor's title and information regarding salary and/pay scale. -also space for the grade/level of the job, if there is such a category. For ex, a firm may classify programmers as programmer I, and programmer II. -should summarize the essence of the job, and include only its major functions or activities. ex; telesales rep is responsible for selling college textbooks, for the job of mailroom supervisor, "the mailroom supervisor receives, sorts, and delivers all incoming mail properly, and he or she handles all outgoing mail including the accurate and timely posting of such mail.

Why is HR Management important to all managers?

-to avoid personnel mistakes -to improving profits and performance- to help ensure that you get results--through people. -you may spend some time as an HR manager--about a third of large U.S. businesses surveyed has appointed on non-HR managers to be their top human resource executives -HR for small business- you may well end up as your own human resource manager. More than half of the people working in the United States work for small firms. Small businesses as a group also account for most of the 600,000 or so new businesses created every year

interviewing guidelines

-to get the best information possible: -establish rapport with the interviewee, know the person's name, speak understandably, briefly review the interview's purpose, and explain how the person was chosen for the interview. -Use a structured guide that lists questions and provides space for answers. This ensures you'll identify crucial questions ahead of time and that all interviewers (if more than one) cover all the required questions. (however, also ask, "was there anything we didn't with our questions?" -Make sure you don't overlook crucial but infrequently performed activities--like a nurse's occasional emergency room duties. Ask the worker to list his or her duties in order of importance and frequency of occurrence. -after completing the interview, review the information with the worker's immediate supervisor and with the interviewee

Temp employees concerns

-to make temporary relationships successful, those supervising temps would understand their concerns. In one survey, temporary workers said they were: 1. treated by employers in a dehumanizing and ultimately discouraging way. 2. Insecure about their employment and pessimistic about the future. 3. Worried about their lack of insurance and pension benefits. 4. Misled about their job assignments and in particular about whether temporary assignments were likely to become full-time. 5. "Underemployed" (particularly those trying to return the full time labor market).

Line Manager's HR Management Responsibilites

-training employees for jobs that are new to them -improving the job performance of each person -Gaining creative cooperation and developing smooth working relationships -interpreting the company policies and procedures -controlling labor cost -developing the abilities of each person -creating and maintaining departmental morale -Protecting employees' health and physical conditions -placing the right person in the right job -starting new employees in the organization

what type of information we collect in job analysis

-various purposes of what job analysis are make sure their still up to date on policies, more of a narrow example, to hire people , also if we need to train and development, need to know what do we train people on and what do we development people on -Working conditions, you expect if you're working outside in a wear house outside you're expecting to make more money because say it's snowing and 20 degrees outside because you're working in extreme conditions which is more risky than any other job that may not have to work in those conditions. Identify that by using job analysis, and identify those factors.

stress questions

-want to put applicant under pressure and see how quickly they handle that stress

typical interview questions include

-what is the job being performed? -what exactly are the major duties of your position? -what physical locations do you work in? -what are the education, experience, skill, and certification and licensing requirements -in what activities do you participate? -what are the job's responsibilities and duties?

job (person) specifications

-what kind of people to hire for this job

one basic employment planning decision

-whether to fill projected openings internally (with current employees) or externally (by bringing in new people) -3 sets of employment forecast -personnel needs(labor demands) *how many people with what skills will we need? reviewing retirements, growth plans, and turnover history -develop new personal plans for boosting employee retention and recruiting and screening more candidates. -basic process for forecasting personnel needs is to forecast revenues first -estimate size of the staff required to support this sales volume. -needs to include trend analysis, ratio analysis, and the scatter plot.

-advertising:employers should suggest two issues: the media and the ad's construction

-while web-based recruiting is replacing traditional help wanted ads, a glance at almost any paper will confirm that print ads are still popular. -media* the local newspaper is often a good source for local blue-collar help, clerical employees, and lower level administrative employees. On the other hand, if recruiting for workers with special skills, such as furniture finishers, you'd probably want to advertise in places with many furniture manufacturers, such as the carolinas, even if your plant it is tennessee. the point is to target your ads where they'll reach your prospective employees. pg142 -constructing* experienced advertisers use the guide AIDA (attention, interest, desire, action) to construct ads. First, you must attract attention to the ad, or readers may ignore it. why does the ad in pg 143 attract attention? the phrase "next key player" helps. -create desire by spotlighting words such as travel or challenge. -as an example, having a graduate school nearby may appeal to engineers and professional people -finally the ad should prompt action with a statement like "call today"

recruiting women

-women still face headwinds in certain male-dominated occupations such as engineering. -women also carry the heavier burden of child-rearing, fill proportionately fewer high-level managerial posts, and still earn only about 70% of what men earn for similar jobs. -most employers focus particular efforts on recruiting qualified women. -effective strategy is top management driven. here the employer emphasized the importance of recruiting women (as well as men), identifies gaps in the recruitment and retention of women, and puts in place a comprehensive plan to attract women applicants. -ex: nontraditional jobs like engineering use the company website to highlight women now doing those jobs. pg152

supervisor or hr specialist normally collects one or more of the following types of information via the job analysis

-work activities -human behaviors -Machines, tools, equipment, and work aids -performance standards

In Addition to KSAOs, JA identifies

-work activities -human behaviors -machines, tools, equipment, and work aids -performance standards -job context -human requirements

sustainability and strategic human resource management

-workforce planning- process to help determine how many and what sorts of environmental sustainability jobs the company will need to recruit for *plans to enter new businesses, to build new plants, or to reduce activities will all influence the number of and types of positions to be filled. -flexible work arrangments-help sustain the environment by reducing commuting. -orientation-include more emphasis on socializing new employees into pepsi co sustainability goals -performance appraisal system-measure which managers and employees are successful in reaching their individual sustainability goals

Finalize the Job Description

-write an appropriate job summary for the job. Then use the information obtained previously in steps 4 and 5 to create a complete listeng of the tasks, duties and human requirements of each of the jobs you will need to fill

staff authority

-write to give advice to staff ex: giving ok to hire applicants, guidance counsel on hiring process -HR can come in and tell supervisor you may need training in one area, or say you could be able to move up position, manager doesn't have to listen but this is certainly good advice for under authority

Critical Incidents Technique

1. Ask SMEs to provide examples of effective and ineffective incidents of job performance (ex. a security guard hears a hissing sound and discovers a gas leak, cuts off the gas, and calls the utility company to correct the problem) 2. Sort behaviors into similar functional categories 3. Define and name the categories 4. Rate how critical or important each category is for job performance -Good for performance Appraisal Systems or Training and Development Purposes, Usually Fails to Capture Routine Work Actions

The Human Resource Manager is expected to spearhead employee performance. -Three Levers can be applied to do so:

1. Department Lever- Delivering services efficiently *ex-might include outsourcing certain activities such as benefits management, and using technology to deliver its services more cost-effectively 2. Employee Cost Lever- Advising on firm compensation and staffing *ex- hr manager takes a prominent role in advising top management about the company's staffing levels, and in setting and controlling the firm's compensation, incentives, and benefits policies. 3. Strategic Results Lever-Put in place the policies and practices that produce the employee competencies and skills the company needs to achieve its strategic goals

Conducting a Job Analysis

1. How will information be used?-interviewing the employee are good for writing job descriptions; position analysis questionnaire that describes numerical ratings for each job 2. Background information-understanding job's context 3. Representative positions-manager generally selects a sample of positions to focus on, sample of 10 jobs will due instead of 200 4. Collect and analyze data-briefly explaining the job analysis process and the participants' roles in this process; spending about 15 min interviewing the employee to get agreement on a basic summary of the job; identifying the job's broad areas of responsibility 5. Verify and evaluate against criteria of benefits, costs, and legality-help confirm that the information is factually correct and complete and help to gain their acceptance 6. Job description and specification-(description) lists the duties, activities, and responsibilities of the job, as well as its important features such as working conditions (specification) summarizes the personal qualities, trait, skills, and background required for getting the job done.

How to write competencies statements

1. Name and brief description -"Project Management--creating accurate and effective project schedules." 2. Description of the observable behaviors -"continuously manage project risks and dependencies by making timely decisions." 3. Proficiency Level -At what level should employees perform? are proficiency levels ex; for project management from low to high

what do HR Managers Do?

1. Planning labor needs and recruiting job candidates. 2. Selecting job candidates 3. Orienting and training new employees 4. Managing wages and salaried (compensating employees) 5. Providing incentives and benefits 6. Appraising performance 7. Communicating (interviewing, counseling, disciplining) 8. Training employee, and developing managers 9. Building employee relations and engagement 10. Conducting job analyses (determining the nature of each employee's job).

Recruiting

1. Referrals and Walk-ins 2. On-Demand Recruiting Services 3. College Recruiting Internships -Maintain contacts within the community and perhaps travel extensively to search for qualified job applicants -but employers ranging from general electric to sears now have their own internal executive recruiting offices doing most of their own management recruiting. -with employers increasingly finding new ways of recruiting top management talent, executive search firms are diversifying. -for ex- the head of Korn/ferry says his firm is increasingly being asked to investigate prospective candidates' backgrounds, and his firm is also expanding into areas such as employees development. -the accompanying HR tools feature explains what small businesses can do.

specifications based on statistical analysis

1. analyze the job and decide how to measure job performance. 2. select personal traits like finger dexterity that you believe should predict performance; 3. test candidates for these traits; 4. measure these candidates' subsequent job performance and 5. statistically analyze the relationship between the human trait (finger dexterity) and job performance. Your aim is to determine whether trait predicts performance. -basing job specification on statistical analysis rather than only judgement is the more defensible approach, but it's also more difficult. The aimer is to determine statistically the relationship between (1) some predictor (human trait such as height intelligence, or finger dexterity), and (2) some indicator or criterion of job effectiveness, such as performance and rated by the supervisor

strategic management process

1. ask, what business are we in now*manager defines the company's current business,"what products do we sell, where do we sell them ex coca cola company sells mostly sweetened beverages such as coke and sprite, while pepsico sells drinks but also foods such as quaker oats and frito chips 2. evaluate the firm's internal and external strengths, weaknesses, opportunities, and threats*are we in the right business given our strengths and weaknesses and the challenges that we face? ex; managers audit or study both the firm's internal strengths and weaknesses. 3. formulate a new business direction,*what should our new business be, in terms of what we sell, where we will sell it, and how our products or services differ from competitors products and services 4. decide on strategic goals ex; at ford, what exactly did making "quality job one" mean for each department in terms of how they would boost quality? the answer was laid out in goals such as no more than 1 initial defect per 10,000 cars 5.choose specific strategic strategies or courses of action* how should ford pursue its goal of no more than 1 initial defect per 10,000 cars? perhaps open two new high-tech plants and put in place new, rigorous employee selection, training, and performance-appraisal procedures 6. strategy execution; *actually hiring or firing people , building plants or closing plants, and adding or eliminating products and product lines. 7. manager evaluates the results of his or her planning and execution. things don't always turn out as planned. all managers should periodically assess the progress of their strategic decisions

Task

A meaningful unit of work activity performed by one worker during a short period of time -ring up purchases, make change, etc.

performance appraisal

A performance appraisal compares each employee's actual performance with his or her duties and performance standards. Managers use job analysis to learn what these duties and standard are

hr and adding value

Adding value - means helping the firm and its employees improve in a measurable way as a result of the human resources manager's actions The bottom line is that today's employers want their human resource managers to add value by boosting profits and performance.

Responsibilities and Duties(6)

Decision-Making Responsibilities for This Position: -Determine the strategic use of assigned sampling budget to most effectively generate sales revenue to exceed sales goals. -Determine the priority of customer and account contacts to achieve maximum sales potential. -Determine where in-person presentations and special selling events would be most effective to generate the most sales.

Specifications Based on Statistical Analysis

Five Steps to Assess Validity and Reliability 1. Analyze the job and decide how to measure job performance; 2. select personal traits like finger dexterity that you believe should predict performance; 3. test candidates for these traits; 4. measure these candidates' subsequent job performance; and 5. statistically analyze the relationship between the human trait (finger dexterity)and job performance. -Your aim is to determine whether the trait predicts performance. -more defensible than the judgemental approach because if the trait does not predict performance, why use it? second, equal rights laws prohibit using traits that you can't prove distinguish between high and low job performers.

how do companies currently do succession planning?

Many companies have not introduced the concept of succession planning in their organizations. Others plan informally and verbally for succession for key roles. By this type of process, for example, Eric is identified as the strongest player on Mary's team so he is likely to succeed Mary when she is promoted or leaves. In other conversations, senior leadership teams put forth the names of employees they believe are strong players with great potential in their organizations. This helps other senior leaders know who is available for potential promotion or reassignment when they are looking for an employee to fill a key role. The advantage of a more formalized system is that the organization exhibits more of a commitment to mentor and develop the employee so that they are ready to take over. In the above example of Eric taking over Mary's role if she leaves or is promoted, developing his skills is a priority. Organizationally, it allows all managers to know who the key employees are in all areas of the organization. This allows them to consider strong players when any key role opens up.

Responsibilities and Duties(5)

Territory Management 15% -Track and report all pending and closed business in assigned database. -Maintain records of customer sales interviews and adoption situations in assigned database. -Manage operating budget strategically -Submit territory itineraries, sales plans, and sales forecasts as assigned -Provide superior customer service and maintain professional bookstore relations in assigned territory

-An example of ineffective behavior:

The sales clerk went on a leave during the festive season, during which 80% of the sales happened. He provided no logical reason for the leave and stopped responding to the phone calls

develop employees for succession planning

To develop the employees you need for your succession plan, you can use such practices as lateral moves, assignment to special projects, team leadership roles, and both internal and external training and development opportunities. Through your succession planning process, you also retain superior employees because they appreciate the time, attention, and development that you are investing in them. Employees are motivated and engaged when they can see a career path for their continued growth and development. To effectively do succession planning in your organization, you must identify the organization's long-term goals. You must hire superior staff. You need to identify and understand the developmental needs of your employees. You must ensure that all key employees understand their career paths and the roles they are being developed to fill. You need to focus resources on key employee retention. You need to be aware of employment trends in your area to know the roles you will have a difficult time filling externally.

advantages of trend analysis

Trend analysis is based on business data, making it less subjective than qualitative measurements, such as managerial judgment. Without objective data, the input from managers may be clouded with a desire to meet targets at the expense of profitability. This can lead to an overestimation of the company's labor requirements. In larger companies, trend analysis can be used to differentiate labor demands across various locations. For example, a retail chain will need to place more employees in busy stores than in quiet locations

labor relations specialists

advise management on all aspects of union management relations

duty

an area of work that consists of several tasks -check and restock shelves, check out customer purchases

List the Job's Human Requirements form O*NET

click knowledge skills and abilities, use this information to help develop a job specification for your job. Use this information for recruiting, selecting, and training your employees.

Staffing

determining what type of people should be hired; recruiting prospective employees; selecting employees; setting performance standards; compensating employees; evaluating performance; counseling employees; training and developing employees

planning

establishing goals and standards; developing rules and procedures; developing plans and forecasts.

Leading

getting others to get the job done; maintaining morale, motivating subordinates.

organizing

giving each subordinate a specific task; establishing departments; delegating authority to subordinates; establishing channels of authority and communication; coordinating the work of subordinates

job description

is a written statement of what the worker actually does, how he or she does it, and what the job's working conditions are. You use this information to write a job specification; this lists the knowledge, abilities, and skills required to perform the job satisfactorily.

job context

job context refers to the situation or condition under which an employee performs a particular job. The information collection will include: -working condition -risks involved -whom to report -who all will report him or her -hazards -physical and mental demands -judgment

Strategic Human Resource Management

means formulating and executing human resource policies and practices that produce the employee competencies and behaviors that the company needs to achieve its strategic aims. -we should hire for future goals rather than only current needs ex: suppose you are the HR manager for a medium size company producing paint and dyes in the Southeastern U.S. -Your CEO discovers that there are numerous opportunities in South American and European markets -How should YOU shift your HR strategies? *3 step sequence set the firm's strategic aims->pinpoint the employee behaviors and skills we need to achieve these strategic aims->decide what HR policies and practices will enable us to produce these necessary employee behavior and skills.

job rotation

means systematically moving workers from one job to another.

controlling

setting standards such as sales quotas, quality standards, or production levels; checking to see how actual performance compares with these standards; taking corrective active as needed.

training

the job description lists the job's specific duties and requisite skills--thus pinpointing what training the job requires.

responsibilities and duties

this is the heart of the job descriptions. It should present a list of the job's significant responsibilities and duties.

job analysis interviews range from unstructured ("tell me about your job") to highly structured ones containing hundreds of specific items to check off.

typical questions. -what is the job being performed? -what exactly are the major duties of your position? -what physical locations do you work in? -what are the education, experience, skill, and (where applicable) certification and licensing requirements? -in what activities do you participate? -what are the job's responsibilities and duties?

advantages for employees of succession planning include these:

• Employees who know that the next role awaits them receive a boost to self-esteem and self-respect. This enhances their efficacy and value as an employee. • Knowing the organization's plans for your next potential opportunity—and that there is one—reinforces your desire for career development and career opportunities. This development is one of the areas that employees want most from their employers. • You can identify the skills, experience, and development opportunities necessary to help the employee become prepared for progression when the next job opportunity turns up. • The ability to work with their manager or supervisor to make sure that the employee has a career plan that moves them in the direction of their next opportunity. This person is key to an employee's ability to get the experience and education needed for career progression. • The employee's value is shared with the rest of the organization so that if an opportunity comes up, the managers can consider the employee to fill the role. In an informal system, managers organization-wide may not know the value of the employee and their skills. (Even if the current manager has shared this information, in a busy world it's tough to remember.)

Advantages for employers of succession planning include these:

• You rely on staff to carry out the mission and the vision and to accomplish the goals of the organization. The loss of a key employee can undermine your ability to accomplish these important objectives. • You need prepared employees to step into roles as your company grows and expands its offerings and services. Or, your lack of developed employees will stymie your growth plans. • The need to have replacement employees ready if you decide to promote employees or redesign your organization enables you to make necessary changes without being hampered by a lack of replacements. • Knowledge about key, skilled, contributing employees is shared with managers organization-wide. This information allows managers to consider the widest number of candidates for any open job. It also emphasizes with your employees that your organization provides the career development opportunities they seek. • The Baby Boomer generation is in the process of retiring. They are taking with them 30-40 years of knowledge, experience, working relationships, and information. You want to capture that knowledge before it walks out your door.