Hr Management Ch 9

Integrity tests

"assess attitudes and experiences related to a person's honesty, dependability, trustworthiness, reliability, and pro-social behavior."98 The rationale for these tests is that people who do poorly on them may have lower job performance and an increased tendency to engage in counterproductive work behaviors like theft, rule-breaking, and sabotage. 99 Overt integrity tests often ask specifically whether the applicant has ever engaged in illegal behavior. While integrity tests in general are easy to administer, it is also relatively easy for test takers to submit false responses.

Steps of performance management

Define performance , (2) monitor and evaluate performance, (3) review performance, and (4) provide consequences.

unstructured interviews

gather information about job candidates without the use of a fixed set of questions or a systematic scoring procedure. Unstructured interviews unfold like ordinary conversations, and proponents suggest that advantages include a more relaxed atmosphere and the freedom to explore certain topics in more depth. 78 However, decades of research have shown consistently that unstructured interviews have serious drawbacks, including low reliability, low validity, and high susceptibility to legal challenges.79

2.) objectives

identify learning goals that will reduce skill gaps The second step in L&D is to set performance objectives. Here managers must determine what employees should be able to do after L&D that they could not do before, what skills should they have that they didn't have before, etc. Simply put, this step identifies the specific changes you hope to see after L&D.

Three recruiting approaches

internal, external, and hybrid.

Structured interviews

involves asking each applicant the same questions and comparing their responses to a standardized set of answers. Across multiple reviews of employment interview research spanning more than 60 years, one of the most consistent findings has been that structured interviews are far superior to unstructured interviews in their ability to predict applicants' future job performance.'

Reliability

represents the degree to which a test produces consistent scores. When a test is reliable, an individual's score will remain about the same over time, assuming the characteristic being measured also remains the same. It would be similar to taking a midterm twice, two days apart. A reliable midterm would result in your scoring very similarly on both occasions.

What is the Best approaches to strategic HRM?

shows that when companies get strategic HRM "right" (i.e., when they achieve internal and external HR fit), they are more likely to generate the human and social capital necessary to successfully implement the firm's strategies. Recent research offers strong support for this idea, suggesting that the proper configurations of HR practices generate unique organizational capabilities that are difficult for competitors to understand and imitate. 28 In other words, HR practices can create competitive advantage.

1. Background information

Application Forms, Resumes, and Background Checks Application forms and resumes provide organizations with basic background information about job applicants, such as education, work history, certifications, and citizenship. Unfortunately, a lot of background information consists of puffery and lies.

According to experts, employee referrals work well because:

-Current employees are good judges of potential fit. Referrers know what it takes to fit in with the organization's culture and to perform well in specific positions. This helps them to determine which members of their social networks would be a good fit for various jobs. • Referrers care about their reputations. Current employees are careful about whom they recommend because their reputations in the organization may be enhanced or damaged by referred workers' job performance.

negative onboarding experiences generate

-decreased productivity and job satisfaction -lower customer satisfaction -higher costs and turnover

L&d for facts

-if people are learning facts- such as work rules or legal matters- then online courses, shared documents, and e-books are effective Micro learning-short bursts of content that employees can engage with for a few minutes at a time at their convenience

how hr practices drive strategic implementation by two types of fit

-internal fit -external fit

techniques to identify qualified applicants in internal recruitment

-internal job postings -informal nominations -employee profiles

What are the types of hr practices?

-recruitment and selection -Compensation and benefits -on boarding and L&D -Performance management -Employee relations

discuss 1st problems associated with background information in the selection process:

1. Application forms and resumes are susceptible to dishonesty. A staggering 79% of job applicants lie on application forms and resumes (see the L Example box).63 One likely reason is that job seekers are trying to outsmart applicant tracking systems by Page 372 doing whatever it takes to make sure key words in their resumes match the stated job requirements, whether they match the truth or not.64 Other reasons include attempis to hide perceived deficiencies in technical or language skills, education, job history, or achievements. 65 Regardless of the reason for misstating or lying, be aware that you can be fired for lying on a job application or resume. We recommend honesty as the best policy.

5 steps of learning and development process

1. Assessment 2. Objectives 3. Selection 4. Implementation 5. Evaluation

Onboarding best practices

1. Involve leaders 2. Clarify expectations 3. Put the pieces together 4. Give it time

two types of structured interviews:

1. Situational 2. Behavioral

Three types of selection tools

1. background information 2. interviewing 3. employment tests

three parts of compensation

1. wages or salaries 2. incentives 3. benefits

Discuss the importance of hr in implementation of strategy

Hr practices- orgs use to manage their most important assets, people

Discuss 2nd prob associated with background information in the selection process

Application forms and resumes don't always provide useful information. The types of education and experience that make an applicant qualified for a job today may be of little use in a few years due to rapid technological shifts, making information such as previous work history less relevant for hiring organizations. For these reasons, some experts are encouraging organizations to rely more on basic skills tests to assess candidates' competencies in the initial stages of the selection process. 72 Consider the following example of how companies are eliminating resumes in favor of a skills-based approach.

2.) clarify experience

At minimum, the new employee needs to learn what is required in their new job, how the work will be evaluated, and who their immediate co-workers and managers are. Onboarding should clearly communicate role expectations and let the new employee know what "good" performance looks like in the organization and the job.122 Netpeak, an Internet marketing agency, uses structured and automated onboarding "academies" to streamline and standardize onboarding. Tests and quizzes are built in at various steps in the process to ensure that new employees understand every aspect of their job-role requirements.

In talent management, leaders make in this elite group of employees are expected to impact them in three ways:

Attitudes Behaviors Cognitions

Discuss 3rd prob associated with background information in the selection process

Background checks can lead to discrimination. Employers reach out to candidates' previous employers and references during the selection process to verify work history and get a better sense of whether applicants are likely to perform well. Issues can arise, however, when conversations conducted during background checks inadvertently reveal applicants' personal information. Although hiring companies are legally barred from basing hiring decisions on criteria such as age; disabilities, and marital status, knowledge of these and other related factors can lead to hiring discrimination. Some employers have enacted policies to limit what their managers can say about former employees; for instance, some allow the person serving as a reference only to confirm the former employee's job title and dates of employment. 74 Others allow references to state the reason for departure and whether the employee would be rehired.75

Wages or salaries

Base pay consists of the basic wage or salary paid employees in exchange for doing their jobs. The basic compensation levels for particular jobs are determined by all kinds of economic factors: the prevailing pay levels in a particular industry and location, what competitors are paying, whether jobs are unionized, potential job hazards, and individual workers' experience and levels in the organization.

2.) behaviors

Behaviors-employees identified as high-potential respond with greater effort, better job performance, and lower turnover

Benefits

Benefits, or fringe benefits, are additional nonmonetary forms of compensation designed to enrich the lives of all employees in the organization, which are paid all or in part by the organization. Examples include health insurance, dental insurance, life insurance, disability protection, retrement plans, holidays off, accumulated sick days and vacation days, recreation options, country club or health club memberships, family leave, discounts on company merchandise, counseling, credit unions, legal advice, and education reimbursement. For top executives, there may be "golden parachutes," generous severance pay for those who might be let go in the event the company is taken over by another company Managers should be aware that younger generations of workers regard workplace benefits differently than older generations.!!l In particular, data suggest that Millennial and Gen Z workers place high value on work-life balance and flexibility in their jobs and are willing to trade higher salary for more of these things. Recent research by PwC concluded that for younger generations, "work is a thing, not a place."112

Drugs and alcohol tests

Employers have a right to maintain drug-free and alcohol-free work environments, and we can say broadly that companies are permitted to test job applicants for drug and alcohol use. Some employers are covered by federal drug and alcohol testing laws, but many fall under state jurisdictions. 101 Organizations need to research the specific laws that apply to them before creating and implementing drug and alcohol testing policies.

3.) cognitions

Cognitions-workers respond to their organizations' elevated perceptions with higher self-efficacy and increased feelings of fulfillment.

HR practices

Consist of all of the activities an organization uses to manage its human capital, including staffing, appraising, training and development, and compensation

few key points about drug and alcohol testing in the hiring process

Employers should not engage in selective testing. Either every candidate in the pool gets tested or no one gets tested. • HR departments are struggling to keep up with marijuana laws. Drug testing for marijuana use presents a complex problem for organizations. Laws are changing so rapidly that many companies are simply choosing to ignore the presence of THC on applicants' drug test results. • Employment drug and alcohol tests are on the decline. Evolving legislation combined with a tight labor market puts pressure on companies to attract employees, and many are ejiminating hurdles by scaling back on testing. Among companies that have reduced or eliminated drug testing are Goodwill, Target, and Kroger.

Onboarding

Helping new comers learned the ropes consists of the programs designed to integrate and transition employees into new jobs and organizations through familiarization with corporate policies, procedures, cultures, and politics, and clarification of work-role expectations and responsibilities. This process also is referred to as employee socialization. Effective onboarding programs develop a host of benefits

Learning and development

Helping people perform better What matters most is not so much as what you know but whether you are willing and able to learn

Positive onboarding experience

Higher customer satisfaction Increased commitment, job satisfaction and productivity Lower turnover

1.) Internal Recruiting:

Hiring from the inside means making people already employed by the organization aware of job openings. Many vacant positions in organizations are filled internally, and 70% of the talent professionals in a recent survey indicated that internal recruiting is becoming increasingly important in their organizations. may be a wise choice for companies that wish to boost retention by increasing employee commitment and Page 369 engagement. It is also used by companies looking to close skills gaps.

recruitment

How to attract qualified applicants process of locating and attracting qualified applicants for job openings. The word qualified is important: You want to find people whose skills, abilities, and characteristics are best suited to your organization's needs. In today's labor market, where the number of qualified job seekers is far lower than the number of available skilled jobs, firms need to be strategic in their approaches to generating applicants' interest.:

Selection

How to choose the best person for the job Selection: How to Choose the Best Person for the Job Whether recruitment for a position results in a handful of applicants or a thousand, the hiring manager should use a systematic process to decide which applicant will receive a job offer. Selection is the process of screening job applicants and choosing the best candidate for a position. Essentially, selection is an exercise in prediction: How well will each candidate perform, to what degree will they fit, and for how long will they stay? It has been said that selection decisions represent million-dollar decisions. Why? Because it is hard to fire someone once they are employed, and people with poor P-O or P-J fit can be costly in terms of lost productivity, poor employee attitudes, and turnover. This underscores the importance of selecting people who fit by using techniques that are reliable, valid, and legally defensible. Let's discuss these criteria in more detail.

prediction

How well will each candidate perform, to what degree will they fit, and for how long will they stay?

Onboarding and learning developing are

Hr practices that help an organization build social and human capital necessary to accomplish its strategic objectives

Strategic Hrm enables the effective implementation of corporate strategies bc it helps firm generate and leverage two important resource:

Intangible resources: human capital and social capital

L&D for skills

Interactive techniques, such as role-playing, case analysis, virtual reality, and artificial intelligence VR is an increasingly valuable L&D resource because it can simulate real situations and make learning more engaging, and this translates into better employee skills for retention and recall.

Diff types of learning and development

L&d for facts L&d for skills

Compensation

Money is only one form of (1) wages or salaries, (2) incentives, and (3) benefits. In different organizations one part may take on more importance than another. For instance, in some nonprofit organizations (e.g., education, government), salaries may not be large, but health and retirement benefits may outweigh that fact. In a high-tech start-up, the salary and benefits may actually be somewhat humble, but the promise of a large payoff in incentives, such as stock options or bonuses, may be quite attractive. each firm should design their pay practices in the way that will attract, motivate, reward, and retain the specific kinds of employees and competencies needed to execute strategy. Compensation and benefits practices should have good internal fit such that they work in harmony with other HR practices such as recruiting, selection, and training. Compensation and benefits practices also need to have external fit such that they align with organizational culture and structure to jointly support broad strategic goals,

3.) put pieces together

Most onboarding programs provide at least a basic description of the company, including its mission, vision, and history. But onboarding is a great time to have conversations with new employees about how their roles relate to the organization's larger purpose. • Figure 9.2 is a helpful guide for these conversations, because onboarding naturally includes discussions of many of the elements (culture, structure, strategy) that are presented as reinforcing one another in that figure. The Predictive Index talent software company uses onboarding to help new hires understand how their everyday jobs connect to the firm's strategy. The company focuses its onboarding process on familiarizing new hires with the firm's structure, strategy, and approaches to talent management. New employees also have lunch with the firm's president and CEO on their first day of onboarding.

Internal fit

exists when all of the individual policies and practices within the HR system reinforce one another Ex: an organization that hires employees based on their performance potential rather than their previous experience needs to provide extensive opportunities for learning and development and should use a performance management system that rewards growth.

External Fit

exists when the HR system is aligned with the organization's culture and structure in support of firm-level strategy Ex: a firm that competes based on cost reductions and efficiency should reward objective job performance, provide targeted skills training, and define job performance clearly.

person-organization (P-O) fit

extent to which a worker's personality and values match the organization's climate and culture.

Other ways to categorize L&d

On the job Off the job

1. Involve leaders

Onboarding works best when the people who will be supervising the new employee are involved. According to one study. a new employee is more than 3 times more likely to characterize onboarding as a success when their manager plays an active part throughout the process.121 At Netflix, new employees get an orientation session with the company's executive management team. New employees also meet with the company's CEO by the time they finish their first quarter with the company.

Criminal and financial background checks

Organizations that conduct criminal and financial background checks generally view negative marks on these records as indicators of low trustworthiness and/or poor character. Even when a past offense or financial issue is unrelated to the applicant's ability to perform the job safely and/or effectively, having a history of legal or financial troubles makes a candidate far less likely to receive a job offer. 103 The validity of criminal and financial background checks for predicting job-related outcomes is highly debated, and there is substantial evidence that these tests adversely impact applicants who belong to certain racial minority groups.104

Internal Job Postings

formal announcements about open positions circulated within the organization

Performance tests

Performance tests, or skills tests, measure performance on actual job tasks-so-called job tryouts-for example, when computer programmers take a test on a particular programming language or middle managers work on a small sample project. 89 Some companies use assessment centers-selection devices in which management candidates participate in a series of interactive exercises over several days while being assessed by multiple evaluators. Common assessment center activities include role plays, oral presentations, and in-basket exercises. A team of researchers examined the relative accuracy by which ability tests and assessment center results predicted who would be successful on the job. Although both tests were effective, assessment center tests were more effective than ability tests.

How Fit Figures into Recruitment

Recruiting is a lot like dating-both recruiters and job seekers want to know that the other party will be a good match before jumping into a serious commitment. we described person-organization (P-O) fit as the extent to which a worker's personality and values match the organization's climate and culture. Here we look at another type of fit-person-job (P-J) fit-the extent Fit is important to our discussion because recruiters base their hiring recommendations in part on their assessments of job applicants' levels of P-O and P-J fit-with particular emphasis on the latter.

3.) Hybrid Approaches:

Referrals and boomerangs

Human resource management: managing an organization most important resource

Regardless of industry, all organizations use HR practices to some extent to manage their workers. For example, even the smallest mom-and-pop company with only two or three employees has to decide whom to hire (selection) and how much salary to pay (compensation). -the organizations that grow the fastest, live the longest, and are the most profitable and productive are the ones that do the best job managing people. -companies listed among the best places to work become famous by offering progressive and valued programs policies and procedures -effective HRM means putting employees first. But successfully implementing corporate strategy takes more.

What Are Legally Defensible Selection Tools?

Reliability Validity

Ways to recruit externally

School partnership Online job postings Social media

Internal and external fit promote what? And accomplish what in an organization

Strategic HR Management Research shows that organizations that achieve both internal and external HR fit have better outcomes, including employee satisfaction and firm performance.

The Role OF Human AND Social Capital

Strategic HRM gets the right people, competencies, and connections into the right places at the right time shows that a combination of internal and external HR fit triggers the group and individual processes, attitudes, and behaviors needed for achieving organizational performance goals. Simply put, strategic HRM mobilizes necessary human capital and social capital,

Best approaches to strategic HRM: 2 of them

Talent management High performance work systems

Talent management is less about what and more about what?

Talent management is less about meeting short-term staffing needs and more about cultivating multiple, diverse talent pipelines that enable firms to plan for how they will continue to generate value and respond to changing markets over the long term.

Employment tests

The EEOC considers any employer-imposed employment requirement to be a test, including application forms, reference checks, and job interviews. Here we refer to a smaller subset of activities and define employment tests as the standardized devices organizations use to measure specific skills, abilities, traits, and other tendencies.

Learning and development process

The learning and development (L&D) process fills the gaps that exist between what employees currently know and what they need to know. The operative word here is need, because although it may be nice to learn a fun new skill at work every day, organizations operate under time and budget constraints. Managers need to determine the areas where L&D can make the biggest impact on successful implementation of the firm's strategy. The five-step process shown below is a simple tool for managers to use when making L&D decisions. (See • Figure 9.3. Keep in mind that L&D is an ongoing effort in organizations rather than a one-time event.

Strategic human resource management

The process of designing and implementing systems of policies and practices that align an organization's human capital with its strategic objectives While HRM is about managing people, strategic HRM is about generating competitive advantages through people. 19 In other words, strategic HRM views people as valuable strategic assets of any organization.

Types of Employment Tests

ability, performance, personality, integrity, drug and alcohol Criminal and financial background checks

Which Recruitment Approach Is Best?

There is no one best way to recruit potential applicants. HR practices should be aligned with organizational culture and structure, and all of these elements should be carefully designed to support strategy.

Incentives

To attract high-performing employees and to induce those already employed to be more productive, many organizations offer incentives, such as commissions, bonuses, profit-sharing plans, and stock options. Organization can use incentives to help to align workers with firm-level strategic objectives.

Interviewing takes 3 forms:

Unstructured and 2 types of strutted interviews: situational and behavioral description

5. Evaluation

evaluate the implemented programs The fifth step in L&D is determine whether the L&D has met/is meeting its objectives. If not, what needs to be adjusted?

4 Implementation

execute learning and development programs The fourth step in L&D is to go forward with L&D delivery.

1.) attitudes

Workers singled out as "stars" experience increased job satisfaction, engagement, and commitment to the organization.

1.) employee Referrals

You probably know people who have scored great jobs because they knew someone inside the organization. tap into existing employees' social networks to fill open positions with outside applicants. Referrals are popular among recruiters-they account for almost 50% of new hires in organizations. •

High performance work systems

approach to strategic HRM deploys bundles of internally consistent HR practices in order to improve employee ability, motivation, and opportunities across the entire organization. 38 HPWSs impact overall organizational performance by systematically enhancing the individual performance of all of the organization's employees. Research on this approach suggests that bundles of HR practices have stronger impacts on firm-level outcomes than individual HR practices. While talent management approaches are geared toward enhancing and leveraging the human and social capital of specific individuals, HPWSs focus on increasing organizations' collective levels of human and social capital. Whether a company uses talent management, a HPWS, or some combination of the two, the ultimate goal is to maximize organizational performance. In the remainder of the chapter, we discuss each of these HR practices and how firms approach them to enable strategic implementation.

1.) Talent management (best approach to strategic Hrm)

approach to strategic HRM that matches high-potential employees with an organization's most strategically valuable positions: You can think of leaders who use talent management as Hollywood agents. Their job is to identify the people with the most potential to be stars-"the talent"- to polish and refine their skills, and to land them the roles where they will be most likely generate huge box office returns along with an Oscar nomination

Social media

approximately 80% of recruiters today use LinkedIn to locate potential talent, and at least 60% use Facebook. Instagram is gaining traction as a recruiting tool due to its popularity with Gen Z-25% of recruiters now reach job candidates on Instagram, and this number is significantly higher for Millennial recruiters (35%) and recruiters in tech firms (63%). 4 Research suggests that simply having a social media presence makes it far more likely that you will be invited for an interview.50

situational interviews

are structured interviews during which raters ask applicants how they would behave in hypothetical job situations. Example questions are: "What would you do if you saw two of your people arguing loudly in the work area?" and "How would you respond if your boss asked you to keep a secret from upper management?" The goal of situational interviews is to find out if the applicant can effectively handle various situations that may arise on the job.

behavioral-description interviews.

are structured interviews during which raters explore applicants' job-related past behaviors. Example questions include: "Give me an example Of a time when you needed to learn more about competitor organizations. What was the situation and what actions did you take?" and "Tell me about a time when you had to apply your understanding of cultural differences at work. What actions did you take as a result of your understanding?"84

2.) boomerangs

boomerangs-former employees who return to the organization. Boomerangs often are pulled away from their initial jobs by difficult life events or attractive opportunities to advance their skills and careers. 54 Boomerangs already understand the organization's culture and require little to no onboarding. Hiring them is cheaper and less time consuming. Modern organizations are increasingly open to the idea of "taking back" former employees.

4.) give it time

completing paperwork, getting office keys, etc.). But onboarding is a process of integration that can last up to a year or more. Managers should remember that the onboarding process happens not just on the first day, or even in the first week. Don't try to squeeze everything in-there's plenty of time, and the focus should be on helping the new employee feel welcomed, not overwhelmed. 125 Google has formal onboarding activities built into new employees' jobs for at least six months. During that time, managers are supposed to have "check-in" meetings with their new employees at least once per month.

employee profiles

databases that house information on individual employee competencies and qualifications

Performance Management

defined as a set of processes and managerial behaviors that involve defining, monitoring. measuring. evaluating, and providing consequences for performance expectations.

3. Selection

develop learning and development materials to be used in achieving learning goals The third step in L&D is to select the best method(s) for delivering L&D. Here you'll discuss, for example, whether L&D stays in house or gets outsourced; whether it takes place online, in a face-to-face setting, or in a blended format, etc.

2.) external recruiting

means attracting job applicants from outside the organization. In years past, notices of job vacancies were placed through newspapers, employment agendies, executive recruiting firms, union hiring halls, college job-placement offices, and word of mouth. Increased competition for qualified workers has caused companies to get creative with their external recruiting activities.

Ability tests

measure job candidates' physical abilities, strength and stamina, mechanical ability, mental abilities, and clerical abilities. 85 Not all jobs require all of these abilities, and organizations should only test for the abilities that are directly related to job performance. For example, intelligence or cognitive ability tests are popular for predicting future executive performance, and perhaps with good reason. IBM's Supercomputer, Watson, recently analyzed the personality traits of leading CEOs in industries such as entertainment, finance, fashion, marketing, medicine, media, and politics and found that intellect was one of the top two traits necessary for success (altruism was the other). 86 Law enforcement agencies test for physical as well as reading and report-writing abilities.

Personality tests

measure stable traits such as self-efficacy, self-esteem, locus of control, emotional stability, extroversion, agreeableness, conscientiousness, and openness to experience."2 (We discuss these traits in detail in S Chapter 11.) You'll notice that many of these traits represent competencies associated with career readiness, a topic of central importance for today's organizations. Experts estimate that at least 20% of organizations now incorporate personality testing into their hiring activities.93

School partnership

partnerships-recruiters identify talent through relationships with educational institutions, including universities, trade schools, and high schools.

Online job posting

postings-companies advertise open positions on their own websites, on job search websites such as Indeed, CareerBuilder, and Glassdoor, and on university and union websites.

informal nominations

recommendations by managers who have direct experience observing and working with specific employees

Validity

reflects the degree to which a test measures what it purports to measure-nothing more and nothing less. If a test is supposed to predict performance, then candidates' actual performance should reflect their scores on the test. Using an invalid selection test can lead to poor selection decisions. It can also create legal problems if the test is ever challenged in a court of law. A valid midterm should measure content covered in the textbook and during lectures, and nothing else.

On-the-job L&D

takes place in the work setting while employees are performing job-related tasks. Four major methods are job rotation, planned work activities, training positions, and coaching. Each of these activities has unique benefits, so managers should consider which will work best in specific situations. At Estée Lauder, L&D opportunities include short-term special assignments, "stretch projects" that occupy a few hours a week in addition to the regular workload, and temporary job swaps and job-sharing arrangements so that employees can broaden their skills through new role experiences.130 IBM uses Al to analyze employees' profiles, training progress, and desired career paths. The technology then targets L&D programs to individuals' specific needs, which can include animated simulations to provide coaching on desired behaviors.131

human capital

the economic or productive potential of employee knowledge, experience, and actions. Human capital stems from all of the employee competencies that are or could be valuable to the organization.

social capital

the economic or productive potential of strong, trusting, and cooperative relationships. Social capital stems from reciprocity, knowledge, and capabilities that are embedded in both informal connections and close personal relationships

Legal defensibility

the extent to which the selection device measures job-related criteria in a way that is free from bias. This means selection devices should only be used to measure factors that are directly related to job performance, and these devices should not discriminate based on non-job-relevant factors. (We discuss equal employment legislation in more detail in Section 9.7.) Establishing the reliability and validity of a selection technique is fundamental to legal defensibility.

Human Resource (HR) Management:

the process of planning for, attracting, developing, and retaining an effective workforce. This process is made up of various HR practices including employee recruitment, compensation, onboarding, and performance management

What does the right HR system look like?

there is no "best" approach to strategic HRM. Rather, different firms will benefit from different approaches., leadership plays a central role in this process. Leaders must have a nuanced understanding of firm-level strategies, future performance goals and anticipated challenges, and how HR practices, structure, and culture fit together. They use this knowledge to answer three important questions: 1. What human and social capital does the firm have and how do we best leverage it? 2. What human and social capital does the firm need in order to get where it wants to go? 3. How does the firm acquire the human and social capital it lacks? Every firm's configuration will look different, but at a broad level we can categorize strategic HRM approaches into one of two buckets; talent management and high-performance work systems. Let's discuss each of these in turn.

fit-person-job (P-J) fit

to which a worker's competencies and needs match with a specific job. Research suggests that higher levels of P-J fit are associated with better job performance and increased job satisfaction, organizational commitment, and retention. 1 When there is poor P-J fit, both organizations and employees suffer.

Off the job L&D

typically takes place in classrooms, at professional conferences, or through videoconferencing. games, simulations, and other e-learning platforms-all of which occur outside of your normal job duties. A requirement for off-the-job L&D is quite common across a variety of professions. For example, to maintain a professional certification with the Society for Human Resource Management (SHRM-CP or SHRM-SCP), HR professionals must earn at least 60 professional development credits (PDCs) every three years, and these should come from a mix of on-the-job and off-the-job activities. Off-the-job activities include participating in approved HR-related e-learning modules given by other experts, disseminating important HR knowledge through writing for a national or global audience, or attending local chapter meetings or state/national conferences. Walmart store employees engage with certain aspects of L&D through VR technology rather than on-the-job. This is because there are some facets of store associates' jobs that don't occur often enough for employees to get to practice (e.g., handling Black Friday crowds). There also are situations that associates would prefer to not have to mess up in person in order to improve their skills (e.g., responding to angry customers).