HR Management 3070 Exam 2 Review
Job posting
(recruitment: internal sources) process of communicating information about a job vacancy: On company bulletin boards In employee publications On corporate intranets Anywhere else organization communicates with employees
Background Checks
- 8 out of 10 large companies and 2/3rds of smaller orgs report conducting background checks - Internet allows for faster and easier searching for convictions (60% of males have been arrested at some point) - Requests for expunging police records has been on the rise so background checks may not be as complete as employers would prefer
Dysfunctional Managers
- A manager who is otherwise competent may engage in some behaviors that make him or her ineffective or even "toxic" - someone who stifles ideas and drives away employees - Six dysfunctional behaviors include: insensitivity to others inability to be a team player arrogance poor conflict management skills inability to meet business objectives inability to adapt to change When a manager is an otherwise valuable employee and is willing to improve, the organization may try to help him or her change the dysfunctional behavior: Assessment Training Counseling
Rules for Administering Drug Tests
- Administer tests systematically to all applicants for the same job. - Use drug testing for jobs that involve safety hazards. - Have a report of results sent to applicant, along with information about how to appeal results and be retested if appropriate. - Respect applicants' privacy by conducting tests in an environment that is not intrusive and keeping results confidential.
Gathering Background Information
- Application forms - Resumes - Reference checks - Background checks
Assessment
- Collecting information and providing feedback to employees about their behavior, communication style, or skills. - Information for assessment may come from the employees, their peers, managers, and customers (360 degree assessment).
Methods for Measuring Performance
- Comparative - Attribute - Behavior - Results - Quality
Guidelines to make the performance management system support organizational goals
- Define and measure performance in precise terms - Link performance measures to meeting customer needs. - Measure and correct for the effect of situational constraints.
Recruitment Sources : External Sources
- Direct applicants - Referrals - Advertisements in newspapers and magazines - Electronic recruiting - Public employment agencies - Private employment agencies - Colleges and universities
Principles of Learning
- Employees are most likely to learn when training is linked to their current job experiences and tasks -- most effective training - Employees need a chance to demonstrate and practice what they have learned. - Trainees need to understand whether or not they are succeeding. - Well-designed training helps people remember content. - Written materials should have an appropriate reading level.
Immigration Reform and Control Act (1986)
- Federal law requiring employers to verify and maintain records on applicant's legal rights to work in U.S. Applicants fill out Form I-9 and present documents showing their identity and eligibility to work. Law prohibits employer from discriminating against the person on basis of national origin or citizenship status. To use the system E-Verify, employers go online (www.uscis.gov/ e-verify) to submit information on the applicant's I-9.
Criteria for Effective Performance Management
- Fit with strategy - Validity - Reliability - Acceptability - Specific feedback
Candidates' Privacy Rights
- Information gathered during selection process may include information that employees consider confidential. - This is a particular concern when job applicants provide information online. - Employers should collect data only at secure Web sites.
Evaluation Methods: Training Outcomes
- Information such as facts, techniques, and procedures that trainees can recall after training. - Skills that trainees can demonstrate in tests or on the job. - Trainee and supervisor satisfaction with training program. - Changes in attitude related to training content. - Improvements in individual, group, or company performance
Personnel Policies to Recruitment
- Internal versus external recruiting - Lead-the-market pay strategies (pay more than the current market wage for a job) - Employment-at-will policies - Image advertising (creating a favorable impression)
Characteristics of On-the-Job Training (OJT)
- Issue a policy statement describing purpose of OJT emphasizing organization's support for it. - Specify who is accountable for conducting OJT and should review OJT practices at similar companies. - Train managers and peers in OJT principles. - Provide employees access to lesson plans, checklists, procedure manuals, training manuals, learning contracts, and progress report forms. - Assess employee's level of basic skills, before conducting OJT with an employee.
Advantages of Internal Sources
- It generates applicants who are well known to the organization. - These applicants are relatively knowledgeable about the organization's vacancies, which minimizes the possibility of unrealistic job expectations. - Filling vacancies through internal recruiting is generally cheaper and faster than looking outside the organization
Criteria for Measuring the Effectiveness of Selection Tools and Methods
- Method provides reliable information - Method provides valid information - Information can be generalized to apply to candidates - Method offers high utility - The selection criteria are legal
Applications of Training
- Orientation of New Employees - Diversity Training (training is important for you for: job security and promotability)
Categories of Training Methods
- Presentation methods: trainees receive information provided by others - Hands-on methods: trainees are actively involved in trying out skills - Group-building methods - trainees share ideas and experiences, learn about interpersonal relationships and the group
Myers-Briggs Type Indicator (MBTI)
- Psychological test that identifies individuals' preferences for source of energy, means of information gathering, way of decision making, and lifestyle, providing information for team building and leadership development. - Most popular test for employee development. Assessment consists of 100 + questions about how the person feels or prefers to behave in different situations.
Simulations
- Training method that represents a real-life situation, with trainees making decisions resulting in outcomes that mirror what would occur on the job. Uses: Virtual Reality Pilot Training
Characteristics of Effective Diversity Training Programs
- Training should be tied to business objectives - Top management involvement and support, and involvement of managers at all levels are important. - The program should be: -emphasize learning behaviors and skills, not blaming employees. -be well structured -deliver rewards for performance -measure the success of the training
Readiness for training
- a combination of employee characteristics and positive work environment that permit training. - Necessary employee characteristics: Ability to learn subject matter Favorable attitudes toward training Motivation to learn - A positive work environment encourages learning and avoids interfering with training, characterized by situational constraints and social support
Learning Management System (LMS)
- a computer application that automates the administration, development, and delivery of training programs - LMS is used to carry out instructional design process more efficiently and effectively - can be linked to training needs, training outcomes, and associated rewards
Ability to Generalize
- a generalizable selection method applies not only to the conditions in which the method was originally developed -- job, organization, people, time period, etc. -- it also applies to other organizations, jobs, applicants, etc.
Adventure learning
- a teamwork and leadership training program based on use of challenging, structured outdoor activities: example-Rope Course - One of the most important features of organizations today is teamwork. Experiential programs include team-building exercises like wall climbing and rafting to help build trust and cooperation among employees
Aptitude tests (employment test)
- assess how well a person can learn or acquire skills and abilities
Stages of Instructional Design
- assess needs for training - ensure readiness for training - plan training program (objectives, trainers, methods) - Implement training program (principles of learning, transfer of training) - Evaluate results of training
Practical Value and Utility
- being valid, reliable, and generalizable adds value to a selection method - Another consideration is the cost of using the selection method. - Selection methods should cost significantly less than the benefits of hiring new employees. - Methods that provide economic value greater than the cost of using them are said to have utility
Employee development
- combination of formal education, job experiences, relationships, and assessment of personality and abilities to help employees prepare for the future of their careers. - Development is about preparing for change in new jobs, responsibilities, or requirements. **do not confuse with training. training is CURRENT JOB, development is for FUTURE job opportunities
Job experience
- combination of tasks, relationships, problems, demands and other features of an employee's jobs. - Most employee development occurs through job experiences - Key job experience events include: Job assignments Interpersonal relationships Types of transitions - Through these experiences, managers learn how to handle common challenges, and prove themselves
Strategic Purpose
- effective performance management helps the organization achieve its business objectives.
Reliability
- extent to which a measurement is free from random error - a reliable measurement generates consistent results - organizations use statistical tests to compare results over time
Validity
- extent to which performance on a measure (such as a test score) is related to what the measure is designed to assess (such as job performance)
Communities of practice
- groups of employees work together, learn from each other, and develop a common understanding of how to get work accomplished. It also may assign experienced employees to act as mentors who provide advice and support to trainees.
E-learning
- involves receiving training via Internet or Intranet. - uses electronic networks for delivering and sharing information, offers tools, links and information for helping trainees improve performance. - Mobile technology is useful for employees who travel and need to be in touch with the office. - iPods and tablet computers also give employees the ability to listen to and participate in training programs at their own leisure.
Achievement tests (employment test)
- measure a person's existing knowledge and skills
Organization Analysis
- needs assessment - process for determining appropriateness of training by evaluating characteristics of the organization - looks at training needs in light of: the organization's strategy resources available for training Management's support for training
Transfer of training
- on-the-job use of knowledge, skills, and behaviors learned in training
Three Aspects of Recruiting (recruitment influences)
- personnel policies, recruiter traits and behaviors, recruitment sources - personnel policies --> vacancy characteristics - recruitment sources --> applicant characteristics - recruiter traits and behaviors --> influence both vacancy and applicant characteristics --> both vacancy and applicant characteristics influence Job Choice
Electronic Performance Support Systems (EPSS)
- provide access to skills training, information, and expert advice when a problem occurs on the job. - As employees need to learn new skills, they can use EPSS to access needed information and detailed instructions.
Fair Credit Reporting Act
- requires employers to obtain a candidate's consent before using a third party to check candidate's credit history or references. If the employer decides not to hire based on the report, employer must give applicant a copy of the report and summary of applicant's rights before taking action
Steps in the Selection Process
- screening applications and resumes - testing and reviewing work samples - interviewing candidates - checking references and background - making a selection
Developmental Purpose
- serves as a basis for developing employees' knowledge and skills
Measures of Training Success
- trainee satisfaction - transfer of training - new skills, knowledge - performance improvements - return on investment
Orientation
- training designed to prepare employees to: perform their jobs effectively, learn about their organization, and establish work relationships - Objective is to familiarize new employees with the organization's rules, policies, and procedures
Administrative Purpose
- ways in which organizations use the system to provide information for day-to-day decisions about salary, benefits, and recognition programs.
Needs Assessment
- what kind of training do you need? Answers 3 questions.. Organization - what is the context in which training will occur? Person - Who needs training? Task - What subjects should training cover?
Interviewing Effectively
-Be prepared -Put applicant at ease -Ask about past behaviors -Listen - let candidate do most of the talking -Take notes - write down notes during and immediately after interview -At the end of the interview, make sure candidate knows what to expect next
Conducting the Feedback Session
-During feedback sessions, managers can take any of three approaches: 1. "Tell-and-Sell" - managers tell employees their ratings and then justify those ratings. 2. "Tell-and-Listen" - managers tell employees their ratings and then let employees explain view. 3. "Problem-Solving" - managers and employees work together to solve performance problems. -Identify ways of improvement depending on if the employee lacks ability, motivation or both.
Four Approaches to Employee Development
-Interpersonal Relationships: develop skills and increase their knowledge about the organization and its customers by interacting with a more experienced member (mentoring or coaching). -Formal Education -Job Experiences -Assessment
Benchmarks
A measurement tool that gathers ratings of a manager's use of skills associated with success in managing.
core competency
A set of knowledge and skills that make the organization superior to competitors and create value for customers.
Online Applications
A simple job posting online could generate hundreds of résumés in one day
Legal Standards for Selection
All selection methods must conform to existing laws and legal precedents. Three acts have formed the basis for a majority of suits filed by job applicants: Civil Rights Act of 1964 and 1991 The Pregnancy Discrimination Act of 1978 Age Discrimination in Employment Act of 1967 Americans with Disabilities Act of 1991 Equal employment opportunity state laws
Assessment Centers
An assessment process in which multiple raters or evaluators (assessors) evaluate employees' performance on a number of exercises, usually as they work in a group at an offsite location.
Goal Setting
Based on information from self-assessment and reality check, employee sets short- and long-term career objectives. Desired positions Level of skill to apply Work setting Skill acquisition
A legally defensible performance management system
Based on valid job analyses, with requirements for job success clearly communicated to employees. Evaluates behaviors or results, rather than traits. Multiple raters (including self-appraisals) used. All performance ratings reviewed by upper-level managers. Appeals mechanism for employees
Glass Ceiling
Circumstances resembling an invisible barrier that keep most women and minorities from attaining the top jobs in organizations
Performance Management
Each aspect of performance management should be related to the organization's goals. Business goals should influence the: - kinds of employees selected and their training - requirements of each job - measures used for evaluating results The organization: - identifies what each department must do to achieve the desired results - defines how individual employees should contribute to their department's goals
Ethical
Employee monitoring via electronic devices and computers may raise concerns over employee privacy.
Action Planning & Follow-Up
Employees prepare an action plan for how they will achieve their short- and long-term career goals. Any one or a combination of development methods may be used, depending on development need and career objectives
Five Major Personality Dimensions
Extroversion - sociable, gregarious, assertive, talkative, expressive Adjustment - emotionally stable, nondepressed, secure, content Agreeableness - courteous, trusting, good-natured, tolerant, cooperative, forgiving Conscientiousness - dependable, organized, persevering, thorough, achievement-oriented Inquisitiveness - curious, imaginative, artistically sensitive, broad-minded, playful
6 Ways to Structure Communication
Focus on goals: Listen as well as talk Be honest and positive Prevent surprises and prepare for success Use specific, concrete examples -- treat employees with respect
Process for Developing A Succession Plan
Identify positions to plan for Identify employees to include Define job requirements Measure employee potential Review and plan to meet development needs Link succession planning with other HR Systems Provide Feedback to Employees Measure the plan's Effectiveness
Feedback
Information employers give employees about their skills and knowledge and where these assets fit into the organization's plans
When a candidate has been selected, the organization should communicate the the offer to the candidate. The offer should include:
Job responsibilities Work schedule Rate of pay Starting date Other relevant details
Legal Requirements for Performance Management
Lawsuits related to performance management usually involve charges of: Discrimination Unjust dismissal To protect against both kinds of lawsuits, it is important to have a legally defensible performance management system
Application Forms
Low-cost way to gather basic data from applicants. Ensures that the organization has certain standard categories of information: Contact information Work experience Educational background Technical experience Memberships in professional or trade groups (job related)
Training Linked to Organizational Needs
Nature of today's business environment makes training important. **Rapid change requires that employees continually learn new skills. (always say yes to training opportunities) Growing reliance on teamwork creates a demand for the ability to solve problems in teams, an ability that often requires formal training.
Interviewing Techniques
Nondirective Interview Structured interview Situational interview Behavior description interview *When interviewing candidates, it's valid to ask about willingness to travel if that is part of the job. Interviewers might ask questions about previous business travel experiences and/or how interviewees handled situations requiring flexibility and self- motivation
Strategic Approach to Personnel Selection
Organizations should create a selection process in support of its job descriptions. Selection process should be set up in a way that it lets the organization identify people who have necessary skill sets. This strategic selection approach requires ways to measure effectiveness of selection tools
Experiential programs
Participants learn concepts and apply them by simulating behaviors involved and analyzing the activity and connecting it with real-life situations
Legal
Performance management processes are often scrutinized in cases of discrimination or dismissal
Planning the Training Program
Planning begins with establishing objectives for the training program. Based on those objectives, planner decides: Who will provide the training? What topics the training will cover? What training methods to use? How to evaluate the training?
Multiple-Hurdle Model
Process of arriving at a selection decision by eliminating some candidates at each stage of the selection process
Compensatory Model
Process of arriving at a selection decision in which a very high score on one type of assessment can make up for a low score on another.
Succession Planning
Process of identifying and tracking high-potential employees who will be able to fill top management positions.
Enlargement of Current Job
Promotion Transfer Downward move Job rotation or even -- Temporary assignment to another organization
Giving Performance Feedback
Scheduling Performance Feedback: -Performance feedback should be a regular, expected management activity. -Annual feedback is not enough. -Employees should receive feedback so often that they know what the manager will say during their annual performance review. Preparing for a Feedback Session: -Managers should be prepared for each formal feedback session.
Steps - Performance Management Process
Step 1 - Define performance outcomes for company division and department Step 2 - Develop employee goals, behavior, and actions to achieve outcomes Step 3 - Provide support and ongoing performance discussions Step 4 - Evaluate performance Step 5 - Identify improvements needed Step 6 - Provide consequences for performance results
Measuring Performance: Measuring Quality
The principles of total quality management (TQM), provide methods for performance measurement and management. Performance measurement combines measurements of attributes and results. Two kinds of feedback in TQM: Subjective feedback Statistical quality control
Characteristics of Effective Training Objectives
Training objectives include a statement of: -Expectations -Quality or level of acceptable performance -Conditions under which the employee is to apply what he or she learned. -Measurable performance standards. -Resources needed to carry out desired performance or outcome.
Data Gathering:Self Assessment
Use of information by employees to determine career interests, values, aptitudes, behavioral tendencies, and development needs. MBTI Self-Directed Search
Organizations need to measure success of selection methods. Criteria used include:
Validity Reliability Utility Legality Generalizable
Instructional design
a process of systematically developing training to meet specified needs; developing a training program An effective training program is designed to teach skills and behaviors that will help the organization achieve its goals
Productivity (measuring results)
an important measure of success because getting more done with a smaller amount of resources (money or people) increases the company's profits.
Training
an organization's planned efforts to help employees acquire job-related knowledge, skills, abilities, and behaviors, with the goal of applying these on the job. Training can benefit the organization when it is linked to organizational needs and motivates employees.
Recruiting
any activity carried on by the organization with the primary purpose of identifying and attracting potential employees Role of HR recruitment is to build a supply of potential new hires that the organization can draw on if need arises
360-degree feedback
can be used for development purposes: Raters identify an area of behavior as a strength of the employee or an area requiring further development. Results presented to employee show how rating on each item and how self-evaluations differ from other raters' evaluations. Individual reviews results, seeks clarification from raters, and sets specific development goals based on strengths and weaknesses identified.
Performance appraisals
can be useful for employee development under certain conditions: Appraisal system must tell employees specifically about their performance problems and ways to improve their performance. (a path to success) Employees must gain a clear understanding of differences between current and expected performance. Appraisal process must identify causes of performance discrepancy and develop plans for improving performance.
Employee engagement
degree to which employees are fully involved in their work and the strength of their commitment to their job and company. - 3 in 10 US employees describe themselves as engaged - give the employees the training and tools that they need, leave them alone (give them autonomy), and hold them accountable********
Diversity Training
designed to change employee attitudes about diversity and/or develop skills needed to work with a diverse workforce
Case studies
detailed descriptions of a situation that trainees study and discuss
Interpersonal relationships
employees can also develop skills and increase their knowledge about the organization and its customers by interacting with a more experienced member: Mentoring Coaching
Person Analysis
needs assessment - process of determining individuals' needs and readiness for training by answering three questions: 1 Do performance deficiencies result from lack of knowledge, skill, or ability? 2. 3.
Task Analysis
needs assessment - process of identifying and analyzing tasks to be trained. To carry out task analysis: job's equipment
Management by Objectives (MBO) (measuring results)
people at each level of the organization set goals in a process that flows from top to bottom, so that all levels are contributing to the organization's overall goals. These goals become the standards for evaluating each employee's performance *examples - loan portfolio management, sales; objective - increase value by 10% over next 12 months; generate fee income over 12 months; % complete; Actual performance (9% increased, generated $#)
360-Degree Performance Appraisal
performance measurement that combines information from employees': Managers Peers Subordinates Self Customers
Performance management (again)
process through which managers ensure that employees' activities and outputs contribute to the organization's goals. This process requires: Knowing what activities and outputs are desired Observing whether they occur Providing feedback to help employees meet expectations
Personnel Selection
process through which organizations make decisions about who will or will not be allowed to join the organization. Selection begins with candidates identified through recruitment. It attempts to reduce number to individuals best qualified to perform available jobs. It ends with selected individuals placed in jobs with the organization.
Business games
require trainees to gather and analyze information and make decisions that influence the outcome
Evaluation of training
should look to transfer of training by measuring whether employees are performing tasks taught in training
