TMS

How to estimate workforce supply, « in quality »? (See Mathis et al.)

Qualitative HR needsScenario planning Profile required vs. available? Positions to create vs. existing? Study glocal trends in glocal labor market, Analyze competitors' needs, Make the diagnostic of available talent pools.

Forecasting approach

Quantitative aspects: a. Statistical models, probabilities and benchmarks: Models align nb of employees to the organization's operations (i.e. Occ. Rate). Models can take into account factors such as production, sales, service levels, etc. The models are grounded on "norms" and "averages" benchmarked. b. Work study method: Based on a thorough analysis of the tasks and the time taken to perform these tasks. Person-hours required for each "deliverable" are calculated. Statistical forecast Qualitative aspects (See JA): Profile required / available? Qualifications (type / level) Experience (type / length) Seniority - Length of service Nationality, Age, Gender, Status With disabilities? ... Positions to create / exisiting ? Full-time? Part-time? Workingcontexts(e.g.room surface?; productivity-related pay?) Working Relations (e.g. participative leader?) and Psychological Environment ... Scenario planning

Selection interview: valid or not valid?

Questions based on a proper Job Analysis Orderedandidenticalforallcandidates Asked in the same way in identical conditions Expectedanswersaresetandweightedinadvance Severalinterviewersforeachcandidate Restrictiedpooloftrainedandcoordinatedinterviewers Duration > 30 min No question from the canidate allowed, except at the end ...

Leaders: personality traits' impact on performance

"Great person-trait" approach. State that traits are key in differentiating between leaders and non leaders. Define traits of transformational leaders with 4Is: 1, idealized influence (lead by example and set the expectation) 2. intellectual stimulation ( encourage learning and growth) 3. individualized consideration ( coaching and empowering to success). 4. inspirational motivation ( inspiring to go to new heights)

outcome of control model with Taylor

(boss wants more money and less accidents; workers want less pain and more money)--> apply scientific management principles--> Better predict, command, organize and coordinate work; Safely increase the output per worker, i.e. increase productivity-->Make boss's interest and workers' interest be convergent-->Social peace + Economic performance

Some key success factors... and when nothing else works...conducting appraisal

- Use Multiple Raters - Give only as much feedback as the receiver can use - Practice all we have learnt so far... - Reward Accurate and Timely Appraisals - Ensure that raters evaluate evaluatees on an ongoing basis - Provide Memory Aids to Appraisers - Provide immediate feedback - Not have the evaluator evaluate too many ratees

Measurement of Team Work Performance

1. Evaluate the deliveries Capacity to achieve or to go beyond the objectives, regarding quantity, quality, and timeliness of work results? Depends on the evaluation criteria 2. Evaluate the process ‐ Means required / utilised ‐ Methods and procedures operated 3. Evaluate the team learning & viability ‐ Group potential development? ‐ Development of the ability to work together? 4. Evaluate personal development ‐ Individuals feel satisfied being part of the group ‐ Individuals learn, improve, blossom, both on personal and professional sides

Performance appraisal process

1. Identify Specific Performance Appraisal Goals 2. Establish Performance Criteria, choose methods and Communicate Them To Employees 3. Examine Work Performed 4. Appraise the Outcomes 5. Set an interview with Employee: inform or discuss

Organizational change by Crozier & Friedberg: power, actors & systems 1/2

1. Identify problems and what is at stake 2. Deduce from it who the relevant actors are (individuals or groups) 3. Study each actor : objectives, resources/assets, constraints/handicaps 4. Deduce from this the strategies that these actors will adopt 5. Analyze the interaction between all the strategies : power issues. 6. Define an action plan.

Four domains of organizational socialization to be addressed

1. Know the values of the organization, its objectives, and the corporate culture ... 2. Know the team's values, its norms, its func oning, and develop friendships ... Occupational culture! 3. Understand his/her role within the organization... Social identity... 4. Acquire the skills and knowledge required for the job... Professional identity

Conducting the appraisal... interview (developmental goal)

1. Prepare the interview - Specify goals, plan agenda and prepare questions - Choose an appropriate meeting place and issue an invitation well ahead of time 2. Welcome the evaluatee - Create a bond and explain the interview format - Focus on the employee's interest - Inform that you will be taking notes 3. Provide the evaluatee with support / information - Ask for a self-assessment: If there is a problem, make the employee acknowledge it - Give feedback on employee's strengths: Be specific, take the whole period into account - Focus on performance, not on personal characteristics or personality traits 4. Decide on a development path / adjustment plan - Establish mutual goal & targets for the upcoming period by discussing and seeking agreement on... Lack of resources Need for additional information and training Ways in which performance can be improved 5. Close the interview by opening perspectives - Thank the employee for their input and ask if he/she has more questions or concerns - Sum up, obtain employee's approval and set a date for the progress report...

Proper Pool of Candidates to Select

1. Shortlist candidates >pre-select 2. « Meet » candidates>listen, observe... « feel »... « touch »... « smell »...« taste »... 3. Select the most appropriate profile for the job Resume / CV + Cover letter (unsolicited or on purpose) Application forms and reference checks Individual and/or collective interviews, structured or not Cognitive tests (intelligence) and personality tests Business games and challenges Work samples, work simulations and scenarios (assessment) ... or even graphoanalysis, morphopsychology, numerology, astrology... machines?!

Management of working contexts: action plan

1. Stress & (Dis)- Satisfaction at work 2. Relations at work among peers and with leader 3. Corporate culture & change

Leaders: traits', behavior's & style's impact on performance

1. Trait theories & Charismatic & transformational leadership. 2. Behavioral perspectives (Michigan & Ohio State studies; Blake & Mouton Grid; LMX theory). 3. Situational contingency (Hersey & Blanchard's model).

How can you manage conflicts? The "VAMPIRE" 7-step process

1. vision Set higher objectives: "What common objectives could provide a context for our discussions? 2. actions Separate the people from the problem: "It's an unrealistic action" rather than "you're not being realistic!" 3. motives : Focus on reasons rather than positions: "Help me understand why you are defending this position" 4. possibilities : Think of options that create mutual advantages "Considering each person's concerns, let's try to find ways to meet everybody's needs" 5. indicators : Use tangible criteria to evaluate the alternatives: "What would be the right way to evaluate the merits of each of our options?" 6. results : Define success in terms of real gains: "Does the outcome represent a significant improvement to the status quo?" 7. evaluation : Measure, share and celebrate the results achieved: "How can we build on what we have a achieved for the future?

Leaders: traits', behavior's & style's impact on performance

3 theories on how you can recognize / be / become an effective leader Trait theories & Charismatic & transformational leadership: There are traits that characterized great leaders". E.g. Self-confidence, integrity, emotional maturity... But... neither strong correlation nor causality between traits and performance Behavioral perspectives (Michigan & Ohio State studies; Blake & Mouton Grid; LMX theory): Leader employee-centered behavior crucial to performance". But... no consideration of situations, kind of task to be achieved, kind of employees to be managed... Situational contingency (Hersey & Blanchard's model): Leader style to be adjusted to situations". E.g. Relation, task, power, follower readiness and maturity. But... too few factors considered within situations...

Leaders: management style's impact on performance

A leader's performance depends on his/her ability to adapt his/her management style to each situation Situation: i.e. The leader must adapt his/her style of management to people (motivation and competence), to tasks and contexts to be handled. situation theories disagree with personality and behavioral theories

ACDC Learning/Teaching approach

A. Arouse curiosity and attention, provide a motive for learning C. Define the topic / task in context and explain it chronologically D. Incite trainees to think, develop and verify learning / knowledge by themselves C. Check trainees autonomy in doing the task on their own and provide feedback.

T&D process organization

A. Planning: Set Training objectives; Set Success criteria B: Training: select Methodology, TooIs, schedule; carry out and monitor traning C assessment of training: Evaluate Measure... against the Success criteria Follow-up

Use assessment centers and (long) work trials or work samples...

ASSESSMENT CENTER: Combination of tests, interviews, simulations. i.e. Germany WWI: secret agent; GB WWII: army top officers; US: spies WORK TRIAL, AND ESPECIALLY INTERNSHIP & APPRENTICESHIP... Realistic job preview Socialization to the corporate culture Job enrichment, empowerment and perceived organisational support Better attract, select and retain talent Talented new hires AND talented current employees!

Involvement model with Maya, and outcomes

An effective manager listens, recognizes people's work ‐ Hawthorne Effect and does not discourage team work ‐ Group Effect Which motivates people to perform their best ... Despite tough working contexts.

Which targeted interview questions can you use?

Analytical mind: how do you see the position I have presented? Aptitude to anticipate: how do you see our company in 5 years? Ability to conceptualize: what is your idea of happiness? Memory: ask specific details in the CV Capacity of judgment: how would you rate our products / our services? Liveliness and creativity: what are your passions / hobbies? Skills in negotiating: what should be the first quality of a good negotiator? Persuasiveness / Sales profile : "you see this pen, then sell it to me". Methodology / argumentation: "how many gas stations in the USA?"

How to attract applicants?

Analyze your "talent pool" : 1. Internal current employees 2. Applicants' files which have been track‐recorded Check adequation to your requirements & needs: Profile & competences of the internal employees and ex‐applicants (if recorded) Employees' projects and career paths ; potential, mobility and advancement goals If nobody matches the requested profile... Publish the job offer internally first and then Communicate your needs externally, afterwards

Key questions in performance evaluation (See Bohlander & Snell)

Appraisal as Control x: To check conformity between what has been achieved and what should have been achieved (control)...> Compliance / Results > Rating scale method>Evaluatee in a passive role Appraisal for Development Y: To understand what impacted this achievement and to identify strengths and points to improve (develop)...>Behaviors / Processes>Critical incident method>Evaluatee in an active role Behavioral Anchored Rating Scale (BARS): between x and Y

Hiring

Attraction/Recruitment involves searching for and obtaining qualified applicants to consider when filling job openings/vacant jobs. Effective organizations choose recruiting sources and methods based on their specific needs and objectives. Different sources of applicants can be reached using different methods of recruiting. Selection is the process of obtaining and using information about job applicants to determine who should be hired for long‐ or short‐term positions. It is aimed to predict the likely future performance of applicants, both in the job that is open and in other jobs the new hire might hold at the company in the future. Upon entry into a new job or a new organization, all employees initially need to "learn the ropes." Socialization has the major objective of teaching employees about the organization's history, culture, and management practices. Through socialization, ‐ indeed initiated through "orientation", "integration" or "onboarding" procedures and practices ‐, new employees learn how things are done in the organizational context, including things that are not written down in any policy or procedures manual.

HIRING PROCESS: ATTRACTION, SELECTION & SOCIALISATION

Attraction: Employer branding, employee value proposition; Traditional VS. Realistic recruitment; Rude awakening, overpromise, underdeliver; internal talent pool and PFW Promotion From Within / poaching; campus manager / executive search agency, headhunters, temporary work agency...; Hidden job market; Sourcing tools: job network, job fair, job bidding (walls), job corners (Internet), peer referral... Selection: measurable, weighted selection criteria and evaluation grid; over and under qualified candidates; graphology or handwriting analysis, morphopsychology, lie‐detector; screening of CV and letter of application and application forms; reference checks; centered, semi‐structured and structured interview, situational interview; general mental ability GMA test; psychometrics and personality / integrity ‐ conscientiousness test; assessment center; work sample / trial / simulations; role play, business games; cross subjectivities, predictive validity and reliability; acceptability; legality. Socialization: primary, secondary; society, industry, occupation, organization ‐levels; socialization agents; socialization objects: basic assumptions, roles, values, norms, beliefs, dos, attitudes, behaviors, feelings...; socialization techniques: observation, imitation, experimentation, assimilation, accommodation, reinforcement, coercion; orientation program and induction training, organizational commitment; Employment contract and/or transactional / relational psychological contract; job shadowing; on‐the‐job‐training OJT; employee loyalty.

Use simulations and assessment in games and contests...

BUSINESS GAMES, CONTESTS AND CHALLENGES: RPGs - Role play games: E.g. HR: applicants' ranking / dismissal interview; E.g. Communication: presentation to board of directors. Group exercise / Case study: E.g. Give a task to a group and observe the participants and the group dynamics. Mailbox: E.g. Give a huge amount of cases in a mailbox, to be managed within a limited time.

Why learning about hiring

Based on an analysis of a company and its environment, your "hiring" decisions & actions should be consistent with the organization's business strategy, structure, and culture, as well as with its environment, so that you can improve productivity & performance, reduce labor costs, and help the company stay competitive.

Efficient organizational socialization, above and beyond...

Benefits for recruits 1. Recognition from employees and organization 2. Increase of sense of belonging & group dynamics 3. Adaptation to informal rules 4. Increase in well‐being & motivation 5. Better communication & decrease of negative stress Benefits for the organization Increase of dynamics & performance 2. Mastery of change & innovation 3. Decrease of personnel turnover 4. Money & time & energy savings 5. Better « employer branding »

The match between a career plan & a succession plan

Career plan: Employees Indicate employee's wishes in terms of advancement within the company Define the roles / positions that the employee could hold in the future Assess the employee's degree of maturity for taking up a new position (potential) Top-down and bottom-up process Career plan used for succession / promotion to identify which individuals could take up the positions available Succession plan: Position Define the employees or external candidates who could replace someone in a key position Prepare the transition: define how the employees need to develop Top-down, confidential process

Building teams: homogeneous or heterogeneous team?

Characteristics of teams with homogeneous membership. Members are similar with respect to such variables as age, gender, race, experience, ethnicity, and culture. Members can quickly build social relations and engage in the interactions needed for teamwork. Homogeneity may limit the team in terms of ideas, viewpoints, and creativity. (bad) Characteristics of teams with heterogeneous membership. Members are diverse in demography, experiences, life styles, and cultures, among other variables. Diversity can help improve team problem solving and increase creativity. Diversity among team members may create difficulties early in the team's life or stage of development, due to potential conflicts. (bad)

How should we conduct a job analysis

Choose the method the most consistent with the management model, control or involvement. --> documentation, questionnaires, observations, experimentations, JA interviews.

How to formulate the interview questions:

Classical questions What are your main strengths / assets / qualities? What are your main weaknesses? What are you most proud of? Tell me about one of your main failure / mistake... What makes you crazy / sick? What will you bring to the company? Projective questions... Describe the person / the manager with whom you most enjoyed working. What would be your ideal job? (How do you see this job?) Imagine yourself in 5 years from now, where are you and what do you do?

Assess a management system within the service-profit chain

Competent & Motivated Personnel-> Service-> Customer satisfaction-> customer loyalty -> profit& growth

Leaders: behavior's impact on performance

Consider leader's behavior on a continuum between "boss-centred" and "employee-centred". boss-centered: Managers tells Manager may take responsibility for decisions & use authority employee-centered: Employees shall take responsibility for decisions & use freedom

Changing a company's culture?

Culture as asset... but also liability... Barrier to diversity Barrier to change Barrier to mergers and acquisitions Quick fix = replace all reluctant employees and "impose" the change... LT fix = have employees willing to change on their own...

Make sure you will get THE job by building your network

Dive into the « hidden » job market!

T&D Benefits

Economic development and social development

You can improve only what you measure...

Economic need for evaluation Organizational need for evaluation Psychological need for evaluation

Internal HR Marketing

Employee Value Proposition (EVP) Employer's Promise Employer Branding Promoting the Employer Brand Employees = Employer Brand Ambassadors "Employer of Choice" & "Best Place to Work" Awards

Key concepts of job analysis and manpower planning

Environmental scanning, business planning, supply and needs analysis / matrix, PEO (professional employer organization), contingent temporary workers and independent contractors Job analysis / competency modelling: job analysis subject matter experts - SME, job analyst, job incumbent / holder, job analysis methods: documentation - O*NET and Web‐based systems, interviews, observation, experimentation, questionnaires - position analysis questionnaire - PAQ. Job‐person fit, job description (position and task), job specification (profile description of person), job classification, job advertising / job ad / job offer. KSAAs/KSAOs, tacit knowledge, competencies - motivation, qualification, seniority / tenure. Manpower / person power / workforce / HR planning, judgemental forecasts, statistical forecasts, scenario planning, work study, benchmark, replacement chart and succession planning, Full time equivalent FTE, internal / external supplies, shortage / surplus, attrition, reduction in force (RIF).

We must manage the constraints of Performance Evaluation

Evaluator faces several types of constraints and is challenged by BIASES: Lacks of what is at stake / time / skills Multiple targets / Conflict of roles Insufficient information Information overload Taxing on memory Evaluator likely to make several errors, with consequences for both the assess and the evaluator him/herself. Impact on perception of justiceon job performanceon loyalty!!! It is possible to diminish the risk of error and increase appraisal effectiveness through various "accurate" questions to ask and a

To establish a total rewarding mix, take several factors into account

External Environment "PESTELE"-> Internal - Organisation-> Value of the Job (Job-based) and Value of the Job-holder (Competency-based)

Care of who the recruiters are... The hiring process depends a lot on them

External recruitment expert HRM, person in charge of internal recruitment CEO, GM, functional director Operational manager Manager's assistant or secretary ... A trainee / intern? ... You?

control model: key success factor

Fits a relatively abundant, stable, simple, predictable environment. Strategy of cost minimization and volume maximization. Mechanistic bureaucratic routine structure with standard jobs. Impersonal conventional culture with low social needs staff. (See Fayol, Taylor, Weber, Robbins & Judge, Bowen & Lawler)

Involvement model: key success factor

Fits relatively scarce, unstable, complex, unpredictable environment. • Strategy of innovation, differentiation, customization, personalization. • Organic adhocratic structure with positions implying initiative and variety. • Personalizing unconventional cooperative culture with social growth needs staff. (See McGregor, Argyris, Mayo, Robbins & Judge, Bowen & Lawler)

Preparing for the appraisal: set the process and the timing

Focal-Point Approach: All employees evaluated at the same time • Easier to standardize across employees • May create burdensome workload on managers • May create artificial performance cycles Anniversary Approach: On employee's anniversary with the organization • Does not tie individual performance to overall organizational performance • Ratings earlier in year may be more lenient • Difficult make comparisons to other employees Natural Time Span of the Job • Ensures feedback is given when it is most useful. • Not suited for short-cycle simple jobs. Possible time spans: feedback on progress at the mid-point of a project and again at project completion to assess goal achievements.

Control model with Taylor: principles

Following scientific management principles of organization, The « thinkers » should rationally organize Vertical division of responsibilities; Horizontal division of tasks; Standardisation of positions (i.e. range of allowable actions in a job or series of jobs is limited, so that uniform actions occur); Job prescription and standard control procedures; Productivity planning and time‐and‐motion measurements ; Productivity‐related pay

A typology of the turnover impact... to manage turnover!

For the organisation Negative impacts: • Separation costs • Replacement costs • Training costs • Loss of productivity • Administrative overload • Survivors' frustrations? Positive impacts: Eliminates poor performers and burned- out employees • Influx of new employees / innovation & competition • Savings on labour costs • More promotion opportunities for remaining employees • Empowerment for remaining employees For the employee: Negative impacts: Loss of social benefits resulting from seniority • Stress of transitioning to a new job • Moving costs / Pb for partner's career • Loss of local social network • An indicator of instability and lack of loyalty Positive impacts: A better job elsewhere • Avoid stress of previous job • Renew commitment to work • Move to a more suitable company • Improve partner's career • Re-start with a higher salary • An indicator of one's adaptability and flexibility

Is graphology a valid selection method?

Forensic document examination: yes Graphoanalysis or graphology or handwriting analysis for selection purpose: NO

T&D methods: advantages & disadvantages (3/3)

Formal courses potential advantages: Are inexpensive for many • • Are easily accessible • • Mass training possible potential disadvantages: Require verbal skills Inhibit transfer of learning Simulation potential advantages: Helps transfer of learning • Creates lifelike situations potential disadvantages: Cannot always duplicate real situations exactly • Costly to develop, time-consuming • Not easy for mass Role-playing potential advantages Is good for interpersonal skills •• Gives insights into others potential disadvantages: Cannot create real situations exactly; is still playing • Costly to develop • Not easy for mass Wilderness trips: potential advantages: Can build teams • Can build self-esteem potentail disadvantages: Costly to administer Physically challenging

Organizational culture's super power (See Schein)

Future "managees", understanding your company's culture can help you... Understand your company's history, linking its current organizing, to its probable future development. Accelerate and intensify your professional socialization and your integration into the business. Increasingly show evidence of your engagement and shine out within the company. Future managers, mastering your company's culture can help you... Obtain others' engagement to "your" business philosophy and values .... Make people adopt "desired" behaviors and help you "control" them. Influence behaviors that will impact the evolution of your company: to exert power.

Selecting appraisal methods

Graphic rating scale X: Series of criteria describing whether a job is performed satisfactorily (control)--> strength: quick to develop and carry out; • useful for comparisons. weakness: lack of in-depth information Checklist Management By Objective X: Attributes applicable to an employee are ticked (control). Strengths: reduces bias because the calibrator and the assessor are not the same person; weaknesses: expensive to set up for several job categories Critical incidents Y: Standout behaviour in mission-critical situations (development)--> Strength: lists critical types of behaviour and yields examples; weakness: evaluators must take notes regularly • hard to quantify Forced choices Y : Choice of only two statements describing behaviour of employee; strength: reduces biases and distortions (no "right" answer) weaknesses: difficult to make distinctions • assessment scale resembles guesswork Behavioural indicators: Performance is compared with specific and measurable types of behaviour. strength: reduces margin of error • clarifies type of behaviour that is sought afte. weaknesses: evaluators must take notes regularly

Control model of management

Impersonal culture, mechanistic structure, mass-production strategy; predictable& stable, simple external environment

T&D methods & techniques

In order to impart knowledge and skills to staff, companies can use a wide range of Techniques and Methods, regardless of whether programs are in-house or outsourced... These T&D Techniques and Methods can be categorized considering different aspects: Trainees belong to the same company; E.g. Instructor-Led, planning, classroom; in a location which is not part of the company's facilities, e.g. outdoor or in training institute; Leads to an official (inter)national recognition via a certificate, degree, diploma... Trainees are from different companies; E.g. «On-the-Job-Training» - OJT; Within the company's premise; Does not lead to any official recognized qualification

Management of working contexts: what is at stake?

In some organizations, job dissatisfaction may be a big problem. The reasons employees quit their jobs may seem obvious, yet many employers simply do not have a good understanding about what is most important to their top‐performing employees. The proper management of : working conditions ‐ material & physical (i.e. related to ergonomics and focusing on facilities, furniture, equipment, machines, uniforms, working tools & materials, etc.), & relationship at work - non material & socio‐psychological (i.e. related to interpersonal relationship, to team work, to supervisors' leadership style, to organizational support, etc.) can contribute to reduce job dissatisfaction and also haphazard and accidents at work and therefore may help to increase the employees' performance at work. Managing work contexts entail to identify source of job satisfaction, which contribute to wor performance increases. Identifying S & W related to work contexts can be regularly done through an efficient internal communication system.

Management of working contexts thanks to ergonomics

Internal Communication Process > Analysis of "RISKS" & STAFF SURVEYS > Study and then improve... Ergonomics, i.e. change job context to match capabilities & limitations of employees, Work organisation, & Leadership...> REMEDIES" Inform / convince / train on implementation of those remedies

Management of working contexts thanks to internal communication

Internal Communication Process-> analysis of risks and staff surveys Event-related: Work-life contexts Market-related Contacts with the public Organisational Time and results / targets requirements, workload, work schedule... Socio-personal: Interactions with colleagues, role management, supervisor's leadership Technical: Noise, handling of heavy loads, slow IT, Measure the long-term commitment of employees jointly: To their relationships at work To the company's product / service / activity To their career (belonging to a profession) To the work ethic (workplace values) To the organisation itself By using scientific questionnaires / surveys, e.g.: OCQ = Organisational Commitment Questionnaire (Mowday, Steers, Porter, 1979). JDS = Job Diagnostic Survey (Hackman and Oldham, 1975). Eysenck's Impulsiveness Questionnaire (Eysenck et al., 1985).

difference between a JD and JS

Job Description (JD) Detailed explanation of roles and responsibilities, activities and tasks, working contexts and relations, etc. To inform future and current incumbents and to organize the work structure Refers to post available rather than person. Job Specification (JS) / Profile description Sets out qualifications, skills, experience, educational background, personal attributes, values and attitude... of the ideal incumbent Vital tool in assessing profile- position fit and to set the company's culture Refers to person rather than position.

Job Description JD

Job Title; main purpose and expected results; main tasks and accountabilities; reporting responsibilities/authority/ relation with colleagues, position in the information system; employment/work contexts/ corresponding access conditions and mobility or advancement opportunities.

PERFORMANCE APPRAISAL (PA) & BALANCED SCORECARD (BSC)- overview

KEY CONCEPTS: Psychological need, organisational need, economic need for performance assessment. Appraisal biases, obstacles and constraints: Primacy & Recency effects, Central tendency, Leniency, Strictness, Contrast error, Halo, Error of single observation, Stereotypes/prejudice, Attribution errors... + conflict of role. Appraisal as control VS. appraisal for development. Graphic rating scale, Checklist Management By Objective, Critical incidents, Behavioural indicators, Forced choices. Normalised rating technique, Individual ranking, Peer‐group comparison. 360°FB (feedback). Appraisal interview..

TOTAL COMP. & BEN. MIX AND TRAINING & DEVELOPMENT (T&D) key concept

KEY CONCEPTS: Total compensation and rewarding systems: direct and indirect monetary on the one hand, and non‐monetary on the other hand; social benefits, perks, participation, and other kinds of benefits; lead, match and lag policy; external equity and organisational justice; job evaluation and job ranking and job classification. T&D: Organisational needs analysis, Analysis of tasks, Individual needs analysis; training objectives on the one hand, and training success criteria on the other hand; Formal / Informal, Internal / External, On‐ site / Off‐site, (NO)Qualification; learning outcomes; learning styles; 5‐ level evaluation of the training; Career anchors; succession planning and career plan.

WORKING CONTEXTS: STRESS, (DIS)SATISFACTION & LEADERSHIP

KEY-CONCEPTS & IDEAS: Physical diseases and psychological stress with behavioral, physiological, somatic, psychological detrimental effects in the workplace, increasing the risk of work-related hazard and "unexpected" departures - dysfunctional turnover, suicide in the workplace, partly due to organizational, market- related, event-related, socio-personal, technical constraints. Herzberg's 2-factor theory: 6 hygiene factors, not to dissatisfy employees (company policy & procedures / supervision / leadership; working conditions; extrinsic rewards; status / prestige; interpersonal relationships with subordinates, peers, supervisors; job security); and 6 motivation factors, to satisfy employees (achieve themselves in job achievement; feel recognized through job achievement; have an intrinsic interest in the job; have increased responsibility in the job - empowered; can grow and advance in their job). Leadership 3 theories: (1) traits theory and the charismatic and transformational leader as the more effective one; (2) behavioral theory and the democratic leader more effective than the autocratic leader; (3) contingency theory and the directive (telling), persuasive (selling), participative (participating), delegative (delegating) situational management styles to be adapted to situations, i.e. to type of task assigned - problem-solving or creativity, and to autonomy and maturity of the managee / team type. Organizational culture to shape the company's mindset, ensure its internal integration and external adaptation and better retain high performers through shared beliefs, values, assumptions, as well as heroes and leaders, rituals and symbols, myths and legends, customs and space/time sensitiveness. Organizational culture's barriers to diversity and change. Submission to authority, social influences and deindividuation through role assignment or group dynamics to foster any required organizational change. Internal bottom up, top down, horizontal, diagonal communication; participative risks analysis, staff survey; in order to identify working conditions and social dynamics that would fit the company's management vision, e.g. retain high performers with advancement opportunities, organizational prestige and organizational justice and not retain low performers with extrinsic rewards. Functional and dysfunctional turnover, relational and transactional psychological contract; organizational support; career advancement; compensation; organizational prestige; flexible work arrangements.

Job Specification

Knowledge Technical and interpersonal skills acquired through experience Skills Capabilities Behavior in situations Professional focus et Dynamics of motivation Role expectations Aspirations & Professional projects Individual dynamic and working Indices of growth potential Knowledge - Skills/Abilities - Other Attributes KSAAs/KSAOs Profile that the job holder MUST have to master the job Degree / Diploma Professional experience Presentation / communication Type / Nature Intensity / Level Weigh them

Contingent and multiple T&D 1/2

Learners do not use the same techniques to study • Learners are not ready to learn... at the same time • Learners do not solve problems in exactly the same way • Learners do not have the same behavioral / emotional repertoire • Learners are not motivated to achieve the same goals.

T&D: Evaluating the training program in 5 levels

Level 1 Evaluating reactions -> Distribute and analyse questionnaires, for instance Level 2 Evaluating the learning process-> Carry out tests to measure learners' knowledge acquisition, for instance Level 3 Evaluating behaviour-> Combine evaluation of performance and potential in PA system, for instance Level 4 Evaluating results-> Measure organisational performance and relate to individuals' performance Level 5 evaluating ROI -> Calculate profit & loss, including "hidden" costs and gains

MBTI

MBTI is frequently used in the areas of pedagogy, career counseling, professional development, leadership training, executive coaching, team building, group dynamics, marketing, life coaching, personal development and... marriage counseling.

Manpower planning MP

Manpower / person‐power / human resources (HR) / headcount planning includes: • predictions about both the number & type of employees the company will need in the future, i.e. demand, and • the likely availability of such workers in the labor market, i.e. supply. Therefore, manpower planning involves an analysis of the external environments and internal contexts, i.e. "environmental scanning" and business forecasting, in order to implement plans to ensure that the right number and the right type of people would be available at the right time and place... If the supply of people is expected to exceed the projected needs, for example, downsizing plans might be developed. If the projected needs are greater than the anticipated supply, aggressive recruiting plans might be developed. The quality of any forecast depends on the accuracy of information used and the predictability of events. Forecasting involves approximations, not absolutes or certainties. Three commonly used methods in manpower planning are judgmental forecasts, statistical forecasts, and scenario planning.

Herzberg's 2-factor theory & sources of (dis)satisfaction

Motivators • the work itself • responsibility • achievement • personal growth • recognition • promotion or advancement Hygiene factors • Salary & social benefits • Job security • Physical working conditions • Organisation's policies and procedures • Status / prestige • Relationships with peers, subordinates and superiors

How to write down a job advertisement / job offer?

Motto The company position title attention-catcher brief JD contact&procedures brief JS/ profile offer/opportunities Logo

MBTI insight

Myers‐Briggs Type Indicator (MBTI) Psychometric questionnaire designed to measure psychological preferences in how people perceive the world and make decisions.

The "vicious" circle of dissatisfaction / stress at work

Negative evaluation of current job due to stress & dissatisfaction; Intention to leave;Evaluate job opportunities and the cost of leaving;Look for alternatives to current job; Evaluate and compare alternatives to current job;Decide to leave; Turnover Individual leave Collective leaves!

T&D methods: advantages & disadvantages (2/3)

On-Site, but Not On-the- Job: Corporate universities potential advantages: • Tailored to company needs • Support company vision and culture potential disadvantage: Can be costly • Require skilled management Programmed instruction on an intranet or the Internet: potential advantages: • Reduces travel costs • Can be just-in-time• Provides for individualized learning and feedback • Provides for fast learning potential disadvantages: Not appropriate for some skills • Is time-consuming to develop • Is cost-effective only for large groups • Often no support to assist when trainee faces learning problems Interactive videos potential advantages: • Convey consistent information to employees in diverse locations potential disadvantages: Costly to develop • Do not provide for individual feedback

T&D methods: advantages & disadvantages (1/3)

One of the second step in implementing a training program (B), is to select the type of training and methods... Examples:

What is corporate culture and what's in it?

Organizational / Corporate Culture is... « a system of beliefs, values, meanings and assumptions that are shared and developped within an organisation and that shape the ways in which the members of that organisation respond to each other ( internal integration) and respond to external environment » ( external adaptation.) Tangible signs, shared values, common implicit assumptions

Organize the socialization process to fit your organizational needs

Organizational socialization = a process that orients and integrates employees to the corporate culture, during and after completion of the staffing process.

Selection: First, determine the selection criteria

PESTELE Environment & Labor Market-> Business, Strategy Structure, Culture & Model of Management-> Job Description Mission, Responsibilities & Activities Position / Relations Working context, Constraints & Resources Performance criteria, Expected evolution of the job Job specifications (profile) KSAAs/KSAOs, i.e. Diplomas, Degrees & qualifications Experience, Know-How Specific Interpersonal Skills Savoir-Etre Ranked & weighted predictors: selection criteria Measurable indicators Selection criteria of selection methods: • VALIDITY & RELEVANCE? • COST? TIME? • Competency? • Legality? • Acceptability? • Diffusion? • Self- promotion? Targeted selection methods

Several factors impact work performance... at several levels:

PESTELE External factors; Organisational Internal factors • Strategic positioning • Structure, Culture & technology • Management Practices: e.g. work contexts Individual & personal factors • Attitude to work ‐ A • Aptitude for work ‐ KSA

Performance Management Components

Performance Management implies Performance CRITERIA The dimensions against which the performance of an incumbent, a team, or a work unit is evaluated. E.g.: • Behaviours: focus on how work is performed • Results: focus on what was accomplished or produced. Performance Criteria should be weighted, based on their relative importance to the job to be performed. Performance MEASURES are aimed at Measuring Performance on Performance Criteria. Performance Measures: Must be job‐related, nondiscriminatory, and used fairly. Must be valid: based on job analysis and results of key areas of job performance. Must assess all of the behaviors and results important and relevant to the job, and therefore, must not be deficient: so, avoid biases!

Performance Management & Appraisal: Definitions

Performance is... «how well somebody or something achieves something». Performance Management System: A formal, structured process used to evaluate, understand and influence employees' job‐related attitudes, behaviours, and performance results, with the aim of improving the company's overall performance. Performance Appraisal (PA): Formal system of review and evaluation of individual or team task performance.... ... so that corrective actions and management decisions can be taken in relation to «promotions, transfers, salaries»... Balanced Scorecards (BSC): Formal & strategic system of measurement & management of the company's overall alignment and performance.

Involvement model with Argyris

Persons with interpersonal skills and who look for collaboration and social growth should be involved in strategic decision‐making at work.Instead, bureaucratic pyramidal organizations give them passive roles. He suggests that we should switch to democratic & participative organizations. We should accept organizations' and persons' irrationalities and diversity

Involvement model with Argyris- key success factors

Persons' profiles required: • Open to other's ideas. • Accepting new responsibilities. • Looking for challenging & multi‐tasking projects. • Ready for experimentation of skills variety with new ideas. • Helping others to be open, to accept responsibility, to look for challenges, to develop multi‐tasking projects & skills variety and to be ready for experimentation. . Team‐work oriented Democratic & participative organizations Trusting and emotional relationships & interactions Interpersonal cooperation within heterogeneous groups Creativity and initiative towards challenging work to carry out

Sources of physical pain & stress

Physical diseases, like work-related musculoskeletal disorders (MSDs), due to various constraints: working with hands above head, or with elbows above shoulders, or back bent forward more than 30 degrees or neck bent more than 30 degrees or squatting or kneeling... more than 2 hours a day = CAUTION ZONE! ... So... working on your laptop, with intensive repetitive keying in awkward posture, including wrists bent in flexion 30 degrees or more, or in extension 45 degrees or more, or in ulnar deviation 30 degrees or more, more than 4 hours a day, OR, normally, but 7 hours a day = HAZARD!

On-the-Job e-Learning and video teleconferencing

Potential advantages: Bring employees together from many locations • Speed up communications • May reduce costs • May be done on or off the job potential disadvantages: Start-up and equipment costs are high • Require adaptation to a new learning format Apprenticeship training & Internships: Potential advantages: Provide extensive experiential training • Facilitate transfer of learning • Give exposure to real job • May improve retention & performance potential disadvantages: Takes a long time • Requires specific mentorship and follow-up to be fully efficient Job rotation: potential advantages: Gives exposure to many jobs • Allows real learning; potential disadvantages: Involves no sense of full responsibility due to too short a stay in a job

The in-person selection interview

Preparation of the interview: Co‐ordinate & communicate Re‐read the structured interview guide, including assessment situations Re‐read the application form / resumé / cover letter Get the « right » attitude Introduction of the interview: The company & the job Mission & role of each recruiter Goal & scenario of the interview During the interview: Make the applicant talk Listen, observe, feel Record / Note

weakness of control model

Rigid, not flexible. Omission errors. Unrealistic zero error principle. Inhibit

manpower planning

Shortage of Workers: Hiring & retaining activities, extra hours, increase in individual productivity standards, interim/extra workers... Surplus of Workers: Reduced Hours, Early Retirement, Swapping, Non-paid vacation, Work re-structuring, Layoffs, Downsizing...

How socialization molds people behaviors

Socialization is the process by which individuals construct the attitudes, beliefs and skills necessary for interacting with each others, participating within their own society, and integrating their environment. The socialization is thus the means by which individuals, groups and communities can get interdependent.

The consequences of dissatisfaction and stress to be managed!

Sources of dissatisfaction and of physical & psychological stress Extrinsic (organisational, market- or event-related...) Intrinsic (socio-personal, technical...) Tangible measurable symptoms, i.e. "bad effects" of various types: Psychological Somatic Physiological Behavioural Impacts Socio-psychological Organisational Work-related hazard "Unexpected departures"

strength of control model

Stability. Clarity. Equity. Productivity.

Artefacts, Values, Postulates of corporate culture (See Schein)

Tangible signs of organizational culture may tell you about the intangible values and assumptions shared by the members of an organization.

control model with weber- outcomes

The ideal best organization is bureaucracy. Bureaucratic legitimate rules, regulations and procedures ensure... Job standardisation Centralisation of legitimate formal authority Chain of command, i.e. a listing of who reports to whom up and down the organization High Specialization of functions and profiles Formalization of rules & chain of command (i.e. decisions and policies put into written documentation to guide behavior) Fixed minimal pay based on job classification / specialization Impersonality of relations. Legitimate rules & regulations Effective and stable organisation

Control model with Weber

The ideal: best organization is bureaucracy. Bureaucracy is rational and impersonal.

Why doing a job analysis

The job analysis is vital to any business... ( Thorough understanding of the JOB to be carried out within the company Creation of positions & identification of profiles adapted to the company's activity.) --> An appropriate job description; A pertinent job specification; An adequate job classification--> a consistent job advertisement Job descriptions, job specifications and job classification are useful for many purposes: Manpower planning Recruiting, Selecting Doing performance appraisals Identifying training & development needs Making pay & promotion decisions

Validitiy of personality tests to predict performance?

The student Academic performance: positive correlation between conscientiousness and GPA, and attendance and GPA. (Chamorro‐Premuzic & Furnham, 2003; Conrad, 2006)... The employee Job performance: positive correlation between conscientiousness and performance, but many mediators (e.g. amount of effort necessary). (Barrick et al., 2001)... Counterproductive behaviors/turnover: negative correlation with conscientiousness found. (Barrick & Mount, 2009; Sackett, 2002; Lee, Ashton & De Vries, 2005; Salgado, 2002)... The leader Leadership position: positive correlation between conscientiousness and leadership position, and between extraversion and leadership position. (Judge et al., 2002)

What are the benefits of T&D for employees?

There are at least two areas in which T&D have proven to be beneficial: • Improved competencies • Higher motivation And, finally, employees know better how to manage work-life balance

The biases of Performance Appraisal: to be avoided

Time effects: Primacy effect: evaluator's first impression colours the rest of the appraisal. Recency effect: evaluator, blinded by recent events, does not recall other facts. Inability to use the whole scale of the appraisal: Central tendency effect: placing all evaluatees within the average despite variations. Leniency effect: evaluator assigns excessively high marks to all employees assessed. Strictness effect: evaluator assigns excessively low marks to all those assessed. Bias in comparisons/reference bases: Contrast error: appraisal of target subordinate is tarnished by appraisals of other subordinates. Halo effect: appraisal of one criterion is projected on to other criteria. Error of single observation: appraisal is based on single criterion while the rest are not taken into consideration. Stereotypes/prejudice. Attribution errors: internal (evaluatee to blame), external (environment to blame).

Policy for total rewarding & compensation & benefit system

To establish a total rewarding & pay system, we need a pay policy toward the markets. The company's pay policy specifies the pay rates that will be used for its jobs, especially considering the monetary basic pay. Three options: 1. Lead policy: The company pays somewhat above the market rate in valuing employees as a competitive advantage. 2. Match policy: The company sets the organization's policy line at the middle of the market. 3. Lag policy: The company pays below the market, intentionally or under constraints.

&D (Training & Development) Components

Training and development= a full range of planned actions, measures, techniques and support, thanks to which employees are driven to improve their knowledge, behavior, attitudes, skills and physical and mental capacities. training and development have respectively a short-term and long-term foci and are necessary for the employees. To properly accomplish their current and future tasks; to achieve personal objectives and the organization's objectives. to adapt to both their internal and external environment.

Characteristics of secondary socialization at organizational level

Type: secondary Level: organizational Stages: change agent: workplace objects: roles, norms, habits Techniques

outcome of Control model with Fayol

Unity of direction, i.e. every individual serves the corporate strategy to be achieved Unity of command, i.e. each individual has only one boss and each unit one supervisor Centralized hierarchical authority & rules & procedures, i.e. the authority to make strategic decisions is restricted to top management Discipline, Stability & Equity Efficiency.

Assess a Management System's Vertical & Horizontal Alignment

WITHOUT Balanced ScoreCard BSC: Activities / functions are not aligned • Activities / functions can have mutual negative impacts The company's performance may be negatively affected WITH Balanced ScoreCard BSC: Like a compass, the BSC aligns the business Overall performance is improved at no additional cost

X hard approach and control model

X hard approach and control model: centralization, rules & procedures, standardization, process‐oriented... Classical principles of work management : Fayol's POCCC, unity of direction, centralized authority; Taylor's vertical division of responsibilities, horizontal division of tasks, job prescription and control, productivity‐ / performance‐related pay, productivity planning and time‐motion measurements; Weber's bureaucracy; culture of impersonality of relations & formalization. Predictable, simple, stable envt. Cost minimization and high volume strategy. Mechanistic structure.

Total rewarding means monetary AND non-monetary "reward"

a. Monetary: Direct: Salary Commission Bonus; Indirect: Insurance plans Social benefits Paid leave Other benefits b. Non-monetary: 1. Work: Activities Roles Projects T&D 2. Work context: Work relations and Work conditions Performance‐related pay (Taylor) Group effect (Mayo) Legal minimum salary (pesteLe)--> Content of JD Source of outflows--> EVP - Promise Profes‐ sional identity--> Hygiene Stress Tangible signs of culture--> Evaluation criteria Deter‐ minants

How to estimate workforce demand, « in quantity »?

a. Statistical models, probabilities, and benchmarks:

Job analysis

competency modeling, are aimed at understanding the work that gets done in an organization: What type of work employees must perform and What competencies employees need in order to do that work.We need information provided by job analyses and competency modeling to decide, for instance, how many people a company requires, whom to hire/train, how to measure employees' job performance... Typically, the information collected and recorded through a job analysis / competency modeling includes: The purpose of a job. The major duties or activities required of the job holders. The contexts in which the job is performed. The competencies (i.e., knowledge, skills, abilities, and other attributes - KSAAs/KSAOs) that enable and enhance performance in the job. The most immediate use of job analysis and competency modeling results is: a job description (JD) and a job specification (JS). A job analysis is necessary to ensure that the organization's talent management system is fundamentally consistent with the organization's internal contexts and external environments.

doing a JD consider the dimensions of the job

control model: HIGH task identity: degree to which the job requires the completion of a whole and identifiable piece of work; one that involves doing a job from beginning to end with a visible outcome; HIGH job specialization: degree to which the job is important and involves a meaningful contribution to the organization or society in general. LOW teamwork and low task variety. Quantitative job feedback Involvement model: HIGH task variety: degree to which a job requires a variety of different activities and involves the use of a number of different skills and talents of the individual. HIGH team work: degree to which the job requires incumbents to work in teams and have frequent interpersonal relations. Qualitative job feedback.

Control model with Fayol

efficient managers follows POCCC: 1. plan-forecast, predict what will happen and choose a course of action to meet that forecast->organize: establish task and authority relationship and allocate resources to different department-> command: providing direction and sense making and energize individuals and groups toward goals--> coordinate: ensure that individuals, groups and departments work well together and complete each others. --> Control Evaluate how efficiently all the parts of the organisation achieve the goals.

Y soft approach and involvement model

human relation principles of work management: Mayo's group effect and Hawthorne effect, McGregor's Y theories on managers' approach on employees; Argyris's mature people in need for growth; decentralization; culture of interpersonal relationships, bottom up communication, personalization, people‐oriented, emotional... Unpredictable, complex, unstable envt. Differentiation, innovation, customization strategy. Organic structure.

utilize tests

personality tests (see NEO-PI, 16PF5, PAPI, MMPI, MBTI ...): in the form of questionnaires that reflect a range of behaviors related to the personality traits or types. Aptitude & knowledge test: used to determine the degree of physical and mental ability or intellectual knowledge of a candidate in relation to the tasks. Intelligence/Cognitive Test (see GMAT IQ - Binet, Progressive matrix - Raven, D2000...): designed to measure cognitive abilities of a candidate.

Involvement model of management

personalizing culture; organic structure and differentiation strategy; unpredictable& unstable, complex external environment.

Traditional attraction

pros: Reaching wide audience • Enhances brand image large diffusion • Attracts a maximum number of applicants to the recruiting organization cons: May show that the recruiters are not knowledgeable about all the jobs they recruit for. • Potentially frustrated, dissatisfied, and unproductive employees : Many of them may quit rapidly.

realistic attraction

pros: Those who are not seriously interested in and/or qualified for the job may decide not to apply or "self‐ select out" • Expect less from the job & company and therefore unlikely to feel misled by the organization, which decreases turnover cons: Decrease in the number of applicants • Ensure that content of messages and the quality of delivery via media are realistic but not overly negative to affect brand image

Sources of psychological pain & stress

psychological stress due to various constraints: 1. Event-related 2. Market-related 3. Organisational 4. Socio-personal 5. Technical

Y approach: the involvement model

theory Y: manager's belief in work=natural=game> liberty of action and autonomy>professional conscience> sense of responsibilities initiative.

Involvement model: potential strengths and weaknesses

weakness:Instability & lack of clarity Inconsistencies & commission errors Conflictual & not equitable Size & cost challenges strengths: Personalization Vivacity & flexibility Favorable to learning and change Favorable to innovation