The Staffing Process

necessary for staffing the organization and sustaining high employee performance identify and select competent employees provide up-to-date knowledge and skills retain competent, high performing employees influenced by the external environment labor union - represents workers and protects their interests through collective bargaining Staffing decisions regulated by the terms of collective agreements

The Staffing Process

Environment
Manpower Planning Recruitment Selection Identification and selection of competent employees

Derecruitment

Orientation

Training

Adapted and competent employees with up-to-date skills and knowledge

Performance Management

Career Development

Compensation and Benefits

Competent employees who are capable of sustaining high performance over the long term

Environment

The Staffing Process(cont.)

Staffing (cont.) expanding influence of federal regulations to assure equal employment opportunities affirmative action - ensures that decisions and practices enhance the employment, upgrading, and retention of members from protected groups organization: refrains from discrimination actively seeks to enhance the status of members of protected groups

Manpower Planning
Ensures: that organization has the right number and kind of people in the right places and at the right time employees are capable of effectively and efficiently performing their assigned tasks Current Assessment human resource inventory - review of organizations human resource status sophisticated databases contain background information on each employee

Manpower Planning (cont.)

Current Assessment (cont.) job analysis - defines jobs and the behaviors necessary to perform them information developed in job analysis reported in: job description - statement of what job holder does, how it is done, and why it is done focus is job content, environment, and conditions of employment job specification - statement of the minimum qualifications that a person must possess to perform a given job focus is employee knowledge, skills, and attitudes

Job Analysis Procedures

Direct observation of the worker Filming workers on the job Structured questionnaire

Interviewing employees in groups

Job Analysis

Interviewing employees individually

Job experts identify major job characteristics

Employee diaries

Human Resource Planning (cont.)

Meeting Future Human Resource Needs
determined by the organizations goals and strategies demand for employees is a result of demand for the organizations products and services comparison of current HR capabilities and future needs permits: estimation of employee shortages, both in number and type determination of areas in which the organization is overstaffed

Recruitment And Derecruitment

Recruitment
process of locating, identifying, and attracting capable applicants choice of recruiting source determined by: local labor market type or level of position size of the organization employee referrals typically produce the best applicants applicants are prescreened by current employees current employees reputation is at stake

Major Sources of Potential Job Candidates

Recruitment And Derecruitment (cont.)

Derecruitment process of reducing the size of the organizations workforce or restructuring its skill base used to meet the demands of a dynamic environment firing - permanent involuntary separation layoff - temporary involuntary termination attrition - workers who voluntarily resign are not replaced transfer - lateral or downward job change reduced workweek - fewer hours/week or part-time work early retirement - incentives offered to resign job sharing - more than one employee shares one fulltime position

Selection
Selection Process
screening job applicants to ensure that the most appropriate candidates are hired

What Is Selection?
prediction exercise to determine which applicants will be successful if hired success defined by good performance on criteria used to evaluate employees selection decisions may be correct or incorrect reject errors - reject candidates who would have performed the job successfully accept errors - hire candidates who perform poorly

Selection (cont.)
Types of Selection Devices
each device has strengths and weaknesses See Exhibit 12.7 written tests - measure intelligence, ability, and interest subject of frequent legal challenges performance-simulation tests - made up of actual job behaviors work sampling - presents a miniature model of a job applicants perform tasks central to the job assessment center - used to evaluate managerial potential by simulating problems confronted on the job

Selection Process
Application Blank Screening Selection Test-written test Interview-different levels Checking of references Physical examination Approval Placement

Types of Selection Tests

-Achievement Tests -Intelligence Tests-Mental Age/ Actual Age*100 - Personality Tests - Aptitude Tests - Interest Tests Advantages of the selection tests Standard and unbiased Uncover qualities and potential of prospective employees Screen large application nos. Issues to consider Validity Not just simple indicators Reliability Used in combination

Suggestions For Interviewing

1. Structure a fixed set of questions for all applicants 2. Have detailed information about the job 3. Minimize any prior knowledge about the applicant 4. Ask questions that require detailed answers about actual job behaviors 5. Use a standardized evaluation form 6. Take notes during the interview 7. Avoid short interviews that encourage premature decision making

Orientation
Work Unit Orientation
familiarizes new employee with goals of the work unit clarifies how job contributes to work units goals introduces her/him to new coworkers

Organization Orientation
informs new employee about the organizations objectives, history, procedure, and rules

Successful Orientation
may be formal or informal makes new member feel comfortable, lowers likelihood of poor performance and resignations

Training and Development Training is the act of increasing the knowledge and skills of an employee for doing a particular job It is the imparting of skills specific in nature for a particular purposes They are organized for a short term stated set purpose such as the operation of some machinery Skill Categories as jobs change, employee skills have to be updated technical skills - basic and job-specific competencies interpersonal skills - ability to interact effectively listening skills , communication skills & conflict management skills problem-solving skills - useful in no routine jobs sharpening logic, reasoning, and problem definition assessing causation and developing alternatives analyzing alternatives and selecting solutions

Training and Development

Training Develp.

Manual Skills

Specific Job tech.

Techniques and principles

Concepts

philosophy

Training For Non managerial staff Technical and mechanical skills For a specific job Short term

Development managerial personnel Conceptual Ideas For a variety of jobs Long term

Training Methods
On-the-Job Training Methods Job rotation - lateral transfers allowing work at different jobs Understudy assignment - work with seasoned veteran, coach, or mentor to provide encouragement

Off-the-Job Training Methods Classroom lectures - designed to convey specific technical, interpersonal, and problem-solving skills Films and videos - demonstrate technical skills Simulation exercises - learning by actually performing the work Vestibule training - simulated work environment containing actual equipment used on the job

Training Methods and Target Group

Training Method Job Rotation Orientation Understanding job linkages and multiskills Doing the job better Technical Skills Technical Skills Knowledge Knowledge Problem Solving Target Group Managerial personnel All personnel Operatives Operatives All personnel Supervisory Mgrial S/M

Specific the Job exp. Apprenticeship Vestibule Training Lecture program instruction Conference/ W/S Brainstorming

Training Methods and Target Group contd..

Training Method Role Playing Case Methods Management game Orientation Multiskills Problem Solving Problem Solving Target Group S/M Managerial Managerial S/M S/M

Transactional Interpersonal Analysis Relations Sensitivity Training Human Resources

Employee Performance Management

Performance Management System process of establishing standards and appraising employee performance Performance Appraisal Methods each method has advantages and disadvantages written essay - written description of employees strengths and weaknesses discusses employees potential and suggests performance improvements critical incidents - focus is behavior that defines effective and ineffective performance

Employee Performance Management (cont.)

Performance Appraisal Methods (cont.)
graphic rating scale - list of performance factors employee rated on each factor with incremental scale behaviorally anchored rating scale (BARS) - critical incident and graphic rating scale approaches combined multiple comparisons - compares one persons performance with that of one or more others relative, not absolute, measuring device group order ranking individual ranking paired comparison - compare each worker with every other worker

Employee Performance Management (cont.)

Other Appraisal methods Based on traits
Grading method Forced distribution and choice method Check list method Field review method

Performance Appraisal Methods (cont.) objectives - employees evaluated by how well they accomplish a specific set of goals Management By Objectives (MBO) - preferred method of appraising managers and professional employees 360 degree feedback - utilizes feedback from supervisors, employees, and coworkers

Compensation And Benefits

Goals of Compensation Programs
attract and retain competent and talented individuals positively impact organizations strategic performance adapt to changing nature of work and the workplace

Skill-Based Pay
rewards employees for their job skills and competencies job title doesnt define pay category mesh nicely with the changing nature of jobs

Trends in Compensation
make pay systems more flexible reduce the number of pay levels

Factors That Influence Compensation/Benefits

Employees tenure and performance Size of company Company profitability

Kind of job performed

Geographical location

Level of Compensation and Benefits

Kind of business

Management philosophy Labor- or capital-intensive

Unionization

Current Issues In Manpower Management

Managing Workforce Diversity recruitment - recruiting net must be widened use nontraditional recruitment sources outreach will broaden applicant pool selection - process must not discriminate must accommodate needs of diverse applicants orientation and training - transition often more challenging for some groups workshops to raise diversity awareness issues

Current Issues In HRM (cont.)

Work-Life Balance employees cant (and dont) leave their families and personal lives when they walk into work managers cant be sympathetic with every detail of an employees family life family-friendly benefits - provide some help in dealing with family problems dual-career couples - both partners have occupations HRM policies should reflect the special needs this situation creates