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7/27/2019 STAFFINGgfgfgf

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The Staffing Process

necessary for staffing the organization and sustaininghigh 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


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The Staffing Process

Compensationand

Benefits

Career Development

PerformanceManagement

Manpower Planning

Recruitment

Derecruitment

SelectionIdentification and selection

of competent employees

Orientation TrainingAdapted and competent

employees with up-to-dateskills and knowledge

Competent employees whoare capable of sustaining high

performance over the long term

Environment

Environment


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The Staffing Process(cont.)Staffing (cont.)

expanding influence of federal regulations toassure 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


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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


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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


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Employeediaries

Job expertsidentify major

job characteristics

Job

Analysis

Direct observationof the worker

Structured

questionnaire

Filming workers

on the job

Interviewingemployeesin groups

Interviewingemployeesindividually

Job Analysis Procedures


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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 isoverstaffed


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Recruitment And Derecruitment

Recruitment process of locating, identifying, and attracting capableapplicants

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


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Major Sources of Potential Job Candidates


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Recruitment And Derecruitment (cont.)Derecruitment

process of reducing the size of the organizationsworkforce 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 notreplaced 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 full-

time position


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SelectionSelection Process

screening job applicants to ensure that the mostappropriate 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


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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


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Selection Process

Application Blank Screening

Selection Test-written test Interview-different levels

Checking of references Physical examination

Approval

Placement


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Types of Selection Tests-Achievement Tests-Intelligence Tests-Mental Age/ Actual Age*100- Personality Tests

- Aptitude Tests- Interest TestsAdvantages of the selection testsStandard and unbiased Uncover qualities and potential of prospective employees

Screen large application nos.Issues to considerValidity Not just simple indicators

Reliability Used in combination


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Suggestions For Interviewing1. 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 decisionmaking


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OrientationWork 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 organizationsobjectives, history, procedure, and rules

Successful Orientation may be formal or informal makes new member feel comfortable, lowers likelihood

of poor performance and resignations


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Training is the act of increasing the knowledge and skills of anemployee for doing a particular jobIt is the imparting of skills specific in nature for a particular purposesThey are organized for a short term stated set purpose such as theoperation of some machinerySkill 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


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Training and Development

Training DevelopmentFor Non managerial staff managerial personnel

Technical and mechanical skills Conceptual IdeasFor a specific job For a variety of jobsShort term Long term

ManualSkills

SpecificJob tech.

Techniquesand

principles

Concepts philosophy

Training Develp.


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Training MethodsOn-the-Job Training MethodsJob rotation - lateral transfers allowing work at different jobsUnderstudy assignment - work with seasoned veteran, coach, ormentor to provide encouragement

Off-the-Job Training Methods

Classroom lectures - designed to convey specific technical,interpersonal, and problem-solving skillsFilms and videos - demonstrate technical skillsSimulation exercises - learning by actually performing the workVestibule training - simulated work environment containing

actual equipment used on the job


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Training Methods and Target Group

Training Method Orientation Target GroupJob Rotation Understanding job

linkages and multiskills

Managerial personnel

Specific the Job

exp.

Doing the job better All personnel

Apprenticeship Technical Skills OperativesVestibule Training Technical Skills OperativesLecture programinstruction

Knowledge All personnel

Conference/ W/S Knowledge Supervisory MgrialBrainstorming Problem Solving S/M


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Training Methods and Target Group contd..

Training Method Orientation Target GroupRole Playing Multiskills S/M

Case Methods Problem Solving Managerial

Management game Problem Solving Managerial

TransactionalAnalysis

InterpersonalRelations

S/M

Sensitivity Training Human Resources S/M


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Employee Performance ManagementPerformance 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


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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


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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 theyaccomplish 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


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Compensation And BenefitsGoals of Compensation Programs

attract and retain competent and talented individuals positively impact organizations strategic performance

adapt to changing nature of work and the workplaceSkill-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


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Factors That Influence Compensation/Benefits

Unionization

Level of Compensation

and Benefits

Employeestenure and

performance

Kind of job performed

Size of company

Management philosophy

Kind of business

Geographicallocation

Labor- or capital-intensive

Company profitability


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Current Issues In Manpower ManagementManaging 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

( )


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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 anemployees family life

family-friendly benefits - provide some help in dealingwith family problems

dual-career couples - both partners have occupations

HRM policies should reflect the special needs thissituation creates

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