STAFFING

Human Resource Management

The integration of all processes, programs, and systems in an organization that ensure staff are acquired and used in an effective way

Human Resource Management (Contd.)

HR is multidisciplinary: It applies the disciplines of Economics (wages, markets, resources), Psychology (motivation, satisfaction), Sociology (organization structure, culture) and Law (min. wage, labor contracts) What HR Professionals Do? HR planning Recruitment & Selection Training and development Compensation & Performance review Labor relations
3

Human Resource Planning

Assessing Current Human Resources Assessing Future Human Resource Needs

Developing a Program to Meet Needs

4

Human Resource Planning

The process of systematically reviewing HR requirements to ensure that the required number of employees, with the required skills, are available when they are needed

HR Planning
We have found the gap, how do we fill this void? Internal Labour Supply Skill Inventory Succession Planning Replacement Planning Inventory Chart Present & Future staffing situations Helps in retention & expulsion strategy External Labour Supply
6

Job Analysis (Functional Job Analysis, Position analysis questionnaire) A Basic Human Resource Management Tool
Tasks Responsibilities Duties
Human Resource Planning Recruitment Selection Training and Development Performance Appraisal Compensation and Benefits

Job Descriptions
Job Analysis Job Specifications

Safety and Health

Employee and Labor Relations

Knowledge

Skills

Abilities

Legal Considerations Job Analysis for Teams

7

Definitions
Job - Consists of a group of tasks that must be performed for an organization to achieve its goals Position - Collection of tasks and responsibilities performed by one person; there is a position for every individual in an organization Job analysis - Systematic process of determining the skills, duties, and knowledge required for performing jobs in an organization (functional job analysis , position analysis questionnaire) Job description document providing information regarding tasks, duties, and responsibilities of job Job specification minimum qualifications to perform a particular job 8

Recruitment
Process of locating, identifying, and attracting capable candidates Can be for current or future needs Critical activity for some corporations. What sources do we use for recruitment

Sources of Recruitment

10

School Placement

Employee Referrals

Internal Searches

Recruitment Sources

Voluntary Applicants

Employment Agencies

Advertisements
11

SELECTION A series of steps from initial applicant screening to final hiring of the new employee. Selection process. Step 1 Completing application materials. Step 2 Conducting an interview. Step 3 Completing any necessary tests. Step 4 Doing a background investigation. Step 5 Deciding to hire or not to hire.
12

Selection process
Step 1 Completing application materials. Gathering information regarding an applicants background and experiences. Typical application materials. Traditional application forms. Rsums. Sometimes tests may be included with application materials.

Step 2 Conducting an interview.

Typically used though they are subject to perceptual distortions. Interviews can provide rough ideas concerning the persons fit with

the job and the organization.

13

Selection process
Step 3 Completing any necessary tests. Administered before or after the interview. Common examples of employment tests. Cognitive, clerical, or mechanical aptitudes or abilities. Personality. Step 4 Doing a background investigation. Can be used early or late in selection process.

Background investigations include:

Basic level checks. Reference checks.
14

Selection process
Step 5 Deciding to hire or not to hire. Draws on information produced in preceding selection steps. A job offer is made. A physical examination may be required if it is relevant to job performance. Negotiation of salary and/or benefits for some jobs. Step 6 Socialization.

The final step in the staffing process.

Involves orienting new employees to: The firm. The work units in which they will be working. The firms policies and procedures. The firms organizational culture.
15

Performance Appraisal

16

Performance Appraisal

The identification, measurement, and management of human performance in organizations.

17

Why Conduct Performance Appraisals?

Make decisions about that person's future with the organization Identify training requirements Employee improvement Pay, promotion, and other personnel decisions Research Validation of selection techniques and criteria
18

A Model of Performance Appraisal

Skills/Activities/Output

Performance Appraisal System

Reward/Training/Punishment
19

Techniques for Evaluating Managers

Evaluation by superiors Evaluation by colleagues Peer ratings tend to be more favorable for career development than for promotion decisions Self-evaluation Self-ratings suffer from leniency Subordinate evaluation Effective in developing leadership Leads to improved performance 360 degree feedback (multi-source)
20

360 Feedback

The combination of peer, subordinate, and self-review

21

Key Steps in Implementing 360 Appraisal

Top management communicates the goals Employees and managers are involved in the development of the appraisal criteria and process.

Employees are trained in giving & receiving feedback.

Employees are informed of the nature of the 360 appraisal instrument and process. The 360 system undergoes pilot testing Management continuously reinforces the goals of the 360 appraisal and is ready to change the process when necessary.
22

Measurement Tools

23

Relative and Absolute Judgment

Relative Judgment An appraisal format that asks supervisors to compare an employee's performance to the performance of other employees doing the same job. Absolute Judgment

An appraisal format that asks supervisors to make judgments about an employees performance based solely on performance standards.
24

Rating Methods
Performance rating scales
Supervisors indicate how or to what degree a worker possesses a relevant job characteristic

Ranking technique
Supervisors list the workers in order from highest to lowest

Paired-comparison technique
Compares the performance of each worker with that of every other person in the group

Forced choice technique

Raters are presented with groups of descriptive statements and are asked to select the phrase in each group that is most descriptive of the worker being evaluated
25

Rating Methods
Behaviorally anchored rating scales (BARS)
Appraisers rate critical employee behavior Critical-incident behaviors are established These behaviors are used as standards for appraising effectiveness The BARS items can be scored objectively by indicating whether the employee displays that behavior

Behavioral observation scales (BOS)

Appraisers rate the frequency of critical employee behaviors The ratings are assigned on a five point scale The evaluation yields a total score

Management by objectives (MBO)

26

Appraising Managers as Managers

27

Organizational Change

28

Concept of Organizational Change

Defined as adoption of a new idea or behavior by an organization. Organizations need to continuously adapt to new situations if they are to survive and prosper

29

Planned and Unplanned Organizational Changes

Organizational Change

Planned Changes Changes in products and services Changes in administrative systems Changes in organizational size or structure Introduction of new technologies Advances in information processing and communication

Unplanned Changes Changing employee demographics Performance gaps Governmental regulations Economic competition in the global arena

30

Workforce World Politics Technology

Forces For Change

Economic Shocks
Competition

Social Trends

31

Resistance to Change - Forms

Overt and immediate Voicing complaints, engaging in job actions
Implicit and deferred Loss of employee loyalty and motivation, increased errors or mistakes, increased absenteeism
32

Resistance to Change

Selective Information Processing

Force of Habit

Individual

Fear of the Unknown

Economic Factors

Need for Security

33

Resistance to Change

Structural & Group Inertia

Threat to establish resource allocation

Organization

Limited Focus
Threat to establish power relationship

Threat to Expertise

34

Overcoming Resistance to Change

Education and Communication Negotiation Manipulation and Cooptation

Participation
Facilitation and Support Coercion
35

Organizational Change

Unfreezing

Changing

Refreezing

Lewins Three-Step Process

36

Unfreezing the Status Quo

Desired State
Restraining Forces

Status Quo
Driving Forces Time
37

Definition of OD
OD is a planned process of change in an organizations culture through the utilization of behavioral science technology, research, and theory.

38

Organization Development is...

a systemwide application and transfer of behavioral science knowledge to the planned development, improvement, and reinforcement of the strategies, structures, and processes that lead to organization effectiveness.

39

Organizational Development - The Premises

Respect for people
Trust and support Power equalization Confrontation Participation
40

OD Process

Diagnosis

Intervention

Evaluation

41
.

OD Interventions
Intergroup development

Process consultation
Sensitivity training

Third Party Intervention

Survey feedback

Team building
Culture Change
42

Manager Development
On the Job Training Planned Progression Job Rotation Creation of assistant-to Temporary promotion Committees Off the Job Training Conference MDPs Business Simulations

43

Organizational Conflicts

44

Sources of Conflict
Competition for scarce resources Time pressure Unreasonable standards, policies, rules or procedures Communication breakdowns Personality clashes Ambiguous or overlapping jurisdictions Unrealized expectations
45

Managing Conflicts Avoidance Problem solving Compromise Forcing Smoothing Structural change
46

LEADING

47