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Chapter

12

Staffing and Developing


Diverse Workforce

McGraw-Hill/Irwin
Principles of Management

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Learning Objectives
1. Outline the human resource staffing process.
2. Explain how human resource planning is connected to
corporate strategic planning.
3. Describe the steps followed in human resource planning.
4. Discuss the importance of diversity in organizational settings.
5. Explain the value of the employer brand in recruitment.
6. Identify ways to improve the validity of employment
interviews.
7. Describe several selection methods for hiring employees.
8. Outline training methods and what managers should do to
maximize their effectiveness.

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Human Resource
Staffing Process

Organizational
strategy and
planning

Plan human
resource needs

Recent job
applicants

Select job
applicants

Develop
employees

Maintain a diverse workforce

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Human Resource
Planning Process

STEP 1

Step 2

Step 3

Step 4

Step 5

Conduct
job
analysis

Estimate
Future HR
demand

Document
current HR
supply

Estimate
future
Internal
HR supply

Estimate
future
External
HR supply

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Myths of Recruiting
Myth #1: Companies
should attract as
many job applicants
as possible

Myth #2: Companies


should focus recruitment
on people with the
highest credentials

Myth #3: Companies


should appear as
attractive as possible
during recruitment

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Recruiting Channels
Internal
- Job postings
- Weekly company newspaper
- Company intranet
External
- Employee referrals
- Advertising
- Campus visits
- Agencies
Online recruiting (e-recruiting)

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Selection
The process of deciding which job applicants will make
the most suitable employees
Runs along side the recruiting process
In order to know which selections methods to
use, management needs to consider the following:
- What constitutes a suitable candidate?
- How well the selection method measures or predicts that
suitability?

Popularity and Validity of


Selection Methods

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Selection Method

Popularity

Validity

Application forms, resumes,


reference checks

High

Moderate

Work sample tests

Moderate

Moderately high

Unstructured employment
interviews

Very high

Low to moderate

Patterned behavior
description interview

Moderate

Moderately high

Ability tests

Moderate

Moderate

Personality tests

Moderately low

Low to moderate

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Employers Hiring
Mistakes
Do not pre-screen candidates
Fail to prepare the candidates
Fail to prepare the interviewers
Rely on the interview to evaluate the candidate
Do nothing but talk during an interview
Evaluate personality, not job skills and experience
Fail to differentiate the critical job skills
Develop a small candidate pool
Source: humanresources.about.com

Application Forms, Resumes,


and Reference Checks

Usually the first information


received

25% to 50% of application


forms contain false information
Reference checks are used to
minimize false information on
application forms

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Employee Orientation
The organizations systematic process of helping new
employees make sense of and adapt to the work
context
Process of communicating work-related information
beginning with recruiting continuing through the
beginning of employment
Realistic job preview (RJP) giving job applicants a
balance of positive and negative information about the
job and work context

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Training Methods
Training Method
Lectures, reading,
Job rotation
discussions
Audiovisual materials

Simulations and roleplaying

Computer-based training

Action learning

Coaching/mentoring

Supporting the
Training Process

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Is the trainee ready to learn?


- Managers need to determine if trainees
the prerequisite knowledge

have

Is the training practice well designed?


- Important principle of learning active practice is usually
more effective than passive learning

Is the trainees transfer of learning supported?


- Relapse prevention teaching employees to anticipate and
overcome obstacles in the workplace that might make it
difficult to practice their new skills

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