9.1 managing people.recruitmnt,selectn pdf

8/2/2019 9.1 Managing People.recruitmnt,Selectn PDF

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Managing peopleTheaimofthislectureisto

Explorepeoplemanagement. Discussstaffingandselection. Exploreperformanceappraisal. Discussissueswithexamples.

Forreference:

ZAMAROS, PANAYOTIS (2006), Managing People, online course lecture extracted from PANAYOTIS ZAMAROS,

TransnationalBusinessAnalysisWorkbook,2nded.,Lausanne:P.Zamaros,TheDrZNetwork,http://www.zamaros.net,dateofaccess.

_________________________________________

A

ManagingPeople

1 Peoplemanagement,alsoknownashuman resourcemanagement (HRM) isabout the

management of various activities designed to enhance the effectiveness of an

organizationsworkforceinachievingorganizationalgoals.Typicallyitinvolves1:

Humanresourcesplanning:theprocessofdeterminingfuturehumanresourceneedsrelativetoanorganizationsstrategicplananddevisingthestepsnecessarytomeet

thoseneeds.

Jobanalysis: the systematiccollectionand recordingof information concerning thepurposeofthejob,itsmajorduties,andtheconditionsunderwhichitisperformed,

thecontactswithothersthatjobperformancerequires,andtheknowledge,skillsand

abilitiesneededtoperformthejobeffectively.

2 Theresultsofjobanalysisareoftendevelopedintoajobdescriptionwhichisastatement

of duties, working conditions and other significant requirements associated with a

particularjob; it isfrequentlycombinedwithajobspecificationwhich isastatementof

skills,abilities,education,andpreviousworkexperience thatarerequiredtoperforma

particularjob.

B DemandandSupplyforHumanResources

3 Demand forhuman resources:a significantaspectofHRM isdevoted toassessing the

demandforhumanresourcesasaffectedbytheorganizationsenvironment.Thedemand

1 Bennett, 1998.


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MANAGING PEOPLE

is influencedbychangingorganizationalrequirements,alterations to thestrategicplan,

internal workforce changes (retirement, resignations, and terminations). To retain

flexibility, many employers are increasingly using contingent workers, hired on a

temporarybasis,tohandleareasoffluctuatingdemandorchangingneedsthatcannotbe

metbytheorganizationstraditional,fulltimeworkers.

4 Supplyofhumanresources:onecandistinguishbetween2:

Internallaborsupplyconcernsthepoolofcurrentemployeeswhocanbetransferredorpromoted tohelpmeetdemand. This canoccurnationallyor transnationally

provided the immigration requirementsaremet.Themainmeansof assessing the

internallaborsupplyinclude:

Skills inventorydatabank containingbasic information about each employee andwhichcanbeusedtoassesthe likelyavailabilityofindividualsformeetingcurrent

andfuture

demand.

Replacementplanning: isameansof identifyingpotentialcandidates to fillspecificmanagerialpositions;itismaterializedbyapartialorganizationchartshowingmajor

managerialpositions inanorganization,current incumbent,potentialreplacements

foreachpositionandtheageofeachpersononthechart.

Successionplanning is ameansof identifying individualswithhighpotential andensuring that they receiveappropriate trainingandjobassignmentsaimedat their

longrungrowthanddevelopment; itprovidesawellqualifiedpoolof individuals

fromwhichmiddleandtopmanagerscanbedrawninthefuture.

External labor supply: some reliance on the external labor supply is usuallynecessarybecauseoforganizationalexpansionand/oremployeeattrition.

5 Reconcilingdemandandsupply:managersmusttakestepstobalancethetwo:ifinternal

supply of labor is too large,plansmustbemade to reduce thenumber of employees

through resignations and retirements and possibly lay offs; on the other hand if

additional employees are necessary, plansmustbe alsomade to promote or transfer

currentorganizationsmembersifdesirable,aswellasforhiringnewworkers.

C

Staffing

6 Staffing refers to the set of activities aimed at attracting and selecting individuals for

positionsinawaythatitfacilitatestheachievementoforganizationalgoals3.

2 The notions of demand and supply here follow the conventions used in HRM departments; in economics

it is the opposite: it is the firm that demands labor and the worker that supplies it.3 Baron & Kreps, 1999.

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MANAGING PEOPLE

7 Recruitment is theprocessof findingandattempting toattractjobcandidateswhoare

capableofeffectivelyfillingjobvacancies.Oneshouldconsider:

Internal recruitment: most vacant positions in organizations are filled throughinternal

recruitment,

aprocess

of

finding

potential

internal

candidates

and

encouraging them toapply forand/orbewilling toacceptorganizationaljobs that

are open. Onemethod of recruiting internally is throughjob posting, a practice

whereby information about job vacancies is placed in conspicuous places in an

organizationsuchasbulletinboardsornewsletters.

External recruitment: a process of finding potential external candidates andencouraging them toapply forand/orbewilling toacceptorganizationaljobs that

areopen;amajorissueistoprovidecandidateswithanoverlypositiveviewofthe

organization in order to attract new employees. An alternative approach is the

realisticjob

preview,

which

is

atechnique

in

which

job

candidates

are

presented

with

a balanced view of both the positive and the negatives of the job and the

organization.

8 Externalrecruitmentisaffectedbytransnationallabormobility4intermsof

Immigrationlawsandpolicies. Compositionoflaborforceproductivityofthedomesticeconomy. Socioculturalconsiderationsonemploymentoverstatus,gender,andethnicity. Workerparticipationinmanagement.

D Selection

9 Selection refers to the process of determining the candidatebest suits organizational

needs5.Inordertomakeadequateassessmentsofcandidates,selectionmethodsmustbe

valid(i.e.measurewhatitisdesignedtomeasure).

10 Typicalselectionmethodsinclude:

Application

blank:

a

form

containing

a

series

of

enquiries

about

such

issues

as

an

applicant educational background, previous job experience, physical health, and

otherinformationthatmaybeusefulinassessinganindividualsabilitytoperforma

job.

4 Ball et al., 2004.5 Bennett, 1998.

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MANAGING PEOPLE

Selectioninterviews: arelativelyindepthconversationconductedforthepurposeofassessing a candidates knowledge, skills and abilities, as well as providing

information to thecandidateabout theorganizationand thepotentialjobs. Inmost

cases interviews conducted are unstructured interviews and as such have low

validityasaselectiondevice.Apotentialremedyistoconductstructuredinterviews

orsemi

structured

interviews.

Employment tests: ameans of assessing ajob applicants characteristics throughpaper and pencil responses or simulated exercises. Threemajor types of tests are

usedintheselectionprocess:

Abilitytestsformental,mechanicalandsensorycapacities. Personalitytestsformeasuringpatternsofthoughts,feelings,andbehaviors. Performanceteststomeasurepracticalabilityonaspecificjob.

Assessment centers: is a controlled environment used to predict the probablemanagerial success of individuals mainly on the basis of evaluation of their

behaviorsinavarietyofsimulatedsituations.

Reference checks: attempts to obtainjob related information about ajob applicantfromindividualswhoareknowledgeableabouttheapplicantsqualifications.

E PerformanceAppraisal

11

Performanceappraisal

refers

to

the

process

of

defining

expectations

for

employee

performance,measuring, evaluating and recording employee performance relative to

thoseexpectationsandprovidingfeedbacktotheemployee6.

12 Typicalmethodsforratingperformanceinclude:

Graphicratingscales:scalesthatlistanumberoffactorsincludinggeneralbehaviorsand characteristics, on which an employee is rated by a supervisor (attendance,

appearance,dependability,qualityofwork,relationshipwithpeople,etc).

Behavioral

rating

scales:

scales

that

contain

sets

of

specific

behaviors

that

represent

gradationsofperformanceusedascommonreferencepoints (oranchors)forrating

employeesonvariousjobdimensions.

13 The performance appraisal interview is a challenging situation to handle.To perform

effectivelyasarater,supervisorsmustplaythreedifferentroles,namely:

6 Baron & Kreps, 1999.

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MANAGING PEOPLE

As leader, theraterassignswork,workswith theemployee toestablishstandards,supplyresources.

As a coach, is responsible for ensuring the employee is trained and suppliesencouragementandsupport.

Asajudge,evaluatestheemployeesperformanceasobjectivelyaspossible.14 To solve these dilemmas companies are increasingly using the 360 degree feedback

which is anapproach thatprovides an individualwith ratingsofperformance from a

variety of relevant sources such as peers, subordinates, superiors, and often external

customers or clients, which can then be compared with the individuals own self

assessment.

F Development

15 Traininganddevelopmentreferstoaplannedefforttofacilitateemployeelearningofjob

relatedbehaviorsinordertoimproveemployeeperformance;trainingdenoteseffortsto

increaseemployees skillsonpresentjobs,whiledevelopment refers toeffortsoriented

towardimprovementsrelatedtofuturejobs.

16 Thetrainingprocessincludesthefollowingphases:

Assessment phase: identifying training needs, setting objectives, and developingtrainingcriteriaagainstwhichtoassesstheresultsofthetrainingprogram.

Needanalysis:anassessmentofanorganizationstrainingneedsthataredevelopedby considering overall organizational requirements, tasks associatedwithjobs for

which training isneeded,and thedegree towhich individualsareable toperform

thosetaskseffectively.

Training design and implementation phase: determining training methods,developingtrainingmaterial,andconductingtraining;thiscanbeonthejobtraining.

Evaluation phase: evaluating the results against the criteria developedduring theassessment

phase.

17 Typicaltrainingprogramsinclude:

Orientation training: isaformalprogramdesignedtoprovidenewemployeeswithinformationabouttheirjobsandthecompany.

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MANAGING PEOPLE

Technical skill training: is oriented toward providing special knowledge anddevelopingfacilityintheuseofmethods,processesandtechniquesassociatedwitha

particulardisciplineortrade.

Managementdevelopmentprograms:focusondevelopingmanagerialskillsforuseat

the

supervisory,

managerial

and

executive

levels.

The

training

of

managers

dependsonwhetherthecandidateisfromthehomeenvironment,hostenvironment

orthirdenvironment7.

Reference:

BALL,DONALDetal.(2004),InternationalBusiness:theChallengeofGlobalCompetition,9thedition,NewYork:McGrawHill

BARON,JAMES&KREPS,DAVID(1999),StrategicHumanResources:FrameworksforGeneralManagers,NewYork:JohnWiley

&

Sons

BENNETT,ROGER(1998),HumanResourcesManagement,inTIMHANNAGAN,Management:ConceptsandPractices,2ndedition,London:FTPitmanPublishing

NORTHOUSE,PETER(1997),Leadership:TheoryandPractice,London:Sage

7 Ball et al., 2004.

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9.1 managing people.recruitmnt,selectn pdf

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