Human Resourc

ePresentors:Tansiongco, Kevin Conrad T.Gocotano, Mitzi Faith M.

Professor:Mr. Frederick M. Guererro

Objectives:• To understand the importance of

human resource to the workplace.• To understand the meaning of

human resource.• To understand the relation of human

resource to every institution.

Topic to be discussed:• Human Resource– Types of Staff– LIS Education and HR Utilization Policy– The Organizational Framework for

Staffing– Job Description– Job Analysis– Job Evaluation

• Recruitment and Hiring• Filling Vacant Positions• Attracting a Diverse Workforce• Internal and External Applicants• Matching the Applicant to the Position• The Selection Process• Interviewing the Candidate• Background Verification• Making the Hiring Decision• Other Concerns

Human Resource• Functions encompass all the tasks

associated with obtaining and retaining the human resources of an organization.

• These tasks include: recruitment, selection, training, evaluation, compensation, and development of employees.

Types of Staff• Professional Staff–Works at those tasks that are

predominantly intellectual and nonroutine, those requiring “ a special background and education.

– Serve in leadership roles, directing the total organization and the various departments and subunits.

– Provide the expertise needed to fulfill the information needs of the library’s patron

• Support Staff– Consists of workers with a varied set of

skills, from paraprofessional to clerical.– Usually the largest group of full time

employees in a library, and their activities cover a wide range of essential duties.

– Handles the routine operations in most departments.

– Some may have high school diploma, but many have a bachelor’s degree, and some have graduates degree of various kinds.

• Part Time Employees, such as pages in public libraries and student assistants in academic libraries, work easily learned, repetitive tasks, such as retrieving items from the stacks or shelving returned books.

• Outsourcing –refers to purchasing from an outside source certain services or goods that an organization previously provided or produced for itself.

• Long term contract workers – hired as a cost cutting measure to do basically the same job as regular employees but without receiving benefits, often resent the dual standard of compensation.

The LIS Education and Human Resource Utilization Policy• This document demonstrates:– That skills other than those of

librarianship are needed in libraries.– That non-librarians must have equal

recognition in both the professional and the support ranks of libraries.

• The LIS Education and HR Utilization policy recommends that librarians are permitted to advance within an organization without becoming administrators.

Dual Career Lattices

Another call for librarians;• Technology consultant• Technology training coordinator• Head of Digital Information Literacy

Office• Information Systems Librarian• Head of Computer Services• Web Master • Cybarian• Internet Services Librarian

• Charles Handy has suggested that the organizations of the future will be “shamrock” organizations, made up of three different groups of workers, “group with different expectations, managed differently, paid differently, organized differently.”

• Two other leaves: the contract workers and the part-time and temporary workers.

• The first leaf of the shamrock is composed of the core workers, those employees who are essential and permanent.

The Organizational Framework for Staffing• Position – is a collection of tasks and

responsibilities that constitute the total work assignment of one person.

• Job – is a group of positions that generally involve the same responsibilities, knowledge, duties, and skills.

• Occupation – defined as a general class of job found in a number of different organizations.

J.R. Hackman and G.R. Oldham have proposed a model of job enrichment that identifies five core job dimensions that are essential to job enrichment. These dimensions are:

• Skill variety : the extent to which a job requires a number of diff. activities using a number of skills and talents.

• Task identity : the extent to which a job requires completing a whole piece of work from beginning to end.

• Task significance :the worker’s view of importance of the job.

• Autonomy : the extent to which employees have the freedom to plan, schedule, and carry out their jobs as desired.

• Feedback : the extent to which a job allows the employee to have information about the effectiveness of their performance.

Hackman and Oldman’s Core Job Characteristics

Job Description• That specifies the duties associated

with that job; the relationship of the job to other units of the institution; and the personal characteristics, such as education, skill, and experience, required to perform the job.

Job descriptions vary from organization to organization but generally contain the following elements:Job identificationJob summaryJob activities and proceduresRelationship of the job to the total

institutionJob requirements

Job Analysis• This analysis allows the institution to

gather information about what is actually being done by employees holding specific jobs.

• A variety of methods may be employed for a job analysis.

• Some of the most common include direct observation, interviews, written questionnaires, and requesting employees to record what they do on a job in a daily log or diary.

Job Evaluation• Point Method– These organizations develop a

quantitative point scale that identifies the factors involved in a job, and they then assign weights to these factors.

• Factor Method– Job ranked is calculated by comparing

jobs with one another and also by subdividing them into factors that have dollar values attached on them.

A Heirarchy of Professional Positions

A Heirarchy of Support-Level Positions

Recruitment and Hiring

Filling Vacant Positions• Support staff positions are filled from

the local labor market.• Openings are advertised only in

local publications, almost all of these positions are filled by individual already living in the area.

• Professional vacancies are filled from the national labor market.

Attracting a Diverse Workforce• LIS schools have attempted to

diversify their enrollment by more active minority recruitment efforts by offering special scholarships.

• The ALA has instituted a new Spectrum Initiative to provide scholarships to African-American, Latino-Hispanic, Asian-Pacific Islander, and Native American/Alaskan Native students for graduate programs in LIS.

Internal and External Applicants

• Internal Applicants Advantages usually fosters high morale management can more accurately

appraise the suitability of the candidate. is a known factor

• External ApplicantsAdvantages larger pool of talent that can be tapped. new employees bring new insights and

fresh perspectives to the institution.Disadvantages generally takes longer and is more

expensive than filling with an internal candidate.

less well known

Matching the Applicant to the Position

• The fundamental goal of selection is to achieve a good fit between the qualifications of the applicant and the requirements of the position.

• Offering the position to the wrong applicant can be an expensive mistake, both in time and in money.

The Selection Process• Application Forms– Cover Letters– Resume– Application Form

• Applicant Testing– Tests

Interviewing the Candidate• Initially interviews by telephone to

narrow the pool of candidates and then choose those who will be invited for a personal interviews.

• Multiple interviews• To supplement information obtained

through other sources.

Permitted and Prohibited Questions in Employment Interviews

Background Verification• Contacting references and previous

employment.– Applicant must list references, which

can be either personal, academic, or professional.

– If the applicant has a work history, previous employers are the most valuable source of information.

Making the Hiring Decision• Last step in the selection process.• Search committees• Administrator• Library Director

Other factors human resource issue:

• Training– Team Building Events

• Developing• Evaluating– Evaluation for the superiors

• Compensating• Disciplining– Policy Manual

Work Cited:BooksBarbara, M.B., Stueart, R. D. ( 2010). Library and information center management. London: Libraries Unlimited.Claravall, N.J. (2005). Managing libraries and information centers in the Philippine setting.La Trinidad, Benguet: Benguet State University.WebsitesALA. http://www.ala.org/educationcareers/careers/paths/policy. Retrieved: 08:22p.m.ALA.http://www.ala.org/educationcareers/sites/ala.org.educationcare ers/files/content/careers/paths/policy/lepu.pdf. Retreived: 08:46p.mhttp://humanresources.about.com/od/glossarye/g/hand_book.htm. Retreived: 08;59p.m.Human resource management. http://en.wikipedia.org/wiki/Human_resource_management. Retrieved: 08:06p.m.Outsurcing. http://en.wikipedia.org/wiki/Outsourcing. Retrieved: 08:10 p.m.