human resources management. poor hr… hire wrong people staff under performs employee...
TRANSCRIPT
Poor HR…
Hire wrong people Staff under performs Employee dissatisfaction…attrition Difficult employees Under utilize employee capacities Break laws
Personnel Process
1. Development of the job description2. Creation of the job announcement3. Candidate recruitment4. Candidate selection5. Orientation, T & D6. Performance appraisal7. Employee motivation & rewards8. Employee discipline
Searc
h P
rocess
Job Analysis
Systematic collection of information regarding the knowledge, skills, abilities, and other characteristics (KSAOCs)/competencies required to perform a job successfully
Job Analysis
Job activities Educational
requirements Equipment used Working conditions Supervisory and
management responsibilities
Interpersonal communication skills
Agency contacts External contacts KSAOCs/
competencies
Job Analysis
Job activities– Specific activities that an employee will
need to perform in order to complete required assignments
– Examples…
Job Analysis
Working conditions– Dirt, heat, noise, fumes, clean, pleasant– Physical requirements– Degree of each– Percent of work time spent in each– Schedule – weekends, PT FT, evenings– Work pace– Example…
Job Analysis
Supervisory and management responsibilities– PT & FT ee’s & volunteers– Any hiring, training, scheduling,
evaluating, and dismissing employees
Interpersonal communication skills– Phone, face to face, electronic, media– Frequency
Job Analysis
Agency contacts– People within the organization the
employee will come into contact with when completing job tasks
– Maintenance, marketing, special rec
External contacts– Media, other agencies, hospitals
Job Analysis
Competencies/KSAOC’s needed– Knowledge – information required for
the positionunderstanding of exercise physiology,
strength training techniques, kinesiology, and exercise
– Skills - specific observable abilities required to perform the particular tasks of the position
Assesses for muscle strength, mobility, gait, ROM-potential for rehab
Implements individualized exercise plans
Job Analysis
Competencies/KSAOC’s needed– Abilities – Aptitudes for a position, how
well they complete a taskAbility and flexibility to
– manage multiple tasks simultaneously– motivate others to initiate behavior change– work with diverse groups and special populations.
– Characteristics –attitudes, personality factors or mental traits needed
Positive attitude, ethical, honest
Job Analysis
How to gather information– Interview– Questionnaire– Structured checklist– Observation– Diary/log– Combination of methods
Job Analysis
Why– Helps to write job description &
determine series & classification
– Demonstrates how criteria for selecting ee’s is directly related to job requirements
A few laws…
Job Analysis
ADA (1990)– Qualified applicant – one who can
perform the essential functions of the job.
Essential Functions – primary job duties; exclude marginal or peripheral tasks not critical to the performance of the primary job function
Job Analysis
Uniform Guidelines on Employee Selection Procedures (1978)– Requires job analysis– Must show that criteria est. for hiring are
related to the position
Equal Pay Act of 1963– Similar pay for similar work– Job analysis is legal defense
Job Analysis
Civil Rights Act of 1964– Job analysis helps to accurately describe
job duties and to defend the qualifications needed in a job
Occupational Safety & Health Act of 1970– Job analysis establishes the work
conditions and risks faced at work
Classification Systems
Classes – group of positions that have comparable responsibilities (horizontal)
– Education levels– Previous experience– Span numerous departments– Subject to same benefits & salary ranges
Classification Systems
Series – a form of vertical classification of employees
– Within a certain department– A gradation of skills & qualifications– PT Assistant, PT– Personal Trainer 1, 2, 3– Specialist, Supervisor, Coordinator– Assistant AD, Associate AD, Senior
Associate AD
Superintendent of S treets
M aintenance W orker 1
M aintenance W orker 2
M aintenance W orker 3
Superintendent of Utilities
Director of Public W orks
Superintendent of Operations
M anager
Coordintor
Supervisor
Superintendent of Recreation
Director of Parks & Recreation
M a yo r - C it y o f B loo m in g ton
Classes
Seri
es
Reading Org Charts
Lines show chain of command
Levels should be similar
Determine distinction between titles:– Manager, supervisor, coordinator,
specialist, leader