key elements of human resource strategy
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How to attract, recruit, and hire a new workforceTRANSCRIPT
Key Elements of Human Resource StrategyRecruiting & Retaining Personnel
Johanna P. BishopBehavioral Science Program Coordinator/ Professor
Wilmington University, Delaware USA
Doctoral CandidateThe George Washington University
Washington DC, USA
Human Human Resources for Resources for the Nuclear the Nuclear
FieldField
Nuclear Facilities (including NPPs, fuel cycle,
waste management)
Technical Support Organizations
Educational Institutions
Specialized Training
Organizations
International and Professional
Organizations
Government Agencies (e.g. Ministries, Atomic Agencies)
Organizations Involved In Activities With Nuclear or radioactive Materials (e.g. transport, security,
organizations using resources for ionizing radiation)
Nuclear Energy Program Implementation
Organizations (NEPIO), Owners, Operating
Organizations, Corporations
Regulators(including nuclear)
Research & Development Organizations
Equipment, Vendors, Suppliers,
Construction Organizations
Organizations Requiring Human Resources
“ Our resources are our people”• Unique demands of nuclear power– Complexity of technology– Potential safety and proliferation consequences– Defense in depth strategy– Ethics and values consistent with the unique requirements
of the industry– “need to know” aspects of safeguarding nuclear
technology– Awareness of the role of human error– Continuous personnel performance assessment– Need for comprehensive monitoring of nuclear systems
Management of Human Resources in Nuclear Power
• Four interrelated objectives:– Ensuring the competence of nuclear power
industry personnel is developed and maintained– Effectively organizing work activities– Anticipating HR needs– Monitoring and continually improving
performance• Achievement of each objective is dependent
upon the others
HR Management CycleProcess of recruiting and retaining employees
Recruiting As A Strategic Activity
• Must think strategically about recruiting• Always working on developing a pool of
candidates– If only few candidates apply you may need to hire
both of them– If many candidates apply then you can be
selective in hiring and hire only the best
• Recruiting is an on-going process
Effective RecruitingOrganizing the Recruiting Function• Centralized or decentralized
recruiting?– Advantages to centralized
recruiting is that it is easier for companies to be strategic in anticipating needs
– Builds a team of recruitment experts
– Makes it easier to see which recruitment efforts are going well (or poorly)
• Line & staff cooperation necessary
Measuring Recruiting Effectiveness
• Recruiting is expensive and organizations need to place recruiting efforts strategically
• Measure recruiting costs by evaluating the source(s) of high quality candidates vs lower quality candidates (includes high yield/ low yield sources)
Integration of Training & Nuclear Facility Performance Improvement
Evaluation of Performance
AnalysisAnalysis
Design
Development
Implementation
Evaluation of Training
Training NeedsData
Subject Matter Experts
Trainees
More Competent Personnel
Data for Training Evaluation
Recommendations to Improve
Integrated Process to Evaluate & Improve Performance
Describing the JobMatching the right human characteristics to the job
Job Description• A detailed description of job
tasks, procedures, and responsibilities; the tools and equipment used, and the end product or service
Job Analysis• The systematic study of the
tasks, duties, and responsibilities of a job and the qualities needed to perform it
• Helps to outline the performance criteria, which are the means for appraising worker success in performing a job
Sample Job PostingMaintenance Training Supervisor
• Business Unit Overview XXXXXX Nuclear operates the largest nuclear fleet in the nation and the third largest fleet in the world, which represents approximately 20 percent of the U.S. nuclear industry's power capacity.
We currently are seeking a Supervisor Maintenance I&C for our XXXX location: Job Description PRIMARY PURPOSE OF POSITION
Directly responsible for the supervision, assignment and coordination of Maintenance Division activities to ensure a productive workforce that supports all divisional, departmental, site and corporate goals while in accordance with all company policies and local, state and federal regulations. Interfaces with the department schedulers and planners to plan and execute work. Provides recommendations on training, procedure changes, and other needs to support safe and efficient execution of work activities. Participates as an Emergency Plan team member.
Sample Job Posting- cont.PRIMARY DUTIES AND ACCOUNTABILITIES
-Effectively supervise craft personnel to ensure that all assigned maintenance activities are performed safely and effectively by qualified workers in accordance with plant procedures, NRC regulations, and the site schedule. Ensures department personnel are properly supervised, trained, and qualified to perform assignments, including emergency plan qualifications.
-Administer coaching, mentoring and performance management, including initiation of disciplinary action, for assigned employees.
-Effectively communicating significant plant and personnel issues to Maintenance Manager and all applicable levels of station management. Fostering open communications and collaboration between all organization internal and external to the plant including INPO and regulatory agencies.
-Ensure effective communication of company programs, announcements, policies, etc. to assigned employees and feedback to the company from assigned employees.
-Participate in various aspects of work control, coordination, scheduling, and engineering meetings involving online, load reductions, forced outages and refuel outages activities, to ensure that assigned work is properly assigned, planned and ready to work.
-Understands, supports and administers all Maintenance processes, such as the training program, surveillance program, procedure revisions and CAP to ensure effective work practices. Identify and support improvement opportunities, when applicable.
-Supervise vendor inspections and repair of plant equipment. Assure effective procurement and use of material, parts, tools, equipment and M&TE.
-Participates in all aspects of Maintenance Department management to support safe and efficient operation of the plant, including the development, implementation and performance monitoring of all corporate, site and divisional business goals and objectives.
Sample Job Posting- cont.• POSITION SPECIFICATIONS
Minimum: -Individual must possess a two-year technical degree with 8 years utility or related-industry experience of which 4 years are in the craft he/she supervises -Must have completed a positive Leadership Assessment (FLS) -Meet ANSI requirements for site Maintenance Supervisor -3 years minimum experience in nuclear power plant operations -Excellent communication skills. -Excellent problem solving, decision-making and planning skills
Preferred: -Successful completion of core supervisory/management training and development programs -Ability to reach schematics, wiring diagrams, and P&IDs -Fluent use of electronic work management system, Microsoft Word, Excel Equal Employment Statement
Job Analysis Applications
Job Analysis
Job Descriptions & Qualification
Requirements
RecruitmentSelection
HR Planning
Training, Qualifications &
Authorization
Employee Development
Succession Planning &
Career Development
Labor Relations
Safety & Health
Compensation
Performance Management
Job Evaluation and Comparable WorthSystematic way of determining appropriate compensation for
jobs; jobs of equal value should entail equal worth
• Compensable factors:– the job elements that are used to determine
appropriate compensation for a job• Examples:
– Physical demands– Amount of training and experience required– Working conditions associated with job– Amount of responsibility a job carries– Each job may be given a score and weighted on each factor
Ensuring Competencies Needed to Perform Work
• Recruiting individuals with education and experience• Selecting individuals with appropriate attitudes and values
with best qualifications• Providing initial training based on job responsibilities• Authorizing personnel to perform tasks contributing to safe
and reliable operations• Developing personnel by providing continuing training to
enhance competencies or preparing them to take on emerging tasks or advancement
• Ensuring human resources and facilities needed to sustain training programs are available
• Ensuring that training provides value to the organization
Steps in the Recruitment & Selection Process
Employment Planning & Forecasting
Recruiting: Build A Pool
of Candidates
Applicants Complete
Application Forms
Use selection tools to
screen out most
applicants
Supervisors and others Interview
Final candidates to
Select New Hires
Candidate becomes Employee
The recruitment and selection process is much like a series of hurdles aimed at selecting the best candidates for the job
Job Posting
• Brief description of the job designed to attract applicants for the job
• Includes:– Job title and classification– Brief description of tasks, duties, skills and qualification or
educational requirements needed for the job– Instructions for applying for the job; contact information– Deadline date by which applications must be submitted
• Job posting is published so as to attract applicants
Recruiting Yield PyramidSome employers use this tool to calculate the number of applicants they must
generate to hire the required number of new employees
1,200
200
150
100
50 New Hires
Offers made (Ratio 2:1)
Candidates interviewed (Ratio 3:2)
Candidates invited (Ratio: 4:3)
Leads generated (Ratio: 6:1)
Recruiting New Employees
The Process of Finding and Selecting Candidates
Recruiting Techniques
• Advertisements– Internet advertisement including industry-specific
job boards)– Newspaper employment advertisements– Employment agencies– Temp agencies and alternative staffing– Executive recruiters– College recruiting– Referrals and walk-ins
Attracting New Talent: Recruiting Techniques
• Research has assessed variety of recruiting techniques:
• Evidence that “walk-ins” yield higher caliber applicants– More likely to remain with the company
• Employee “referral” campaigns generate higher quality applicants
• Different methods reach different types of workers– Lower levels- newspaper ads– Higher levels- employment agencies, connections
Recruiting is a two-way process
• Characteristics of organization’s recruiting programs and recruiters influences job candidates
• Overselling is a problem• RJP (realistic job preview) accurate description of
the duties and responsibilities of a particular job– Oral interview with recruiter -Job site visit– Print materials -Videotape
Recruitment Research FindingsResearch Findings Practical Applications
Recruitment sources affect the characteristics of applicants attracted
Use sources such as referrals that yield applicants less likely to turnover and more likely to be better performers
Recruitment materials have a more positive impact if they contain more specific information
Provide applicants with information on aspects of the job that are important to them, such as salary, location, and diversity
Organizational image influences applicants’ initial reactions to employers
Ensure all communications about the organization provide positive message regarding the corporate image and the attractiveness of the organization as a place to work
Applicants with a greater number of job opportunities are more attentive to and more influenced by early recruitment activities
Ensure initial recruitment activities are as attractive to candidates as later activities
Source: Ryan, A. M. & Tippins, N. (2004). Attracting and selecting: What psychological research tells us. Human Resource Management, 43(4), 311- 318.
Recruitment Research Findings Research Findings Practical Applications
Recruiter demographics have a rather small effect on applicants’ attraction to the organization
Worry less about matching recruiter/ applicant demographics and more about the content of recruiting messages and the organization’s overall image
Realistic job previews (e.g. brochures, videos, group discussions that highlight both the advantages/ disadvantages of the job) reduce subsequent turnover
Provide applicants with a realistic picture of the job and organization, not just the positives
Applicants will infer job and organizational information based on the organizational image projected and their early interactions with the organization if the information is not clearly provided by the organization
Provide, clear, specific, and complete information in recruitment materials so that applicants do not make erroneous inferences about the nature of the job or the organization as an employer
Recruiter warmth has a large and positive effect on applicants’ decisions to accept a job
Individuals who have contact with applicants should be chosen for their interpersonal skills
Applicants’ beliefs in a “good fit” between their values and the organization’s influence their job-choice decisions
Provide applicants with accurate information about what the organization is like so that they can make accurate fit assessments
A Model for Employee SelectionDetermine the most important variables candidates need to
possess in order to be successful in the job
PredictorA
PredictorB
PredictorC
PredictorD
CriterionA
CriterionB
CriterionC
Criteria
Elements of Job Success
Selecting CandidatesScreen applications to select only those applicants who meet the job
criteria for further testing/ interviews
Screening
• Process of reviewing information about job applicants to select individuals for jobs– Resumes– Job applications– Letter of recommendation– Employment tests– Hiring interviews
Determine Whether Testing Is Needed• Types of employee
screening tests:– Test formats
• Individual vs group tests• Speed vs power tests• Paper-and-pencil vs
performance tests
Employee screening
• Process of reviewing information about job applicants to select individuals for jobs– Resumes– Job applications– Letter of
recommendation– Employment tests– Hiring interviews
• Types of employee screening tests:– Test formats
• Individual vs group tests• Speed vs power tests• Paper-and-pencil vs
performance tests
Evaluation of Written Materials• 1st step in screening applicants– Evaluate written materials:
• Applications and resumes• Impressions of qualifications from resumes influence
impressions of applicants in subsequent interviews– Application form should collect information that
has been determined to be job related– Weighted application forms:
• Assign different weights to each bit of information on the form
• Weights determined through detailed research conducted by the organization
References and Letters of Recommendation
• Very little research on their validity• Can provide 4 types of info:
Employment & education historyEvaluations of applicant’s characterEvaluations of applicant’s job performanceRecommender’s willingness to rehire
• Use of references and letters of recommendation on the decline because:– Applicants choose own sources
Employment Testing• It is customary in many
industries, including nuclear power, to conduct testing to check potential employee’s suitability for the job and the organization
• Some tests measure specific skills and abilities to do a job and may require a skill demonstration
• Other test may assess cognitive skills, such as an intelligence test
• Other tests may measure personality dimensions
• The predictive validity of paper-and-pencil tests has not been supported
• However, organizations continue to use various forms of testing as a screening mechanism
Testing Program Guidelines1. Use tests as supplements: don’t make tests the only selection tool; use them to
supplement other tools like interviews and background checks
2. Validate the tests: validate tests in your own organization; or use tests that have been validated in similar organizations
3. Monitor your testing/ selection program: ask questions such as “why am I using this test?” or check on the proportions of applicants rejected at each stage of the hiring process
4. Keep accurate records: record why each applicant was rejected; be specific and document reasons why
5. Use a certified psychologist: developing, validating, and using selection standards require a qualified psychologist
6. Manage test conditions: administer test in areas that are reasonably private, quiet, well lighted, and ventilated; make sure all applicants take tests under the same conditions
7. Revalidate periodically: employers’ needs and applicants’ aptitudes change over time; have your testing program validated periodically
Source: Dessler, G. (2008). Human resource management eleventh edition. Upper Saddle River, NJ: Pearson.
Assessment Centers• Offers detailed, structured employment
screening on a wide range of job-related skills, abilities, and knowledge
• Measures: – Specific managerial skills– Oral and written communications– Behavioral flexibility– Creativity– Tolerance to uncertainty– Skills in organization, planning, and decision making
Employment Interview• Most widely used screening and
selection device– Not one of the most reliable and
valid methods• Situational interview• Behavior description interview or
structured behavioral interview
• Hiring interview should have 3 objectives:
– Fill gaps in information from written documents
– Provide applicants with realistic job previews
– Serves as Public Relations function for the company
• Useful for determining if the applicant has requisite communicative or social skills which may be necessary for the job
• Can assess the applicant’s job knowledge
• Can be used for selection among equally qualified candidates
• Enables supervisors/ co-workers to determine if there is compatibility between applicant and the employees
• Allows applicant to ask questions that may reveal additional information for making selection decisions
Interviewing Techniques & Cautions
• Single interviewer; interviewee
• Multiple interviewers (panel interview); multiple interviewees
• Structured interview with open and closed ended questions
• Realistic interviews– Important in increasing job
commitment and satisfaction• Also decreases turnover in
new employees
• Often a subjective evaluation
• People tend to make snap decisions within the first few minutes of the interview, and use the remainder of the interview to justify their opinion
• Interviewers form stereotypes concerning characteristics required for success on the job
• Not as reliable as tests
Purpose & Types of Interview Questions
• Selection procedure designed to predict future job performance based on applicant’s responses
• Situational Interview– Series of job-related questions that focus on how the candidate would
behave in a given situation• Behavioral Interviews
– Series of job-related questions that focus on how the candidate reacted to actual situations in the past
• Job-related Interviews– Series of job-related questions that focus on past job-related
behaviors• Stress Interviews
– Interview which the applicant is made uncomfortable by a series of often rude questions; technique helps to identify hypersensitive applicants and those with low or high stress tolerance
Effective InterviewsInterviews are time consuming and labor intensive; prepare for the
interview so as to maximize information for making employment decisions
• Prepare for the interview– Focus questions to draw out information about the candidate’s
knowledge and experience; motivation; intellectual capacities; and personality
• Specific Factors to probe in the interview– Ask a combination of situational questions, plus open-ended
questions to probe the candidate’s suitability for the job• Conducting the interview
– Devise a plan to guide the interview• Match the candidate to the job
– Use an interview evaluation form to compile your impressions of the applicant
Evaluating Candidates
Evaluating A Candidate• Evaluate candidate’s
qualifications• Skills• Experience• Educational level• Attitude and personality
Background Check• Employees need to be
screened with a background check to see if anything objectionable would prohibit them from working in the industry
• Drug testing needs to be completed
Making Employee Selection Decisions
• Multiple regression model– Combines separate predictors of job success in a
statistical procedure
• Multiple cutoff model– Uses minimum cutoff score on each of the various
predictors of job performance
• Multiple hurdle model– Requires an acceptance or rejection decision be made
at each of the several stages in the screening process
Incorporating the New Hire Into the Organization
How to orient new hires into the organization
New Employee Orientation• Once the new employee has been hired the organization needs to
ensure that the employee knows what to do and how to do it• New employee orientations helps with this
– New employee should be made to feel welcome and at ease– He/she should understand the organization in a broad sense (its past,
present, culture, and future vision) as well as key policies and procedures
– Be clear about expected work behavior– Begin the process of being socialized into the organization’s ways of
acting and doing things• In nuclear, new employees need to complete new employee
orientation quals such as procedures for entering the plant, safety considerations, badge responsibilities, etc
• New employees also have to complete their job specific training qualifications
Formal Annual Performance Evaluations
Performance Management• Employees also need to
know how their performance will be evaluated
• Performance management systems are based in annual performance reviews– Goal oriented approach to
assigning, training, assessing and rewarding employees’ performance
Performance Analysis• Process of identifying
performance deficiencies and determining if employer should correct deficiency
• Evaluate employee performance using:– Job related performance data– Observations by other supervisors– Interviews– Test of knowledge, skills,
attendance– Attitude surveys– Assessment center results
Line Supervisor’s Role in Performance Management
Appraising Performance• Appraising performance is an
essential line supervisory skills• Supervisor does the actual
appraising- not HR• Supervisors who rate employees
too high, too low, or rates all employees as average is doing them a disservice to the employees and the organization– Supervisors must be trained in
conducting performance appraisals• HR serves as a policy-making and
advisory role
Potential Rating Scale Problems
• Unclear standards• Halo effect• Central tendency• Leniency or strictness• Bias
Retaining & Developing Personnel
Keeping the good performersDeveloping future leaders
Retaining Personnel• Highly qualified people can usually find better
jobs more easily• Challenge for organizations is how to keep highly
qualified good performers• “Career” oriented personnel usually want to
move up the organization and/or better their career options
• Organizations need to plan for attracting and retaining highly qualified, good performers
• Develop career plans that provide opportunities for professional and personal advancement
Employer Career Planning PracticesMatching individual strengths and weaknesses with
occupational opportunities• Job postings
– Allows employees to participate in other job opportunities
• Formal education tuition reimbursement
• Performance appraisal for career planning– Manager trained to help guide
employee determine potential career paths
• Lateral moves/ job rotations– Moving n employee through a
series of pre-planned series of positions in order to prepare the person for an enhanced role within the company
• Training programs for managers– Developing managers as leaders– Training new supervisors on
management roles• Assessments of employee
strengths/ weaknesses• Mentoring
– Mid-level managers help junior employees by giving them career advice and helping them navigate political pitfalls
• Succession planning– The on-going process of
systematically identifying, assessing, and developing organizational leadership to enhance performance
Anticipating Personnel Needs• Effective workforce planning, including
anticipating needs for new employees, succession planning, and assessing demographic and economic conditions
• Developing and maintaining relationships with educational and professional organizations
• Identifying and planning for needed changes in the organization’s processes, tools and equipment, and related staff implications
• Monitoring situations external to the organization for conditions that may impact the HR function
Forecasting Personnel NeedsFor All Organizations
• Managers need to think about projected turnover (resignations or dismissals)
• Decisions to upgrade or downgrade programs or sections of the organization
• Technological changes• Financial resources
Summary• Recruitment is the process of attracting potential
workers and is an on-going activity• Screening is the process of reviewing information
about the job applicants• Organizations should be concerned about retaining
good performers by providing job rotation and leadership development opportunities
• Career development programs provide career opportunities and challenges for high potential employees