staffing in hrm

Staffing: Human Resource Management

Management Essentials

• Management involves setting goals and allocating scarce resources to achieve them.

• Management is the process of efficiently achieving the objectives of the organization with and through people.

Management Essentials

• Primary Functions of Management– Planning – establishing goals– Organizing – determining what activities

need to be done– Leading – assuring the right people are on

the job and motivated– Controlling – monitoring activities to be

sure goals are met

Why is HRM Important to an Organization?

• The role of human resource managers has changed. HRM jobs today require a new level of sophistication. – Federal and state employment legislation has

placed new requirements on employers. – Jobs have become more technical and skilled. – Traditional job boundaries have become blurred

with the advent of such things as project teams and telecommuting.

– Global competition has increased demands for productivity.


• The Strategic Nature – HRM must be– a strategic business partner and represent

employees. – forward-thinking, support the business

strategy, and assist the organization in maintaining competitive advantage.

– concerned with the total cost of its function and for determining value added to the organization.


• HRM is the part of the organization concerned with the “people” dimension.

• HRM is both a staff, or support function that assists line employees, and a function of every manager’s job.


• HRM Certification – Colleges and universities offer HR

programs. – The Society for Human Resource

Management and Human Resource Certification Institute offer professional certification.


Four basic functions:

• Staffing• Training and

Development• Motivation• Maintenance


Four basic functions:

• Gaining People• Preparing them• Stimulating

them• Keeping them

How External Influences Affect HRM

• Strategic Environment• Governmental Legislation• Labor Unions• Management Thought


• HRM Strategic Environment includes:– Globalization– Technology– Work force diversity– Changing skill requirements– Continuous improvement– Work process engineering– Decentralized work sites– Teams– Employee involvement– Ethics


• Governmental Legislation– Laws supporting employer and employee

actions• Labor Unions

– Act on behalf of their members by negotiating contracts with management

– Exist to assist workers – Constrain managers– Affect non unionized workforce


• Management Thought– Management principles, such as those

from scientific management or based on the Hawthorne studies influence the practice of HRM.

– More recently, continuous improvement programs have had a significant influence on HRM activities.

Staffing Function Activities

• Employment planning– ensures that staffing will contribute to the

organization’s mission and strategy• Job analysis

– determining the specific skills, knowledge and abilities needed to be successful in a particular job

– defining the essential functions of the job

Staffing Function Activities

• Recruitment– the process of attracting a pool of qualified

applicants that is representative of all groups in the labor market

• Selection – the process of assessing who will be

successful on the job, and– the communication of information to assist

job candidates in their decision to accept an offer

Goals of the Training and Development Function

• Activities in HRM concerned with assisting employees to develop up-to-date skills, knowledge, and abilities

• Orientation and socialization help employees to adapt

• Four phases of training and development– Employee training– Employee development– Organization development– Career development

Goals of the Training and Development Function

• Employee Training – To get better skills for current job

• Employee Development – Develop additional competencies to ensure the future internal human resource requirements

• Career Development – Assist employees to advance their work lives and help them realize their career goals

• Organization Development – Facilitates System wide changes in organization and

• To change the attitude and values of employees foreseeing strategic direction

The Motivation Function• Activities in HRM concerned with helping

employees exert at high energy levels.• Implications are:

– Individual– Managerial– Organizational

• Function of two factors:– Ability– Willingness

• Respect – Involving employees in decision that affect them, listening to them

The Motivation Function

• Managing motivation includes:– Job design– Setting performance standards– Establishing effective compensation and

benefits programs– Understanding motivational theories

The Motivation Function

• Classic Motivation Theories– Hierarchy of Needs –Maslow– Theory X – Theory Y –McGregor– Motivation – Hygiene – Herzberg– Achievement, Affiliation, and Power Motives

– McClelland– Equity Theory – Adams– Expectancy Theory - Vroom

How Important is the Maintenance Function

• Activities in HRM concerned with maintaining employees’ commitment and loyalty to the organization.– Health– Safety– Communications– Employee assistance programs

• Effective communications programs provide for 2-way communication to ensure that employees are well informed and that their voices are heard.

Translating HRM Functions into Practice

• Four Functions:– Employment– Training and development– Compensation/benefits– Employee relations


• Employment - Employment specialists:– coordinate the staffing function– advertising vacancies– perform initial screening– interview– make job offers– do paperwork related to hiring

• Training and Development – – help employees to maximize their potential– serve as internal change agents to the organization– provide counseling and career development


• Compensation and Benefits – – establish objective and equitable pay

systems– design cost-effective benefits packages

that help attract and retain high-quality employees.

– help employees to effectively from now The prime And that utilize their benefits, such as by providing information on retirement planning.


• Employee Relations – involves:– communications– fair application of policies and procedures– data documentation – coordination of activities and services that

enhance employee commitment and loyalty– Employee relations should not be confused

with labor relations, which refers to HRM in a unionized environment.


• Purpose and Elements of HRM Communications– Keep employees informed of what is

happening and knowledgeable of policies and procedures.

– Convey that the organization values employees.

– Build trust and openness, and reinforce company goals.


• Effective Communication programs involve:– Top Management Commitment– Effective Upward Communication– Determining What to Communicate– Allowing for Feedback– Information Sources

Does HRM Really Matter?• Research has shown that a fully functioning

HR department does make a difference. • Organizations that spend money to have

quality HR programs perform better than those who don’t.

• Practices that are part of superior HR services include:– rewarding productive work– creating a flexible work-friendly environment– properly recruiting and retaining quality workers– effective communications

HRM in an Entrepreneurial Enterprise

• General managers may perform HRM functions, HRM activities may be outsourced, or a single generalist may handle all the HRM functions.

• Benefits include– freedom from many government regulations– an absence of bureaucracy– an opportunity to share in the success of

the business

HRM in a Global Village

• HRM functions are more complex when employees are located around the world.

• Consideration must be given to such things as foreign language training, relocation and orientation processes, etc.

• HRM also involves considering the needs of employees’ families when they are sent overseas.

HR and Corporate Ethics

• HRM must:– Make sure employees know about

corporate ethics policies– Train employees and supervisors on how

to act ethically

HUMAN RESOURCE PLANNING

Introduction• Human resource planning

is a process by which an organization ensures that– it has the right number and

kinds of people– at the right place– at the right time– capable of effectively and

efficiently completing those tasks that will help the organization achieve its overall strategic objectives.

Introduction

• Linked to the organization’s overall strategy and planning to compete domestically and globally.

• Overall plans and objectives must be translated into the number and types of workers needed.

• Senior HRM staff need to lead top management in planning for HRM issues.

An Organizational Framework

• A mission statement defines what business the organization is in, including why it exists and who its customers are.

• Strategic goals – Set by senior management to establish

targets for the organization to achieve. – Generally defined for the next 5-20 years.


• Corporate assessment – Gap or SWOT (Strengths-Weaknesses-

Opportunities-Threats) analysis determines what is needed to meet objectives.

– Strengths and weaknesses and core competencies are identified.

– HRM determines what knowledge, skills and abilities are needed by the organization’s human resources.

Linking Organizational Strategy to Human Resource Planning

• Ensures that people are available to meet the requirements set during strategic planning.

• Assessing current human resources – A human resources inventory report

summarizes information on current workers and their skills.


– Human Resource Information Systems (HRIS) are increasingly popular computerized databases that contain important information abut employees.


• Assessing current human resources – Succession planning

• includes the development of replacement charts

• portray middle-to-upper level management positions that may become vacant in the near future

• lists information about individuals who might qualify to fill the positions


• Determining the Demand for Labor – A human resource inventory can be

developed to project year-by-year estimates of future HRM needs for every significant job level and type.

– Forecasts must be made of the need for specific knowledges, skills and abilities.

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• Predicting the Future Labor Supply – A unit’s supply of human resources comes

from:• new hires• contingent workers• transfers-in• individuals returning from leaves

– Predicting these can range from simple to complex.

– Transfers are more difficult to predict since they depend on actions in other units.


• Predicting the Future Labor Supply – Decreases in internal supply come about

through:• Retirements• Dismissals• Transfers-out• Lay-offs• Voluntary quits• Sabbaticals• Prolonged illnesses• Deaths


– Retirements are the easiest to forecast.– Other factors are much more difficult to

project. – Dismissals, transfers, lay-offs, and

sabbaticals are more easily controlled by management.


• Where Will We Find Workers – migration into a community– recent graduates– individuals returning from military service– increases in the number of unemployed

and employed individuals seeking other opportunities, either part-time or full-time

• The potential labor supply can be expanded by formal or on-the-job training.


• Matching Labor Demand and Supply – Employment planning compares forecasts

for demand and supply of workers. – Special attention should be paid to current

and future shortages and overstaffing. – Decruitment or downsizing may be used

to reduce supply and balance demand. – Rightsizing involves linking staffing levels

to organizational goals.


Employment Planning and

the Strategic Planning Process

Job Analysis

• Job Analysis is a systematic exploration of the activities within a job.

• It defines and documents the duties, responsibilities and accountabilities of a job and the conditions under which a job is performed. ?

Job Analysis

• Job Analysis Methods – Observation method – job analyst

watches employees directly or reviews film of workers on the job.

– Individual interview method – a team of job incumbents is selected and extensively interviewed.

– Group interview method – a number of job incumbents are interviewed simultaneously.

Job Analysis

• Job Analysis Methods – Structured questionnaire method –

workers complete a specifically designed questionnaire.

– Technical conference method – uses supervisors with an extensive knowledge of the job.

– Diary method – job incumbents record their daily activities.

• The best results are usually achieved with some combination of methods.

Job Analysis

Job Analysis

• Structured Job Analysis Techniques – Department of Labor’s Job Analysis

Process: • Information from observations and interviews is

used to classify jobs by their involvement with data, people and things.

• Information on thousands of titles available on O*Net OnLine which is the Department of Labor’s replacement for the Dictionary of Occupational Titles.

Job Analysis

• Job Descriptions – Written statement of what jobholder does, how it is

done, under what conditions and why. – Common format: title; duties; distinguishing

characteristics; environmental conditions; authority and responsibilities.

– Used to describe the job to applicants, to guide new employees, and to evaluate employees.

– Identification of essential job functions is needed to assure compliance with Americans with Disabilities Act.

Job Analysis

• Job Specifications – States minimum acceptable qualifications. – Used to select employees who have the

essential qualifications.

Job Analysis

• Job Evaluations – Specify relative value of each job in the

organization. – Used to design equitable compensation

program.

Job Analysis

• The Multi-faceted Nature of Job Analysis – Almost all HRM activities are tied to job

analysis. – Job analysis is the starting point for sound

HRM.

Job Analysis

• Job Analysis and the Changing World of Work – Globalization, quality initiatives,

telecommuting, and teams require adjustments to the components of a job.

– Today’s jobs often require not only technical skills but interpersonal skills and communication skills as well.

Recruiting: Human Resource Management

Introduction

• Recruiting• Once an organization identifies its

human resource needs through employment planning, it can begin the process of recruiting potential candidates for actual or anticipated organizational vacancies.

• Admitting only those applicants who are likely to behave, acquire skills and show attitudinal commitments in line with the organization’s strategy.

• Right ones to admit• Organization needs a way of differentiating

between applicants, avoiding the costs of the wrong ones.

Introduction

• Recruiting brings together those with jobs to fill and those seeking jobs.

Recruiting Goals

• To provide information that will attract a significant pool of qualified candidates and discourage unqualified ones from applying.

Recruiting Goals

• Factors that affect recruiting efforts – Organizational size – Employment conditions in the area – Working conditions, salary and benefits

offered – Organizational growth or decline

Recruiting Goals

• Constraints on recruiting efforts include: – Organization image – Job attractiveness – Internal organizational policies– Government influence, such as

discrimination laws – Recruiting costs

Recruiting: A Global Perspective

• For some positions, the whole world is a relevant labor market.

• Home-country nationals are recruited when an organization is searching for someone with extensive company experience to launch a very technical product in a country where it has never sold before.


• Host-country nationals (HCNs) are targeted as recruits when companies want each foreign subsidiary to have its own distinct national identity.

• In some countries, laws control how many expatriates a corporation can send.

• HCN’s minimize potential problems with language, family adjustment and hostile political environments.


• Recruiting regardless of nationality may develop an executive cadre with a truly global perspective.

Recruiting Sources• Sources should match the position to be

filled. • The Internet is providing many new

opportunities to recruit and causing companies to revisit past recruiting practices.

• Sources:– Internal Searches– Employee Referrals/

Recommendations– External Searches– Alternatives

Recruiting Sources

The internal search • Organizations that promote

from within identify current employees for job openings:– by having individuals bid for

jobs– by using their HR management

system– by utilizing employee referrals

Recruiting SourcesThe internal search• Advantages of promoting from within include

– good public relations– morale building– encouragement of ambitious employees and

members of protected groups– availability of information on existing employee

performance– cost-savings– internal candidates’ knowledge of the organization– the opportunity to develop mid- and top-level

managers

Recruiting Sources

The internal search• Disadvantages include:

– possible inferiority of internal candidates– infighting and morale problems– potential inbreeding

Recruiting Sources

Employee referrals/recommendations • Current employees can be asked to

recommend recruits. • Advantages include:

– the employee’s motivation to make a good recommendation

– the availability of accurate job information for the recruit

– Employee referrals tend to be more acceptable applicants, to be more likely to accept an offer and to have a higher survival rate.

Recruiting Sources

Employee referrals/recommendations

• Disadvantages include:– the possibility of friendship

being confused with job performance

– the potential for nepotism– the potential for adverse impact

Recruiting SourcesExternal searches • Advertisements: Must decide type and

location of ad, depending on job; decide whether to focus on job (job description) or on applicant (job specification).

• Three factors influence the response rate:– identification of the organization– labor market conditions– the degree to which specific requirements are

listed. • Blind box ads don’t identify the organization.

Recruiting Sources

External searches• Employment agencies:

– Public or state employment services focus on helping unemployed individuals with lower skill levels to find jobs.

– Private employment agencies provide more comprehensive services and are perceived to offer positions and applicants of a higher caliber.

• Fees may be paid by employer, employee or both.

Recruiting Sources

External searches• Employment agencies:• Management consulting, executive

search or headhunter firms specialize in executive placement and hard-to-fill positions. – Charge employers up to 35% of the first

year salary– Have nationwide contacts– Do thorough investigations of candidates

Recruiting Sources

External searches• Schools, colleges, and

universities: – May provide entry-level or

experienced workers through their placement services.

– May also help companies establish cooperative education assignments and internships.

Recruiting Sources

External searches• Professional organizations:

– Publish rosters of vacancies– Placement services at meetings– Control the supply of prospective

applicants• Professional organizations also include

labor unions.

Recruiting Sources

External searches• Unsolicited applicants (Walk-

ins): May provide a stockpile of prospective applicants if there are no current openings.

• Cyberspace Recruiting: Nearly four out of five companies use the Internet to recruit employees. Commercial job-posting services continue to grow.

Recruiting SourcesRecruitment alternatives • Temporary help services.

– Temporary employees help organizations meet short-term fluctuations in HRM needs.

– Older workers can also provide high quality temporary help.

• Employee leasing. – Trained workers are employed by a leasing

company, which provides them to employers when needed for a flat fee.

– Typically remain with an organization for longer periods of time.

Recruiting Sources

Recruitment alternatives • Independent contractors

– Do specific work either on or off the company’s premises.

– Costs of regular employees (i.e. taxes and benefits costs) are not incurred.

Meeting the Organization

• View getting a job as your job at the moment. • Preparing Your Resume

– Use quality paper and easy to read type. – Proofread carefully. – Include volunteer experience. – Use typical job description phraseology. – Use a cover letter to highlight your greatest

strengths. • Don’t forget about networking as an excellent

way of gaining access to an organization.

Selection: Human Resource Management

The Selection Process

The selection process typically consists of eight steps: 1. initial screening interview2. completion of the application form3. employment tests4. comprehensive interview5. background investigation6. conditional job offer7. medical/physical exam8. permanent job offer


• Initial Screening – Involves screening of inquiries and

screening interviews. – Job description information is shared along

with a salary range.


Completing the Application Form: Key Issues – Gives a job-performance-related synopsis

of what applicants have been doing, their skills and accomplishments.

The Selection ProcessCompleting the Application Form: Key

Issues • Legal considerations

– Omit items which are not job-related; e.g., sex, religion, age, national origin, race, color, and disability.

– Includes statement giving employer the right to dismiss an employee for falsifying information.

– Asks for permission to check work references. – Typically includes “employment-at-will”

statement.


• Weighted application forms – Individual items of information are

validated against performance and turnover measures and given appropriate weights.

– Data must be collected for each job to determine how well a particular item (e.g., years of schooling, tenure on last job) predicts success on target job.


Completing the Application Form: Key Issues

• Successful applications – Information collected on application forms

can be highly predictive of successful job performance.

– Forms must be validated and continuously reviewed and updated.

– Data should be verified through background investigations.


Employment Tests • Estimates say 60% of all organizations

use some type of employment tests.– Performance simulation tests: requires the

applicant to engage in specific job behaviors necessary for doing the job successfully.

– Work sampling: Job analysis is used to develop a miniature replica of the job on which an applicant demonstrates his/her skills.


Employment Tests– Assessment centers: A series of tests and

exercises, including individual and group simulation tests, is used to assess managerial potential or other complex sets of skills.

– Testing in a global arena: Selection practices must be adapted to cultures and regulations of host country.


Comprehensive Interviews:

• Interviews involve a face-to-face meeting with the candidate to probe areas not addressed by the application form or tests.

• They are a universal selection tool.


Comprehensive Interviews: • Interview Effectiveness

– Interviews are the most widely used selection tool.

– Often are expensive, inefficient, and not job-related.

– Possible biases with decisions based on interviews include prior knowledge about the applicant, stereotypes, interviewee order.



– Impression management, or the applicant’s desire to project the “right” image, may skew the interview results.

– Interviewers have short and inaccurate memories: note-taking and videotaping may help.



– Structured interviews use fixed questions designed to assess specific job-related attributes

– More reliable and valid than unstructured ones.

– Best for determining organizational fit, motivation and interpersonal skills.

– Especially useful for high-turnover jobs and less routine ones.


Comprehensive Interviews: • Behavioral Interviews

– Candidates are observed not only for what they say, but how they behave.

– Role playing is often used.


Comprehensive Interviews:• Realistic Job Preview

– RJP’s present unfavorable as well as favorable information about the job to applicants.

– May include brochures, films, tours, work sampling, or verbal statements that realistically portray the job.

– RJP’s reduce turnover without lowering acceptance rates.


Background Investigation: • Verify information from the application

form • Typical information verified includes:

– former employers– previous job performance– education– legal status to work– credit references – criminal records


Background Investigation• Qualified privilege

– employers may discuss employees with prospective employers without fear of reprisal as long as the discussion is about job-related documented facts.

• One-third of all applicants exaggerate their backgrounds or experiences.

• A good predictor of future behavior is an individual’s past behavior.


Background Investigation Methods:• Internal investigation: checks former

employers, personal references and possibly credit sources.

• External investigation: Uses a reference-checking firm which may obtain more information, while complying with privacy rights.


• Background Investigation• Documentation, including whom called,

questions asked, information obtained/not obtained, is important in case an employers’ hiring decision is later challenged.


Conditional Job Offers: • Offers of employment made

contingent upon successful completion of background check, physical/medical exam, drug test, etc.

• May only use job-related information to make a hiring decision.


Medical/Physical Examination • Should be used only to determine if the

individual can comply with the essential functions of the job.

• Americans with Disabilities Act requires that exams be given only after conditional job offer is made.


Job Offers • Actual hiring decision generally made

by the department manager. • Candidates not hired deserve the

courtesy of prompt notification.


The Comprehensive Approach • Comprehensive selection approach

puts applicants through all the steps in the selection process before making a decision.

• Assesses both strengths and weaknesses and is considered more realistic.


Now It’s Up to the Candidate • The candidate now has to decide

whether this is the job for him or her. • Applicants who are not hired this time

will still form an impression about the company.

• Management should assure the selection process leaves them with a favorable impression of the company.

Selection for Self-Managed Teams

• If teams are given management responsibilities, it makes sense for them to select their own members.

• Team members bring to the selection process varied experiences and backgrounds.

• Team members need training in selection and interviewing techniques.

Selection From a Global Perspective

• Selection criteria for international assignments includes – interest in working overseas– ability to relate to different cultures and

environments– supportiveness of the candidate’s family

• Women executives have done well abroad in Asia and Latin America, despite past reluctance to assign them to these countries.

Final Thoughts: Excelling at the Interview

• Suggestions for making your interviews as an applicant successful are: – Do some homework on the company. – Get a good night’s rest the night before. – Dress appropriately. – Arrive for the interview a few minutes early. – Use a firm handshake. – Maintain good eye contact. – Take the opportunity to have practice interviews. – Thank the interviewer at the end of the interview

and follow up with a thank you note.

Human Resource Management: Socializing, Orienting, and Developing Employees

Introduction

• Socialization, training and development are all used to help new employees adapt to their new organizations and become fully productive.

• Ideally, employees will understand and accept the behaviors desired by the organization, and will be able to attain their own goals by exhibiting these behaviors.

The Insider-Outsider Passage

• Socialization – A process of adaptation to a new

work role. – Adjustments must be made

whenever individuals change jobs– The most profound adjustment

occurs when an individual first enters an organization.


The assumptions of employee socialization: – Socialization strongly influences employee

performance and organizational stability– Provides information on how to do the job

and ensuring organizational fit. – New members suffer from anxiety, which

motivates them to learn the values and norms of the organization.


The assumptions of employee socialization:– Socialization is influenced by subtle

and less subtle statements and behaviors exhibited by colleagues, management, employees, clients and others.

– Individuals adjust to new situations in remarkably similar ways.

– All new employees go through a settling-in period.


The Socialization Process – Prearrival stage:

Individuals arrive with a set of values, attitudes and expectations which they have developed from previous experience and the selection process.


• The Socialization Process– Encounter stage:

Individuals discover how well their expectations match realities within the organization.

– Where differences exist, socialization occurs to imbue the employee with the organization’s standards.


The Socialization Process– Metamorphosis stage: Individuals have

adapted to the organization, feel accepted and know what is expected of them.


A Socialization Process

The Purpose of New-Employee Orientation

• Orientation may be done by the supervisor, the HRM staff or some combination.

• Formal or informal, depending on the size of the organization.

• Covers such things as:– The organization’s objectives– History– Philosophy– Procedures– Rules– HRM policies and benefits– Fellow employees


• Learning the Organization’s Culture – Culture includes long-standing, often

unwritten rules about what is appropriate behavior.

– Socialized employees know how things are done, what matters, and which behaviors and perspectives are acceptable.


The CEO’s Role in Orientation • Senior management are often visible

during the new employee orientation process.

• CEOs can:– Welcome employees. – Provide a vision for the company. – Introduce company culture -- what matters. – Convey that the company cares about

employees. – Allay some new employee anxieties and help

them to feel good about their job choice.


HRM’s Role in Orientation • Coordinating Role: HRM

instructs new employees when and where to report; provides information about benefits choices.

• Participant Role: HRM offers its assistance for future employee needs (career guidance, training, etc.).

Employee Training

Definitions – Employee training

a learning experience designed to achieve a relatively permanent change in an individual that will improve the ability to perform on the job.

– Employee development future-oriented training, focusing on the personal growth of the employee.

Employee Training

Determining training needs • Specific training goals should be based on:

– organization’s needs– type of work to be done– skills necessary to complete the work

• Indicators of need for more training:– drops in productivity– increased rejects– inadequate job performance– rise in the number of accidents

Employee Training

• Determining training needs– The value added by training

must be considered versus the cost.

– Training goals should be established that are tangible, verifiable, timely, and measurable.

Employee Training

Determining Training Needs

Employee Training

• On-the-job training methods– Job Rotation– Understudy Assignments

• Off-the-job training methods– Classroom lectures– Films and videos– Simulation exercises

Employee Development

• This future-oriented set of activities is predominantly an educational process.

• All employees, regardless of level, can benefit from the methods previously used to develop managerial personnel.


Employee development methods – Job rotation involves moving

employees to various positions in the organization to expand their skills, knowledge and abilities.

– Assistant-to positions allow employees with potential to work under and be coached by successful managers.


Employee development methods – Committee assignments provide

opportunities for:• decision-making• learning by watching others• becoming more familiar with organizational

members and problems– Lecture courses and seminars benefit from

today’s technology and are often offered in a distance learning format.


Employee development methods– Simulations include case studies, decision

games and role plays and are intended to improve decision-making.

– Outdoor training typically involves challenges which teach trainees the importance of teamwork.

staffing in hrm

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