HROVerview.pptx
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HROVerview.pptx
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,HROverview,Attracting,Selecting,andDevelopingEmployees,Staffing,Staffinginvolvesbringingnewpeopleintotheorganizationandthenmovingthemthrough,andperhapsoutof,thefirm.Staffingconsistsofthreestages:
recruitingselectionandhiringplacementThesestaffingactivitiesarecoupledwiththetraininganddevelopmentfunctiontomatchtheabilitiesofthejobcandidatewiththeneedsofthefirm.,StaffingorTraining?
Shouldafirmhirepeoplewhoarereadytostepintotheirjobs,orshouldit“groom”themthroughtrainingprograms?
Withselectionandplacement,newemployeeshaveprovenskillsandcanbeginworkimmediately.Withtraininganddevelopment,peoplecanbehiredatlowerratesofpayiftheycometothefirmuntrained,andtraininganddevelopmentcanbetailoredexactlytothecompanysneeds.,TheStaffing/TrainingBalancingAct(Figure11-1),Recruiting,Recruitingisthefirstofstaffingsthreestages.Recruitingreferstoallactivitiesinvolvedinfindinginterestedandqualifiedapplicantsforajobopening.Thegreaterthenumberofapplicantsandthebettertheirqualifications,themorelikelyitisthatthefirmwillbuildasolidpersonnelbase.,TheGilletteInternationalGraduateTraineeProgram,Theprogramgroomslocaltalentinthecountrieswherethefirmhasbusinessoperations.Trainingincludesan18-monthtermatthecompanysBostonheadquarters,followedbyanentry-levelpositioninthehomecountry.Atheadquarters,anexecutivementorisresponsibleforoverseeingthetraineestrainingandeducationinGillettesoperations.Abouthalfthetraineeshavemovedintoexecutivepositions,andmanyhavereturnedtotheU.S.ormovedtoothercountriestopursueinternationalcareers.,GlobalStaffingatColgate-Palmolive,Almost70%ofColgate-Palmolives$7billioninsalescomefromoverseas.60%ofitsemployeesoperatingoutsidetheirhomecountriescomefromplacesotherthantheU.S.TwoofthelastfourCEOswerefromoutsidetheU.S.Alltopexecutivesmustspeakatleasttwolanguages,andimportantmeetingstakeplaceallovertheglobe.In1991aglobalteamofColgatehumanresourceleadersandsenior-levelmanagersbeganayear-longquesttodevelopglobalHRpoliciesthatwouldmeshwithbusinessgoals.TheseeffortsculminatedinaGlobalHumanResourcesconference,withmorethan200HRleadersfrommorethan35countriesinattendance.,SourcesofApplicants(Figure11-3),SourcesofApplicants(Figure11-3)(Continued),InternetRecruiting,TheInternetisthehottesttoolforrecruiting.SearchenginessuchasYahoo!
andExciteaswellasbulletinboardsandnewsgroupsprovidejobinformation.JobBanksincludeAmericasJobBank,theMonsterBoard,andothers.CiscoSystemsgets500,000hitsamonthonitsInternetjobpages.Ithires1,200peopleeverythreemonths,making66%ofitshiresfromtheNet.,MeritsofInternalandExternalRecruitingSources,MeritsofinternalmethodsEmployeesarefamiliarwiththeorganization.Recruitingandtrainingcostsarerelativelylow.Enhanceemployeemoraleandmotivationsincetheysendasignalthattheorganizationoffersopportunitiesforadvancement.,MeritsofexternalmethodsIntroducenewideasandapproaches.Provideknowledgeandskillsthatarenotcurrentlyavailableintheorganization.Permitnewhirestostartwithcleanslates.Reducepoliticalinfightingforpromotions.,TheOutsourcingAlternative,Inthefaceofincreasingdemand,evolvingneeds,orcostconsiderationsfirmsmayuseoutsidepartiestoperformtasksthatwouldotherwisebeperformedinhouse.Thisisapopular,rapidly-growingoption.In1996,Americanfirmsspentover$100billioninoutsourcedbusinessactivities.Byoutsourcingsomeactivities,firmscanconcentratetheirresourcesontheircorecompetencies,thethingsthattheydoparticularlywell.,TheRealisticJobPreview(RJP),Mostcompaniespresentarosypictureofthemselvesandtheirjobopeningsinordertoattractjobapplicants.Asaresult,manynewemployeesexperience“entryshock”andaredissatisfiedwhentheylearnthe“truth”aboutthecompany.Theaimofrealisticjobpreview(RJP)istogivetherecruitanaccuratepictureofwhatthecompanyandthejobarelike.RJPsleadtohigherlevelsofemployeesatisfactionandlowerlevelsofturnover.Theydontappeartoreducejobacceptancerates.,BottomLine:
TheRecruitingProcess,IdentifyaJobOpening,DetermineJobRequirementsandEmployeeQualificationsNeeded,IdentifyAppropriateRecruitingSourcesandMethods,GenerateApplicantPool,ImplementRecruitingStrategy,EvaluateRecruitingProcess,Selection,Theroleofselectionistoevaluateeachcandidatesqualificationsandpicktheonewhoseskillsandinterestsbestmatchrequirementsofthejobandcompany.Somefirmsuseinformalselectionprocedures,suchasreviewingapplicationblanksandresumes.Othersuseformalprocedures,suchastestsandassessmentcenters.Carefulselectionprocedurescanbetimeconsumingandcostly.Theyareworthwhileif:
thecostsofawrongdecisionarehightherearemanyapplicantsandfewopeningsselectiontoolsareaccurate,FocusonManagement:
SelectionatToyota,WhenToyotaMotorCorp.wantedtofillpositionsatitsnewKentuckyautoassemblyplant,itreceived90,000applicationsfrom120countriesforits2,700productionjobsandthousandsmoreforthe300officejobs.Thecompanywantedtoselectworkerswhowouldconformtoitsemphasisonteamwork,loyalty,andversatility.Inadditiontophysicalexamsanddrugtests,applicantshadtospendasmuchas25hourscompletingwrittentests,workplacesimulations,andinterviews.Only1of20applicantsmadeittotheinterview.,ApplicationForms,Theapplicationformisthefirstsourceofinformationaboutapotentialemployee.Itprovidesthehiringfirmwithinformationabouteducationalbackground,workexperience,andoutsideinterests.Muchofthisinformationisespeciallyusefulforscreeningpurposes.,ProblemswithApplicationForms,Theinformationprovidedbytheapplicantmaynotberelevanttojobperformance.Jobapplicantsmayprovideincorrectormisleadinginformation.Thelawplacesmanyrestrictionsonwhatcanandcannotbeaskedonajobapplication.,SomeUnfairPre-EmploymentInquiries(ExcerptedfromFigure11-4),Anyinquirythatimpliesapreferenceforpeopleunder40yearsofageWhetherapplicantisacitizen;anyinquiryintocitizenshipthantendstodivulgeapplicantslineage,ancestry,nationalorigin,descent,orbirthplaceAllinquiriesrelatingtoarrestsRequestthatapplicantsubmitaphotographGenderAnyinquiryconcerningraceorcolorofskin,hair,eyes,etc.Anyinquiryconcerningreligiousdenomination,affiliations,holidaysobserved,etc.,LightenUp:
RottenResumes,Iamextremelyloyaltomypresentfirm,sopleasedontletthemknowofmyimmediateavailability.Note:
Pleasedontmisconstruemy14jobsasjobhopping.Ihaveneverquitajob.Maritalstatus:
Often.Children:
Various.Whollyresponsiblefortwo
(2)failedinstitutions.Terminatedaftersaying,“Itwouldbeablessingtobefired.”Iamwritingtoyou,asIhavewrittentoallFortune1000companieseveryyearforthepastthreeyears,tosolicitemployment.ItsbestforemployersthatInotworkwithpeople.Excellentmemory;strongmathaptitude;excellentmemory;effectivemanagementskills;andverygoodatmath.,Interviews,Inaninterview,arepresentativeofthehiringfirmasksthecandidateaseriesofquestions.Thegoaloftheinterviewistodeterminehowwellthecandidatesskillsandinterestsmatchthejobrequirements.Inastructuredinterview,allcandidatesareaskedthesamelistofquestionsinthesameorder.Thisgiveseachapplicantthesamechanceasothers,makesiteasiertocomparecandidates,andmakesitlesslikelythefirmwillbesuedfordiscriminationinhiring.Inanunstructuredinterview,thereisalooserexchangebetweentheinterviewerandjobcandidate.Thismayresultinamorecompletepicture.,AdvantagesofInterviews,Itiseasiertoaskaseriesofquestionsthantodevelopatest.Interviewingmakestheselectionprocessmorepersonalandgivestheintervieweranoverallideaastowhethertheapplicantisrightforthejob.Theinterviewmaybeusedtogivetheapplicantinformationaboutthejobandcompany.Interviewsmaybeusedto“sell”thecompanytotheapplicant.Interviewsmaybebeusedtocompletetheinformationaboutjobcandidates.Goodcandidatesmaybeunwillingtoconsiderajobseriouslyunlesstheyhadthechangetoaskquestionsandgatherinformation.,ProblemswithInterviews,Interviewers:
showmanybiasesdisagreewithoneanotherignoremuchoftheinformationavailableThesuccessofaninterviewinidentifyingthebestcandidateforthejobdependsontheskillandgoodjudgmentoftheindividualinterviewer.Thereareseverelegalrestrictionsonwhatcanbeaskedininterviews.,GuidelinesforImprovingInterviews,Interviewersshouldprepareforinterviewsbymakingalistofspecifictopicstobecoveredand/orspecificquestionstobeasked.Interviewersshouldbetrainedinpreparingquestionsthatrelatetojobrequirements,probingfordetails,listeningcarefully,andavoidingdiscriminatoryquestions.Interviewersshouldusebehavioralandsituationalquestions.Writtenrecordsoftheinterviewshouldbekept.Wheneverpossible,multipleinterviewersshouldbeused.Interviewsshouldbeusedalongwithotherselectiontools.,TheBottomLine:
TheJobInterviewingProcess,DetermineJobRequirementsandEmployeeQualificationsNeeded,DevelopBehavioralandSituationalInterviewQuestions,DevelopanInterviewRatingForm,StartEachInterviewbyPuttingtheIntervieweeatEase,ProbeIntervieweeResponsesandExploreRelatedIssues,CompleteInterviewRatingFormImmediatelyAftertheInterview,AsktheSameQuestionsofEachInterviewee-DoNotMakeSnapJudgments,Testing,Atestisasystematicandstandardizedprocedureforobtaininginformationaboutindividuals.Testingisarelativelyobjec
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