HRM2PowerPointStaffing.docx
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HRM2PowerPointStaffing.docx
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HRM2PowerPointStaffing
THESTAFFINGPROCESS
JOBDESIGN
Philosophies/Approaches
Scientificmanagementphilosophy
Rotation,Enlargement,Enrichment
AModelforJobDesign
SubordinateGrowthNeedStrength
JobDesignMethods
CommonVariables
⏹Educationortrainingrequirements
⏹Levelinorganizationalhierarchy
⏹Numberofpeoplesupervisedordollarsmanaged
⏹Workingconditions
⏹Toolsorinstrumentsused
⏹Aptitudesrequired
⏹Tasksperformed
⏹Behaviorsdemonstrated
⏹Physicalstrengthoragilityrequired
EssentialJobFunctions(Rarely/Periodic/Frequent/Daily)
⏹PhysicalFactors
⏹StandingHandling
⏹SittingGrasping
⏹ClimbingTwisting
⏹StoopingPinching
⏹CrawlingKneeling
⏹ReachingWalking
⏹DrivingHearing
⏹SmellingTalking
⏹
⏹PhysicalStrength
⏹LiftingorCarrying:
⏹Semi-sedentary(>10lbs)
⏹Lightwork(10-20lbs)
⏹Mediumwork(20-60lbs)
⏹Heavywork(60+lbs)
⏹MentalDemands
⏹Readingability
⏹Writtenlanguageability
⏹Mathematicalability
MajorOutcomesofaJobAnalysis
JobDescription(example)
⏹Introducingthenewcerealtostoremanagersinthearea
⏹Helpingthestoremanagersestimatethevolumetoorder
⏹Negotiatingprimeshelfspace
⏹Explainingsalespromotionactivitiestostoremanagers
⏹Stockingandmaintainingshelvesinstoresthatwishsuchservice
JobSpecification(example)
⏹Twoyears’salesexperience
⏹Positiveattitude
⏹Well-groomedappearance
⏹Goodcommunicationskills
⏹Highschooldiplomaandtwoyearsofcollegecredit
ValueofaJobDescription
⏹Importantforlower-skilled,task-basedjobswhereworkisrepetitiveandtaskswell-defined.
⏹Difficultfor“virtualjobs”inhigh-technologyindustrieswherespecifictasksarelessimportantthanfulfillingresponsibilitiesandattainingresults(oftenonchangingteams).Basisforrecruiting/selection/compensationiscompetenceandskills,nottaskperformed
JobAnalysis:
themostbasicHRMactivity
⏹Staffing:
applicationblanks,testvalidation,realisticjobpreviews,matchingjobs+people.
⏹Training:
needsanalysis,performancereview.
⏹Performanceappraisal:
performancecriteria+standards,counselingemployees.
⏹Compensation:
comparableworth,jobclassification.
⏹Separation:
whoaredoingtheirjobs.
Recruitment
TheCostsofaPoorHire
⏹Keydirestcostfactors:
⏹Costtoadvertise
⏹Costofrecruiting
⏹Costoftrainingprograms
⏹Also:
⏹Lostsalesandmissedopportunity
⏹Dissatisfiedcustomers
⏹Lowerproductivity
⏹Lowemployeemorale
⏹Employmentliability(negligenthiring)
“OurNeanderthalJob-HuntingSystem”-EmployersandJob-huntersworkdifferently
⏹Employersuse:
JobHuntersuse:
1Lookinternally1Ads
2Contacts2Sendresumes
3Employmentagencies3Contacts
4Unsolicitedresumes
5Ads
RecruitingPolicies
⏹EEO/AffirmativeAction:
⏹Passivenon-discrimination
⏹Pureaffirmativeaction
⏹AAwithpreferentialhiring
⏹Quotas
WaysToEncourageAffirmativeAction
⏹Establishcontactsinminoritycommunities
⏹Makethecommunicationmediumappropriatetothetargetgroup
⏹Useminoritypersonsasinterviewersanddecision-makers
RecruitingPolicies
⏹Sourcesofrecruits
⏹Within
⏹External:
InternalvsExternalRecruitingSourcesFig7-5
⏹Special:
veterans,convicts,handicapped
⏹Recruitingforwhat
⏹In-house(organizational-based)vsoutsourcing
⏹Regularvsflexiblestaffing(temporaryworkers&independentcontractors)
Moreworkersforcedtobepart-time
Growthinvoluntaryandinvoluntarypart-timeworkers.Involuntaryworkerswantfull-timejobs,butcan’tfindthem.
Thetempsolution-Moreemployersusingtemporaryagencies
⏹Whorecruits(linevsstaff)
⏹Approachtorecruiting
⏹Honesty(truth=quality,fudge=quantity[meetquota])
⏹Degreeofrealism(realisticjobpreview)
INTERNALRECRUITING
⏹Jobposting:
selfselection
⏹Family/friendsofpresentemployees
⏹Skillsinventories(organizationaldatabases)
⏹Careerdevelopment(promotion&transfer)
EXTERNALRECRUITING
⏹Walk-Ins
⏹Agencies:
⏹Temporaryhelp
⏹Publicemploymentagencies
⏹Commercial(executive)agencies
⏹Schools:
⏹HighschoolsandVo/Tech
⏹Colleges/universities(andprof)
⏹Other
⏹Unions
⏹Militaryservices
⏹Professionalassociations
⏹Formeremployees(re-recruiting)
⏹Stayintouchwiththem–rememberbirthdays
⏹Trycallingaftertheirfirstmonthonthenewjob(theymayhavehadaverypoororientation
⏹Communityinvolvementandnetworking
⏹Eventmarketing–signswherepeoplecongregate
⏹Realtors/WelcomeWagon
⏹Internprogram
⏹Temporaries
⏹E-Recruiting
⏹Jobboards(,,etc.)
⏹Professional/Careerwebsites
⏹Employerwebsites
E-Recruiting
⏹Advantages:
⏹Costsavings
⏹Time
⏹Largerpoolofapplicants
⏹Disadvantages:
⏹Hugepoolofapplicants
⏹Moreunqualifiedapplicants
⏹Non-seriousbrowsers-“testingthewaters”butdon’treallywantajob
⏹Competitorsgaininginformation
⏹Minoritiesnote-savvy-lessondiversity
Hiring-JobAdvertisements
⏹Evenifyouwriteagreatjobdescription,youcouldstillgettrippedupwhensummarizingthejobinanadvertisement.
⏹Nuancesinanadcanbeusedasevidenceofdiscriminationagainstapplicantsofaparticulargender,age,orotherprotectedcharacteristic.
Semanticpitfallstoavoidinjobads:
Don'tUse
⏹Salesman
⏹Collegestudent
⏹Handyman
⏹GalFriday
⏹Marriedcouple
⏹Countergirl
⏹Waiter
⏹Young
⏹Use
⏹Salesperson
⏹Part-timeworker
⏹Generalrepairperson
⏹Officemanager
⏹Two-personjob
⏹Retailclerk
⏹Waitstaff
⏹Energetic
Hiring-JobAdvertisements
⏹Requiringahighschoolorcollegedegreemaybediscriminatoryinsomejobcategories.Youcanavoidproblemsbystatingthatanapplicantmusthavea"degreeorequivalentexperience."
⏹Thebestwaytowriteanadthatmeetslegalrequirementsistokeepitshortandsweet:
Sticktotheskillsneededandthebasicresponsibilitiesthejobentails.Someexamples:
⏹"Fifty-unitapartmentcomplexseeksexperiencedmanagerwithgeneralmaintenanceskills."
⏹"Mid-sizedmanufacturingcompanyhasopeningforaccountantwithtaxexperiencetooverseeinterstateaccounts."
⏹"Cooktraineepositionavailableinnewvegetarianrestaurant.Flexiblehours."
⏹Helpwantedadsplacedbyfederalcontractorsmuststatethatallqualifiedapplicantswillreceiveconsiderationforemploymentwithoutregardtorace,color,religion,sex,ornationalorigin.Adsoftenexpressthiswiththephrase"AnEqualOpportunityEmployer"or"EOE."
⏹Someemployerswhoarenotfederalcontractorsalsousethisphraseintheirads;it'sagoodshorthandwaytoletpotentialemployeesknowthatyou'llgivethemafairshake,whichcanhelpyouattractamorediversegroupofapplicants.
HiringSmart
⏹Hiringsmartdoesn’tmeanattractingthemostresumes;itmeansattractingacarefullytargetedpoolofresumes
⏹Youneedafocusedmessagethatcaptureswhateveritisthatsetsyourcompanyapart
⏹Yum!
BrandsInc.–“Wewantpeopletoknowourculturebeforetheyevenapplyforajob,becauseweknowthatifwehirepeoplewhoaretherightculturefit,we’llalways–withcoaching,training,andsupport–gettherightresults….”[Yum!
Brands,Inc.hasmorethan34,000A7W,KFC,PizzaHutLJS+TacoBellrestaurantsinmorethan100countries]
⏹“We’velearnedthatweshouldbehiringforfitandthentrainingforskills.”
HiringCosts
⏹Advertising
⏹Searchfirmfees
⏹Travel,lodgingandentertainment
⏹Testing
⏹Relocationexpensesandfees
⏹Orientation&training
⏹Recruitersalaries
⏹Lostproductivity
ASSESSINGEFFECTIVENESS
⏹Recruitergoals
⏹Promotion/Ads:
sourceyieldperimage
⏹Assesshires:
⏹Trackindividualemployees’workresults
⏹Costperhire
⏹Timelapse:
jobopen
⏹Offersperhire
Isrecruitingimportant?
....
Thebestyoucanhirecan’tbeanybetterthanthebestofthosewhoapply!
SELECTION
Everythingyoudointhehiringprocessisatest
SelectionTests
⏹Reliability:
theextenttowhichthetestisaconsistentmeasure
⏹External:
test-retest–consistencyovertime(importantwhenmeasuringarelativelystabletrait,e.g.intelligence).
⏹Inter-rater:
correlationamongevaluators(lowOKwhenapplicantisbeingratedbyevaluatorswhohavedifferentperspectives,e.g.amanager,atechnicalspecialist,andanHRperson).
⏹Internalconsistency:
split-half–measureswhethertestcontentisinternallyconsistent(correlationoftestitemswithothertestitems).
⏹Validity:
theextenttowhichthetestactuallymeasureswhatitisintendedtomeasure.Validityprovidesevidencefortheactionsweintendtotake(hire,promote,fire,etc.).Threedifferentsourcesofthisevidence
⏹Construct:
measurestheconstructitissupposedtomeasure
⏹Ex–fingerdexteritytestforinstrumentrepairer
⏹Content:
reasonablyrepresentativesample(fromjobanalysis)
⏹Ex-typingtestforsecretary[enough?
]
⏹Criterion-Related:
comparison(concurrent+predictive)oftestscoreswithindependentcriterion,usuallyperformance
⏹Ex-verbalaptitudetestscorescorrelatedwithsupervisoryperformance
CorrelationCoefficient
-1.000.001.00
-Relationship*NoRelationship+Relationship**
AsthevalueofoneAsthevalueofone
variableincreases,variableincreases,
theotherdecreases.sodoestheother.
Example:
*Thehigherone’ssatisfaction,thelowerhisorherintention
toquit.
**Thehigherone’ssatisfaction,thehigherhisorher
intentiontoremainwiththecompany.
TheMultipleHurdleSelectionApproach(“SuccessiveHurdles”)
TheAdditiveModelsSelectionApproach(“Compensatory”)
Selection
⏹Applicationforms:
historicalrecord
⏹Informationmust
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