1 / 68

Managing Human Resources

Managing Human Resources. Chapters 13 Attracting and Retaining the Best Employees. Human Resource Management. The process of hiring, developing, motivating, and evaluating employees to achieve organizational goals

Download Presentation

Managing Human Resources

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Managing Human Resources Chapters 13 Attracting and Retaining the Best Employees

  2. Human Resource Management • The process of hiring, developing, motivating, and evaluating employees to achieve organizational goals • All the activities involved in acquiring, maintaining, and developing an organization’s human resources

  3. Before Recruiting • Human resources planning • Determining the firm’s human resource needs • Job analysis • Determining the exact nature of the positions to be filled

  4. Acquisition • Recruiting • Attracting people to apply for positions in the firm • Selection • Choosing and hiring the most qualified applicants • Orientation • Acquainting new employees with the firm

  5. Maintaining • Employee relations • Increasing employee job satisfaction through satisfaction surveys, communication programs, exit interviews, and fair treatment • Compensation • Rewarding employee effort through monetary payments • Benefits • Providing rewards to ensure employee well-being

  6. Development • Training and development • Teaching employees new skills for more effective ways to dotheir present jobs and new jobs in the future • Performance appraisal • Assessing employees’ current and potential performance levels

  7. Human Resource Management: • HR planningandJob analysis • Acquiring: Employee recruitment and selection • Retainning and developing: Employee training, performance appraisal, and compensation • Career managment • Employment termination

  8. Training & development Job analysis & design Employee recruitment Employee selection Performance planning & evaluation Compensation & benefits HR planning & forecasting Human Resource Management Process Strategies & objectives of the organization Acquiring Organizational career management retainning

  9. HR planning & forecasting Job analysis & design Employee recruitment Employee selection • HR planning: The development of strategies to meet a firm’s future human resources needs • Demand forecast: Determining the number of employees needed by some future time • Supply forecast (internal): Estimating the number of current employees who will be available to fill various jobs at some future time

  10. Forecasting HR Demand • Demand forecasts based on organizational goal and structure • Factors affecting HR demand • The firm’s overall strategic plan • The firm’s past history of staffing levels • Evolving technologies • Industry staffing practices • Projected economic trends

  11. Forecasting HR Supply • Factors affecting HR supply • The firm’s present workforce and any internal changes or movements • Evolving technologies • Projected economic trends • Supply forecasting techniques • Replacement chart • List of key personnel and their possible replacements within the firm • Skills inventory • Computerized data bank containing information on the skills and experience of all present employees

  12. Matching supply with demand • If demand is greater than internal supply, then the firm must recruit and select new employees • If supply is greater than demand, then the firm must prepare plans to reduce the workforce through • Layoffs: dismissing employees from the workforce until they are needed again • Attrition: normal reduction of the workforce that occurs when employees leave the firm • Early retirement: allowing or encouraging persons to retire early with full benefits • Firing may be necessary to remove excess employees from the workforce

  13. HR planning & forecasting Job analysis & design Employee recruitment Employee selection Job Analysis: • A systematic procedure for studying jobs to determine their various elements and requirements • A study of the tasks required to do a particular job well • Studying a job to determine its tasks and duties for • Setting pay • Determining employee job performance • Specifying hiring requirements • Designing training programs

  14. Job analysis • determines the responsibilities of the position and qualifications needed • job description • job specification

  15. Job description • Lists the tasks and responsibilities of the job • A list of the elements that make up a particular job • Duties to be performed • Working conditions • The jobholder’s responsibilities • The tools and equipment used on the job

  16. Job Description (responsibilities) example: "Manage database components of large projects for the development of common process applications in Global Derivatives."

  17. Job Description(example) • Lead and manage a sales team to achieve sales target • Develop territory and key account business. • Identify market opportunities and develop / implement sales plans. • Cultivate good business relationship with key customers. • Co-work with marketing team to implement activities in market. • Develop people and provide day-to-day coaching for sales team

  18. Job specification • A list of the qualifications required to perform a particular job • Describes skills, knowledge, and abilities needed to fill the job described in the job description • Skills • Abilities • Education • Experience

  19. Job Specifications (requirements) • University graduate, MBA is a preferred but not essential. • Experience with multi-national companies handling well known consumer products for more than 5 years. Leading sales teams in supervisory level (or above) for more than 3 years. • Good English is definitely required. • Proactive, aggressive, good team player, self-driven, innovative with strong commitment to drive good business result.

  20. Employee recruitment Employee selection Job analysis & design HR planning & forecasting Recruitment: • The process of attracting qualified job applicants • The attempt to find and attract qualified applicants • Most firms begin by trying to fill the job from within • If internal candidates are not available, an external search begins

  21. Internal Recruiting • Promotion or transfer • Job posting may be required by policy or union contract • Advantages • Provides motivation for current employees • Helps retain quality personnel • Disadvantages • Cost of filling the newly vacant position • Cost of training another employee • Internal conflicts

  22. External Recruiting • Sources • Websites, newspaper ads, employment agencies, college campuses, union hiring halls, employee referrals, open houses, job fairs, walk-in applicants • Advantages • Fresh perspectives and varied backgrounds of new hires • Attracting applicants with the required skills and knowledge • Disadvantages • Expense • May cause resentment among existing employees

  23. External Search • Local media is used to find workers who are • Non-technical • Unskilled • Non-supervisory • Highly trained recruits are found by using • College recruiters • Executive search firms • Job fairs • Company Web sites

  24. Employee recruitment Employee selection Job analysis & design HR planning & forecasting Selection: • The process of gathering information about applicants and then using that information to choose the most appropriate applicant • The process of determining which people in the applicant pool possess the qualifications necessary to be successful on the job

  25. the employee selection process • Applicant submits an application or résumé • Receives a short, structured interview • Applicant may be asked to take an aptitude, personality, or skills test • Selection interview • In-depth discussion of applicant’s • Work experience, skills, and abilities • Education and career interests • Applicants seeking professional or managerial positions may be interviewed by several people • Successful applicants may be asked to undergo a physical exam

  26. Decision to hire Physical examination Background and reference checks Selection interview Employment testing Initial screening Steps of the Selection Process

  27. Applications • Provide useful factual information about the applicant • Information gathered is used for • Identifying applicants worthy of further consideration • Familiarizing interviewers with applicant backgrounds

  28. Resume Types • Chronological: focus on experience, each job described in some detail, better with objective or summary, not good for career change • Functional: highlights skills and accomplishments, good for career change, new comers, returning • Combined: both chronological and functional, a shorter chronology following a short "Skills and Accomplishments" section, or with a longer Summary including a skills list or a list of "qualifications"); or a standard functional resume with the accomplishments under headings of different jobs held.

  29. Sample Resume Format • Personal Information: name, address, contact info  • Work Experience: chronological, position, responsibilities, achievements • Education: • Activities: • Skills and Qualifications • Others 

  30. Resume Related Issues • Job Objective:? (all leading to position applied) • Chinese Name/ English Name • Last school and major and degree? • Education: • Main Courses • Extra-curriculum (Social) Activities: • Hobbies? • English / Computer organization skills, communications, team players, leading abilities, working habits, ……

  31. Employment Tests • Aptitude, skills, abilities, and knowledge relevant to the job • Job-related and validated as an accurate predictor of job performance, to be nondiscriminatory

  32. Interview • The most widely used selection technique • Can probe more deeply into attitudes and motivation • A structured interview format, to be nondiscriminatory • Ask all candidates the same questions • All questions should be job-related • Avoid personal bias

  33. Interviews • group interview: • attitudes: on time, attentiveness, active participation • behavior: professional, value, character • skills and abilities: potential, ... • individual interview: • with different people: audience analysis • with detailed info: ability-responsibility match

  34. Reference Check • References • Used to verify information furnished by the applicant • about skills, abilities and achievements • about potentials and characters • about previous job responsibilities and the reason for leaving their previous job

  35. Hiring • offer: • position, title, location, responsibilities, direct reports • salary, benefits • probationary period • acceptance: sign and report to work

  36. Orientation • The process of acquainting new employees with an organization • Topics • Range from location of company cafeteria to career paths within the firm • May be brief and informal or long and formal

  37. Training & development Performance planning & evaluation Compensation & benefits Training and Development: • Employee training • Management development

  38. Employee Training • The process of teaching operations and technical employees how to do their present jobs more effectively and efficiently • Activities that provide learning situations in which an employee acquires additional knowledge or skills to increase job performance, or to foster job improvement

  39. Management Development • The process of preparing managers and other professionals to assume increased responsibility in both present and future positions

  40. Program Design • Analysis of the needs of the organization for training and development • Is training needed? • What kind of training is needed? • Is motivation needed? • What kind of training is expensive; be sure it is appropriate.

  41. Program Design • Determination of training and development methods by which to deliver the program • On-the-job • New employee learns by working under the supervision of experienced employee • Simulation • Training in an area that replicates the actual work environment without the production pressures • Classroom teaching and lectures • For large groups who need the same information (e.g., notification of change in benefits) • Conferences and seminars • Experts and learners meet to discuss problems and exchange ideas • Role playing • Acting out the roles of others in the organization for a better understanding of others

  42. Program Design • Determination of training and development methods by which to deliver the program • Job rotation • Executive education programs • Mentoring • Special project assignments

  43. Program Design • Creation of evaluation system to assess the program’s effectiveness • Before training, develop a set of verifiable objectives that specify what is expected and how the results are to be measured • Measure or verify training results • Make the results known to all those involved in the program—including trainees and upper management

  44. Training & development Performance planning & evaluation Compensation & benefits Performance planning & evaluation process: Performance planning: Setting standards & expectations Performance evaluation Rewards & job changes Employee job task behavior

  45. Performance Appraisal • Compares an employee’s actual performance with the expected performance • The evaluation of an employee’s current and potential levels of performance to allow managers to make objective human resource decisions

  46. Uses of Performance Appraisal • Let workers know how they are doing and how they can do better • Provide the basis for • Compensation • Training needs • Advancement opportunities • Rewards • Help the organization monitor selection, training, and development activities

  47. Common Evaluation Techniques • Objective methods • based on measurable quantity (e.g., units of output, sales volume, number of defective products, % change in performance). • Judgmental methods • Managerial estimates of employee performance levels • Ranking • Ordering employees from best to worst • Difficult to use because there is no absolute standard and differences in performance of ranked employees is not apparent • Rating • Using a predetermined scale (standard) to evaluate each employee’s performance

More Related