1. part Chapter © 2009 The McGraw-Hill Companies, Inc. All rights reserved. 1 McGraw-Hill Organizing People 3 Chapter 9

2. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. 2 McGraw-Hill Learning Objectives 1.Outline the human resource planning process. 2.Define job analysis, job description, job specification, and skills inventory. 3.Distinguish between affirmative action and reverse discrimination. 4.Explain formal and informal work groups. 5.Define Groupthink. 6.Discuss the concept of team building.

3. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. 3 McGraw-Hill Staffing Secure and develop people Major concern of all managers Job Analysis Job description Job specification

4. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. 4 McGraw-Hill Job Analysis Skills Inventory Contains basic information about each employee Six broad categories Primary advantage Specialized versions Human resource planning Basic planning process First basic question – where are we now?

5. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. 5 McGraw-Hill Job Analysis Forecasting Second basic question – where do we want to go? Attempts to determine future HR needs All levels of management should be involved Transition Final phase Transitional activities Current trend

6. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. 6 McGraw-Hill Job Analysis Legal Considerations Equal Pay Act of 1963 Title VII of the Civil Rights Act of 1964 –Equal employment opportunity Age Discrimination in Employment Act Rehabilitation Act of 1973 Americans with Disabilities Act (ADA) of 1990 Civil Rights Act of 1991 Family and Medical Leave Act (FMLA)

7. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. 7 McGraw-Hill Recruitment Amount of recruitment Effective job of recruiting has the best source of supply Temporary help Employee leasing companies Legal Considerations in the Recruitment Process EEOC suggestions Protective legislation awareness

8. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. 8 McGraw-Hill Selection Dependent on proper planning Ultimate objective Who Makes the Decision? Different levels of management Final choice Alternative approach

9. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. 9 McGraw-Hill Selection Legal Considerations in the Selection Process Affirmative action plan Reverse Discrimination Selection Procedure Eliminates candidates Review Screen out

10. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. 10 McGraw-Hill Selection Testing Tests 7 types Validity Reliability Background and Reference Checks 3 categories Previous employers Credit rejection

11. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. 11 McGraw-Hill Employment Interview Important step Purpose is to supplement information Limitations placed on the types of questions Types of Interviews Structured –Semi-structured –Situational Unstructured 3 interviewing techniques

12. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. 12 McGraw-Hill Employment Interview Problems in Conducting Interviews First and most significant Common pitfalls –Personal biases –Halo effect –Over-generalizing

13. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. 13 McGraw-Hill Employment Interview Conducting Effective Interviews Five suggestions –Proper selection and training of interviewers –Specific outline –Put the applicant at ease –Record the facts –Evaluation of interview effectiveness Personal Judgment Final step Sometimes none of the applicants are “best”

14. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. 14 McGraw-Hill Transfers, Promotions, and Separations Final step in the HR planning process Transfer –Most common difficulty Promotion –Merit and seniority Separation –Termination

15. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. 15 McGraw-Hill Understanding Work Groups and Teams Formal Work Groups Time span Task group – Single goal Functional group Informal Work Groups Interest group Satisfy social needs Work closely; Share fears or complaints

16. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. 16 McGraw-Hill Understanding Work Groups and Teams Groups Norms May be simple Don’t govern every action Group Behavior Share similar behaviors Group Cohesiveness Size Success and status Outside pressures Stable membership Physical isolation

17. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. 17 McGraw-Hill Understanding Work Groups and Teams Group Conformity Two reasons Independent behavior Consistent behavior Certain conditions Groupthink Members unwilling to say Justify any action

18. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. 18 McGraw-Hill The Importance of Teams More knowledge Overcome cultural differences Influencing Work Groups Hawthorne Studies Building Effective Teams Linchpin concept Team building

19. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. 19 McGraw-Hill The Importance of Teams Creating Groups Must be able to perform tasks First step – identify qualified people Building Trust Sharing responsibilities Influencing Group Cohesiveness and Conformity Successful teams Managers can influence cohesiveness

20. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. 20 McGraw-Hill The Importance of Teams Phases in the Life of Teams Four phases: forming, storming, norming, and performing Quality Circles Formal work group Inexpensive Self-Directed Work Teams SDWT Most teams plan and schedule their work

21. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. 21 McGraw-Hill The Importance of Teams Virtual Work Teams Groups and Leaders Gaining Acceptance Encouraging Participation Act as a coach Vision Lead by example