Chapter 10 Human Resource Systems Planning Ahead What is human resource management? How do organizations attract a quality workforce? How do organizations develop quality workers? How do organizations maintain quality workers? Schermerhorn - Chapter 10

Human Resource Management Responsibilities attracting a quality workforce planning, recruitment, selection developing a quality workforce employee orientation, training & development, career planning & development maintaining a quality workforce management of employee retention and turnover, performance appraisal, compensation, benefits Handle workforce needs after they leave employment. Schermerhorn - Chapter 10

Human Resource Management Strategic Human Resource Planning jobs are staffed with capable people who perform best jobs are staffed to serve organizational mission, objectives and strategies Schermerhorn - Chapter 10

Human Resource Management Human Resource Planning job analysis (analyzes a job for its characteristics and tasks and its pay and status. GS-13 government ratings all through civil service job descriptions—describes characteristics of the jobs—duties, reporting relationships, authority, relation to other workers, reports, responsabilities,etc. job specification –specifies education, degrees, experience, physical and mental capabilities, etc. that an individual will need to fill a job. Schermerhorn - Chapter 10

Laws Against Employment Discrimination Equal Employment Opportunity (EEO) right to employment without regard to race, color, national origin, religion, gender, age, or physical and mental ability. federally enforced by the Equal Employment Opportunity Commission (EEOC) Schermerhorn - Chapter 10

Laws Against Employment Discrimination Affirmative Action Programs federally mandated programs that promote the employment opportunities of women, veterans, aged, disabled and certain cultural groups Schermerhorn - Chapter 10

Attracting a Quality Workforce The Recruiting Process attracting a qualified pool of job applicants to an organization so you can pick the best from this pool To get the right people to apply cam be tricky. advertisement of job vacancy (i.e. trade journals, probably not the want adds of your local paper.)The higher the position the wider the search. go to schools/ give internships preliminary contact with potential job candidates initial screening to create a pool of applicants employment agencies (even headhunters) Career centers Schermerhorn - Chapter 10

Internal Sources of Employees Large companies can have 1000’s of employees they can choose from to move sideways, down or promote up. Promotion possibilities chart is one way to keep track of those who could be promoted. Schermerhorn - Chapter 10

Attracting a Quality Workforce External Vs. Internal Recruitment external recruitment candidates are sought from outside the hiring organization internal recruitment candidates are sought within the organization Schermerhorn - Chapter 10

Attracting a Quality Workforce Realistic Job Previews candidate is provided with all pertinent information about job and organization benefits higher levels of early job satisfaction reduced turnover Schermerhorn - Chapter 10

Attracting a Quality Workforce The Selection Process choosing the person with the greatest performance potential from the applicant pool Schermerhorn - Chapter 10

Attracting a Quality Workforce Selection Steps completion of formal application interviewing testing reference checks physical examination final analysis and decision to hire or reject Schermerhorn - Chapter 10

Attracting a Quality Workforce Interviews Important due to the exchange of information that takes place Schermerhorn - Chapter 10

Attracting a Quality Workforce Employment Tests Used to identify intelligence aptitudes personality interests that help predict performance success Schermerhorn - Chapter 10

Attracting a Quality Workforce Employment tests should be valid reliable legally defensible Schermerhorn - Chapter 10

Attracting a Quality Workforce Employment testing developments include assessment centers Schermerhorn - Chapter 10

Attracting a Quality Workforce Reference and Background Checks inquiries to previous employers, academic advisors, and coworkers regarding qualifications experience past work records Schermerhorn - Chapter 10

Attracting a Quality Workforce Physical Examinations ensure applicant’s physically capability to work basis for enrolling in health-related fringe benefits drug testing Schermerhorn - Chapter 10

Schermerhorn - Chapter 10 The Selection Process Final Decision to Hire or Reject should focus comprehensively on the person’s capacity to perform in a given job Schermerhorn - Chapter 10

Developing a Quality Workforce the process of systematically changing the expectations, behavior and attitudes of a new employee to help achieve the best possible fit between the individual, the job and the organization Schermerhorn - Chapter 10

Developing a Quality Workforce Employee Orientation set of activities designed to familiarize new employees with their jobs, coworkers, and key aspects of the organization explain and clarify organizational mission operating objectives job expectations policies and procedures Schermerhorn - Chapter 10

Developing a Quality Workforce Training and Development Training set of activities that provides the opportunity to acquire and improve job-related skills Schermerhorn - Chapter 10

Developing a Quality Workforce On-the-Job Training job rotation coaching apprenticeship modeling mentoring Schermerhorn - Chapter 10

Developing a Quality Workforce Off-the-Job Training Attendance at special programs Management Development special form of off-the-job training improves one’s knowledge and skill in management and leadership Schermerhorn - Chapter 10

Developing a Quality Workforce Performance Appraisal formally assessing someone’s work and providing feedback evaluation let people know where they stand relative to objectives and standards development assist in training and personal development Schermerhorn - Chapter 10

Developing a Quality Workforce Methods of Performance Appraisal graphic rating scales narrative technique behaviorally anchored rating scale (BARS) critical-incident technique multiperson comparisons Schermerhorn - Chapter 10

Maintaining a Quality Workforce Career Planning and Development Career sequence of jobs that constitute what a person does for a living Career Planning systematically matching career goals and individual capabilities with opportunities Schermerhorn - Chapter 10

Maintaining a Quality Workforce Work-Life Balance how people balance career with personal and family needs concerns single parent dual-career couples Schermerhorn - Chapter 10

Maintaining a Quality Workforce Retention and Turnover Replacement Situations promotions transfers terminations layoffs retirement Schermerhorn - Chapter 10

Maintaining a Quality Workforce Compensation and Benefits base compensation salary or hourly wages fringe benefits additional nonwage/nonsalary forms of compensation flexible benefits employees can select benefits with a certain dollar amount Schermerhorn - Chapter 10

Maintaining a Quality Workforce Labor-Management Relations Unions deal with employers on the workers’ behalf industrial/business occupations public sector employees government workers Schermerhorn - Chapter 10

Maintaining a Quality Workforce Collective Bargaining process of negotiating, administering and interpreting labor contracts usually occurs in face-to-face meetings generally adversarial Schermerhorn - Chapter 10