1. chapter 5 Staffing Supervision: Concepts and Practices of Management, Second Canadian Edition Hilgert, Leonard, Shemko, and Docherty © 2005 by Nelson, a division of Thomson Canada Limited

2. 5-2 Learning Objectives 1.Discuss the staffing function and describe the roles of the human resources staff and supervisors. 2.Explain how the supervisor prepares to fill job openings and why job descriptions and job specifications are critical to this task.

3. 5-3 Learning Objectives 3.Discuss the selection process and the use of directive and nondirective interviewing in the process. 4.Describe how the supervisor should prepare for and conduct an effective selection interview. 5. Explain the hiring decision and the importance of documentation.

4. 5-4 Learning Objectives 6. Identify the characteristics of an effective orientation program. 7. Explain approaches to training and the supervisor’s role in employee development.

5. 5-5 HRM The management of human resources is the supervisor’s most important activity.

6. 5-6 HRM Human resources management—the philosophy, policies, procedures, and practices that strive for the effective use of employees Human resources department— provides advice and service to other departments on human resource matters

7. 5-7 HR Advice HR staff usually prefer to offer suggestions to line supervisors, who then must decide whether to accept, alter, or reject those suggestions. When supervisors feel a recommendation from HR is not feasible, supervisors should make their own decision.

8. 5-8 Staffing Needs Because supervisors depend on employees for results, they must make certain that there are enough well- trained employees to fill all positions.

9. 5-9 Staffing Needs 1.Determine the need for employees 2.Develop job descriptions and specifications 3.Determine how many employees to hire 4.Solicit recruitment and selection assistance

10. 5-10 Developing Job Descriptions 1.Prepare a questionnaire for employees and supervisors to determine job functions. 2.Solicit input from higher-level managers. 3.Solicit input from others to determine what they believe are appropriate functions. 4.Tabulate the results.

11. 5-11 Developing Job Descriptions 5.Keeping organizational objectives in mind, prepare a detailed list of activities for the position. 6.Classify activities as major and minor. 7.Determine what a person in this position needs to know, what qualifications are necessary, and why each activity is performed.

12. 5-12 Developing Job Descriptions 8.Submit these results to a committee of employees currently in the same position. Revise and finalize the job description based on their feedback. 9.As the job changes, and at least annually, review and revise the job description.

13. 5-13 Recruitment and Selection Assistance Internal applicant sources—skills inventories, job postings, company database Outside job applicant sources— advertising, employment agencies, educational institutions, referrals, walk- ins, contract or temporary agencies

14. 5-14 The Selection Process Selection — the process of choosing the best applicant to fill open positions

15. 5-15 Selection Criteria 1.Education 2.Knowledge 3.Experience 4.Test scores 5.Application forms 6.Background investigations 7.Interpersonal skills

16. 5-16 Goals of the Applicant 1.Obtain information about the job. 2.Obtain information about the organization. 3.Determine whether the job matches his or her needs. 4.Determine whether he or she wants the job. 5.Communicate important information about him/herself. 6.Favourably impress the employer (interviewer).

17. 5-17 Goals of the Employer (Interviewer) 1.Promote the organization. 2.Attract the best possible applicant. 3.Gather information about the applicant. 4.Assess how well the applicant’s qualifications match the job requirements. 5.Determine whether the applicant will fit in with the organization and other employees.

18. 5-18 Interviewing Approaches Directive interview — interviewer guides the discussion along a predetermined course Nondirective interview — interviewer asks open- ended questions that allow latitude in responses

19. 5-19 Planning and Conducting an Interview 1.Carefully review the application, resume, and background information. 2.Determine objectives, form of interview, and questions to ask. 3.Find a quiet, private place for the interview. 4.Explain the nature of the job. 5.Ask directive questions.

20. 5-20 Planning and Conducting an Interview 6.Ask the candidate what he/she could most contribute to the job in question; ask for specific, relevant examples. 7.Encourage the candidate to speak freely and ask questions. 8.Take notes. 9.Avoid making judgments until the interview is complete. 10.Close the interview positively.

21. 5-21 Influence of Human Rights Legislation The Human Rights Codes prohibit employment practices that discriminate on the basis of race, gender, colour, religion, and national origin.

22. 5-22 OUCH To determine whether a selection criterion is appropriate and complies with the law O—Objective U—Uniform in application C—Consistent in effect H—Has job relatedness

23. 5-23 The Applicant’s Background Job application and other information from HR Employment tests References

24. 5-24 Conducting the Selection Interview Open—put the applicant at ease Explain the job—discuss the details of the work Ask effective questions—use judgment and tact Take notes Close—let the applicant know what to expect Complete the post-interview evaluation form

25. 5-25 Interview Pitfalls Try to avoid and control biases Don’t make judgments too quickly Avoid generalizations

26. 5-26 The Hiring Decision 1.Depend on supervisory judgment and experience to select employees most likely to contribute to departmental performance. 2.Involve subordinates, peers, or work- team members. 3.Document the hiring decision.

27. 5-27 Orientation Use a checklist Discuss the organization Be supportive Let other employees know something positive about the new hire Set a positive tone Establish mentoring relationships

28. 5-28 Training and Development 1.On-the job training 2.Off-the-job training 3.Ongoing employment development 4.Cross-training

29. 5-29 Employee Development Training must be viewed as an ongoing developmental process, not a simple solution to a short-term problem. It must be: Relevant Informative Interesting Applicable Active