1. Human Resource Staffing and Performance Management MANA 4328 Dennis C. Veit dveit@uta.edu

2. Human Resource Management Planning - Strategic Management Compensation Total Compensation Employee Relations/Equal Employment Recruiting and Selection/Staffing Training and Development –Talent Management Performance Management Risk Management

3. Talent Management  Talent management systems  Timing, forms, and outcomes  Managing for employee motivation  Developing a career path for team members  Goal setting  Pay for performance  Providing performance feedback

4. “HR Staffing” – “Talent Management”  What is Staffing vrs Talent Management? Staffing:  Defined as the goal-oriented and integrated process of planning, recruiting, and compensation employees. Talent Management:  Process of leading/managing and developing your team What does this all mean? **Getting the right people in the right job, at the right time, & having the ability to advance.**

5. HR Staffing --  Legal Compliance  Determining HR needs  Human resource Planning  Projecting staffing levels - Job Analysis  Developing Competency Based Job Descriptions  Managing competencies  Identifying and recruiting employees  Evaluating candidates  Selection tests  Interviewing  Managing retention

6. Staffing:  Labor is the single most significant cost of doing business: payroll and replacement costs.  (With this, we must begin with hiring the right people and then developing them effectively)  Business strategies require specific skills and behaviors to be successful.  Employees provide customer service, create value, and execute strategy.  HR practices can be crafted to support certain types of skills and encourage behaviors.  “How do we hire the right people?”

7. Staffing: (Continued)  Business strategies require specific skills and behaviors to be successful.  Employees provide customer service, create value, and execute strategy.  HR practices can be crafted to support certain types of skills and encourage behaviors.  “How do we ensure we are hiring the right people?”  Using Updated Job Descriptions – Competency based  What is our Staffing Objective:

8. Staffing: (Continued)  What is our Staffing Objective:  To find more productive ways to do work through!

9. Staffing: (Continued)  What is our Staffing Objective:  To find more productive ways to do work!  Increased productivity

10. Staffing: (Continued)  What is our Staffing Objective:  To find more productive ways to do work!  Increased productivity  Flexible workforce

11. Staffing and “Talent Management” (Continued)  What is our Staffing Objective:  To find more productive ways to do work!  Increased productivity  Flexible workforce  Multi-skilled workforce

12. Staffing: (Continued)  What is our Staffing Objective:  To find more productive ways to do work!  Increased productivity  Flexible workforce  Multi-skilled workforce  Multi-skilled job descriptions

13. “How do we hire the right people?” Traditionally staffing has focused on the match between an applicants skills and experience and the job requirements. Match Person KSA’s Motivation (Competencies) Job Requirements Rewards

14. Person/Job Match Match Impact Person KSA’s Motivation Job Requirements Rewards HR Outcomes Performance Extra Effort Retention Satisfaction Commitment

15. Person/ Organization Match Match Impact Person KSA’s Motivation ATTITUDE Job Requirements Rewards Organization Task Flexibility Values/Culture Career Progression HR Outcomes Performance Extra Effort Retention Satisfaction Commitment

16. Job Descriptions –Do What?  Identifying Information Job Title Exempt or Non-exempt Full-time or Part-time Gender neutral  Summary Brief description Place in org. structure

17. Job Descriptions – Do What? (Cont)  Duties and Responsibilities What does the person do? How do those tasks get done? Under what conditions? Using what materials?  Requirements and Qualifications KSA’s Certifications or degrees Appropriate for the job  A good job description can?

18. Good Job Descriptions Can: Serve as the basis for developing structured selection tools that will help you identify the best candidates!

19. Good Job Descriptions Can: Serve as the basis for developing structured selection tools that will help you identify the best candidates! Serve as the basis for a performance evaluation system.

20. Good Job Descriptions Can: Serve as the basis for developing structured selection tools that will help you identify the best candidates! Serve as the basis for a performance evaluation system. Serve as the basis for providing a starting salary.

21. Good Job Descriptions can: Serve as the basis for developing structured selection tools that will help you identify the best candidates! Serve as the basis for a performance evaluation system. Serve as the basis for providing a starting salary. Serve as a reality check!

22. Good Job Descriptions can: Serve as the basis for developing structured selection tools that will help you identify the best candidates! Serve as the basis for a performance evaluation system. Serve as the basis for providing a starting salary. Serves as a “reality check”! Accurately reflects the work that employees will be expected to perform.

23. Why Develop a Job Descriptions?  Serve s the basis for developing structures selection tool  Defines what the job is your looking for  Helps set the level for pay  Provides an audit for HR and the Manager on success of applicant  Has strong Legal implications for company

24. Uses of Job Descriptions  Explains what the job is expected to do What does the job require? How do you determine pay of the job? Ensure your JD is accurate to attract candidates?  How to make an accurate job description Use Manager Use Employee(s) Check against the market

25. Job Descriptions -- Accuracy  If not accurate they become miss-leading?  The best hiring systems use the competencies identified in the Critical Criteria section of the job description as a basis of building interview questions.

26. Job Descriptions -- Accuracy  The law requires that all criteria use for the selection purposes be job - related?  You and the company can be held liable if rejecting a candidate is due to inaccurate information on your job description.

27. Problems with Job Descriptions??? Really, what does the person do? How do those tasks Really get done?

28. Problems with Job Descriptions??? Really what does the person do? How do those tasks Really get done? Under what conditions?

29. Problems with Job Descriptions??? Really What does the person do? How do those tasks get done? Under what conditions? Using what materials?

30. Additional Problems with Job Descriptions???  Improper Use of Requirements and Qualifications KSA’s -- Can be wrong.

31. Additional Problems with Job Descriptions???  Requirements and Qualifications KSA’s Certifications or degrees -- Are these Really required!

32. Competitiveness Models  The process by which you determine the competencies (KSAs) necessary to perform the position  Core Competencies for sustainable competitive advantage.  More general descriptions that cut across many categories of jobs  Intergrated with selection, training, and talent management  COMPETENCIES = BEHAVIORAL INDICATORS = VALIDATION

33. I. Achieving Competitiveness Customer Focus: Aggressively monitors and anticipates customer requirements and responds to them in an appropriate manner. Business Focus: Strategically monitors business performance and environment to enhance competitive position. Innovation and Change: Actively seeks out new ideas and displays creativity in adapting to changing conditions. Results Orientation: Demonstrates the drive and persistence to meet and exceed job goals for self or other. Analysis and Planning: Uses critical thinking to solve problems and develop effective work plans. Systems Thinking: Improves and integrates business process to meet organizational strategic goals. Technical / Functional Expertise: Demonstrates, enhances, and shares job-related knowledge and skills.

34. II. Succeeding Through People Valuing people: Demonstrates respect for others regardless of personal background. Commitment to Development: Develop own and others’ capabilities to better meet organizational needs. Professionalism: Demonstrates candor, composure, and commitment to obligations in work relationships. Empowerment: Delegates or accepts responsibility to expand own capabilities to take appropriate risks and make decisions. Influence: Uses appropriate methods to motivate others. Team orientation: Accepts the team approach and takes necessary action to support its processes and goals.

35. Critical Competencies: What is a job family? How do you use job families to ensure leveling is correct?

36. Steps in building Critical Competencies: 1.Knowing the success factors of your jobs 2.Grouping similar job functions into job families 3.Determining: turnover/absenteeism/production/quality/customer levels for success.

37. Steps in building the Competency Analysis 1) Use multiple sources – people who understand the position 2) Compile a detailed description of the tasks through: 1) Job Observation 2) Incumbent Interviews 3) Critical Incidents Meetings 4) Conduct competency surveys 3) Competency Visioning Meetings

38. Southwest Airlines

39. Recruiters speak in the same near-spiritual terms. What's he looking for in a candidate? "An attitude -- a genuineness -- a sense of what it takes to be one of us." “It takes a special individual to become a Customer Service Agent, and we look for folks who are eager, who are “quick on their feet” with “outside the box” thinking and who have caring, friendly natures. Because we operate almost around the clock (including holidays), Customer Service Agents work unusual hours and are on their feet eight hours a day. Yet, almost all of these Employees will tell you how much they LUV their jobs.” Colleen Barrett

41. Wanted: Customer Service Agent 1.Submit a resume. 2.Attend a Group Information/Screening Session. 3.Attend a one-on-one interview & complete an application. 4.Background check. 5.Drug screening. 6.Job offer - Start date determined - Training scheduled.

42. "Coat of Arms" Applicants fill out and read aloud a questionnaire in which applicants complete statements such as: One time my sense of humor helped me was….. A time I reached my peak performance was……. My personal motto is……

43. “Fallout Shelter” Applicants are told to imagine they are a committee charged with rebuilding civilization after a just-declared nuclear war. They're given a list of 15 people from different occupations: nurse, teacher, all- sport athlete, biochemist, pop singer. They have 10 minutes to make a unanimous decision about which 7 can remain in the only available fallout shelter.

44. “Fallout Shelter” The answers don’t matter.... The test is about the interaction... As the candidates debate, evaluators watch from across the room and grade each person on a scale from "passive" to "active" to "leader."

45. Southwest’s reputation for service and “Fun Place to Work” More than 34,000 total Employees Southwest received 212,357 resumes and hired 908 new Employees in 2010 Hires about.5% of applicants – that is they hire 4.4 per 1000 applicants. Support Business Strategy

46. Become a SWA Customer Service Agent? All SWA Employees and their family members have FREE UNLIMITED travel anywhere Southwest Airlines flies! As a SWA Employee you will receive Profit Sharing... and Southwest Airlines has had 31 consecutive years of profit! FABULOUS Medical, Dental and Vision plans for all Employees! Dollar for dollar match in 401K - up to 7.3%! Casual uniform environment, which means you can wear tennis shoes! The Southwest Airlines University offers Career Development classes! Chili Cookoffs, Holiday Celebrations, Deck Parties, Golf Tournaments and more for all SWA Employees and their family members.

47. Entry Level Jobs at SWA Customer Service Agents First Year$9.00/hr Second Year$10.00/hr Flight Attendants 1st 6 Months $14.67/Trip* 2nd 6 Months$14.90/Trip* 2nd Year$17.34/Trip* *one trip = 243 miles

48. Results 31 consecutive profitable years. Southwest has ranked number one in fewest Customer complaints for the last 13 consecutive years as published in the DoT’s Air Travel Consumer Report. Among all industries in 2003, FORTUNE has listed Southwest Airlines as number two among America’s Top Ten most admired corporations. According to the April 2003 issue of FORTUNE, Southwest is an employer of choice among college students.