Staffing and Human Resource Management

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Staffing and Human Resource Management
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Learning Outcomes

• Describe the human resource management process
• Discuss the influence government regulations on
  human resource decisions
• Differentiate between descriptions and job
  specifications
• Contrast recruitment and downsizing options
• Explain the importance of validity and
  reliability in selection
• Describe the selection devices that work best
  with various kinds of jobs

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Learning Outcomes

• Identify various training methods
• Explain the various techniques managers can use
  in evaluating employee performance
• Describe the goals of compensation administration
  and factors that affect wage structures
• Explain what is meant by the terms sexual
  harassment, family-friendly benefits,
  labour-management cooperation, workplace
  violence, and layoff-survivor sickness

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Human Resource Management Process
Human Resource Planning
Recruitment or Downsizing
Selection of Employees
Orientation
Training and Development
Performance Appraisals
Competent High-Performing Workers
Safety and Health
Compensation and Benefits
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The Legal Environment of HRM
Provincial and Federal Legislation
Employment Equity
Discrimination
Harassment
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The Legal Environment of HRM

• Employment Equity - equal opportunities for
  people of designated groups who had been
  historically disadvantaged in employment--health
  and safety, or discrimination and harassment,
  organizations are expected to treat people in a
  fair and unbiased fashion
• This approach focuses on setting goals and action
  plans to achieve a workforce composition that is
  reflective of demographic patterns in the
  geographical area of the company.

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Human ResourcePlanning
Making a Future Assessment
Making a Current Assessment
Designing a Future Program
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Human ResourcePlanning

• human resource inventory to assess what talents
  and skills are currently available in the
  organization.
• Job analysis which is an assessment of the types
  of skills, knowledge, and abilities needed to
  successfully perform each job in the
  organization. Information gathered during job
  analysis allows management to develop a written
  job description that states what a jobholder
  must do, plus how and why it is done.
• The job description will contain a job
  specification which is statement about the
  minimum knowledge, skills, and abilities that a
  worker must possess to perform the job
  successfully.

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Recruitment

• Process of locating, identifying, and attracting
  capable candidates
• Can be for current or future needs

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School Placement
Internal Searches
Employee Referrals
Recruitment Sources
Employee Leasing
Temp Services
Employment Agencies
Advertisements
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Downsizing Options
Firing
Layoffs and Attrition
Transfers
Reduced Workweeks
Job Sharing
Early Retirements
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Selection

• Prediction exercise
• Decision-making exercise
• Purpose is to hire the person(s) best able to
  meet the needs of the organization

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Selection Decision Outcomes
Reject Error
Correct Decision
Successful
Later Job Performance
Accept Error
Correct Decision
Unsuccessful
Accept
Reject
Selection Decision
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Reliability

• Degree to which selection tool measures the same
  thing consistently
• Can be a test or an interview

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Validity

• Relationship between selection tool and
  appropriate criterion
• Must be proven and relevant to job

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Selection Devices
Written Tests
Performance Simulations
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SelectionDevices

• Written Tests - can include tests of
  intelligence, personality, aptitude, ability,
  interest, and integrity.

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SelectionDevices

• Performance Simulations - performance-simulation
  tests meet the requirement of job relatedness
  better than do written tests. Work sampling and
  assessment centres are the two best known types.

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The Effectiveness of Interviews

• Prior knowledge about an applicant
• Attitude of the interviewer
• The order of the interview
• Negative information
• The first five minutes
• The content of the interview
• The validity of the interview
• Structured versus unstructured interviews

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Realistic Job Previews
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Employee Orientation
Familiarization to Organization and its
Values Improved Success On the Job Minimizes
Turnover
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Employee Training
What deficiencies, if any, does job holder have
in terms of skills, knowledge, abilities, and
behaviours?
What are the strategic goals of the organization?
Is there a need for training?
What tasks must be completed to achieve goals?
What behaviours are necessary?
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Understudy Assignments
Job Rotation
Training Methods
Classroom Lectures
Films and Videos
Simulation Exercises
Vestibule Training
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Performance Management

• Process of establishing performance standards and
  evaluating the performance
• Means to ensure organizational goals are being met

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Performance Appraisal Methods
Critical Incidents
Written Essay
Multiperson
Graphic Rating Scales
BARS
360-Degree Appraisal
MBO
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Performance Appraisal Methods

• Written Essay - Written essays that describe an
  employees performance and suggestions for
  improvement require no complex forms or extensive
  training
• Critical Incidents - critical incidents method,
  the appraiser writes down what an employee did
  that was especially productive or
  counterproductive. The key is to cite specific
  and key behaviours.
• Graphic -

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Performance Appraisal Methods

• Rating Scales - With graphic rating scales,
  performance factors are listed such as quantity
  and quality of work, depth of knowledge, or
  initiative. The appraiser then rates each factor
  on an incremental scale. This method cannot
  provide the depth of information of essays or
  critical incidents, but it is less time consuming
  to develop and administer, and yields results
  that can be quantified.
• BARS - Behaviorally anchored rating scales BARS
  combine the critical incidents and graphics
  rating scale approaches. The appraiser rates
  employees on items along a continuum. The points
  along the scale are examples of actual on-the-job
  behaviour rather than general descriptions or
  traits

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Performance Appraisal Methods

• Multi-person - Group order ranking requires the
  rater to place employees into a particular
  classification, such as the top one-fifth.
  Individual ranking orders employees from best to
  worst. Paired comparisons rank each employee with
  all other employees and rates each as either the
  weaker or superior member of the pair.
• MBO - evaluates employees on how well they
  accomplish a specific set of objectives that have
  been determined to be critical in the successful
  completion of their jobs
• 360-Degree Appraisal - seeks feedback for the
  person being rated from a variety of sources
  such as peers, supervisors, and customers

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Performance Problems on the Job
Employee Counselling
Discipline Problems
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Compensation Administration

• Process of determining cost-effective pay
  structure
• Designed to attract and retain
• Provide an incentive to work hard
• Structured to ensure that pay levels are
  perceived as fair

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Employee Benefits
Designed to Enrich Employees Lives
Non-financial Rewards
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Workforce Diversity
Sexual Harassment
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Current HRM Issues
Family-Friendly Benefits
Unions and Management
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Workplace Violence
Current HRM Issues
Survivors of Layoffs