Human Resource Management

1
Human Resource Management

• Recruitment and selection.
• By
• Engr. Attaullah Shah
• BSc. Civil ( Gold Medal), MSc. ( Str. Engg),
• MBA, MA ( Eco), MSc ( Envir design) , PGD ( Comp
  Sc)
• PhD Scholar ( UET TAXILA)
• Project Director Allama Iqbal Open University
• E-mail pd_at_aiou.edu.pk
• pdaiou_at_yahoo.com
• Website www.aiou.edu.pk
• Telephone/Fax [phone]
• Cell 0333-5729809

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Human Resource Strategy A People-Centered
Approach

• Human Resource Management (HRM)
• The proactive acquisition, retention,
  development, adjustment and managing changes of
  human resources necessary for organizational
  success.
• HRM has moved from a support staff function
  (personnel) to a more strategic role in
  organizations.
• Human Capital or Human Resource.
• A term that recognizes the greater societal value
  of developing all present and future work force
  participants to their fullest potential.
• Is your HRD playing these functions. If No then
  Why?

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People-Centered Organizations Enjoy a Competitive
Advantage

• People-centered Practices
• Protection of job security
• Rigorous hiring process
• Employee empowerment
• Compensation linked to performance
• Comprehensive training
• Reduction of status differences
• Sharing of key information

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HRM activities and Responsibilities of Line
Manager and the HR Department
Activity Line Manager HRD
Staffing Data for job, Min qualification, integrating strategic plans with HR plan, Interviewing candidates, making final decision on entry level hires and promotion Job Analysis HRP Recruitment Selection Employees Laws and Regulations.
Retention Fair Treatment Open Communication, team work, performance based pay increases, Respect and dignity of employees. -Compensation and benefits. Health and Safety Employee Services.
Development On job training, Job enrichment, Motivational strategies, performance feedback to employees, Coaching -Dev legally sound performance Mangt. Technical Training Moral Surveys Managerial and OD HR research
Adjustments Discipline, Discharge Lay offs - Investigate Employees Complaints. Replacement Services Retirement Counseling
Managing Changes - Provide vision to unit as to where the Organization is going? - Provide expertise to manage the overall process of managing change.
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Human Resource Planning

• What is planning?
• To establish the long term and short objectives
  and identify the ways and means to achieve these.
• Planning Types
• Strategic Creating the tomorrows Org.
• Tactical Dealing with growth of current
  operations.
• Operational Day to day operations.
• Human Resource Planning ( HRP)
• The process of understanding the available
  competencies in an Org and allow the Org to plan
  for changes to new jobs required to achieve the
  Org goals.

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Four Phases to HR Planning

• What will we need?
• Determine future HR requirements
• Whats available?
• Determine future HR availabilities
• Internally
• Externally
• Reconcile requirements and availabilities
• Anticipate gaps
• Develop action plans
• Control and evaluate

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HR Planning Process
Losses, Internal Moves, Accessions
Other HR Activities
Forecasted HR Availabilities
Current Workforce
Action Plans
External Internal Scanning
Reconciliation (Gaps)
Business Plans
Forecasted HR Requirements
Staffing Activities
Organization Plans
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HR Planning Strategy
Organization Mission Goals Objectives

• Seven strategic staffing decisions

Organization Strategy
HR Strategy
Staffing Strategy Acquire or Develop
Talent Staffing as a Lag or Lead System Specific
or General Competencies Exceptional or Acceptable
Workforce Quality External or Internal
Hiring Active or Passive Pursuit of
Diversity Core or Flexible Workforce
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Recruiting and Selection

• Recruitment
• The process of generating potential job
  candidates for actual or anticipated
  organizations vacancies.
• Selection
• The process of eliminating or sort out those
  judged unqualified to meet job and organizational
  requirement.
• Recruitments is termed positive
• Selection is termed negative
• Why?

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Recruitment, Selection and HR

• Recruitment and selection are two-way processes
  that affect each other
• Applicants self-select throughout recruitment
• Organizations select throughout recruitment
• Recruitment goes on throughout evaluation of
  candidates

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Recruitment, Selection and HR

• Recruitment affects other activities
• Selection system effectiveness
• Training
• Compensation
• Employee relations
• Affirmative action goals
• If incumbents are not qualified, recruiters have
  to look at different populations
• Overqualified employees become bored
• Public relations activities

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Common Recruitment Mistakes

• Lack of specificity in job ads
• Too many unqualified applicants
• Word of mouth recruitment used exclusively
• Perpetuates the current workforce
• Not communicating accurate information about the
  job and/or organization
• Employees may become dissatisfied and leave

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Designing Recruitment Programs

• Must be integrated into the strategic planning
  process
• Must be carefully done
• Potentially qualified candidates may not hear of
  opening
• Treatment candidates receive during recruitment
  will impact job choices

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Recruitment Philosophy

• Internal advantages
• Easier to evaluate applicants
• Less expensive
• Faster
• More familiar with organization less training
• Motivational for current employees

• External advantages
• New ideas and innovation
• Reduces some training costs
• Does not disrupt current organizational chart
• Usually more rapid accomplishment of affirmative
  action goals
• Signal to employees that business is changing
• Often no viable internal candidate

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Recruitment Strategy

• Where to recruit
• Whom to recruit
• How to recruit
• When to recruit
• Choice of recruiters
• Information to communicate

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8 steps The Selection Process

• Screening and Selection
• Completed Application
• Employment tests
• Comprehensive Interviews
• Conditional job offer
• Background Examination
• Medical/Physical tests
• Permanent Job offer
• Steps in the PROCEED Model
• Prepare?Review?Organize?Conduct?Evaluate?Exchange?
  Decide

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Steps in Developing Selection Tests
Systematic processes that define job (work)
content
Job analysis
Elements of work that are organized around one
unique purpose
Tasks
Knowledge, skills, abilities other
characteristics
KSAOs
Anything having an effect on the terms
conditions of employment
Test
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Steps in Developing Selection Tests
Job analysis
Tests that measure ability on the task Job
content valid tests
Tasks
Examples Word processing tests Ten-key
tests Role plays of tasks Driving
tests Work samples tests
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Steps in Developing Selection Tests
Examples Intelligence tests Personality
tests Aptitude tests Ability tests
Job analysis
Tasks
Tests that measure the underlying KSAO which the
task requires
KSAOs
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Screening and Selection Methods

• Drug testing
• Integrity tests
• Mental ability tests
• Objective personality and interest
• Employment interviews
• Work sample tests

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Recruitment and Selection (contd)

• Interviewing
• Interviews are the most common selection tool.
• There is unsubstantiated confidence in the
  traditional interview.
• Unstructured Interviews
• No fixed question format or systematic scoring
• Shortcomings
• Susceptible to distortion and interviewer bias
• Open to legal attack legally indefensible if
  contested.
• Apparent but no real validity may not be totally
  job-related and possibly invasive of privacy.
• Highly inconsistent in application as selection
  tool.
• Lack of feedback to interviewers about selection
  errors.

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Recruitment and Selection (contd)

• Structured Interview
• A set of job-related questions with standardized
  answers.
• Question types used in structured Interviews
• Hypothetical situations
• Job knowledge
• Job sample simulation
• Worker requirements
• Behavioral Interviewing
• Posing detailed questions to candidates about
  their personal, specific behaviors in actual past
  job-related situations.

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Common Interviewing Mistakes biases

• Snap judgments
• Negative bias
• Contrast error (comparing candidates)
• Pressure to hire
• Influence of nonverbal behavior

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Why is it important to have an effective
selection process?

• Ensure person can perform job (person-job fit).
• Ensure person will support organizational
  culture
• (Person-organization fit).
• A fair selection process helps create a
  positive company image.
• Turnover is costly hire the right person in
  the
• first place!
• Avoid negligent or illegal hiring.

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How to Make Interviews More Valid

• Interviews SHOULD be
• Structured
• Focused
• Standardized
• Job-related
• Situational or behavioral-oriented
• Legal avoid potentially discriminatory
  questions.

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Choosing the Right Predictor

• Depends on
• The nature of the job
• Established validity of the predictor
• Selection ratio (ratio of hires to applicants)
• Cost of the predictor
• Adverse impact caused by the predictor

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Discussion Questions?

• What would be the potential problems with a
  staffing process in which vacancies were
  filled
• On a lottery basis from among job applicants?
• On a first come-first hired basis?
• What would be the advantages of using one of the
  above processes?

• Would it be desirable to hire people only
  according to the person/job
• match, ignoring the person/organization match?
  Why
• Would it be desirable to hire people only
  according to the person/organization match,
  ignoring the person/job match? Why?