The Human Resource Management Process

1. Determining Human Resource Needs Human Resource Planning Recruiting Attracting Qualified Employees Selection Training Developing Qualified Employees Performance Appraisal Compensation Keeping Qualified Employees Employee Separation The Human Resource Management Process Adapted From Exhibit 11.1

2. Supply and Demandof Human Resources Human ResourceInformation Systems Human Resource Planning 1

3. Forecasting Demand and Supply Work Force Forecasting ForecastingMethods • Internal forecasts • External forecasts • Direct managerial input • Best guess • Statistical / historicalratios 1.1

4. Work Force Forecast ExternalFactors InternalFactors Forecasting Demand and Supply 1.1

5. New positions New equipment and technology Eliminated positions Terminations Retirements Resignations Turnover Internal Forecast Factors • Transfers • Deaths • Promotions • Organization’s mission • Productivity of current employees • Skills/education of current employees 1.1 Adapted from Exhibit 11.2

6. Demographics of labor supply Geographic population shifts Manufacturing-to service-to information-based economy shift Economic conditions External Forecast Factors • Unemployment rate • Labor unions • Availability of applicants • Technological advances • Competitors • Growth of businesses 1.1 Adapted from Exhibit 11.2

7. DirectManagerialInput Based on projections of cash flows,expenses, or financial measures BestGuess Based on managers’ assessment of current head count, plus a guess onrelevant internal/external factors Statistical/Historical Ratios Based on statistical methods, such asmultiple regression, in combinationwith historical data Forecast Methods 1.1

8. Human Resource Information Systems • Computerized employee information systems • Uses • transaction processing • employee self-service • decision support 1.2

9. Personal Data Promotion Data Work History EducationalData PerformanceAppraisal CompanyEmployment History Human Resource Information Systems HRIS 1.2 Adapted from Exhibit 11.3

10. FederalEmploymentLaws Adverse ImpactandEmploymentDiscrimination SexualHarassmentLaws Employment Legislation 2

11. Equal Pay Act of 1963 prohibits unequal pay for males and females doing similar work Civil Rights Act of 1964 prohibits discrimination on basis of race, color, religion, gender, origin Age Discrimination inEmployment Act of 1967 prohibits discrimination against persons age 40 and over Pregnancy DiscriminationAct of 1978 prohibits discrimination in employment against pregnant women Federal Employment Laws 2.1 Adapted from Exhibit 11.4

12. Americans with Disabilities Act of 1990 prohibits discrimination on the basis of physical or mental disabilities Civil Rights Act of 1991 strengthened the Civil Rights Act of 1964 Family & Medical Leave Act of 1993 permits workers to take up to 12 weeksof unpaid leave for pregnancy, etc. Uniformed Services Employment & Reemployment Rights Act prohibits discrimination against those serving in the Armed Forces Adapted from Exhibit 11.4 Federal Employment Laws (cont.) 2.1 Adapted from Exhibit 11.4

13. Intentional discrimination that results in equally qualified people being treated differently DisparateTreatment Unintentional discrimination that works to the disadvantage of member of protected groups AdverseImpact Comparison of selection rates of a protected to a nonprotected group, to determine if adverse impact has occurred Four-Fifths Rule Adverse Impact and Employment Discrimination 2.2

14. QuidPro Quo employee outcomes depend on whether an individual submits to sexual harassment Hostile WorkEnvironment unwelcome and demeaning sexually related behavior creates an intimidating and offensive work environment Sexual Harassment 2.3

15. Common Managerial Mistakes in Sexual Harassment Laws Assuming: • That the victim and harasser must be of the opposite sex • That harassment can only occur between coworkers or supervisors and subordinates • That only victims can file complaints 2.3

16. Company Responsibilities • Respond immediately to make sure sexual harassment laws are followed • Write a clear, understandable sexual harassment policy • Establish clear reporting procedures • Be in compliance with federal, state, and local sexual harassment laws 2.3

17. Job Analysis and Recruiting InternalRecruiting ExternalRecruiting Recruiting 3

18. Information Collected by a Job Analysis • work activities • tools and equipment used to do the job • context in which the job is performed • personnel requirements for performing the job Job Analysis and Recruiting 3.1

19. Recruiting Selection Training Performance Appraisal Separation HR Subsystems Job Description Job Specification Job Analysis Job Analysis and Recruiting 3.1 Adapted From Exhibit 11.6

20. Job Description written description of the basic tasks, duties, and responsibilities required of an employee holding a particular job Job Specification a written summary of the qualificationsneeded to successfully perform a job Job Analysis and Recruiting 3.1

21. Internal Recruiting • A pool of applicants who already work for the company • “Promotion from within” • Improves employee morale and motivation • Reduces employer time and cost • Job posting is the procedure for internal advertising • Career path is a planned sequence of jobs 3.2

22. Methods for External Recruiting • Advertising • Employee referrals • Walk-ins • Outside organizations • Employment services • Special events • Internet job sites 3.3

23. Selection Application Formsand Résumés References andBackground Checks SelectionTests Interviews 4

24. 1. Children 2. Age 3. Disabilities 4. Physical Characteristics 5. Name 6. Citizenship 7. Lawsuits 8. Arrest records 9. Smoking 10. AIDS/HIV Topics Employers Should Avoid 4.1 Adapted from Exhibit 11.7

25. Don’t Embellish Your Résumé • Embellishing your résuméis wrong. • The information is legally binding—and misrepresenting information is breaking the law. • If what you put on your résuméfeelswrong, don’t do it. • Don’t embellish. Tell the truth on your résumé. DOING THE RIGHT THING Doing the Right Thing 4.1

26. References and Background Checks • References or background checks are not always provided by previous employers • Making background checks more effective • dig deeper for more information • get permission in writing • document all checks • consider hiring private investigators 4.2

27. Specific Ability Assessment Centers Cognitive Ability Selection Tests Biographical Data Work Sample Personality Selection Tests 4.3

28. Don’t Use Psychics, Lie Detectors, or • Handwriting Analysis to Make HR Decisions • Companies may use these methods, but they don’t work • There is no scientific evidence that handwriting analysis works • Lie detectors are not accurate • Polygraphs are not allowed • Stay away from fads and use reliable procedures DOING THE RIGHT THING Doing the Right Thing 4.3

29. Interviews • Unstructured Interviews • free-flow of questions • Structured Interviews • interviewer uses standard set of prepared questions • Semi-structured Interviews • some structure combined with interviewer judgement 4.4

30. Situational Questions Behavioral Questions Background Questions Job-Knowledge Questions Questions in Structured Interviews 4.4

31. Guidelines for Conducting Effective Structured Interviews Planning the Interview • Identify and define the KSAO needed for job • Develop key behavioral questions for each KSAO • For each KSAO , develop a list of things to look for in applicant’s responses KSAO: Knowledge, skills, abilities, and other characteristics 4.4 Adapted from Exhibit 11.10

32. Guidelines for Conducting Effective Structured Interviews Conducting the Interview • Create a relaxed interview atmosphere • Review the applicant’s information • Allocate adequate time • Put the applicant at ease • Tell the applicant what to expect • Obtain job-related information (refer to KSAO) • Describe the job and organization 4.4 Adapted from Exhibit 11.10

33. Guidelines for Conducting Effective Structured Interviews After the Interview • Review your notes immediately • Evaluate the applicant on each KSAO • Determine each applicant’s probability of success and make a hiring decision 4.4 Adapted from Exhibit 11.10

34. What Really Works Using Selection Tests to Hire Good Workers Cognitive Ability Tests 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% probability of success 76% Work Sample Tests 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% probability of success 77%

35. Cognitive Ability + Work Sample Tests 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% probability of success 82% Cognitive Ability + Integrity Tests 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% probability of success 83% Cognitive Ability + Structured Interviews 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% probability of success 82% What Really Works Using Selection Tests to Hire Good Workers

36. Training Needs TrainingMethods TrainingEvaluation Training 5

37. IdentifyPerformanceDeficiencies Listen toCustomerComplaints ConductingNeedsAssessments SurveyEmployersand Managers Test EmployeeSkills andKnowledge Determining Training Needs 5.1

38. Step 1 Job Analysis Step 2 Test Employee Skills Step 3 Compare Employee Skillsto Required Skills Work Keys Needs Assessment 5.1 Adapted From Exhibit 11.11

39. Work Keys Needs Assessment 5.1 Exhibit 11.11

40. Impart Informationand Knowledge • films and videos • lecture • planned readings Develop Analyticaland Problem-SolvingSkills • case studies • coaching and mentoring • group discussions Practice, Learn, orChange Job Behaviors • on-the-job training • role-playing • simulations and games • vestibule training All of the above • Computer-based learning Training Methods 5.2 Adapted From Exhibit 11.12

41. Evaluating Training Reactions how satisfied trainees were with the program Learning how much employees improvedtheir knowledge or skills Behavior how much employees actually changedtheir on-the-job behavior Results how much training improvedjob performance 5.3

42. Computer-Based Training

43. MeasuringJob Performance SharingPerformanceFeedback Performance Appraisal 6

44. Measuring Job Performance: Common Rating Errors • Central tendency • all workers are rated as being “average” • Halo error • all workers are rated as performing at the same level in all parts of their jobs • Leniency error • all workers are rated as performing at a high level 6.1

45. Measuring Job Performance Improving Job Performance Measurements Improve Performance Appraisal Measures TrainPerformance Raters 6.1

46. Improving Performance Appraisal Measures • Objective performance measures • quantifiable outcomes (output, scrap, waste, sales, customer complaints, or rejection rates) • Subjective performance measures • trait rating scales • behavioral observation scales (BOS) 6.1

47. Subjective Performance Appraisal Scales 6.1 Exhibit 11.13

48. Rater Training • Teach raters how to avoid errors • Improve rating accuracy • Video training and role playing often used 6.1

49. Sharing Performance Feedback • Managers often fail to effectively give employees performance feedback • 360-degree feedback • boss, subordinates, peers, and the employee • best for employee development 6.2

50. Recommendations for Sharing Performance Feedback • Separate developmental feedback from administrative feedback • Base performance appraisal feedback sessionson self-appraisals • Have people discuss the feedback they received with executive coaches or the peoplewho provided it Performance Feedback 6.2