human resource management week 6. employee testing & selection

Human Resource Human Resource ManagementManagement

Week 6Week 6

Employee Testing & SelectionEmployee Testing & Selection

To understand why careful selection is To understand why careful selection is importantimportant

To understand Basic Testing conceptTo understand Basic Testing concept To know the types of testTo know the types of test To look at some work samples and simulationsTo look at some work samples and simulations

LC: Learning Objectives

Why careful selections is important?Why careful selections is important? PerformancePerformance

Meeting or not meeting job opening Meeting or not meeting job opening CostCost

Hiring, trainingHiring, training Legal ObligationLegal Obligation

Employment LawEmployment Law Negligent Hiring::Negligent Hiring::

Hiring workers with questionable background Hiring workers with questionable background and without proper safeguardsand without proper safeguards

LC 5.0: Selections

How to avoid wrong selection?How to avoid wrong selection? Undertake systematic effort to gain information Undertake systematic effort to gain information

about the applicantsabout the applicants Scrutinizing all information supplied by applicants Scrutinizing all information supplied by applicants

employment gapemployment gap Keeping detail log on info gathering Keeping detail log on info gathering phone call phone call Rejecting applicant Rejecting applicant false statements false statements Balancing the applicants privacy rights and “need to Balancing the applicants privacy rights and “need to

know”.know”. Another way Another way test test

LC 5.1: Selections

What to test?What to test? ReliabilityReliability ValidityValidity ReliabilityReliability

The test requirement The test requirement consistency consistency Result seen after several test Result seen after several test consistency consistency E.g. Intelligence Test – Monday E.g. Intelligence Test – Monday 90 90 - Tuesday - Tuesday 130 :: inconsistency130 :: inconsistency E.g. SAT test : Scholastic Assessment test E.g. SAT test : Scholastic Assessment test

ValidityValidity A test might be consistent but not validA test might be consistent but not valid A test with more question might be more valid to test A test with more question might be more valid to test

a persons creativitya persons creativity Question ?? Is the test is measuring what they are Question ?? Is the test is measuring what they are

said to measuresaid to measure

LC 5.2: Basic Testing Concept

Two ways to demonstrate test validity:Two ways to demonstrate test validity: Criterion ValidityCriterion Validity Content ValidityContent Validity

Criterion ValidityCriterion Validity It is validating by showing that scores on the test are It is validating by showing that scores on the test are

related to job performancerelated to job performance Content validityContent validity

It is validating that one that contain fair sample of It is validating that one that contain fair sample of the task and skills actually needed for the job in the task and skills actually needed for the job in questionquestion

Procedure Procedure identify critical job task & critical to identify critical job task & critical to performance, then randomly select a sample of those performance, then randomly select a sample of those task to be tested. task to be tested.

LC 5.3: Basic Testing Concept

Validation test done Validation test done industrial psychologist industrial psychologist HR dept HR dept coordinate coordinate Methods of validating a testMethods of validating a test

Step 1: Analyze the jobStep 1: Analyze the job Write JD & JSWrite JD & JS Define the predictors (requirements)Define the predictors (requirements)

Step 2: Choose the testStep 2: Choose the test Choose a test that measure the attributes for job Choose a test that measure the attributes for job

success success Step 3: Administer the testStep 3: Administer the test

Administer the selected test to employeesAdminister the selected test to employees Measure the test against the current performanceMeasure the test against the current performance concurrent validation :: current & after hiringconcurrent validation :: current & after hiring predictive validation :: before hiringpredictive validation :: before hiring

LC 5.4: Validating a test

Step 4: Relate test score & criteriaStep 4: Relate test score & criteria Detect the significant relation between scores & Detect the significant relation between scores &

performance (predictors & performance)performance (predictors & performance) Use statistical analysis – using correlationUse statistical analysis – using correlation Develop expectancy chart – to present the Develop expectancy chart – to present the

relationshiprelationship Step 5: Cross validate:Step 5: Cross validate:

Check the cross validating before usingCheck the cross validating before using Validate by expertValidate by expert Validate by redo step 3 & 4 Validate by redo step 3 & 4 new samples of new samples of

employeeemployee



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Test takers has a right:Test takers has a right: Confidentiality of testConfidentiality of test Right to be inform regarding use of the resultRight to be inform regarding use of the result Right to expect only qualified people to interpretRight to expect only qualified people to interpret Right to expect the test is fair to allRight to expect the test is fair to all

LC 5.7: Test Takers Rights & Security

Type of test

Cognitive (Mental) Abilities

AchievementMotor and Physical Abilities

Personality and

Interests

What Tests Measure

Commonly used test

Cognitive testCognitive test Motor & physical ability testMotor & physical ability test Personality and interest measurementPersonality and interest measurement Achievement testAchievement test Management Assessment testManagement Assessment test Video-Based Situational testVideo-Based Situational test

LC 5.8: Type of test

Cognitive testCognitive test Intelligent testIntelligent test

Test for general ability/intelligentTest for general ability/intelligent Measuring multiple traits of the persons; memory, Measuring multiple traits of the persons; memory,

vocabulary, numerical ability & verbal fluencyvocabulary, numerical ability & verbal fluency Specific Cognitive AbilitiesSpecific Cognitive Abilities

Also called aptitude testAlso called aptitude test Measuring also mental abilities – reasoningMeasuring also mental abilities – reasoning E.g. mechanical gear rotationE.g. mechanical gear rotation


Motor & physical ability testMotor & physical ability test E.g. finger test E.g. finger test reaction time :: pilot reaction time :: pilot E.g. Test for physical abilities E.g. Test for physical abilities weight lifting weight lifting

Measuring personality testMeasuring personality test E.g.. EI test, Motivational test, Attitude test E.g.. EI test, Motivational test, Attitude test E.g. The E.g. The “Big Five”“Big Five” for Industrial Candidates to test for Industrial Candidates to test

extraversion, emotional stability, agreeableness, extraversion, emotional stability, agreeableness, consciousness & openness to experience consciousness & openness to experience

E.g. Evening stroll questionE.g. Evening stroll question Why these add onWhy these add on Cognitive and physical abilities test Cognitive and physical abilities test insufficient insufficient


Type of test – the “Big Five”

Extraversion

Emotional Stability/Neuroticism

AgreeablenessOpenness to Experience

Conscientiousness

Achievement testAchievement test Test of knowledge Test of knowledge E.g. Economics, Marketing etcE.g. Economics, Marketing etc


An additional and important group of An additional and important group of instrument for selectioninstrument for selection

Work samplesWork samples actual job task used in testing actual job task used in testing applicants performanceapplicants performance

Work samplingWork sampling A testing method based on measuring A testing method based on measuring

performance on actual basic job taskperformance on actual basic job task Good Good harder to fake answers harder to fake answers

Management Assessment CentersManagement Assessment Centers A simulation A simulation candidates are asked to perform candidates are asked to perform

realistic task in hypothetical situation and are realistic task in hypothetical situation and are scored in their performancescored in their performance

E.g. 1- - 12 managerial candidates E.g. 1- - 12 managerial candidates centers centers Making presentations, etc :: appraise Making presentations, etc :: appraise

leadership potentialleadership potential E.g. Genting??E.g. Genting??

LC 5.12: Work Samples & Simulations

Video Based Situational TestingVideo Based Situational Testing Situational TestSituational Test

Examiners to respond to situations Examiners to respond to situations representatives the jobrepresentatives the job

Video SimulationVideo Simulation Online Pc- or video scenario _ MCQOnline Pc- or video scenario _ MCQ

The miniature Job training and evaluation ApproachThe miniature Job training and evaluation Approach Training candidates to perform several of the job’s Training candidates to perform several of the job’s

task, and then evaluating the candidates task, and then evaluating the candidates performance prior to hire. performance prior to hire.

The approach assume that the individual who The approach assume that the individual who perform the sample of task will be able to learn perform the sample of task will be able to learn and perform the job itself.and perform the job itself.

E.g. Honda in AlabamaE.g. Honda in Alabama

LC 5.13: Work Samples & Simulations

Work Samples & Simulations

Work Samples

Miniature Job Training

and Evaluation

Management Assessment

Centers

Video-Based Situational

Testing

Measuring Work Performance Directly

Background reference checkBackground reference check Polygraph and honestyPolygraph and honesty GraphologyGraphology Physical examsPhysical exams Substance abuse screeningSubstance abuse screening

LC 5.14: Other background investigation & selection methods

Background investigation

Former Employers

Current Supervisors

Written References

Social Networking Sites

Commercial Credit Rating Companies

Sources of Information

Limitation to Background investigation & reference check

Background Investigations

and Reference Checks

Supervisor Reluctance

Employer Guidelines

Legal Issues: Privacy

Legal Issues:

Defamation

Thank you and good night


Week 7Week 7

Refresh of last weekRefresh of last week

• Job AnalysisJob Analysis• Job QualificationsJob Qualifications• Job DescriptionJob Description• Recruitment & Recruitment &

Selection Objec.Selection Objec.• Recruitment & Recruitment &

Selection StrategySelection Strategy

• Internal SourcesInternal Sources• External SourcesExternal Sources

• Screening Resumes Screening Resumes and Applicationsand Applications

• Initial InterviewInitial Interview• Intensive InterviewIntensive Interview• TestingTesting• Assessment CentersAssessment Centers• Background Invest.Background Invest.• Physical ExamPhysical Exam• Selection Decision Selection Decision

and Job Offerand Job Offer

Planning for Recruitment & Selection

Step 1Step 1Step 1Step 1

Recruitment: Locating Prospective Candidates


Selection: Evaluation and Hiring


Recruitment and Selection Process

Interview Interview

An interviewAn interview A procedure designed to obtain information from a A procedure designed to obtain information from a

person through oral responses to oral inquiriesperson through oral responses to oral inquiries Selection interviewSelection interview

A selection procedure designed to predict future job A selection procedure designed to predict future job performance on the basis of applicants oral response performance on the basis of applicants oral response to oral inquiriesto oral inquiries

Why it is important?Why it is important? Not all employers use testNot all employers use test Not all use reference checkNot all use reference check

Set backSet back Interviewers Interviewers not trained not trained Low validityLow validity

What is interview

Basic Features of InterviewsBasic Features of Interviews

Interview Format/

structure

Interview Administration

Selection Interviews

Interview Content

Types of InterviewsTypes of Interviews

Selection Interview

Appraisal Interview

Exit Interview

Types of Interviews

Selection interviewSelection interview A selection procedure designed to A selection procedure designed to predict future job predict future job

performanceperformance on the basis of applicants’ oral on the basis of applicants’ oral responses to oral inquiriesresponses to oral inquiries

Appraisal interviewAppraisal interview A discussion, following a performance appraisal, in A discussion, following a performance appraisal, in

which supervisor and employee discuss the which supervisor and employee discuss the employee’s rating and possible remedial actionsemployee’s rating and possible remedial actions

Exit interviewExit interview An interview An interview to elicit information about the job or to elicit information about the job or

related matters to the employerrelated matters to the employer some insight into some insight into what’s right or wrong about the firmwhat’s right or wrong about the firm

Types of interview ...cont’d

Interview FormatsInterview Formats

Unstructured or

Nondirective Interview

Interview Formats

Structured or

Directive Interview

Unstructured or nondirective interviewUnstructured or nondirective interview Unstructured conversational style interview in which Unstructured conversational style interview in which

the interview purse points on interest as they come the interview purse points on interest as they come up in response to questionsup in response to questions

Structured or directive interviewStructured or directive interview Interview following a set of sequence of questions Interview following a set of sequence of questions May also list and rate possible answersMay also list and rate possible answers

Interview format ...cont’d

Advantage and disadvantageAdvantage and disadvantage Structured interview - Structured interview - advantageadvantage

Interviewer may ask the same all applicant with same Interviewer may ask the same all applicant with same question question more reliable and valid more reliable and valid

Untalented interviewer could also undertake the Untalented interviewer could also undertake the interviewinterview

Structured interview – Structured interview – disdisadvantageadvantage It does not pursue some point of interestIt does not pursue some point of interest

Unstructured interview????Unstructured interview????

Interview format ...cont’d

Interview ContentInterview Content

Situational Interview

Stress Interview

Behavioral Interview

Job-Related Interview

Types of Questions

Also known as types questionsAlso known as types questions Situational interviewSituational interview

A series of job-related questions that focus on A series of job-related questions that focus on how how the candidates would behavethe candidates would behave in in a given situationa given situation

Behavioral interviewBehavioral interview A series of job-related questions that focus on A series of job-related questions that focus on how how

they react to actual situations in the pastthey react to actual situations in the past Job-related interviewJob-related interview

A series of job-related questions that focus on A series of job-related questions that focus on relevant past job-related behaviorsrelevant past job-related behaviors

Stress InterviewStress Interview

Interview content ...cont’d

Administering the InterviewAdministering the InterviewUnstructured

Sequential Interview

Structured Sequential Interview

Panel Interview

Mass Interview

Phone and Video Interviews

Computerized Interviews

Web-Assisted Interviews

Ways in Which Interviews Can Be Conducted

One-on-one & sequentialOne-on-one & sequential Two person meet alone, one interviews the other and Two person meet alone, one interviews the other and

seeking oral responses to oral inquiriesseeking oral responses to oral inquiries The interviewer rate the candidateThe interviewer rate the candidate

Unstructured sequential interviewUnstructured sequential interview An interview in which each interviewer forms an An interview in which each interviewer forms an

independent opinion after asking different questionsindependent opinion after asking different questions Each of them rate the candidateEach of them rate the candidate

Structured sequential interviewStructured sequential interview An interview in which the applicant is interviewed An interview in which the applicant is interviewed

sequentially by several personssequentially by several persons Each rates the applicant on a standard form using Each rates the applicant on a standard form using

standardized questionsstandardized questions

Administering the InterviewAdministering the Interview

Panel InterviewPanel Interview A interview in which a group on interviewers A interview in which a group on interviewers

questions the applicantquestions the applicant Combine score into a final scoreCombine score into a final score

Mass InterviewMass Interview A panel interviews interview several candidates A panel interviews interview several candidates

simultaneouslysimultaneously The panel poses question and sit back & watches The panel poses question and sit back & watches

which takes the lead in formulating an answerwhich takes the lead in formulating an answer Phone & Video interviewPhone & Video interview

Interview done entirely through telephoneInterview done entirely through telephone Can be more accurate Can be more accurate consciousness, intelligence, consciousness, intelligence,

interpersonal skillsinterpersonal skills


Computerized InterviewComputerized Interview A candidate oral/replies are obtained in response to A candidate oral/replies are obtained in response to

computerized oral/visual or written questionscomputerized oral/visual or written questions Normally a series of questions are givenNormally a series of questions are given

BackgroundBackground ExperienceExperience EducationEducation SkillSkill KnowledgeKnowledge Work attitudeWork attitude Realistic scenarios Realistic scenarios

Ranking is providedRanking is provided Web assisted interviewsWeb assisted interviews

Please readPlease read


What Can Undermine An What Can Undermine An Interview’s Usefulness?Interview’s Usefulness?

Nonverbal Behavior and Impression

Management

Applicant’s Personal Characteristics

Interviewer Behavior

Factors Affecting Interviews

Factors Affecting Interviews

First Impressions (Snap Judgments)

Interviewer’sMisunderstanding

of the Job

Candidate-Order (Contrast) Error and

Pressure to Hire

First ImpressionFirst Impression Interviewer jump to assumption within first few Interviewer jump to assumption within first few

minutes of interviewminutes of interview Research Research 85% decision made before completing 85% decision made before completing Test yet found bias!!Test yet found bias!!

Misunderstood the jobMisunderstood the job Interviewers don’t have clear picture on what the job Interviewers don’t have clear picture on what the job

need and type of candidate best suitedneed and type of candidate best suited Decision made based on wrong impressionDecision made based on wrong impression

Error or pressure to hireError or pressure to hire Error happened when rating is wrongError happened when rating is wrong E.g. an average score candidate is more favorable E.g. an average score candidate is more favorable

then the unfavorable candidates then the unfavorable candidates


Non verbal behavior & impression Non verbal behavior & impression managementmanagement

The applicant non verbal behavior provides impact on The applicant non verbal behavior provides impact on his ratinghis rating

Some interviewees do say or do things to manage the Some interviewees do say or do things to manage the impression they presentimpression they present

Personal characteristicsPersonal characteristics Normally based on genderNormally based on gender RaceRace


IntervieweeInterviewee Not preparedNot prepared Not motivatedNot motivated Not sureNot sure

InterviewerInterviewer Halo effectHalo effect BiasBias Lack of experience, knowledge, qualificationLack of experience, knowledge, qualification Not well plannedNot well planned

Problems in InterviewProblems in Interview

IntervieweeInterviewee Be prepared – do homework about the company, Be prepared – do homework about the company,

product etcproduct etc Be motivated, show interestBe motivated, show interest First impressionFirst impression

InterviewerInterviewer PlanningPlanning Know what to doKnow what to do Selec the right interviewerSelec the right interviewer

SolutionSolution

How to Conduct a More How to Conduct a More Effective InterviewEffective Interview

1

2

3

4

5

Suggestions:

Prepare for the Interview

Structure Your Interview

Establish Rapport

Ask Questions

Close the Interview

6 Review the Interview

Structure your interviewStructure your interview Base question on actual job dutiesBase question on actual job duties Use job knowledge, situational r behavioral oriented Use job knowledge, situational r behavioral oriented

questions & objectives criteria to evaluate the questions & objectives criteria to evaluate the interviewers responsesinterviewers responses

Train interviewersTrain interviewers Use the same questions with all candidatesUse the same questions with all candidates Use descriptive rating scales (excellent, fair, por) to Use descriptive rating scales (excellent, fair, por) to

rate answersrate answers Use multiple interviewers or panel interviewsUse multiple interviewers or panel interviews If possible, use a standardized interviews formIf possible, use a standardized interviews form Control the interviewControl the interview Take brief obtrusive/unmistakable notes during Take brief obtrusive/unmistakable notes during

interviews interviews

How to Conduct a More How to Conduct a More Effective Interview … cont’dEffective Interview … cont’d

Structure your interviewStructure your interview E.g. of questionsE.g. of questions

1 - Situational 1 - Situational 2 - Past Behavior2 - Past Behavior 3 – Background 3 – Background 4 – Job knowledge 4 – Job knowledge

How to Conduct a More How to Conduct a More Effective Interview … cont’dEffective Interview … cont’d

Final DecisionFinal Decision Selection of applicant b departmental or immediate Selection of applicant b departmental or immediate

supervisor to fil vacancysupervisor to fil vacancy Notification of selection and job offer by the HR Notification of selection and job offer by the HR

DepartmentDepartment

Selection

Evaluate qualifications in order of Evaluate qualifications in order of importanceimportance

Look for offsetting strengths and Look for offsetting strengths and weaknessesweaknesses

Rank candidatesRank candidates If none meet qualifications, may extend If none meet qualifications, may extend

searchsearch May have to offer market bonus (signing May have to offer market bonus (signing

bonus) to highly qualified candidatesbonus) to highly qualified candidates

Selection Decision and Job OfferSelection Decision and Job Offer

1- Why do you think “situational interviews” 1- Why do you think “situational interviews” yield a higher yield mean validity than do job yield a higher yield mean validity than do job related or behavioral interviews?related or behavioral interviews?

Tutorial


Week 8Week 8

To understand: To understand: The orientation purpose and processThe orientation purpose and process The training processThe training process To identify training requirementTo identify training requirement To distinguish the problem can fix with training To distinguish the problem can fix with training

and the one that could notand the one that could not How to use 5 training technique How to use 5 training technique


Orientation, Training and Orientation, Training and DevelopmentDevelopment

OrientationOrientation

Why important?Why important? A good new employed employees might not A good new employed employees might not

understand the new situationunderstand the new situation Differences Differences

ObjectivesObjectives CultureCulture PerceptionPerception ExpectationExpectation

So… orientation is requiredSo… orientation is required Later to improve or meet the exact Later to improve or meet the exact

organizational requirement organizational requirement training & training & developmentdevelopment

Before arrival of new employee , work group Before arrival of new employee , work group should be informed should be informed new worker joining the new worker joining the unitunit


Orientation:Orientation: The formal process of familiarizing new employees The formal process of familiarizing new employees

with the organization, their jobs and their work units with the organization, their jobs and their work units (Bohlander & Snell, 2010)

The procedure for providing new employees with The procedure for providing new employees with basic background information about the firm basic background information about the firm (Dessler, 2008)

Expectation from Orientation:Expectation from Orientation: Employee should feel welcome and easeEmployee should feel welcome and ease He or she understand the organization in a broad He or she understand the organization in a broad

manner – past & present culture, vision)manner – past & present culture, vision) Policies and procedure -expectation in work and its Policies and procedure -expectation in work and its

behaviorbehavior Should begun with the process of socialized into the Should begun with the process of socialized into the

firm’s ways of doing acting and doing thingsfirm’s ways of doing acting and doing things


Benefits Benefits (Robert Half International): Lower turnoverLower turnover Increased productivityIncreased productivity Improved employee moraleImproved employee morale Lower recruiting and training costLower recruiting and training cost Facilitation of trainingFacilitation of training Reduction of new employees anxietyReduction of new employees anxiety


To provide impact on orientation needs proper To provide impact on orientation needs proper planning planning

Program GoalsProgram Goals Topics to be coveredTopics to be covered Method of organizing & presentingMethod of organizing & presenting

Time: 10 minutes to week-long programTime: 10 minutes to week-long program E.g. Toyota :: E.g. Toyota :: orientation processorientation process

HR starts orientations in small office HR starts orientations in small office Basic matters Basic matters hours of working, benefits & hours of working, benefits &

vacationsvacations Supervisor continues Supervisor continues

Departmental OrganizationDepartmental Organization Introducing to new colleagueIntroducing to new colleague Familiarizing with work placeFamiliarizing with work place EtcEtc


Important programs should be insertedImportant programs should be inserted An introduction to other employeesAn introduction to other employees An outline of trainingAn outline of training Expectation of attendance, conduct and appearanceExpectation of attendance, conduct and appearance Condition of employments :: hours, pay periodsCondition of employments :: hours, pay periods Explanation on job duties, standards & appraisals Explanation on job duties, standards & appraisals

criteriacriteria Safety regulationsSafety regulations A list of the chain of commandA list of the chain of command An explanation of the organizational purpose & An explanation of the organizational purpose &

strategic goalstrategic goal


Socialization ModelSocialization Model

Pre-arrival Encounter Metamorphosis Commitment

Turnover

ProductivityProductivity

Additional: Socialization Process


An advancement of orientationAn advancement of orientation Developing new culture starting from Developing new culture starting from

orientationorientation How to reduce the time processHow to reduce the time process Socialization ProcessSocialization Process

Pre-arrivalPre-arrival EncounterEncounter MetamorphosisMetamorphosis

OutcomesOutcomes ProductivityProductivity CommitmentCommitment TurnoverTurnover

Pre-arrivalPre-arrival Individual arrives Individual arrives different cultural, set of different cultural, set of

values, attitudes and expectationsvalues, attitudes and expectations Important: during selection process is to ensure Important: during selection process is to ensure

inclusion of ‘the right type’.inclusion of ‘the right type’. EncounterEncounter

On entering On entering individual confronts between & individual confronts between & expectations:expectations:

Job, her coworkers, her boss and organization Job, her coworkers, her boss and organization in general – and reality. in general – and reality.

..same with expectation..same with expectation


MetamorphosisMetamorphosis Members must then under goes changesMembers must then under goes changes Management responsible on new comersManagement responsible on new comers

To stripped away old culture & values To stripped away old culture & values Replace by new cultureReplace by new culture --> standardized and predictable behavior --> standardized and predictable behavior


Training and developmentTraining and development

It is any effort initiated by an organization to It is any effort initiated by an organization to foster learning among its membersfoster learning among its members

It is the process of teaching new employees It is the process of teaching new employees the basic skills they need to perform their job the basic skills they need to perform their job (Dessler)

The process of teaching and broadening an The process of teaching and broadening an individual skills for future responsibility individual skills for future responsibility training and development training and development (Bohlander)

When to start?When to start? Immediately after orientationImmediately after orientation

Training Training

1 - TNA – Training need analysis1 - TNA – Training need analysis 2 - Instructional Design2 - Instructional Design 3 - Validation 3 - Validation 4 - Implementation4 - Implementation 5 - Evaluation 5 - Evaluation

5-steps Training & 5-steps Training & Development Process Development Process

TNATNA DESIGNINGDESIGNINGVALIDATIONVALIDATIONIMPLEMENTATIONIMPLEMENTATION

EVALUATIONEVALUATION

1 - TNA – Training need analysis1 - TNA – Training need analysis Identifying specific job performance, skills needed, Identifying specific job performance, skills needed,

assessment of prospective trainees skills and based assessment of prospective trainees skills and based deficiencies based deficiencies based

2 - Instructional Design2 - Instructional Design Producing training program content; workbook, Producing training program content; workbook,

exercises & activities.exercises & activities. 3 - Validation3 - Validation

Presenting to a small audience to detect training bug Presenting to a small audience to detect training bug and making corrections and making corrections


4 - Implementation4 - Implementation Implementation of the program to the targeted Implementation of the program to the targeted

employeeemployee 5 - Evaluation5 - Evaluation

Management asses the program success or vice versaManagement asses the program success or vice versa


There is interrelation T-L-MThere is interrelation T-L-M Trainees must have after training:Trainees must have after training:

Learned material or knowledgeLearned material or knowledge MotivatedMotivated

Trainees are expected to have abilities to Trainees are expected to have abilities to trainingtraining

IntelligenceIntelligence Knowledge baseKnowledge base

Effective employer use “Effective employer use “miniature job trainingminiature job training” ” to evaluate/screen out low potential traineesto evaluate/screen out low potential trainees

Employers must take several steps to ensure Employers must take several steps to ensure trainees motivated to learn trainees motivated to learn

Training – Learning & Training – Learning & Motivation Motivation

According to Dessler According to Dessler TNA based on TNA based on Task AnalysisTask Analysis Performance AnalysisPerformance Analysis

Organizational AnalysisOrganizational Analysis Assessment on broad forces that influence firms Assessment on broad forces that influence firms

training needstraining needs Task AnalysisTask Analysis

A detail study of a job to identify the specific skills A detail study of a job to identify the specific skills required required

Performance Analysis Performance Analysis Verifying the performance gap and identifying Verifying the performance gap and identifying

whether it must be corrected through training or whether it must be corrected through training or some other meanssome other means

Another way of identifying whether training need or Another way of identifying whether training need or need no to be doneneed no to be done

Training Need Analysis (TNA) Training Need Analysis (TNA)

Other methods for used as TNAOther methods for used as TNA Performance AppraisalsPerformance Appraisals Job-related performance data Job-related performance data productivity, productivity,

absenteeism, tardiness, grievances, waste, late absenteeism, tardiness, grievances, waste, late deliveries, product quality, downtime, repairs, deliveries, product quality, downtime, repairs, equipment utilization and voc/ customer complaintequipment utilization and voc/ customer complaint

Observations by supervisorsObservations by supervisors Interviews with employeesInterviews with employees Test Test job knowledge, skills job knowledge, skills Attitude surveysAttitude surveys Individual employees daily dairiesIndividual employees daily dairies Assessment centre resultAssessment centre result

Training Need Analysis (TNA) Training Need Analysis (TNA)

Most popularMost popular On-the-job trainingOn-the-job training (OJT) (OJT) Training or having a person learning a job by doing Training or having a person learning a job by doing

the job.the job. Varies to each positions :: clerical Varies to each positions :: clerical CEO CEO

TypesTypes Coaching/understudy methodCoaching/understudy method Job rotationJob rotation

Apprentice trainingApprentice training Informal TrainingInformal Training Job Instruction TrainingJob Instruction Training Programmed LearningProgrammed Learning Audiovisual Based TrainingAudiovisual Based Training Simulated TrainingSimulated Training Computer based trainingComputer based training

Training Methods Training Methods

Please read

Electronic Performance Support system (EPSS)Electronic Performance Support system (EPSS) Distance & Internet-Based TrainingDistance & Internet-Based Training Internet Based TrainingInternet Based Training

Training Methods Training Methods

Please read

Evaluating Training Program Evaluating Training Program

Reaction Learning

BehaviorResults

Criteria for evaluating trainingCriteria for evaluating training What is your the learning goal?What is your the learning goal? Has it being achieved?Has it being achieved?

Evaluating Training Program Evaluating Training Program

What to change?What to change? StrategyStrategy CultureCulture StructureStructure TechnologiesTechnologies AttitudesAttitudes SkillsSkills

Overcoming resistance to change: Overcoming resistance to change: Lewin’s Lewin’s Change Change

How to lead a changeHow to lead a change Read at homeRead at home

Managing Organizational Managing Organizational Change and developmentChange and development

What do you understand by Job Training What do you understand by Job Training Miniature and why is it important? What is the Miniature and why is it important? What is the important characteristics of it?important characteristics of it?

Tutorial


Week 9Week 9

Performance AppraisalPerformance Appraisal

To understand: To understand: Basic Concept of PABasic Concept of PA Introduction and approaches to PAIntroduction and approaches to PA PA: Problems & solutionPA: Problems & solution Appraisal interviewAppraisal interview Creating the total PA ProcessCreating the total PA Process Expectation:Expectation: Able to evaluate & improve the PA formsAble to evaluate & improve the PA forms Able to describe PA processAble to describe PA process Able to develop & evaluate PA toolsAble to develop & evaluate PA tools Able to comparatively analyze pro & cons of Able to comparatively analyze pro & cons of

certain PA methodscertain PA methods Able to perform effective PA interviewAble to perform effective PA interview


Performance AppraisalPerformance Appraisal Evaluating an employee’s current and/or past Evaluating an employee’s current and/or past

performance relative to his or he performanceperformance relative to his or he performance Involves:Involves:

Setting work standardsSetting work standards Assessing employees standard in relation to those Assessing employees standard in relation to those

standardsstandards Providing feed back to the employees to Providing feed back to the employees to

Eliminating deficiencies performance Eliminating deficiencies performance Motivating for continuous improvements'Motivating for continuous improvements'

Performance ManagementPerformance Management A process unitingA process uniting goal setting, PA, setting goal setting, PA, setting

performance, performance, development into a single systemdevelopment into a single system in in ensuring the employees performance is supporting ensuring the employees performance is supporting the organizational strategic aims.the organizational strategic aims.

Performance Appraisal

Performance Management is important + Performance Management is important + powerful tools to managerspowerful tools to managers

It reflectsIt reflects TQMTQM Appraisal issuesAppraisal issues Strategic FocusStrategic Focus

PA importantPA important Assign specific goals :: in JD Assign specific goals :: in JD groups of job groups of job

Impact Impact employees performs better employees performs better Assign measurable goalsAssign measurable goals

Measuring with accuracy :: timeline, yield valueMeasuring with accuracy :: timeline, yield value Assign challenging & double goalAssign challenging & double goal Encourage participationEncourage participation

Employees + employers setting goals for Employees + employers setting goals for employeeemployee

Importance of PA

DevelopmentalDevelopmental AdministrativeAdministrative

Purpose of PA

DevelopmentalDevelopmental

Provide performance feedbackIndentify individual strength/weaknessRecognize individual performanceAssist in goal achievementIdentify individual TNADetermine Organizational TNAReinforce authority structureAllow Employees to discuss concernsImprove communicationsProvide a forum for leaders help

AdministrativeAdministrative

Document personal decisionsDetermine promotion candidatesDetermine transfer & assignmentsIdentify poor performanceDecide on layoffsValidate selection criteriaMeet legal requirements’Evaluate Training programs/progressPersonnel planningMake reward/compensation

Methods of Appraisals

Appraisals

Graphic Rating Method

Alteration Ranking Method

Paired Comparison Method

Forced Distribution Method

Critical Incident Method

Behaviorally Method

Management by objectives

Computerized & Web Based

Merging Method

Narrative Forms

Graphic Rating MethodGraphic Rating Method E.g. Look at handouts/ Dessler pg 296 - 297E.g. Look at handouts/ Dessler pg 296 - 297 Simplest and most popularSimplest and most popular Traits approached used Traits approached used to measure extent to which to measure extent to which

employee posses certain characteristics :: creativity, employee posses certain characteristics :: creativity, initiative & leadership ::> important for the job initiative & leadership ::> important for the job

PA list a number of traits and a range of performance PA list a number of traits and a range of performance for each.for each.

Employees are rated by indentifying the score that Employees are rated by indentifying the score that best describes his or her level of performance for best describes his or her level of performance for each traits each traits

It list It list Traits/personality e.g. quality & reliabilityTraits/personality e.g. quality & reliability Ranges of performance value e.g. unsatisfactory Ranges of performance value e.g. unsatisfactory

to outstanding for each of the traitsto outstanding for each of the traits

Methods of Appraisals … cont’d

Alteration Ranking MethodAlteration Ranking Method Ranking Employees from best to worstRanking Employees from best to worst Also most popularAlso most popular Fig 8-6; pg 303 DesslerFig 8-6; pg 303 Dessler

Narrative FormsNarrative Forms Look at handouts / Fig 8-6; pg 297 DesslerLook at handouts / Fig 8-6; pg 297 Dessler All or part of written appraisals may be in All or part of written appraisals may be in

narrative/description formsnarrative/description forms In this section, the person’s supervisors In this section, the person’s supervisors

responsible >>> assessment on the employees forresponsible >>> assessment on the employees for Past PerformancePast Performance Required areas of improvementsRequired areas of improvements

Therefore…Therefore… Narrative forms aids the employee in understanding Narrative forms aids the employee in understanding

his/her performance was good or vice-versa & how to his/her performance was good or vice-versa & how to improve itimprove it


Critical Incident MethodsCritical Incident Methods Keeping a record of uncommonly good or undesirable Keeping a record of uncommonly good or undesirable

examples of an employee’s work related behavior and examples of an employee’s work related behavior and reviewing it with the employee at predetermine timesreviewing it with the employee at predetermine times

Also being used for job analysisAlso being used for job analysis AdvantageAdvantage

Provides examples of good and poor performance Provides examples of good and poor performance and explain the ratingand explain the rating

It allow the superior to evaluate on the employee It allow the superior to evaluate on the employee based on whole year performance and not recent based on whole year performance and not recent performanceperformance

It provides the list what employees can do and It provides the list what employees can do and deficienciesdeficiencies

DisadvantageDisadvantage If without numerical rating, this method is not too If without numerical rating, this method is not too

useful for comparing employees or for salary useful for comparing employees or for salary decisions.decisions.

E.g. Look at the hand out/Dessler pg. 304 Table 8-4E.g. Look at the hand out/Dessler pg. 304 Table 8-4


MBO (Management by Objectives)MBO (Management by Objectives) Involves setting specific measurable goals with each Involves setting specific measurable goals with each

employee and then periodically reviewing the employee and then periodically reviewing the progress made.progress made.

StepsSteps Set organizational goalsSet organizational goals Set departmental goalsSet departmental goals Discuss departmental goalsDiscuss departmental goals Define expected resultDefine expected result Performance reviewPerformance review Provide feedback Provide feedback


FactorsFactors Lack of top management information & supportLack of top management information & support Unclear performance standardUnclear performance standard Bias rating Bias rating managers/superior managers/superior lack of training lack of training Time consuming to fill in forms to completeTime consuming to fill in forms to complete Use PA for conflicting purposesUse PA for conflicting purposes Little discussion raises between superior and Little discussion raises between superior and

employee during PAemployee during PA Relationship between superior & employee Relationship between superior & employee not not

clearclear Manager feel Manager feel little benefit from PA little benefit from PA Manager dislike the face-to-face confrontation for PA Manager dislike the face-to-face confrontation for PA

in interviewin interview Manager not sufficiently adept at rating & providing Manager not sufficiently adept at rating & providing

appraisal feedbackappraisal feedback Appraisal is just once a year & no follow up or littleAppraisal is just once a year & no follow up or little

Factors why PA fails

Know the problemsKnow the problems Use right toolsUse right tools Train supervisorsTrain supervisors Control outside influenceControl outside influence Keep a diaryKeep a diary

How to avoid PA problems

Immediate superiorImmediate superior Peer appraisalsPeer appraisals Rating committeesRating committees Self ratingSelf rating Appraisals by subordinatesAppraisals by subordinates 360 degrees360 degrees

Who should do the appraising

Types of appraisal interviewsTypes of appraisal interviews How to conduct the appraisals interviewHow to conduct the appraisals interview ??? Please read??? Please read

Appraisal Interview

Career ManagementCareer ManagementWeek 10Week 10

Career ManagementCareer Management

Expectation:Expectation: Able to explain the employee’s, manager’s and Able to explain the employee’s, manager’s and

employer’s career development rolesemployer’s career development roles Issues to consider when making promotion Issues to consider when making promotion

decisiondecision Methods for enhancing diversity through Methods for enhancing diversity through

career managementcareer management Understand on how career development could Understand on how career development could

foster employee commitment.foster employee commitment.


CareerCareer The occupational positions a person has had over The occupational positions a person has had over

many yearsmany years Career ManagementCareer Management

The process of enabling employees to better The process of enabling employees to better understand and develop their career skills and understand and develop their career skills and interest, and to use these skills and interest more interest, and to use these skills and interest more effectivelyeffectively

Career DevelopmentCareer Development A lifelong series of activities that contribute to a A lifelong series of activities that contribute to a

person’s career exploration, establishment, success person’s career exploration, establishment, success and and fulfillmentfulfillment

Career Management

Career PlanningCareer Planning The process of which someone The process of which someone becomes awarebecomes aware of of

personal skills, interest, knowledge, motivations, personal skills, interest, knowledge, motivations, and other characteristics, and established action and other characteristics, and established action plans to attain specific goals.plans to attain specific goals.

Career planning and development planCareer planning and development plan The deliberate process through which a person The deliberate process through which a person

becomes a awarebecomes a aware of personal career-related of personal career-related attributes and lifelong series of steps that attributes and lifelong series of steps that contributes to his or her career contributes to his or her career fulfillmentfulfillment

Career Management

EmployeeEmployee EmployerEmployer ManagerManager

The roles are:The roles are: EmployeesEmployees

Accept responsibilityAccept responsibility Asses personal interest, skills and valuesAsses personal interest, skills and values Seek out career information and resourcesSeek out career information and resources Establish goals and career plansEstablish goals and career plans Utilize development opportunitiesUtilize development opportunities Talk with managers about owns careerTalk with managers about owns career Follow through career plansFollow through career plans

Role in Career Management

Plays role of:

Planning, guiding, and developing employee’s career

ManagerManager Provide timely and accurate performance feedbackProvide timely and accurate performance feedback Provide development assignments and supports Provide development assignments and supports

and supportand support Participate in career development discussions with Participate in career development discussions with

subordinatessubordinates Support employee development planSupport employee development plan

EmployerEmployer Communicate mission, policies and proceduresCommunicate mission, policies and procedures Provide training and development opportunities Provide training and development opportunities

including workshopsincluding workshops Provide career information and career programs Provide career information and career programs Offer a variety of career pathsOffer a variety of career paths Provide career-oriented performance feedbackProvide career-oriented performance feedback Provide employees Provide employees development plan development plan Provide academic learning assistance programProvide academic learning assistance program

Role in Career Management

Mentor Mentor as career-related guidance and as career-related guidance and assistanceassistance

It is the employee’s responsibility to find a It is the employee’s responsibility to find a mentor & maintain a productive relationshipmentor & maintain a productive relationship

SuggestionSuggestion Choose an appropriate mentorChoose an appropriate mentor Don’t be surprise during searching for mentors Don’t be surprise during searching for mentors

turn downturn down Provide a clear time, expectation in terms of time Provide a clear time, expectation in terms of time

and adviceand advice Have an agendaHave an agenda Respect mentor’s timeRespect mentor’s time

Mentoring :: formal or informalMentoring :: formal or informal

Mentor

Employers plays important roles for Employers plays important roles for employees career developmentemployees career development

Possible practicePossible practice Job postingJob posting Formal educationFormal education PA for career planningPA for career planning Counseling for managerCounseling for manager Lateral moves/job rotationLateral moves/job rotation Counseling by HRCounseling by HR Pre-retirement programPre-retirement program Succession PlanningSuccession Planning Formal mentoringFormal mentoring Common career pathCommon career path Dual ladder career pathDual ladder career path

Employers Role

Career bookletCareer booklet Written individual career planWritten individual career plan Career workshopsCareer workshops Assessment centreAssessment centre Upward appraisalsUpward appraisals Appraisal committeeAppraisal committee Training programs for managersTraining programs for managers Orientation/ induction programsOrientation/ induction programs Special needs (highfliers)Special needs (highfliers) Diversity managementDiversity management Expatriation/ repatriationExpatriation/ repatriation

Employers Role … cont’d

Provide budget to individualsProvide budget to individuals Offer on-site or online career centreOffer on-site or online career centre Encourage role reversalEncourage role reversal Establish “corporate campus”Establish “corporate campus” Organize “ career success team”Organize “ career success team” Provide career coachesProvide career coaches Provide career planning workshopProvide career planning workshop

Innovative Corporate CD

Managing Promotions & Transfer

MakingPromotion

Decision

Is seniority orCompetencies ?

How to measure?

Formal or informal process

Vertical, horizontal or others?

New psychological contractNew psychological contract Commitment-oriented career development Commitment-oriented career development

effortsefforts

Career management & employee development

What do you understand by career What do you understand by career development? Who is responsible and explain development? Who is responsible and explain from your perspective.from your perspective.

Class Practical -Tutorial

human resource management week 6. employee testing & selection

Documents