OBHR E-100 Fall 2006 1

Human Resources ManagementOBHR E-100

StaffingOctober 16, 2007

We will be doing an in-class exercise after the break.

OBHR E-100 Fall 2006 2

Before we begin …

Any burning questions from our previous sessions?

Next possible case dueS.G. Cowen – new recruitsDue next Tuesday, October X, by 5:00

Some cases being returned tonight

OBHR E-100 Fall 2006 3

Before we begin …

Describe an interview process you’ve taken part in….Your roleHow you preparedThe outcome

OBHR E-100 Fall 2006 4

Staffing

Labor Forecasting Job Analysis Recruitment strategies Employment Diversity Discrimination Screening, Interviewing, Selecting

OBHR E-100 Fall 2006 5

Employment PlanningLabor Supply and Demand

Define Organizational

Mission

Establish corporate

goals, objectives

Assess current human

resources

Perform Job Analysis

Compare demand for &

supply of human

resources

Demand for Labor

Supply of human

resources

Demand exceeds supply

Supply exceeds demand

Recruitment

Decruitment

Source: HR Management, 7th Ed., DeCenzo, Robbins

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Figure 3.1 A Model for Human Resource Planning

OBHR E-100 Fall 2006 7

Staffing

You leave a meeting where the director of sales enthusiastically announces that his team closed an important deal. They will be signed up by the start of the next quarter. You know it will result in an increase to your company’s call center and help desk by 50%. You have 25 staff in that unit. What questions should you ask? What approaches should you consider?

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Figure 3.6 Program Planning Options

OBHR E-100 Fall 2006 9

Job Analysis

Purpose: To provide information about every

job including the knowledge, skills and abilities required to capably perform the work.

To establish a statement of value and hierarchy for every job in an organization

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Figure 4.1 The Job Analysis Process

OBHR E-100 Fall 2006 11

Functional Job Analysis

DATA PEOPLE THINGS1. Comparing 1a. Taking instructions 1a. Handling

1b. Serving 1b. Feeding/off-bearing

1c. Tending

2. Copying 2. Exchanging information 2a. Manipulating

2b. Operating/controlling

3a. Computing 3a. Coaching 3a. Precision work

3b. Compiling 3b. Persuading 3b. Setting up

4. Analyzing 4a. Consulting

4b. Instructing

4c. Treating

5a. Innovating 5. Supervising

5b. Coordinating

Source:A.S. Fine, Functional Job Analysis Scales: A Desk Aid

OBHR E-100 Fall 2006 12

Job Descriptions

Note on the Hiring and Selection Process, Mike Roberts

Background Factors

Education

Experience: industry, function, company, level

Personality Factors

Intellectual Ability: analytical, creative, decision-making

Personality

Dominance, Extroversion, Patience, Formality

Motivation

Goals, interests, energy

OBHR E-100 Fall 2006 13

Job Descriptions

Job Title Job Summary

Brief descriptive statement Job Duties and Responsibilities

Supervises, schedules, moves, performs, teaches, coordinates, verifies, prepares, etc.

Physical/Environmental Demands Lifting, hazards, repetitive motion, weather exposure, etc.

Basic Qualifications Education, experience, certifications, licenses, etc.

Job Requirements Ability to…. Knowledge of…. Etc.

OBHR E-100 Fall 2006 14

Job Descriptions

Competencies How you get the work done beyond the tangible skills

Describe examples of ways work gets done in your organization.

Name some “soft” skills that it takes to get work done.

OBHR E-100 Fall 2006 15

Job Descriptions

CompetenciesAdaptability Maintaining effectiveness when experiencing major changes in work tasks or the work

environment; adjusting effectively to work within new work structures, processes, requirements, or cultures.

Building Partnerships Identifying opportunities and taking action to build strategic relationships between one’s area and

other areas, teams, departments, units, or organizations to help achieve business goals.

Building Positive Working Relationships (Teamwork/Collaboration) Developing and using collaborative relationships to facilitate the accomplishment of work goals.

Communication Clearly conveying information and ideas through a variety of media to individuals or groups in a

manner that engages the audience and helps them understand and retain the message.

Decision Making Identifying and understanding issues, problems, and opportunities; comparing data from different

sources to draw conclusions; using effective approaches for choosing a course of action or developing appropriate solutions; taking action that is consistent with available facts, constraints, and probable consequences.

OBHR E-100 Fall 2006 16

Review of the Hiring Questions

Let’s review the hiring questions handed out at the beginning of class.

Does anyone need a copy?

OBHR E-100 Fall 2006 17

Employment Diversity

The time to think about this is before you begin recruiting

Why is it important?Your customer base is diverseYou need cross-cultural literacy to serve

your customersYou are likely to overlook key talent that you

need if you aren’t focused on this

OBHR E-100 Fall 2006 18

Discrimination

Diversity non-discriminationSelecting or not selecting an applicant

based on a characteristic that is not job related

Always unethicalFrequently illegal

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Figure 6.1a Overview of the Recruitment Process — Organization

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Figure 6.1b Overview of the Recruitment Process — Applicant

OBHR E-100 Fall 2006 21

Recruitment Strategies

• Employment branding / employer of choice

• Search firms

• Web-based search engines (Monster.com)

• Trade and professional associations

• Labor union partnerships

• Temporary agencies

• Walk-in applicants

OBHR E-100 Fall 2006 22

Recruitment Strategies

• Educational recruiting – universities

• Employee referrals

• Former employees

• Non-traditional sources:

• Churches, prison parolees, retired workers, welfare to work programs, etc.

• Others?

OBHR E-100 Fall 2006 23

Internal Recruiting

Pro’s Easier to access

candidates Motivates employees Reduces training and

‘ramp up’ time Faster Less expensive Increases job security

Con’s Insufficient internal

labor supply when in growth mode

Ripple/domino effect Cumbersome

procedures to ensure fairness

Become inbred, lose flexibility

Constrains organizational agility

OBHR E-100 Fall 2006 24

External Recruiting

Pro’s Promotes new ideas,

viewpoints, skills Increases all forms of

diversity Save on training if right

hires are made Allows for rapid growth Useful to initiate

business turnaround

Con’s Expensive Can take longer than

internal hiring Always the risk of hiring

someone who is not successful

Limits internal promotion opportunities

Can create internal morale problems

OBHR E-100 Fall 2006 25

Selection Strategies

Paper screening Carefully match job requirements to candidate

qualifications Interviewing

Structured, semi-structured, open-ended Behavioral/situational interviewing

Background investigations References, prior employment, educational or

licensing requirements, identity verification, criminal background, physical examinations, drug testing

OBHR E-100 Fall 2006 26

Effective Interviewing - HR

Do: Be prepared Put the interviewee at ease Guide the interview Ask for specific examples of what the candidate

has done in real situations Use open-ended questions Ask self-appraisal questions Structure questions so you cover similar info in all

meetings Clarify salary expectations early in the process

OBHR E-100 Fall 2006 27

Effective Interviewing - candidate

Do: Prepare – research the company Know your “achille’s heel” and have a response Remember: role playing with integrity Have a list of 5 pieces of information you want to be

sure to get across Listen Offer some information and check in Have at least two questions Ask what the time frame is and what the next step

will be

OBHR E-100 Fall 2006 28

Confirming the Selection

Formal references Informal, network references and contacts Criminal background investigation (Criminal

Offender Record Investigation) Physical examination Verify credentials (degrees, licenses, etc.)

OBHR E-100 Fall 2006 29

The Job Offer

Conditional offer subject to verifications, physical exam, references, CORI

Salary considerations: Market requirements for skill level Internal market considerations

Clarify probationary period and consequences of failure