Non Schola Sed Vita Discimus (We don’t learn for school, but for life)
Peter Drucker, “The New Realities”
Overview
HR Department Organizational Chart (Large Company)
Source: Adapted from BNA Bulletin to Management, June 29, 2000.
HR Organizational Chart (Small Company)
Challenges
• Understand the supply and demand of human resources. • Weigh the advantages and disadvantages of internal and external recruiting. • Distinguish among the major selection methods and use the most legally defensible of them.
Challenges
• Make staffing decisions that minimize the hiring and promotion of the wrong people. • Provide reasonable job expectations to new recruits. • Understand the legal constraints on the hiring process.
Core HRM Sub-Processes
Manage Human Resources
Plan and Align Human Resources Deploy Workforce Manage Workforce Performance
Hire Workforce
Develop Workforce Achieve Public Achieve Public Value and Benefit Value and Benefit
Supporting HRM Sub-Processes
Manage Human Resources
Administer Leaves of Absence Administer Payroll Administer Time and Attendance Achieve Public Achieve Public Value and Benefit Value and Benefit
Administer Benefit Programs Monitor Regulatory Compliance
Job Seeker Life Cycle
Job Seeker • Any individual who Applicant has expressed interest in State employment by registering in the • A Job Seeker who has general talent pool. Candidate completed an • A Job Seeker who application for an open applies for an “always position (Requisition). • An Applicant who has open” job class been certified, or who requisition is not an has been selected for Applicant. further consideration by the hiring authority.
The Manager’s Human Resource Management Jobs
• Management process
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The five basic functions of planning, organizing, staffing, leading, and controlling.
• Human resource management (HRM)
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The policies and practices involved in carrying out the “people” or human resource aspects of a management position, including recruiting, screening, training, rewarding, and appraising.
The 5 Basic Functions In More Detail….
• Planning- Establishing goals, standards, P&P, plans and forecasting. • Organizing- Giving subordinates tasks, establishing departments, delegating authority, establishing channels of communication. • Staffing- Who should be hired, how to recruit, selection, compensation, evaluating performance, counseling employees, T/D. • Leading- Inspiring (not getting) others to get the job done, maintaining morale, motivating team members. • Controlling- Setting quotas, metrics, production levels, check to see how goals actually turn out, taking correction action as needed.
Personnel Aspects Of A Manager’s Job
• Conducting job analyses (determining the nature of each employee’s job) • Planning labor needs and recruiting job candidates • Selecting job candidates • Orienting and training new employees • Managing wages and salaries (compensating employees) • Providing incentives and benefits • Appraising performance • Communicating (interviewing, counseling, disciplining) • Training and developing managers • Building employee commitment
Why worry so much about this stuff?....let’s see what can happen….
• Hire the wrong person for the job • Experience high turnover • Have your people not doing their best • Waste time with useless interviews • Have your company in court because of discriminatory actions • Have your company cited by OSHA for unsafe practices • Have some employees think their salaries are unfair and inequitable relative to others in the organization • Allow a lack of training to undermine your department’s effectiveness • Commit any unfair labor practices
It’s all about hiring the right people vs. hiring the wrong people. Looking at how much time your organization takes in this area….important!
Line and Staff Aspects of HRM
• Are all managers HR Managers? • First need to define authority: The right to make decisions, to direct others. • Line manager • A manager who is authorized to direct the work of subordinates and is responsible for accomplishing the organization’s tasks. • Staff manager • A manager who assists and advises line managers. • HR Managers can be considered staff managers.
Line Managers’ HRM Responsibilities
1. Placing the right person on the right job 2. Starting new employees in the organization (orientation) 3. Training employees for jobs new to them 4. Improving the job performance of each person 5. Gaining creative cooperation and developing smooth working relationships 6. Interpreting the firm’s policies and procedures 7. Controlling labor costs 8. Developing the abilities of each person 9. Creating and maintaining department morale 10. Protecting employees’ health and physical condition
Help!...Many Times Line Managers Need Assistance….
HR can provide the expertise that these managers are looking for: • A line function • The HR manager directs the activities of the people in his or her own department. • Also have implied authority…has the ear of top management. • A coordinative function • HR managers also coordinate personnel activities, a duty often referred to as functional control. • Right arm of the top executive….making sure P&P are followed. • Staff (assist and advise) functions • Assisting and advising line managers is the heart of the HR manager’s job. • We are an employee advocacy group.
Let’s Expand a Bit More….Employee Advocacy • HR must take responsibility for:
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Clearly defining how management should be treating employees. Making sure employees have the mechanisms required to contest unfair practices. Represent the interests of employees within the framework of its primary obligation to senior management.
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Let’s Look At Examples of HR Job Specialists…
• Recruiters • Source for qualified job applicants. • Equal employment opportunity (EEO) coordinators • Investigate and resolve EEO grievances, examine organizational practices for potential violations, and compile and submit EEO reports. • Job analysts • Collect and examine information about jobs to prepare job descriptions.
Examples of HR Job Specialists (cont’d)
• Compensation managers • Develop compensation plans and sometimes handle the employee benefits program. • Training specialists • Plan, organize, and direct training activities. • Labor relations specialists • Advise management on all aspects of union– management relations.
Strategy
• Strategy
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The company’s long-term plan for how it will balance its internal strengths and weaknesses with its external opportunities and threats to maintain a competitive advantage. HR managers today are more involved in partnering with their top managers in both designing and implementing their companies’ strategies. Top management wants to see, precisely, how the HR manager’s plans will make the company more valuable. Must have the capacity to drive and manage change. Must also be measurable. This is expected.
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HR Metrics
• Absence Rate Measures absenteeism, determine the problems, gives you the ability to figure out a solution. • Cost per Hire All costs involved with a new hire. Can look at improvements to savings in recruitment and retention, or how to save money. • Health Care Costs per Employee Let’s us ready study what is happening with this very high cost. • HR Expense Factor (HR expense that related to a savings) HR expenses in relation to total operating expenses, analyze savings
Sources: Robert Grossman, “Measuring Up,” HR Magazine, January 2000, pp. 29–35; Peter V. Le Blanc, Paul Mulvey, and Jude T. Rich, “Improving the Return on Human Capital: New Metrics,” Compensation and Benefits Review, January/February 2000, pp. 13– 20;Thomas E. Murphy and Sourushe Zandvakili, “Data and Metrics-Driven Approach to Human Resource Practices: Using Customers, Employees, and Financial Metrics,” Human Resource Management 39, no. 1 (Spring 2000), pp. 93–105; [HR Planning, Commerce Clearing House Incorporated, July 17, 1996;] SHRM/EMA 2000 Cost Per Hire and Staffing Metrics Survey; www.shrm.org.
HR Metrics (cont’d)
• Human Capital ROI (for employees) Return on investment. Was it good?...recruitment, motivation, training, development? Is there a positive relationship? • Human Capital Value Added (Value of workforce KSAs) What is the value of the workforce’s knowledge, skills and abilities? Measures how staff adds value to the organization. • Revenue Factor (People viewed as an investment) Here people are viewed as capital rather than an expense line. • Time to fill Number of days from which the req was approved to filled. Are we efficient in hiring?
Sources: Robert Grossman, “Measuring Up,” HR Magazine, January 2000, pp. 29–35; Peter V. Le Blanc, Paul Mulvey, and Jude T. Rich, “Improving the Return on Human Capital: New Metrics,” Compensation and Benefits Review, January/February 2000, pp. 13–20;Thomas E. Murphy and Sourushe Zandvakili, “Data and Metrics-Driven Approach to Human Resource Practices: Using Customers, Employees, and Financial Metrics,” Human Resource Management 39, no. 1 (Spring 2000), pp. 93–105; [HR Planning, Commerce Clearing House Incorporated, July 17, 1996;] SHRM/EMA 2000 Cost Per Hire and Staffing Metrics Survey; www.shrm.org.
Figure 1–5 (cont’d)
HR Metrics (cont’d)
• Training Investment Factor (training cost/employee) Training cost/employee. Evaluate. Has productivity increased as a result of acquiring new skills? If not, evaluate why not. • Turnover Costs Costs incurred when an employee leaves. Use exits interviews. Implement retention efforts if high. Lots of cost here! • Turnover Rate The rate employees leave a company. Is there a trend? Causes? • Workers’ Compensation Cost per Employee Analyze and compare on a regular basis. Types of injuries? Safety training? Incentives needed to reduce costs?
Sources: Robert Grossman, “Measuring Up,” HR Magazine, January 2000, pp. 29–35; Peter V. Le Blanc, Paul Mulvey, and Jude T. Rich, “Improving the Return on Human Capital: New Metrics,” Compensation and Benefits Review, January/February 2000, pp. 13–20;Thomas E. Murphy and Sourushe Zandvakili, “Data and Metrics-Driven Approach to Human Resource Practices: Using Customers, Employees, and Financial Metrics,” Human Resource Management 39, no. 1 (Spring 2000), pp. 93–105; [HR Planning, Commerce Clearing House Incorporated, July 17, 1996;] SHRM/EMA 2000 Cost Per Hire and Staffing Metrics Survey; www.shrm.org.
Figure 1–5 (cont’d)
Measuring HR’s Contribution • The HR Scorecard
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Shows the quantitative standards, or “metrics” the firm uses to measure HR activities. Measures the employee behaviors resulting from these activities. Measures the strategically relevant organizational outcomes of those employee behaviors.
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Again, it’s all about “value creation” which is contributing in a measurable way to organizational strategic goals.
The Hiring Process
Recruitment
Selection
Socialization
Recruitment
Recruitment is the process of generating a pool of qualified candidates for a particular job. The firm must announce the job’s availability to the market and attract qualified candidates to apply. The firm may seek applicants from inside the organization, outside the organization, or both.
Selection
Selection is the process of making a “hire” or “no hire” decision regarding each applicant for a job. The process typically involves determining the characteristics required for effective job performance and then measuring applicants on those characteristics. The characteristics required for effective job performance are typically based on a job analysis.
Socialization
Socialization involves orienting new employees in the organization and to the units in which they will be working. It is important that new employees become familiar with the company’s policies, procedures, and performance expectations. Socialization can make the difference between a new worker’s feeling like an outsider and feeling like a member of the team.
Human Resource Planning
Product Demand Labor Productivity Internal External Labor Market Labor Market Labor Supply
Labor Demand
Conditions and Select Responses
1. Labor Demand Exceeds Labor Supply •Training or retraining •Succession planning •Promotion from within •Subcontracting •Recruitment from outside •Use of overtime •Use of part-timers or temporary workers 2. Labor Supply Exceeds Labor Demand •Pay cuts •Layoffs •Reduced hours •Work Sharing •Voluntary early retirements •Inducements to quit (for example, severance pay) 3. Labor Demand Equals Labor Supply •Replacement of quits from inside or outside •Internal transfers and redeployment
Workforce Goals & Objectives
• Competitive Advantage • Business Performance • Value to Shareholders • • • • • • Reengineering Restructuring M&A Divestitures Offshoring/outsourcing Workforce expansion/reduction
Demographics: The Changing Workforce
Half Century of Change
1950
• Domestic economy • 9-to-5 • Suit & tie • Workstation • Men • Corporate ladder
2002
• • • • • Global economy 24/7 Casual dress Work anywhere Gender/ethnic diversity • Career labyrinth
Roper Starch, 2001
More Changes
Out In
Workplace loyalty ? Personal reputation Permanent employment ? Worker mobility Traditional organizational structures ? Staffing flexibility
More Changes
• Increased technology • Downsizing and growth • Mergers, acquisitions and consolidations • Elimination of middle management positions
Implications of Changes • Flat organizations with limited upward mobility • No job is safe; no career is assured • A lot of competition for the “good” jobs
The Workforce of 2002
Diverse
• Background: ethnic, cultural
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> 500,000 legal immigrants/yr > 250,000 illegal entrants
• Ages • Attitudes
Demographics: Age Median age
1960s: 25 years old 1990: 32.9 years old 2000: 35.3 years old
2000
18-34 yrs old: 4% decrease 35-64 yrs old: 28% increase
Demographics: Gender
1990 Male: 121.2 million (48.7%) Female: 127.5 million (51.3%) 2000 Male: 138.1 million (49.1%) Female: 143.4 million (50.9%)
Demographics: Race 1990 2000 White 80.3% African American 12.1% Asian 2.8% Hispanic/Latino 9.0% 75.1% 12.3% 3.6% 12.5%
Employed by Race
> 16 years old
135.1 million employed
46.6% Females • 11.3% African Americans • 10.9% Hispanic origin
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Demographics: Projections 2006: minorities will represent 27% of labor force 2020: females about 50% of labor force 2050: more Americans in 70s than in teens 2050: 1 million > 100 years old
Demographics: Implications
• More ethnically diverse workforce • Older workforce • Influx of retirements
Demographics: Implications
Challenges:
• Stereotypes • Language barriers • Different values • Generational conflicts
The Generations
• Matures (1922-1943) • Baby Boomers (1946-1964) • Generation X (1965-1980) • Generation Y (after 1980)
Matures: Markers
• Great Depression • The New Deal • World War II • GI Bill of Rights • Patriotism
Matures: Their Lives
• • • • Kewpie Dolls Mickey Mouse Flash Gordon Radio’s Golden Era • Wheaties • The Lone Ranger • Jukeboxes • Superman • Franklin Roosevelt • MacArthur, Patton • Audie Murphy • Winston Churchill • Babe Ruth • Joe DiMaggio
Matures: Core Values
• • • • • Dedication Sacrifice Hardwork Conformity Law and Order • Patience • Respect for authority • Duty before pleasure • Adherence to rules • Honor
Matures: Characteristics
• • • • • • • Conformer Conservative spenders Past-oriented/history absorbed Believe in logic, not magic Hard working Trusting of the government Optimistic about the future
Baby Boomers: Markers
• • • • • The Great Society Suburbia TV Vietnam Woodstock
Baby Boomers: Their Lives
• Ed Sullivan Show • Credence Clearwater Revival • Fallout shelters • TV dinners • Peace sign • Motown • LSD, Mary Jane • Gandhi • Martin Luther King • John and Jackie Kennedy • John Glenn • Neil Armstrong • Malcolm X
Baby Boomers: Core Values • Optimism • Team orientation • Personal gratification • Health and wellness • Youth • Work • Involvement • Personal growth
Baby Boomers: Characteristics • Driven • Soul-searchers • Idealistic • High expectations • Love/hate relationship with financial prosperity • Family-oriented • Self-improvement
Generation X: Markers • Divorce • AIDS • MTV • PCs • Desert Storm • Internet
Generation X: Their Lives • Brady Bunch • Archie Bunker • Platform Shoes • The Simpsons • Dynasty, ET • Cabbage Patch Dolls
• Watergate • Women’s Rights • Fall-out from Vietnam • Battle of the Sexes • Iran Contra Scandal • Rubik’s Cubes, Pong
Generation X: Core Values • Diversity • Informality • Thinking globally • Balance • Technology • Self-reliance • Skeptical • Fun • Not intimidated by authority
Generation X: Characteristics • Self-reliant • Risk takers • Skeptical • Pragmatic • Group-oriented • Entrepreneurial • Peer focused
Generation Y: Markers • Computers • School violence • Oklahoma City bombing • TV talk shows • Girls’ movement • Multiculturalism
Generation Y: Their Lives • Barney • Michael Jordan • Teenage Mutant • Princess Diana Ninja Turtles • Mark McGwire • Pogs and Sammy Sosa • The Spice Girls • Mother Teresa • Beanie Babies • Bill Gates • Oprah and Rosie • Tiger Woods
Generation Y: Core Values
• Confidence • Civic Duty • Achievement • Sociability
• Street smarts • Optimism • Diversity • Morality
Generation Y: Characteristics
• Materialistic • Selfish and disrespectful • Technologically literate • Tenacious • Prefer collective action • No good role models
Impact of Different Generation
• Nature of workplace fueled generational conflicts • 2-4% bottom-line productivity lost due to generational differences and miscommunication in workplace • People from different generations compete for the same job • Identification with own generation and blame others for problems/issues
What Do They Want: Matures
• Try new things • Additional training/education • Respect “Your experience is respected here.” “Your perseverance is valued here and will be rewarded.”
What Do They Want: Baby Boomers • Recognition without reminders • Contribution to clients and employers • Personal gratification “You’re important to our success.” “Your contribution is unique and important to us.”
What They Want: Generation X • Independence • Company to work for a long time • Work with more opportunity • Help clients/customers “Do it your way.” “There are not a lot of rules here.” “We are not very formal in the workplace.”
What They Want: Generation Y • Collegial work environment • Team-oriented workplace • To be trusted to get the job done “You’ll be working with other bright, creative people.” “You and your coworkers can help turn this company around.”
Six Distinct Workstyles
Loyalists People who have found the right job, with the right employer Autonomists Change seekers who thrive on controlling their own careers StriversThe “new yuppies;” focused on money and advancement
Roper Starch Worldwide, 2001
Six Distinct Workstyles
Seekers Job hunters in an era of record employment Yearners Mostly younger employees who have not found the right work ShiftersWorkers who are shifting focus away from advancement
Roper Starch Worldwide, 2001
Generations by Workstyle
Gen. Y Yearners Seekers Strivers Autonomists Loyalists Shifters 20% 37 24 11 6 1 Gen X 20% 19 25 14 17 5 B. Boomers 14% 12 14 15 24 21 Matures 12% 11 10 9 14 44
Roper Starch Worldwide, 2001
Managing Generational Conflict • Create workplace choices • Accommodate employee differences • Use a situational leadership style • Respect competence and initiative • Nourish retention
Workforce Demographic Changes: “Graying” of Workforce
• Negative aspects of older workers
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• Positive aspects of older workers
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Perceived resistance to change by older workers Increased health-care costs for senior workers Blocking advancement opportunities for younger workers Higher wage and salary costs for senior workers
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As productive or more productive than younger workers Have more organizational loyalty than younger workers Possess broader industry knowledge and professional networks
Workforce Demographic Changes
• Baby Boomers (1945–1962)
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Currently in excess supply in middle management ranks HR challenge is to manage “plateaued” workers Are often career bottlenecked by Boomers Many have skills in high demand; are doing and will do well
• Baby Busters (1963–mid-1970s)
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Workforce Demographic Changes
• Generation “X”ers (late 1970s–early 1980s)
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Have life-long exposure to technology and constant change Seek self-control, independence, personal growth, creativity Not focused on job security or long-term employment High comfort level with technology Global and tolerant outlook on life Highly entrepreneurial Shorter attention span Opting for more transient and variable project work
• Generation “Y”: “Baby Boom Echo” (after 1979)
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Workforce Demographic Changes
• Sexual orientation
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More than 200 Fortune 500 employers offer full benefits for domestic partners Sexual orientation issues can impact bottom line 54 million Americans with disabilities Often not included in diversity initiatives Many supervisors do not understand needs of employees with disabilities Stereotypes
• Disabilities
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New Employee/Workplace Dynamics
• Emphasis on management of professionals
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Establishment of separate career tracks
• Technical/Professional, Managerial /Administrative
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Use of project teams
• Less employee loyalty, more loyal to self
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Staying with employers for shorter periods; demanding more meaningful work and involvement in organizational decisions
New Employee/Workplace Dynamics
• Increased personal and family dynamic effects
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More single-parent families, dual-career couples, & domestic partners
• Increased nontraditional work relationships
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Part-time, consulting, and temporary employment flexibility Outsourcing and entrepreneurial opportunities
Ethnicity
• In 2005:
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• By 2025:
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Ethnic minority share of workforce roughly 28%
• Up from 22% in 1990 and 18% in 1980
African-Americans will represent 14% of population
• Up from 12% in 1994
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Hispanics will represent 17% of population
• Up from 10% in 1994
• By 2050:
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Close to 50% of US population will be nonCaucasian
Asians & Pacific Islanders will represent 8% of population
• More than double from 1994
Managing Workplace Diversity
• Understanding and appreciating diversity
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• Diversity management programs or initiatives
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Critical to effectively marketing to ethnic and minority groups Promoted by having diverse workforce at all levels Helps ensure hiring and promotion decisions are unbiased by personal differences
Must be integrated with organization’s mission and objectives Help key decision makers identify diversity’s benefits to organization Make critical decisions about implementing optimal program/initiative contingent on organization and its people, mission and culture.
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Exhibit 2-6
Individual Dimensions of Diversity
Strategic Management of Diversity
• Determine why diversity is important • Articulate how diversity relates to mission and strategic objectives • Define diversity and determine how inclusive its efforts will be • Make a decision as to whether special efforts should be extended to attract diverse workforce • Assess how existing employees, customers, and other constituencies feel about diversity • Determine specific types of diversity initiatives that will be undertaken
Job Analysis
Job Analysis & Description • Competencies • Essential Functions • Job Specifications
Work Analysis
• Work analysis—a systematic process of gathering information about work, jobs, and the relationship between jobs
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steps in conducting work analysis • determine the major tasks, activities, behaviors, or duties to be performed on the job • assess the relative importance, relative frequency, or essentiality with which the various tasks are performed • identify the critical knowledge, abilities, skills, and other characteristics (or KSAOs) necessary to perform the tasks
Importance of Job Analysis to HR Managers
• Job analysis is the building block of human resources; almost every HR program depends upon information gleaned from a job analysis
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Selection Performance appraisal Training and development Job evaluation Career planning Work redesign Human resource planning
Job Analysis Information
• Job Description = a list of the task, duties, and responsibilities that a job entails • Job Specification = a list of the knowledge, skills, abilities, and other characteristics that an individual must have to perform a job
KSAOs
• Knowledge—an organized body of information, usually of a factual or procedural nature applied directly to the performance of a function • Ability—a demonstrated competence to perform an observable behavior or a behavior that results in an observable product • Skill—a competence to perform a learned, psychomotor act, and may include a manual, verbal, or mental manipulation of data, people, or things • Other characteristics—personality factors (attitudes), aptitudes, or physical or mental traits needed to perform the job
What Are the Major Goals for Work Analysis?
• Major goals for work analysis
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the objective of work analysis should be the description of observables work analysis consists of a description of work behavior independent of the personal characteristics of particular people who perform the job work analysis data must be verifiable and reliable
Products of Work Analysis
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job descriptions job specifications job classification job evaluation job design/restructuri ng performance appraisal
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worker training worker mobility/succession planning efficiency safety human resource planning legal/quasi-legal requirements
Collection Methods
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observation—direct observation of job duties, work sampling or observation of segments of job performance, and indirect recording of activities performing the job—actual performance of job duties by the analyst interviews—individual and group interviews with job incumbents, supervisors, subordinates, clients, or other knowledgeable sources critical incidents—descriptions of behavioral examples of exceptionally poor or good performance, and context and consequences in which they occur
Collection Methods
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diaries—descriptions of daily work activities by incumbents background records—review of relevant materials including organization chars, Dictionary of Occupational Titles (DOT), company training manuals, organizational policies and procedures manuals, or existing job descriptions questionnaires—structured forms and activity checklist (PAQ, FJA) as well as open ended or unstructured questions
Work Analysis Methods
• Position Analysis Questionnaire (PAQ)
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Broadest and most well-researched job analysis instrument Standardized questionnaire; 194 items Assesses information input, mental processes, work output, relationships with other persons, job context, and other characteristics Must be scored by PAQ Process of identifying the tasks, knowledge, skills, and behaviors that need to be emphasized during training Focuses on all tasks performed in a given job Asks SMEs to rate the degree to which 52 cognitive, psychomotor, physical, and sensory abilities are required for successful performance of the job
• Task Analysis Inventory
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• Fleishman Job Analysis System
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O*NET Content Model
Experience Requirements ? Training ? Experience ? Licensure Worker Requirements ? Basic Skills ? Cross-Functional Skills ? Knowledge ? Education
Occupational Requirements ? Generalized Work Activities ? Work Context ? Organizational Context
O*NET
Worker Characteristics ? Abilities ? Occupational Values Interests ? Work Styles
Occupation-Specific Requirements ? Occupational Skills, Knowledge ? Tasks, Duties ? Machines, Tools, and Equipment
Source: N.G. Peterson, et al. “Understanding Work Using the Occupational Information Network (O*NET): Implications for Practice and Research,” Personnel Psychology 54 (2001), p. 458. Reprinted with permission.
Occupation Characteristics ? Labor Market Information ? Occupational Outlook ? Wages
Hackman & Oldham’s Job Characteristics Model
Core Job Characteristics Critical Psychological States Outcomes
Skill variety Task identity Task significance Autonomy Feedback from job
Meaningfulness
Work motivation Growth satisfaction General satisfaction Work effectiveness
Responsibility Knowledge of results Individual differences
Job Design Strategies
• Job rotation
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Moving to different jobs Adding more tasks to a job
• Workers might say, “Before I had one crappy job, now I have two!”
• Job enlargement
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• Job enrichment
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Giving employees more autonomy over their job
© Marlborough Express (N.Z.).
Job Rotation vs. Job Enlargement
Job Rotation
Job 1 Operate Camera Job 2 Operate Sound Job 3 Report Story
Job Enlargement
Job 1 Operate Camera Operate Sound Report Story Job 2 Operate Camera Operate Sound Report Story Job 3 Operate Camera Operate Sound Report Story
Job Enrichment
Given more responsibility for scheduling, coordinating, and planning one’s own work • 1. Clustering tasks into natural groups
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Stitching highly interdependent tasks into one job e.g., video journalist, assembling entire product Directly responsible for specific clients Communicate directly with those clients
• 2. Establishing client relationships
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HR Management and Jobs
• Dividing Work into Jobs
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Work
• Effort directed toward producing or accomplishing results.
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Job
• A grouping of tasks, duties, and responsibilities that constitutes the total work assignment for an employee.
• Workflow Analysis
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A study of the way work (inputs, activities, and outputs) moves through an organization.
Job Issues and HR Approaches
Figure 6–1
Workflow Analysis
• Workflow Analysis
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A study of the way work (inputs, activities, and outputs) moves through an organization.
Inputs People Materials Equipment
Activities Tasks and Jobs
Outputs Goods and Services
Evaluation
Influences Affecting Jobs, People, and Related HR Policies
Figure 6–2
Reengineering Business Processes
• Purpose of Reengineering
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Improve business processes through the use of work teams, training employees on multiple jobs, and reorganizing operations. workflow, and offices to simplify and speed work. Rethink Redesign Retool
• Phases of Reengineering
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Developing Jobs for Individuals and Teams
• Job Design
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Organizing tasks, duties, and responsibilities into a productive unit of work.
Job Design
Job Performance
Job Satisfaction
Physical and Mental Health
Nature of Job Design
• Job Enlargement
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Broadening the scope of a job by expanding the number of different tasks to be performed. Increasing the depth of a job by adding the responsibility for planning, organizing , controlling, and evaluating the job. The process of shifting a person from job to job.
• Job Enrichment
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• Job Rotation
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Job Characteristics Model
Figure 6–3
Characteristics of Jobs
Job Characteristics
Skill Variety Task Identity The extent to which the work requires several different activities for successful completion. The extent to which the job includes a “whole” identifiable unit of work that is carried out from start to finish and that results in a visible outcome. The impact the job has on other people. The extent of individual freedom and discretion in the work and its scheduling. The amount of information received about how well or how poorly one has performed.
Task Significance Autonomy Feedback
Using Teams in Jobs
Types of Teams
Special -Purpose Team Quality Circle Production Cells Self -directed Work Team Shamrock Team Organizational team formed to address specific problems, improve work processes, and enhance product and service quality. Small group of employees who monitor productivity and quality and suggest solutio ns to problems. Grouping of workers who produce components or entire products. A team composed of individuals assigned a cluster of tasks, duties, and responsibilities to be accomplished. A team com posed of a core of members, resource experts who join the team as appropriate, and part time/temporary members as needed -
Shamrock Team
Figure 6–4
Team Jobs
• Advantages
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• Disadvantages
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Improved productivity Increased employee involvement More widespread employee learning Greater employee ownership of problems
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Requires employees to be “group oriented” Not appropriate for most work in organizations Can be overused Difficult to measure team performance Individual compensation interferes with team concept
Alternative Work Schedules
• Flextime
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A work scheduling arrangement in which employees work a set number of hours per day but vary their starting and ending times. A work schedule in which a full week’s work is accomplished in fewer than five days.
• Compressed Work Week
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Alternative Work Locations
• Telecommuting
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The process of going to work via electronic computing and telecommunications equipment. Hoteling Virtual office A shift to evaluating employees on results Greater trust, less direct supervision Lack of direct contact (visibility)
• Temporary Locations
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• Effects of Alternative Work Arrangements
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The Nature of Job Analysis
• Job Analysis
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A systematic way to gather and analyze information about the content, context, and the human requirements of jobs.
• • • • • • • • Work activities and behaviors Interactions with others Performance standards Financial and budgeting impact Machines and equipment used Working conditions Supervision given and received Knowledge, skills, and abilities needed
Job Analysis in Perspective
Figure 6–5
Task-Based Job Analysis
• Task
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A distinct, identifiable work activity composed of motions A larger work segment composed of several tasks that are performed by an individual Obligations to perform certain tasks and duties
• Duty
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• Responsibilities
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Typical Division of HR Responsibilities: Job Analysis
Figure 6–6
Stages in the Job Analysis Process
Job Analysis Methods
Job Analysis Methods
Observation
Work Sampling Diary/Log
Interviewing
Questionnaires
Specialized Job Analysis Methods PAQ MPDQ
Computerized Job Analysis
Job Analysis and the U.S. Department of Labor
• Functional Job Analysis (FJA)
• • • • •
Goals of the organization What workers do to achieve goals Level and orientation of what workers do Performance standards Training content Data, people, and things Online information from DOL job research
• Dictionary of Occupational Titles
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• O*Net Online
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Typical Areas Covered in a Job Analysis Questionnaire
Figure 6–8
Behavioral Aspects of Job Analysis
Job Inflation
Behavioral Aspects of Job Analysis
Managerial Straitjacket
Current Incumbent Emphasis
Employee Anxieties
Legal Aspects of Job Analysis
• Job Analysis and the Americans with Disabilities Act (ADA)
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•
Essential job functions—fundamental duties of the job that are performed regularly, require significant amounts of time, cannot be easily assigned to another employee, and are necessary to accomplish the job. Marginal job functions—duties that are part of the job but are incidental or ancillary to the purpose and nature of the job.
Determining Essential and Marginal Job Functions
Source:
Figure 6–9
Job Analysis and Wage/Hour Regulations
• Fair Labor Standards Act
•
To qualify for an exemption from the overtime provisions of the act:
• Exempt employees can spend no more than 20% of their time on manual, routine, or clerical duties. • Exempt employees must spend at least 50% of their time performing their primary duties as executive, administrative, or professional employees.
Sample Job Duty Statements and Performance Standards
Figure 6–10
Job Descriptions and Job Specifications
• Job Description
•
Identification of the tasks, duties, and responsibilities of a job Indicator of what the job accomplishes and how performance is measured in key areas of the job description. The knowledge, skills, and abilities (KSAs) an individual needs to perform a job satisfactorily.
• Performance Standards
•
• Job Specification
•
Sample Job Description and Specifications
Figure 6–11a
Sample Job Description and Specifications
Figure 6–11b
Sample Job Description and Specifications
Figure 6–11c
Job Description Components
• Identification
• • • • •
Job title Reporting relationships Department Location Date of analysis Describes the job’s distinguishing responsibilities and components
• Essential Functions and Duties
•
Lists major tasks, duties and responsibilities Knowledge, skills, and abilities Education and experience Physical requirements Of implied contract
• Job Specifications
• • •
• General Summary
•
• Disclaimer
•
• Signature of approvals
Competency Approach to Job Analysis
• Competencies
•
Basic characteristics that can be linked to enhanced performance by individuals or teams. To communicate value behaviors throughout the organization. To raise the competency levels of the organization. To emphasize the capabilities of people to enhance organizational competitive advantage.
• Reasons for using the competency approach
• • •
Competency Analysis Methodology
• Identify future performance results areas critical to the organization. • Assemble panel groups familiar with the company. • Interview panel members to get examples of job behaviors. • Develop detailed descriptions of competencies. • Rate competencies and levels need to meet them. • Standards of performance are identified and tied to jobs.
Staffing Models and Strategy
Staffing The Organization
• Recruitment
• •
the development of a pool of applicants for jobs in the organization Internal recruiting
• advantages - employers know their employees
• employees know their organization • provides opportunity to move up within the organization
• drawbacks - yields limited applicant pool
• can inhibit a company that wants to change
• job posting - a mechanism for advertising open positions
Staffing The Organization (cont.)
• Recruitment (cont.)
•
External recruiting - brings new blood into the organization
• newspaper advertisements - popular recruiting source that is inexpensive and generates a large number of responses • employee referrals - some companies offer rewards for referrals • campus recruiting - large pool of people
• applicants have up-to-date training • source of innovative ideas
• Internet - becoming more common to advertise job openings and to gather applicant information
Effectiveness Of Recruitment Sources
Unions Public employment agencies Private employment agencies Direct applications Want ads Professional associations Executive search firms College recruiting Employee referrals
Scale: 1 = not good, 3 = average, 5 = extremely good
1.64 1.92 2.78 2.86 3.05 3.08 3.71 3.81 3.84
Staffing The Organization (cont.)
• Selection
• •
choosing from among qualified applicants to hire Application and résumés - provide basic information to prospective employers
• tend not to be useful for making final selection decisions
•
Interviews - most popular selection tool
• questions that are not job related are prohibited • unstructured (nondirective) - interviewer asks different interviewees different questions • structured - interviewer asks all applicants the same questions
• situational interview - focuses on hypothetical situations • behavioral description interview - explores applicant’s past behavior
Staffing The Organization (cont.)
• Selection (cont.)
• •
Reference checks - reference information is becoming increasingly difficult to obtain Personality tests -may be difficult to defend in court
• nonetheless, regaining popularity
•
Drug testing
• Drug-Free Workplace Act of 1988 • genetic testing - identifies the likelihood of contracting a disease
• •
Cognitive ability tests - measure intellectual abilities Performance tests - require performing a sample of the job
• have been developed for almost every occupation
Staffing The Organization (cont.)
• Selection (cont.)
•
Assessment center - managerial performance test in which candidates participate in a variety of exercises and situations
• taps a number of critical managerial dimensions • assessors generally are line managers from the organization
•
Integrity tests - assess a job candidate’s honesty
• polygraphs (lie detector tests) - banned for most employment purposes • paper-and-pencil tests - more recent tests of integrity
• evidence of validity
Staffing The Organization (cont.)
• Selection (cont.)
• •
Reliability - the consistency of test scores over time and across alternative measurements Validity
• criterion-related validity - degree to which a test actually predicts or correlates with job performance
• reliance on scatterplots to depict the relationship between test scores and job performance
• content validity - degree to which selection tests measure a representative sample of the knowledge, skills, and abilities required for the job
• more subjective (less statistical) than criterion-related validity • not less important than criterion-related validity
Correlation Scatterplots
Coefficient of correlation = .00 High High Coefficient of correlation = .75
Performance
Low Low
Low
Performance
High Low
Test score
Test score
High
Staffing The Organization (cont.)
• Workforce reductions
•
Layoffs(downsizing) - laying off large numbers of employees as a result of restructuring in the industry
• victims - lose self-esteem, suffer demoralizing job searches, and are stigmatized by being out of work • outplacement - process of helping people who have been dismissed to regain employment elsewhere • survivors - suffer disenchantment, distrust, and lethargy
• a good performance appraisal process helps survivors avoid feeling that they retained their jobs due to arbitrary decision making
Staffing The Organization (cont.)
• Workforce reductions (cont.)
•
Termination - “firing” an at-will employee
• if the employee can quit for any reason, employer should be able to fire for any reason • courts in most states have made exceptions to this doctrine
• public policy exceptions
• progressive discipline - graduated steps used to correct workplace behavior • termination interview - stressful situation for all parties
• used to discuss the company’s position with the employee • often good to have a third party present • conduct the interview in a neutral location
Staffing The Organization (cont.)
• Legal issues and equal employment opportunity
•
Civil Rights Act of 1964
• Title VII forbids discrimination in employment decisions based on race, sex, color, national origin, and religion • created the Equal Employment Opportunity Commission (EEOC) - enforces Title VII
• •
Civil Rights Act of 1991 - provides for punitive damages Uniform Guidelines on Employee Selection Procedures - describe the development of employment practices that comply with the law
• adverse impact - an apparently neutral employment practice adversely affects a protected class
Staffing Organizations Model
Organization
Vision and Mission Goals and Objectives
Organization Strategy Organization Strategy
HR and Staffing Strategy HR and Staffing Strategy
Staffing Policies and Programs Support Activities Core Staffing Activities
Legal compliance Planning Job analysis Recruitment: External, internal Selection:
Measurement, external, internal
Employment:
Decision making, final match
Staffing System and Retention Management
The Big Picture
• Organizations are combinations of physical, financial, and human capital • Human capital
• •
Knowledge, skills and abilities of people Their motivation to do the job Employee costs are over 25% of revenues for most organizations Organizations that capitalize on human capital have a strategic advantage over their competitors
• Scope of human capital
•
•
Nature of Staffing
• Definition
•
“Process of acquiring, deploying, and retaining a workforce of sufficient quantity and quality to create positive impacts on the organization’s effectiveness” Acquire, deploy, retain Staffing as a process or system Quantity and quality issues Organization effectiveness
• Implications of definition
• • • •
Staffing Models
• Staffing Quantity: Levels • Staffing Quality: Person/Job Match • Staffing Quality: Person/Organization Match • Staffing System Components • Staffing Organizations
Staffing Quantity
Projected Staffing Requirements Projected Staffing Requirements Overstaffed Overstaffed
Compare
Fully Staffed Fully Staffed Understaffed Understaffed
Projected Staffing Availabilities Projected Staffing Availabilities
Person/Job Match
Job
Requirements Rewards
HR Outcomes
Attraction Attraction Performance Performance Retention Retention Attendance Attendance Satisfaction Satisfaction Other Other
Match
Impact
Person
KSAOs Motivation
Concepts: Person/Job Match Model
• Jobs are characterized • Concepts are not new by their requirements • Matching process involves and rewards dual match • KSAOs to requirements • Individuals are characterized via • Motivation to rewards qualifications (KSAOS) • Job requirements and motivation expressed in terms of both • Tasks involved • Likely degree of fit between job • KSAOs necessary for characteristics and performance of person tasks • Implied consequences • Job requirements often extend beyond task and for every match KSAO requirements
Person/Organization Match
Organization Values New Job Duties
Job
Requirements Rewards
Multiple Jobs Future Jobs
HR Outcomes
Attraction Attraction Performance Performance Retention Retention Attendance Attendance Satisfaction Satisfaction Other Other
Match
Person
KSAOs Motivation
Impact
Concepts: Person/Organization Match Model
• Organizational culture and values • Norms of desirable attitudes and behaviors for employees • New job duties • Tasks that may be added to target job over time • “And other duties as assigned . . . “ • Multiple jobs • Flexibility concerns - Hiring people who could perform multiple jobs • Future jobs • Long-term matches during employment relationship
Staffing System Components
Applicant Applicant (Person) (Person) Recruitment Recruitment Organization Organization (Job) (Job)
(identification and attraction) (identification and attraction)
(assessment and evaluation) (assessment and evaluation)
Selection Selection
(decision making and final match) (decision making and final match)
Employment Employment
Components of Staffing Organizations Model
• Organizational strategy
• • •
Mission and vision Goals and objectives Involves key decisions about size and type of workforce to be • Acquired • Trained • Managed • Rewarded • Retained May flow from organizational strategy and/or May directly influence formulation of organization strategy
• HR strategy
• •
Components of Staffing Organizations Model (continued)
• Staffing strategy
• •
• Support activities
•
An outgrowth of the interplay between organization and HR strategy Involves key decisions regarding acquisition, deployment, and retention of organization’s workforce • Guide development of recruitment, selection, and employment programs Serve as foundation for conduct of core staffing activities Focus on recruitment, selection, and employment of workforce
• Core staffing activities
•
• Staffing and retention system management
What is Staffing Strategy?
• Definition
•
Requires making key decisions about acquisition, deployment, and retention of a company’s workforce
• Involves making 13 key decisions • Decisions focus on two areas
• •
Staffing levels Staffing quality
Strategic Staffing Decisions
Staffing Levels
• Acquire or develop talent • Lag or lead system • External or internal hiring • Core or flexible workforce • Hire or retain • National or global • Attract or relocate • Overstaff or understaff • Hire or acquire
Staffing Quality
• Person/Job or Person/Organization match • Specific or general KSAOs • Exceptional or acceptable workforce quality • Active or passive diversity
Staffing Activities
Recruitment Planning: Organizational Issues
• In-house vs. external recruitment agency
•
Many companies do recruiting in-house
• Recommended approach for large companies
•
Smaller companies may rely on external recruitment agencies
• Individual vs. cooperative recruitment alliances
•
Cooperative alliances involve arrangements to share recruitment resources
• Centralized vs. decentralized recruitment
Recruitment Planning: Administrative Issues • Requisitions
•
Personnel Requisition Yield ratio - Relationship of applicant inputs to outputs at various decision points Qualifications to perform job must be clearly established Consideration must be given to job search and choice process used by applicants
• Number of contacts
•
• Types of contacts
• •
Recruitment Planning: Administrative Issues (continued)
• Recruitment budget • Development of a recruitment guide • Process flow and record keeping • Selecting recruiters • Training recruiters • Rewarding recruiters
Considerations Related to Recruiters: Selection
• Desirable characteristics of recruiters
• • • •
Strong interpersonal skills Knowledge about company, jobs, and career-related issues Technology skills Enthusiasm HR professionals Line managers Employees
• Various sources of recruiters
• • •
Considerations Related to Recruiters: Training and Rewards • Training
•
Traditional areas of training
• Interviewing skills, job analysis, interpersonal skills, laws, forms and reports, company and job characteristics, and recruitment targets
•
Nontraditional areas of training
• Technology skills, marketing skills, working with other departments, and ethics
• Rewards
•
Performance must be monitored and
rewarded
• Effective recruiter behaviors • End results
Open vs. Targeted Recruitment
• Open recruitment • Targeted recruitment
? ?
Key KSAO shortages Workforce diversity gaps Passive job seekers Former military personnel
?
Employment discouraged Reward seekers Former employees Reluctant applicants
? ? ?
? ?
Recruitment Sources
• Unsolicited • Employee referrals and networks • Advertisements • Recruiting online • Colleges and placement offices • Employment agencies
• Executive search firms • Professional associations and meetings • State Employment services • Outplacement services • Community agencies • Job fairs • Co-ops and internships
Approaches to Recruiting Online
• Job postings on Internet job boards • Searching Web-based databases • Job postings on organization’s Web site • Mining databases
Innovative Recruitment Sources • Religious organizations • Interest groups • Realtors • Senior networks
Effectiveness of Recruitment Sources
• Effectiveness
•
Involves assessing impact of sources on increased employee satisfaction, performance, and retention
• Research results
•
Most effective
• Referrals, job postings, rehiring of former employees
•
Least effective
• Newspaper ads, employment agencies
Searching: Communication Message
• Job requirements and rewards matrices • Type of messages
• • •
Realistic recruitment message -- RJP Branding Targeted messages Nature of labor market Vacancy characteristics Applicant characteristics
• Choice of messages
• • •
Searching: Communication Medium
• Recruitment brochures • Videos and videoconferencing • Advertisements
•
• Telephone messages • Organizational Web sites • Radio • E-mail
Types of ads
• Classified ad • Classified display ad • Display ad • Online ad
Applicant Reactions
• Reactions to recruiters
• • • •
Influence of recruiter vs. job characteristics Influence of recruiter on attitudes and behaviors Demographics of recruiters Influential recruiter behaviors Relationship of screening devices to job Delay times in recruitment process Funding of recruitment process Credibility of recruiter during recruitment process
• Reactions to recruitment process
• • • •
Transition to Selection
• Involves making applicants aware of
•
Next steps in hiring process
• Selection methods used and instructions
•
Expectations and requirements
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