Human Resource Staffing and Performance Management MANA 5341 Dr. George Benson

Human Resource Staffing and Performance Management

MANA 5341Dr. George Benson

benson@uta.edu

Human Resource Management

Planning and Job Design

Compensation

EmployeeRelations

Recruiting and Selection

Training and Development

Performance Management

HR Staffing Legal Compliance Determining HR needs

Projecting staffing levels Job analyses Managing competencies

Identifying and recruiting employees Evaluating candidates

Selection tests Interviewing

Managing retention

Performance Management Performance management systems

Timing, forms, and outcomes Managing for employee motivation

Goal setting Pay for performance Providing performance feedback

Corporate Strategy Simplified

1. Core Competencies “An area of specialized expertise”

C.K. Prahalad and Gary Hamel (1990) Harvard Business Review Competitive advantage Something you do better than competitors

Cost Leadership

Cheaper Prices

Differentiation

Better Products

2. Efficiency vs. Innovation

Staffing and Strategy Performance requires HR practices that:

Match the business strategy Are internally consistent Fit with organizational values and beliefs

Some Examples: Self-managed teams (e.g. Whole Foods) Talent acquisition (e.g. Cisco, Texas Instruments) Rapid expansion (e.g. Starbucks) Low cost (e.g. Wal-Mart)

Staffing and Performance

Labor is the single most significant cost of doing business: payroll and replacement costs.

Business strategies require specific skills and behaviors to be successful.

Employees provide customer service, create value, and execute strategy.

HR practices can be crafted to support certain types of skills and encourage behaviors.

“How do we hire the right people?”

“How do we hire the right people?”

Traditionally staffing has focused on the match between an applicants skills and experience and the job requirements.

Match

PersonKSA’s

Motivation

JobRequirements

Rewards

Person/Job MatchPerson/Job Match

MatchImpact

PersonKSA’s

Motivation

JobRequirements

RewardsHR Outcomes

Performance Extra Effort Retention

Satisfaction Commitment

Person/Person/Organization Organization

MatchMatch

MatchImpact

PersonKSA’s

MotivationATTITUDE

JobRequirements

Rewards

Organization

Task Flexibility

Val

ues/

Cul

ture

Career Progression

HR Outcomes

Performance Extra Effort Retention

Satisfaction Commitment

Southwest Airlines

Southwest Airlines

Recruiters speak in the same near-spiritual terms. What's he looking for in a candidate? "An attitude -- a genuineness -- a sense of what it takes to be one of us."

“It takes a special individual to become a Customer Service Agent, and we look for folks who are eager, who are “quick on their feet” with “outside the box” thinking and who have caring, friendly natures. Because we operate almost around the clock (including holidays), Customer Service Agents work unusual hours and are on their feet eight hours a day. Yet, almost all of these Employees will tell you how much they LUV their jobs.”

Colleen Barrett President and Chief Operating Officer

Wanted: Customer Service Agent

1. Submit a resume. 2. Attend a Group Information/Screening

Session. 3. Attend a one-on-one interview & complete

an application.4. Background check.5. Drug screening. 6. Job offer - Start date determined - Training

scheduled.

"Coat of Arms"

Applicants fill out and read aloud a questionnaire in which applicants complete statements such as:

• One time my sense of humor helped me was…..• A time I reached my peak performance was…….• My personal motto is……

“Fallout Shelter”

Applicants are told to imagine they are a committee charged with rebuilding civilization after a just-declared nuclear war.

They're given a list of 15 people from different occupations: nurse, teacher, all-sport athlete, biochemist, pop singer. They have 10 minutes to make a unanimous decision about which 7 can remain in the only available fallout shelter.

“Fallout Shelter”

The answers don’t matter....

The test is about the interaction...

As the candidates debate, evaluators watch from across the room and grade each person on a scale from "passive" to "active" to "leader."

Southwest’s reputation for service and “Fun Place to Work”

• More than 34,000 total Employees

• Southwest received 202,357 resumes and hired 908 new Employees in 2003

• Hires about .5% of applicants – that is they hire 4.4 per 1000 applicants.

Support Business Strategy

Become a SWA Customer Service Agent?

• All SWA Employees and their family members have FREE UNLIMITED travel anywhere Southwest Airlines flies!

• As a SWA Employee you will receive Profit Sharing . . . and Southwest Airlines has had 31 consecutive years of profit!

• FABULOUS Medical, Dental and Vision plans for all Employees! Dollar for dollar match in 401K - up to 7.3%!

• Casual uniform environment, which means you can wear tennis shoes!

• The Southwest Airlines University offers Career Development classes!

• Chili Cookoffs, Holiday Celebrations, Deck Parties, Golf Tournaments and more for all SWA Employees and their family members.

Entry Level Jobs at SWA

Customer Service AgentsFirst Year $9.00/hrSecond Year $10.00/hr

Flight Attendants 1st 6 Months $14.67/Trip* 2nd 6 Months $14.90/Trip* 2nd Year $17.34/Trip* *one trip = 243 miles

Results

• 31 consecutive profitable years.• Southwest has ranked number one in fewest

Customer complaints for the last 13 consecutive years as published in the DoT’s Air Travel Consumer Report.

• Among all industries in 2003, FORTUNE has listed Southwest Airlines as number two among America’s Top Ten most admired corporations.

• According to the April 2003 issue of FORTUNE, Southwest is an employer of choice among college students.

Southwest’s HRM Practices

• Employment Security• Selectivity in Recruiting• Incentive pay• Employee Ownership• Information Sharing• Participation &

Ownership• Self-Managed Teams• Training & Development

• Cross-Utilization & Cross-Training

• Symbolic Egalitarianism• Wage Compression• Promotion From Within• Taking the Long View• Measurement of

Practice• Overall Philosophy

Staffing, Strategy and Performance

Value at Southwest Airlines is:1. Created through satisfaction of employee

needs.2. Converted to customer and share holder

value via organizational capabilities (the design of specific operating processes).

3. Captured by SWA as competitive advantage through lower costs and superior service (productivity) in relation to its competitors.

Staffing and Strategy Performance requires HR practices that:

Match the business strategy Are internally consistent Fit with organizational values and beliefs

HR Alignment

Planning and Job Design

Compensation

EmployeeRelations

Recruiting and Selection

Training and Development

Performance Management

INTERNAL FIT

Next week…..

Legal Compliance HRS Chapter 2 DOL Chapter 2