Attracting the Best Available Attracting the Best Available Job ApplicantsJob Applicants

Management Functions of the Management Functions of the Human Resource SpecialistHuman Resource Specialist

Management Functions of the Management Functions of the Human Resource SpecialistHuman Resource Specialist

• Procuring Human Resources–Planning for present & future needs

–Organizing by determining job specific employee demand in your market

–Leading by recruiting qualified applicants

–Controlling by selecting most qualified applicant

Management Functions of the Management Functions of the Human Resource SpecialistHuman Resource Specialist

Management Functions of the Management Functions of the Human Resource SpecialistHuman Resource Specialist

• Overseeing Human Resources– Leading by developing employee skills

–Controlling by developing reinforcement systems• Encourage desirable behaviors

• Discourage undesirable behaviors

–Organizing by evaluating employee performance

–Controlling by designing equitable compensation programs

The Human Resource The Human Resource ChallengeChallenge

The Human Resource The Human Resource ChallengeChallenge

• Eliminate unsuitable & unqualified applicants without increasing employer exposure to liability

Steps in Disciplining Errant Steps in Disciplining Errant Employee BehaviorEmployee Behavior

Steps in Disciplining Errant Steps in Disciplining Errant Employee BehaviorEmployee Behavior

• Confrontation

• Employee response

• Problem definition

• Formulation of options– Possible options (i.e. behavioral contracting)

– Employee directed steps

– Timeline for correction

–Milestones

Steps in Disciplining Errant Steps in Disciplining Errant Employee BehaviorEmployee Behavior

Steps in Disciplining Errant Steps in Disciplining Errant Employee BehaviorEmployee Behavior

• Drafting the behavioral contract–Criteria for conduct

–Review points

• Signing & implementing agreement–Written & verbal commitment

–Solidifying agreement

Steps in Disciplining Errant Steps in Disciplining Errant Employee BehaviorEmployee Behavior

Steps in Disciplining Errant Steps in Disciplining Errant Employee BehaviorEmployee Behavior

• Period of observation–Supervisor availability

–Normalizing work environment

• Completion of contract period–What to do with contract

–What about recurrences

Steps in Disciplining Errant Steps in Disciplining Errant Employee BehaviorEmployee Behavior

Steps in Disciplining Errant Steps in Disciplining Errant Employee BehaviorEmployee Behavior

• The bottom line on behavioral contracting–Why PEPs are preferred

• Methodology: Pre-Employment Pathways–History of PEPs

–The early use of decision trees

Objective Employee Objective Employee AssessmentsAssessments

Ultimate Goals of an Ultimate Goals of an OrganizationOrganization

Ultimate Goals of an Ultimate Goals of an OrganizationOrganization

• P

• CO

• G

• S

• HC

• LC

Employee AssessmentsEmployee AssessmentsEmployee AssessmentsEmployee Assessments

• Purpose of evaluations–Achieving bottom line organizational

goals

• Rater bias–The scourge of an effective evaluation

process

• Enter the quartile rating index as one possible solution

Benefits of a Benefits of a Quarterly Rating Index ProcessQuarterly Rating Index Process

Benefits of a Benefits of a Quarterly Rating Index ProcessQuarterly Rating Index Process• Rater bias differentials are minimized

• Equitability

• Fairness

• Encouragement of objectivity

• Reassessment of approach by less objective raters

• Distinguishes between performers at various levels

Employee Service Review Evaluation CriteriaEmployee Service Review Evaluation CriteriaEmployee Service Review Evaluation CriteriaEmployee Service Review Evaluation Criteria

Criteria Factors ConsideredKnowledge of work Understanding of work duties &

obligations

Understanding of role &

relationship to others

Competence Employee’s skills: accuracy,

effectiveness, neatness

Conformance to required standards of position

Efficiency Volume, amount, & speed of work

output

Doing what is expected of position

Employee Service Review Evaluation CriteriaEmployee Service Review Evaluation CriteriaEmployee Service Review Evaluation CriteriaEmployee Service Review Evaluation Criteria

Criteria Factors ConsideredJudgment Ability to plan & make logical

decisions

Offer sound opinions & decisions

Cooperation Ability to work with others/teams

Effectiveness in working with

others/teams

Ability to supervise Supervisor: demonstrated ability

others to foster stability & consistency

Non-Supervisor: supervisory

potential

Employee Service Review Evaluation CriteriaEmployee Service Review Evaluation CriteriaEmployee Service Review Evaluation CriteriaEmployee Service Review Evaluation Criteria

Criteria Factors ConsideredResponsibility Acceptance of accountability

Willingness to assume more

responsibility

Dependability Punctuality & accounting for full

day’s work

Consistently meets obligations

Example of Rating Variation Between Two Example of Rating Variation Between Two Supervisors Employing ESRSupervisors Employing ESR

Example of Rating Variation Between Two Example of Rating Variation Between Two Supervisors Employing ESRSupervisors Employing ESR

RATER ONE* RATER TWO* QUARTILEEmployee 1 8.0 Employee 1 7.5Employee 2 8.0 Employee 2 7.2 Q1Employee 3 8.0 Employee 3 7.0Employee 4 7.6 Employee 4 6.8Employee 5 7.5 Employee 5 6.4 Q2Employee 6 7.4 Employee 6 6.2Employee 7 7.2 Employee 7 6.0Employee 8 7.0 Employee 8 5.8 Q3Employee 9 6.8 Employee 9 5.4Employee 10 6.6 Employee 10 5.2Employee 11 6.4 Employee 11 4.8 Q4Employee 12 6.2 Employee 12 3.8

*Rater One & Rater Two supervise different sets of employees

Example of Salary Increase Application Example of Salary Increase Application Using QuartilesUsing Quartiles

Example of Salary Increase Application Example of Salary Increase Application Using QuartilesUsing Quartiles

QUARTILE1 6.1 - 8.0% Increase2 4.0 - 6.0% Increase3 2.0 - 3.9% Increase4 0 - 1.9% Increase

RANGE OF INCREASE

Range of Salary Increases for Employees Range of Salary Increases for Employees Under Each of Two Raters Using Quartile Under Each of Two Raters Using Quartile

Rating IndexRating Index

Range of Salary Increases for Employees Range of Salary Increases for Employees Under Each of Two Raters Using Quartile Under Each of Two Raters Using Quartile

Rating IndexRating Index

EMPLOYEE # RATER 1 RATER 2 RATER 1 RATER 21 8.0 7.5 8.0 8.02 8.0 7.2 8.0 8.03 8.0 7.0 8.0 8.04 7.6 6.8 6.0 6.05 7.5 6.4 5.0 5.06 7.4 6.2 5.0 5.07 7.2 6.0 3.5 3.58 7.0 5.8 3.0 3.09 6.8 5.4 2.0 2.010 6.6 5.2 1.5 1.511 6.4 4.8 1.5 1.512 6.2 3.8 0.0 0.0

ESR SCORE PERCENT INCREASE