Department of Business Management Human Resource Management

Department of Business Management

Human Resource Management

Ing. Miloš Krejčí[email protected]

2.

Human Resource Management

1. Introduction to Human Resource Management2. Strategic Human Resource Management3. Personnel Planning and Recruiting - Job Analysis,

Descriptions and Specifications4. Employee / Employer Selection and Interviewing

Process5. Training and Developing Employees6. Performance Management and Appraisal 7. Coaching, Careers and Talent Management8. Compensation planning9. Financial Incentives and Employee Benefits10.Ethics, Culture, Organizational Change and Fair

Treatment in HR Management11.Equal Opportunity and Diversity, Labor Relations,

Employee Safety and Health12.Managing Human Resources in Global and SME

companiesHuman Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]

3.

Job Analysis, Description and Specification

• determining in detail what the job entails

• what kind of people the firm should hire for the job

Human Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]

4.

The Basic Terms

Job AnalysisThe procedure for determining the duties, skills and competencies requirements of a job and the kind of person who should be hired for it.

Job DescriptionA list of a job’s duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities—one product of a job analysis.

Job SpecificationA list of a job’s “human requirements,” that is, the requisite education, knowledge, skills, previos experiences and personal competencies —another product of a job analysis.


5.

Job Analysis - Types of Information


Work activities

Human behaviors

Human requirements

Job context

Machines, tools,

equipment, and work aids

Performance standards

Information Collected Via Job Analysis

6.

Job Analysis - Uses of Information


Recruitmentand selection

CompensationLegal

compliance

Discovering unassigned

duties

Performance appraisal

Training

Job Analysis - Uses of

Information

7.

Job Analysis – Collecting Information

How to collect information on a job’s duties:

• Interviews,

• questionnaires,

• observations,

• employee diaries/logs


8.

Job Description


Jobidentification

Jobsummary

Responsibilities and duties

Authority of the incumbent

Standards of performance

Working conditions

Jobspecifications

Sections of a Typical Job Description

9.

Job Description

Job IdentificationJob title

Department

Preparation date

Preparer

Job SummaryGeneral nature of the job

Major functions/activities

Relationships Reports to:

Supervises:

Works with:

Outside the company:


Responsibilities and DutiesMajor responsibilities and duties (essential functions)

Decision-making authority

Direct supervision

Budgetary limitations

Standards of Performance and Working Conditions

What it takes to do the job successfully

10.

Job Specification

• “What competencies and experience are required to do this job effectively?” • what kind of person to recruit and for what qualities you should test that person• a section of the job description, or a separate document• Job specification for experienced employee focus on traits like length of previous service, quality of relevant training, previous job performance and personal competences.

• Job specification for unexperienced employee focus on most relevant training and experiences, and personal competencies.


11.

Job Specification


Job specifications

for trained versus

untrained personnel

Job specifications

based on statistical analysis

“What human traits and experience are required to do this

job well?”

Job specifications

based on judgment

12.

The Recruitment Process

1. Decide what positions to fill through personnel planning and forecasting.

2. Build a candidate pool by recruiting internal or external candidates.

3. Have candidates CVs, application forms and undergo initial screening interviews.

4. Use selection tools to identify viable candidates.

5. Decide who to make an offer to

6. Manage overall process for both sides


13.

The Recruitment Process


14.

Recruitment planning - strategic plans


15.

Planning and Forecasting

Employment or Personnel Planning

The process of deciding what positions the firm will have to fill, and how to fill them.

Succession Planning

The process of deciding how to fill the company’s most important executive jobs.

What to Forecast?

Overall personnel needs

The supply of inside candidates – promotion from within = internal recruiting

The supply of outside candidates = recruiting


16.

Internal Candidates

• Individual development – skills, experiences, competencies

• Individual career management – based on company and individual employee needs


Posting open job positions

Assesment / Development

centers

Hiring/Promoting-from-Within Tasks

Succession / career

planning

17.

Internal Candidates


Advantages Disadvantages

• Evidence of candidates’ strengths and weaknesses

• More accurate view of candidate’s skills

• Candidates have a stronger commitment to the company

• Increases employee morale

• Less initial training and orientation required

• Failed applicants become discontented

• Time wasted interviewing inside candidates who will not be considered

• Inbreeding strengthens tendency to maintain the status quo

Depending on Overall Organization Quality (people and processes)

18.

The Matter of Privacy and Confidentiality

Ensuring the Security of HR Information

Legal Considerations

Company culture


19.

Forecasting Outside Candidate Supply

Factors In Supply of Outside Candidates

General economic conditions

Expected unemployment rate

Specific jobs/positions market situation


20.

Effective Recruiting


Effectiveness of chosen

recruiting methods

Effects of nonrecruitment

issues and policies

Recruiting Challenges

Legal requirements

associated with employment

laws

21.

Effective Recruiting

External Factors Affecting Recruiting

Supply of candidates

Outsourcing of jobs

Fewer “qualified” candidates

Other Factors Affecting Recruiting Success

Consistency of recruitment with strategic goals

Types of jobs recruited and recruiting methods

Nonrecruitment HR issues and policies

Successful prescreening of applicants

Public image of the firm

Employment lawsHuman Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]

22.

Effective Recruiting Process Ratios


16% ● ● ● ● ● ●

75% ● ● ● ●

67% ● ● ●

50% ● ●

●

1

2

3

4

5

Advertising

Recruiting via the Internet

Employment Agencies

Temp Agencies and Alternative Staffing

Offshoring/Outsourcing

6

7

8

9

Database Recruiting

Executive Search

College Recruiting

Referrals and Walk-ins

Locating Outside Candidates

External Sources of Candidates


23.

24.

Recruiting via the Internet

Advantages

Cost-effective way to publicize job openings

More applicants attracted over a longer period

Immediate applicant responses

Online prescreening of applicants

Links to other job search sites

Automation of applicant tracking and evaluation

Disadvantages

Exclusion of older and minority workers

Unqualified applicants overload the system

Personal information privacy concerns of applicantsHuman Resource Management [NA_HRM] Ing. Miloš Krejčí [email protected]

25.

Advertising for Outside Candidates

The Media Choice

Selection of the best medium depends on the positions for which the firm is recruiting.

Newspapers: local and specific labor markets

Trade and professional journals: specialized employees

Internet job sites: global labor markets

Constructing (Writing) Effective Ads

Create attention, interest, desire, and action (AIDA).

Create a positive impression (image) of the firm


26.

Agencies


Public agencies

Private agencies

Types of Employment

Agencies

Nonprofit agencies

27.

Why Use a Private Employment Agency?

No HR department: firm lacks recruiting and screening capabilities to attract a pool of qualified applicants.

To fill a particular opening quickly.

To attract more minority or specific applicants.

To reach currently employed individuals who are more comfortable dealing with agencies than competing companies.

To reduce internal time devoted to recruiting

When it makes the business sense


28.

Avoiding Misunderstandings with Agencies

Give agency an accurate and complete job description.

Make sure tests, application blanks, and interviews are part of the agency’s selection process.

Review candidates accepted or rejected by your firm or the agency for effectiveness and fairness of agency’s screening process.

Screen agency for effectiveness in filling positions.

Supplement the agency’s reference checking by checking the final candidate’s references yourself

Be open and cooperative


29.

Specialized Staffing and Recruiting

Alternative Staffing

In-house contingent (casual, seasonal, or temporary) workers employed by the company, but on an explicit short-term basis.

Contract technical employees supplied for long-term projects under contract from outside technical services firms.

On-Demand Recruiting Services (ODRS)

Provide short-term specialized recruiting to support specific projects without the expense of retaining traditional search firms


30.

Temp Agencies and Alternative Staffing

Benefits of Temps

Increased productivity—paid only when working

Allows “trial run” for prospective employees

No recruitment, screening, and payroll administration costs

Costs of Temps

Increased labor costs due to fees paid to temp agencies

Temp employees’ lack of commitment to the firm


31.

Concerns of Temp Employees

Dehumanizing, impersonal, and discouraging treatment by employers.Insecurity about employment and pessimism about the future.Worry about the lack of insurance and pension benefits.Being misled about job assignments and whether temporary assignments are likely to become full-time positions.Being “underemployed” while trying to return to the full-time labor market.Anger toward the corporate world and its values; expressed as alienation and disenchantment.


32.

Offshoring and Outsourcing Jobs

Rather than bringing people in to do the firm’s jobs, outsourcing and offshoring send the jobs out.

Outsourcing - having outside vendors supply services (such as benefits management, market research, or manufacturing) that the firm’s own employees previously did in-house.

Offshoring is a narrower term. It means having outside vendors abroad supply services that the firm’s own employees previously did in-house.


33.

Offshoring and Outsourcing Jobs


Political and military

instability

Cultural misunderstandi

ngs

Customers’ securing and

privacy concerns

Foreign contracts,

liability, and legal concerns

Special training of

foreign employees

Costs of foreign workers

Distance and time zone

Outsourcing/ Offshoring

Issues

34.

Executive Recruitment / Search

Executive Recruiters (Headhunters)

Contingent-based recruiters

Retained executive searchers

Internet technology and specialization trends

Guidelines for Choosing a Recruiter

1. Make sure the firm is capable of conducting a thorough search.

2. Meet individual who will handle your assignment.

3. Ask how much the search firm charges.

4. Make sure the recruiter and you agree on what sort of person you need for the position.

5. Never rely solely on the recruiter to do reference checking


35.

College Recruiting

On-campus recruiting goals

To determine if the candidate is worthy of further consideration

To attract good candidates

On-site visits

Invitation letters

Assigned hosts

Information packages

Planned interviews

Timely employment offer

Follow-up

Internships


36.

Referrals, Walk-ins and Social Media

Employee Referrals

Referring employees become stakeholders.

Referral is a cost-effective recruitment program.

Referral can speed up diversifying the workforce.

Relying on referrals may be discriminatory.

Walk-ins

Seek employment through a personal direct approach to the employer.

Social Media

„word of mouth“ – Facebook, LinkedIn


37.

Recruiting A More Diverse Workforce


Single parents

Older workers

Welfare-to-work

Minorities and women

The disabled

38.

Next Session Preparation


Interview preparation - Candidate

IS: NA_HRM_04 (next lecture presentation)

slides 24 - 26

39.

Key Terms


job analysis

job description

job specifications

organization chart

process chart

diary/log

outsourcing, offshoring

employment (or personnel) planning

trend analysis

Personnel / position replacement

employee recruiting

recruiting yield pyramid

job posting

succession planning

applicant tracking systems

alternative staffing

executive search

on-demand recruiting services

college recruiting

40.

LEARNING OUTCOMES

1. Discuss the nature of job analysis, including what it is and how it’s used.

2. Describe a job description

3. Describe a job specification

4. List the steps in the recruitment and selection process.

5. Explain the main techniques used in employment planning and forecasting

6. Explain and give examples for the need for effective recruiting

7. Name and describe the main internal sources of candidates.

8. List and discuss the main outside sources of candidates.


Documents

Department of Business Management Human Resource Management