HR Exercises Worksheet

8/8/2019 HR Exercises Worksheet

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Session 1

Exercise 1: Case Study : KBH Video StoresAs the Director of Human Resources for KBH Video Stores in Cairo,Amira Lofty knew that she had her work cut out for her. Companymanagement was moving forward with a goal of opening ten newstores in twelve months.

KBH already employed 480 people in 35 stores across the town inaddition to the headquarters staff of 31. Amira knew that staffingthe 10 new stores would require hiring and training about 150people. She felt that her own small office was inadequately fundedand staffed to handle this task. She sat at her desk mulling over howto present a recommendation for her own staffing needs.

One of her concerns was discussing the subject with her boss,because she had not officially been told of the expansion plans.Amira had learned about them through the office employees. Whileshe did not like being kept in the dark, she was not surprised thatshe hadn't been told Mamdouh Ahmed, the president of KBH, wasnoted for his autocratic leadership style. Amira had been warnedearly on that Mamdouh told his managers only what he wantedthem to know and that he expected everyone who worked for him tofollow orders without question.

He was not an unkind person, though, and Amira had always gottenalong with him well enough. She had never confronted Mr. Ahmedabout anything so it was with some concern that she approachedhim in his office later that day.

Mr. Ahmed, she began, I hear that we are going to be opening 10new stores next year.

That's right, Amira, said Mr. Ahmed. We've already arranged thecredit lines and picked out several of the sites.

What about staffing? asked Amira

Well, I assume you will take care of that, Amira, when we get tothat point.

What about my own staff? asked Amira. I think I will need at leastthree or four more people. And we are already crowded for space soI hope you plan to expand the human resource office.


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Not really, said Mr. Ahmed. The new demands on the humanresource staff will be temporary. It wouldn't be cost effective to hireand train additions to your staff that will only be cut the next year. Iam counting on you to plan the expansion staffing within our currentproposed budget allowances for the human resource department. Itmay require some reallocations but I'm sure you can handle that.

Discussion Questions

What should Amira do? Explain.

Can you put an effective argument together for Amira toconvince Mr. Ahmed she needs additional help?

Have you dealt with any similar situations, where youneeded help but were unable to convince the higher-upsthat it was necessary?


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Session 1

Exercise 2: Job Analysis Worksheet

Job Title:

Position Reports To(Title):

1) Job Information

a) List the most important duties and responsibilities.

b) Describe key involvement with others; superiors,subordinates, peers, vendors, customers, or other contacts.

c) What are the potential sources of satisfaction? (List up to 5)

d) What are the potential sources of dissatisfaction? (List up to 5)


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2) Putting Job Information to Use (Defining Can Do, Will Do, andFit)

a) Can they do the job? What specific experiences, skills,equipment knowledge, abilities, prior training or education,physical requirements, etc., are required or desired forsuccessful job performance?

b) What specific behaviors are required or desired in order to besure that individuals will apply themselves and behave inways that are associated with success on the job?

c) Will the person fit into the specific environmentalcircumstances of the job? Include information about the typeof industry or business, atmosphere of your organization,circumstances of work at department or area level and thecircumstances of the specific job.

d) Knockout items: What specific situational factors such as longhours, overtime, shift work, weekend work, travel, relocation,


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physical demands, are required on this job? Whatcircumstances would eliminate the person from consideration?


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Session 1

Exercise 3: Skills Inventory Form

IDENTIFICATIONName:

Job Title:

EXPERIENCE

Years with Company: Years on Current Job: Years on Similar Jobs in Other Companies:

EDUCATION

High School Yes NoVocational SchoolYes No Type of Course:University Yes No Type of Course:

Job Training Yes No Type of Course:

SKILLS

Skills Used on Present Job1.__________________ 6.__________________ 2.__________________ 7.__________________ 3.__________________ 8.__________________ 4.__________________ 9.__________________ 5.__________________ 10. __________________

Skills Possessed but not used on Present Job1.__________________ 6. __________________ 2.__________________ 7. __________________

3.__________________ 8. __________________ 4.__________________ 9. __________________ 5.__________________ 10. __________________

Machines & Equipment Abilities and Level of Proficiency1.__________________ 2.__________________ 3.__________________ 4.__________________ 5.__________________

READINESS FOR PROMOTION


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To What Job(s):

Current Deficiencies:

Actions Needed to Correct Deficiencies:1.2.


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Session 1

Exercise 4: My Job Description

Position Title:

Reporting to:

Scope of position (JobPurpose):

Key Contacts

Decision-Making Authority

Problem Solving Responsibilities

Education & Training Requirements


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Experience Requirements

Other Key Skill Areas

Performance Measurement

Supervisory Responsibility

Direct:

_______________________________________________________

Indirect: _______________________________________________________

Session 2


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Exercise 1: Developing a Resume ScreeningGuide

Consider a position you are about to fill or have filled, for which youhave applications. Your task is to develop a resume screening guidebased on what you need or based on what you were looking for.

Session 2


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Exercise 1: The Real Cost of EmployeeTurnoverFill in the worksheet below to determine the actual cost of replacingan employee. Each item that is applicable is a three-step process.Figure out who does it, how much time it takes, and what thatpersons time is worth per hour. (And dont assume secretaries andreceptionists work for free!)

Task Cost

Lost productivity while the job is vacant.

Recruiting costs. Dont forget somebodys time to place anadvertisement (check what the organization is looking for, prepareinformation, verify copy, send to newspaper, or prepare a posting)

and handle phone calls, inquiries, and resumes.Screening costs. This includes reviewing resumes (based on aresume short-listing guide that has been prepared by someone, wehope). Also included is the cost of responding to directed inquiries,requests for information, etc. Dont forget any letters of regret yousend out, including paper, postage, and time to type and sign.

Interviewing costs. This includes time spent contacting candidates,arranging interviews, preparing for the interviews, and conductingthem. Dont forget any letters of regret you send out, including

paper, postage, and time to type and sign. Testing costs. If you do testing, there is a cost associated withmonitoring and rating the tests. Do you use group testing? Dividetotal cost by number of candidates who will be interviewed.

Evaluating costs. This includes time spent evaluating, checkingreferences, and making the selection.

The cost of making the job offer. Figure in time spent negotiatingwith the candidate, arranging start date, and other arrangements

that must be made before the candidate arrives. (Business cards?Supplies? Locker and keys?)

Training costs. Think about the money associated with taking thetime to meet the candidate, introduce him/her to others, providean orientation, and provide WHMIS or other training.

The cost of reduced efficiency as the new employee learns the job,including time spent by someone answering questions andshowing him/her the ropes.

Other employee turnover costs associated with your organization.


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Total cost of replacing one employee

Exercise 2:

ResKnockout Factors

Ye

R

Bilingual (Spanish -English)

R

Area

Application

Education


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Exercise 3 : Interviews

Activity

Take turns interviewing one another, each for about 5 minutes. Yourgoal is to gather as much information about each other as possible.

Then introduce your partner to the group and share the informationyou were able to gather.

Think of the different interviews you have sat through, on

either side of the table. What were the things that wentwrong?

Have you ever left a job interview thinking you didnt wantto work for a particular company?


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20) T F At the end of the week I felt like a member of the team.

Session 3

Exercise 2: Planning the OrientationProgram

1. How will you plan to make the new employee feelwelcome?

2. How can you make certain the employee has cleardirection about job expectations?

3. How can you lay the foundation for any training the newemployee might need?


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4. What follow-up, if any, should you do after the employeehas gone through the orientation program?

5. What is the manager's role in the orientation process?

Session 3


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Session 3

Exercise 5: Case Study: Who Will be theBest?

Who Will be the Best at Performance Reviews?

Ayman and Samir are new supervisors attending their first trainingworkshop. They have not covered material on performance reviewsyet but are discussing their personal philosophies about them overlunch. Ayman doesnt believe a fair performance review can bemade of an employees work unless assignments have beendiscussed and expectations agreed upon in advance. He thinks workshould be assigned in measurable terms so both he and theemployee can track performance as the work progresses.

Samir thinks this approach is dangerous. He feels employees shouldbe given only a general idea of what is to be accomplished. Hethinks employees who participate in establishing performanceobjectives will set them too low. He prefers to leave performanceexpectations vague to see what the employees accomplish on theirown. If their standards dont measure up, he will let them know thenand there.

Who do you think will be the best at performance reviews?Why?


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Session 4

Exercise 1: The Case of Safi Mohsen

Case Study

Safi Mohsen has been doing routine clerical work in the accountingdepartment of the City of Ismailia for eight months. Her tardinessrecord is very poor. She has been late for work on the average of sixto eight times a month. Omnia Sherif, her supervisor, has talked toher repeatedly. Safi always responds by saying she is very sorry andwill try to do better. For several days she is on time, and then againshe arrives late. She has a variety of unusual excuses thatdemonstrate a very creative mind. Her work is unusually good andwould warrant a sizeable merit increase except for her tardiness.

The last time Omnia talked to Safi , she warned her that somethingmore drastic would happen if she didn't get to work on timeconsistently. Now, just a week later, Safi walks in, obviouslydistressed, about 15 minutes late.

Discussion Questions

What disciplinary action should Omnia take?

How should Omnia approach Safi after she puts her coataway?


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How could this problem have been prevented?

Session 4


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Exercise 2: Case Study: Its Not You, Its Me

What can you do when you can't promote an ambitious and

able employee?

She is ambitious and somewhat impatient to get ahead. She is alsovery able. You want to keep her, since she is a valuable asset to youand to the organization. Yet you don't have any way to promote heror even reward her. You fear, with some justification, that if youdon't move her ahead she will go elsewhere.

Discussion Question

What can you do?

Session 4


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Exercise 3: A Discipline Checklist for aSupervisor

Proof rule was posted prior to incident

Proof employee was aware of rule prior to incident.Proof rule was consistently enforced.Proof rule(s) given to union, if applicableItem(s) involved retained for evidence (if applicable)Signed and dated witness statements retained for file (if applicable)Documents, policies and reports retained for file (if applicable)Police and medical reports retained for file (if applicable)Legal statutes reviewed and complied with (if applicable)Proof alternatives were offered to employee (if applicable)

Proof employees explanation or request was given reasonableconsideration and recorded (if applicable)Proof of time, date and location of incident are accuratelyrecordedProof of plant/work average re: attendance or lates (if applicable)Proof all events, observations and actual statements areaccurately recordedProof employee given instruction or training (if applicable)Proof employee and/or union received all relevant

correspondenceProof proper investigation was finalized satisfying the 5 WsPrincipleProof all personnel file requirements have been metProof of previous discipline record and previous discussionswith employee have been finalized and recorded (if applicable)Proof collective agreement clauses relating to unionrepresentation and timelines have been met.Proof second management opinion obtained (if applicable)

Proof all evidence double-checked for accuracyProof decision finalized as quickly as possible


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Session 4

Exercise 4: Case Study: How to Fire anEmployee?

You have to fire an employee. It can't be painless, but youcan and do want to keep it honest. What can you do?


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Session 4

Exercise2: Exit Questionnaire

DATE: Department:

Name: Job:

Do you feel you made satisfactory progress with this company?

Was your compensation satisfactory? Why or why not?

When you first started with this company, did you receive adequateorientation to the organization?

Are you leaving to accept another job? _________

What will be your responsibilities?

Why have you chosen to accept this position?

How would you rate your supervisors skills in the following areas?

Leadership

Communication


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If you had the opportunity to come back to work here, whatimprovements would you suggest?

Comments:

Eligible for rehire? Yes No

Exit Interviewer:

Session4

Exercise 3: A personal Action Plan


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1) My current human resource skills are effective in the following areas:

2) I need to improve my human resource skills in the following areas:

3) My human resource skills improvement goals are as follows: (Be suregoals are specific, attainable, and measurable.)


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4) These are my action steps and timetable to accomplish my goals:

Action Steps To beTaken

Target Date ForCompletion

Time Required

5) These people and resources can help me accomplish my goals: