Staffing & Developing a Diverse Workforce

7/27/2019 Staffing & Developing a Diverse Workforce

1/27

Staffing & Developing a diverse

workforce


2/27

Contingent workforce

Contingent work -Any work arrangement in

which the individual does not have an explicit

or implicit contract for long term employment

or one in which the minimum hours of work

can vary in a nonsystematic way


3/27

Workforce diversity

Differences in the demographic, cultural and personalcharacteristics of employees

At Lockheed Martin, were at our best when we bring

talented people with diverse capabilities and experiencestogether to take on our customers toughest challenges.Embracing diversity sparks creativity, generates newideas, and raises smart, insightful questions. Thats wheninnovation really takes flight.

Marillyn Hewson, Chief Executive Officer andPresident


4/27

Respect each employees uniqueness

Surface level diversity

Observable demographic or physiological

differences in people

Deep level diversity

Differences in psychological characteristics of

employees: personalities, beliefs, attitudes, values


5/27

Staffing process

Organizationalstrategy &Planning

Plan humanresource

needs

Recruit jobapplicants

Select jobapplicants

Developemployees

Maintain a diverse workforce


6/27

Human resource planning

The process of ensuring that the organization

has the right kinds of people in the right

places at the right time


7/27


Conduct jobanalysis

Estimate humanresourcedemand

Documentcurrent humanresource supply

Estimate

future externalhuman

resourcesupply

Estimate

futureinternalhuman

resourcesupply


8/27

Job analysis

The systematic investigation and documentation

of duties performed,

tools and equipment involved,

conditions surrounding work and competencies

required by job incumbents

to perform the work

Results in job description, includes job specification


9/27


10/27


Conduct jobanalysis

Estimate humanresourcedemand

Documentcurrent humanresource supply

Estimate futureexternal humanresource supply

Estimate futureinternal humanresource supply


11/27

Staffing process

Recruiting job

applicants

Internal vs External recruitment

Choosing recruitment channels Recruitment and diversity

Selecting job

applicants

Reliability and validity of selectionmethods

Application forms, resumes, reference

checks Work sample tests

Employment interviews

Ability and diversity

Selection and diversity

Orienting and

developing

employees

Employee orientation

Training needs analysis

Training methods

Supporting the training process


12/27

Recruitment

A set of activities that improves the number

and quality of people who apply for

employment and the probability that qualified

and compatible applicants will accept

employment offers


13/27

Internal Vs External recruitment

Internal recruitment- reliable source, less

expensive, less time, familiar with

organization, reward successful people

External- not enough qualified, Google faces,

brings new perspectives


14/27

Choosing recruitment channels

Internal- Job postings- intranet- careerplanning- referrals from immediate supervisor

External- Advertisements, campus visits,

government and private employmentagencies, executive search firms

Online recruitment- internet- Google

Guerrilla recruitment- driven by organizationsmotives; fight for profits/ market share nottalent


15/27

Guerrilla marketing


16/27


17/27

Suitable employees????

Prediction of selection methods???

SUITABILITY--

Skills

Abilities

Values

Interpersonal skills


18/27

RELIABILITY & VALIDITY OF SELECTION

METHODS

Reliability- how consistently a selection

method measures a persons characteristics

Validity- how well a selection method predicts

an applicants suitability as an employee


19/27

Selection

method

Popularity Validity Comments

Application

forms,

resumes,references

checks

High Moderate Good as information provided, should verify

information provided

Work sample

tests

Moderate Moderately

high

Demonstrates candidates behavior &

performance; expensive; not easy to apply to

some jobs

Unstructured

employment

interview

Very high Low to

moderate

Validity increases with number of interviewers

& type of questions asked

Patterned

behaviour

descriptioninterview

Moderate Moderately

high

Less popular

Ability tests Moderate Moderate Knowledge based tests are close to sample

tests, job aptitude are linked to job-related

behaviour

Personalitytests

Moderatelylow

Low tomoderate

Increasingly popular


20/27

Patterned behaviour description

interview-

A structured interview method that asks

applicants to recall specific incidents in the

past and describe how they handled the

situations


21/27


22/27

Personality

The relatively stable patterns of behaviors and

consistent states that explains a persons

behavioral tendencies


23/27

ORIENTING AND DEVELOPING

EMPLOYEES

Employee orientation- the organizations

systematic process of helping new employees

to make sense of and adapt to the new

context

Realistic job preview during selection


24/27

Training needs analysis

Performance gap analysis

Organizational analysis


25/27

Training methodsTraining method Description Learning outcome

Lectures,readings,

discussion

Receiving factualinformation from presenter/

other trainees

Transfers explicit knowledge;changes attitudes

Audio visual

materials

Watching/ listening to

information of observing

behaviour

Audio transfers explicit

knowledge & video transmits

both explicit & tacit knowledgethrough role modeling

Computer based

training

Learning through interaction

with website, CDROM

Develops knowledge & some

cognitive skill

Coaching/

mentoring

Providing one-one feedback

and job related informationto improve the trainees self

awareness & knowledge

about job-related skills

Develops skills, knowledge and

self- confidence throughfeedback , focused information

and support


26/27

Training methodsTraining

method

Description Learning outcome

Job rotation Giving trainees a series of job

related assignments for fixed

periods in different parts

Develops skills through

practice on the job

Simulations

and role playing

Practicing job related behaviors in a

environment that replicates thework environment

Develops skills through

practice away from theusual work environment

Action learning Investigating in teams and applying

solutions to real and complex

organizational problems or

opportunities with immediate

relevance to the company

Develops cognitive skills ,

knowledge &

interpersonal skills


27/27

Supporting the training process

Is the trainee ready to learn?

Is the training practice well designed?

Is the trainees transfer of learning supported?

Documents

Staffing & Developing a Diverse Workforce