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Staffing & Developing a diverse
workforce
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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
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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
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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
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Staffing process
Organizationalstrategy &Planning
Plan humanresource
needs
Recruit jobapplicants
Select jobapplicants
Developemployees
Maintain a diverse workforce
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Human resource planning
The process of ensuring that the organization
has the right kinds of people in the right
places at the right time
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Human resource planning
Conduct jobanalysis
Estimate humanresourcedemand
Documentcurrent humanresource supply
Estimate
future externalhuman
resourcesupply
Estimate
futureinternalhuman
resourcesupply
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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
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Human resource planning
Conduct jobanalysis
Estimate humanresourcedemand
Documentcurrent humanresource supply
Estimate futureexternal humanresource supply
Estimate futureinternal humanresource supply
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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
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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
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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
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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
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Guerrilla marketing
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Suitable employees????
Prediction of selection methods???
SUITABILITY--
Skills
Abilities
Values
Interpersonal skills
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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
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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
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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
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Personality
The relatively stable patterns of behaviors and
consistent states that explains a persons
behavioral tendencies
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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
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Training needs analysis
Performance gap analysis
Organizational analysis
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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
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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
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Supporting the training process
Is the trainee ready to learn?
Is the training practice well designed?
Is the trainees transfer of learning supported?