HRM04Attracting(E)

LectureFourAttractingHumanResources:JobDesign,EmployeeRecruitmentandSelectionIssues:1.WhatarethethreewaysinwhicheffectiveHRplanningcanenhanceafirm’scompetitiveadvantage?2.Whatishumanresourceplanning?3.WhyshallallmanagerspayattentiontoHRM?4.WhatisJobanalysis?5.WhydoweneedJobdescription?6.Whatcriteriadeweconsiderwhenwerecruitexpatriates?7.Howtoconductjobinterviews?HRMPracticesPre-SelectionPracticesHRplanningJobanalysisSelectionPracticesRecruitmentSelectionPost-SelectionPracticesTraining/developmentPerformanceappraisalCompensationProductivityimprovementprogramsPracticesAffectedbyExternalFactorsWorkplacejusticeUnionsSafetyandhealthInternationalEmployee-CenteredOutcomesCompetenceMotivationWork-relatedattitudesOrganization-CenteredOutcomesOutputRetentionLegalcomplianceCompanyimageCompetitiveAdvantageCostleadershipProductdifferentiationI.ThreewaysinwhicheffectiveHRPlanningcanenhanceafirm’scompetitiveadvantage1.LinksHRMpracticestoorganizationalgoals2.ServesasabuildingblockforfutureHRMpractices3.Avoidstheconsequencesassociatedwiththefailuretoplanforhumanresources(e.g.,respondingreactively,ratherthanproactively)II.WhatisHRPlanning?HRplanningisaprocessthat---enablesorganizationstoanticipatetheirfutureHRMneeds---identifiespracticesthatwillhelpthemmeetthoseneeds.1.WhydosomecompaniesavoidHRplanning?SomecompaniesseeHRplanningastoodifficultandfrustrating.Otherssimplydon’tseetheneedforit.2.WhatisStrategicPlanningStrategicplanningreferstoaprocessinwhichacompanyspecifiesitsoverallpurposesandobjectives,andindicateshowthesearetobeachieved.Thestrategicplanningprocesstypicallyconsistsofthefollowingactivities:1.Determinetheorganizationalmission.2.Scantheorganizationalenvironment.3.Setstrategicgoals.4.Formulateastrategicplan,partofwhichaddresseshumanresourceneeds.3.DemandForecasting:DefinitionDemandforecastingisaprocessusedinHRplanningthatentailspredictingthenumberandtypesofpeopletheorganizationwillneedatsomefuturepointintime.DemandForecasting:ApproachesStatisticalapproachesUsingastatisticalapproach,anorganizationpredictsneededworkforcesizeonthebasisofcertainbusinessfactors.Mostcommonlyusedmethodsareasfollows:trendanalysis:pastbusinesstrendsratioanalysis:btwbusinessfactor&employeesneededregressionanalysis:determinethenumberofemployeesneededforthefuture.DemandForecasting:ApproachesJudgmentalApproachesTheyinvolvetheuseofhumanjudgment,ratherthanamanipulationofnumbers.Themostcommonlyusedjudgmentaltechniquesare:groupbrainstormingsalesforceestimates4.SupplyForecasting:DefinitionSupplyforecastingisaprocessusedtoestimatewhichorganizationalpositionswillbefilledatsomefuturepointintime.5.OutcomesoftheHRPlanningProcessWhentheHRplanningprocessiscompleted,afirmmustestablishandimplementHRMpracticestohelpitmeetitsHRneeds.WewillfocusonspecificHRMpracticesdesignedtohelporganizationsdealwithanticipatedoversuppliesandundersuppliesofpersonnel.6.DealingwithanOversupplyofPersonnelWhenanorganization’sstrategicplancallsforrestructuring,theHRMresponseisusuallyoneofdownsizing.Downsizingoftenmeanslayoffs.Becauseofthenegativeoutcomesthatareoftenassociatedwithlayoffs,employersareencouragedtoseekalternatives,suchashiringfreezes,earlyretirements,restrictedovertime,jobsharing,payreductionsandthelike.7.DealingwithanUndersupplyofPersonnelInfaceofapossibleundersupplyofpersonnelatsomefuturepointintime,theorganizationhasthefollowingoptionstoresolvetheproblem.hiringadditionalworkersimprovingtheproductivityimprovingretentionratesusingovertime,additionalshifts,jobreassignmentsortemporaryworkers.8.WhatarethelikelyconsequenceswhenHRplanningisomitted?Anorganizationmaybeunabletocorrectlyanticipateanincreaseinitsfuturedemandforpersonnel.Atbest,suchacompanywouldbeforcedtorecruitpersonnelatthelastminuteandmaythusfailtofindthebestcandidate.Atworst,thecompanymaybecomeseriouslyunderstaffed.Thisunderstaffingcouldcauseexistingemployeestoexperienceagreatdealofstressastheyattempttomeettheadditionaldemandwithoutadequateresourcesandassistance.Andiftheneededworkisnotgettingdone,thefirmmayultimatelyexperienceanincreaseinbackorderswhichcauseadecreaseincustomergoodwill,anincreaseincompetition,andalossofmarketshare.III.JobAnalysis:ThemostBasicHumanResourceManagementToolTaskResponsibilitiesDuties|JobDescriptionJobAnalysisJobSpecifications|KnowledgeSkillsAbilitiesHRPlanningRecruitmentSelectionTraining&DevelopmentPerformanceAppraisalCompensation&BenefitsSafety&healthEmployee&LaborRelationsHRResearchEqualEmploymentJobAnalysisandOtherHRActivitiesJobAnalysisJobDescriptionsJobSpecificationsUnionRelationsHRPlanningHealth,SafetyandSecurityPerformanceAppraisalRecruitingSelectionTrainingandDevelopmentCompensationTypicalJobAnalysisProcessAIdentifyJobsandReviewExistingDocumentationBExplainProcesstoManagersandEmployeesCConductJobAnalysisUsingInterview,Questionnaires,orObservationsDPrepareJobDescriptionsandSpecificationsEMaintainandupdateJobDescriptionsandSpecificationsNatureofJobAnalysis---Workactivitiesandbehaviors---Interactionswithothers---Performancestandards---Machinesandequipmentused