Staffing :Staffing Course Instructor: Kanwal Gurleen Lecturer, LSB


The Human Resources Management Process :The Human Resources Management Process


The Legal Environment :The Legal Environment Equal Opportunity Employment (1972) Civil Rights Act of 1964 amended Executive Orders Prohibits employment discrimination on the basis of sex, religion, race or color, or national origin. Applies to private and public organizations that employ 15 or more persons. Protected classes of minorities: Hispanics, Asians, African-Americans, Native Americans, and Alaskan natives. Disabled individuals and persons over 40


Preemployment Inquires :Preemployment Inquires To avoid asking discriminatory questions: All questions asked applicants must be job-related. Any general question you ask should be asked of all candidates. Bona Fide Occupational Qualification A characteristic that an individual must posses that is directly related to performing the essential functions of the job or is a business necessity. Casting only females for the leading actress’s part in a play.


Human Resources Planning :Human Resources Planning Strategic Human Resources Planning The process of staffing the organization with the number of people and skills needed to meet its objectives. Job Analysis The process of determining what a job entails and the qualifications need to fill the position. Job description: identifies the tasks and responsibilities of a position Job specification: identifies the qualifications of the individual needed to staff the position


Attracting Employees: Recruiting Sources :Attracting Employees: Recruiting Sources


The Selection Process :The Selection Process 1. Application form. 2. Screening interviews. 3. Testing. 4. Background and reference checks. 5. Interviewing. 6. Hiring.


Types of Interviews and Questions :Types of Interviews and Questions


Interview Preparation Steps :Interview Preparation Steps 1. Review the job description and specifications. 2. Plan your realistic job interview. 3. Plan the type of interview. 4. Develop questions for all candidates. 5. Develop a form. 6. Develop questions for each candidate.


Interviewing Steps :Interviewing Steps 1. Open the interview. 2. Give your realistic job preview. 3. Ask your question. 4. Introduce top candidates to coworkers. 5. Close the interview.


Selecting the Candidate :Selecting the Candidate Problems to Avoid Rushing “Like me” syndrome Halo and horn effect Premature selection


Developing Employees :Developing Employees Orientation The process of introducing employees to the organization and their jobs. Orientation Programs:


Developing Employees :Developing Employees Training The process of acquiring the skills necessary to do the job. Development Ongoing education to improve skills for present and future jobs.


Developing Employees :Developing Employees Off-the-Job Training Vestibule training develops skills in a simulated setting. On-the-Job Training Training done at the work site with the resources the employee uses to perform the job.


Job Instructional Training Steps :Job Instructional Training Steps Model 8–3 1. Preparation of the trainee. 2. Presentation of the task. 3. Performance of the task by the trainee. 4. Follow-up.


The Performance Appraisal Process :The Performance Appraisal Process Exhibit 8–8


Performance Appraisal Measurement Methods :Performance Appraisal Measurement Methods


The Evaluative Performance Appraisal :The Evaluative Performance Appraisal 1. Make an appointment. 2. Have employee perform a self-assessment. 3. Assess performance. 4. Identify strengths and areas for improvement. 5. Predict employee reactions and plan how to handle them. Preparation for the PA Steps


The Evaluative Performance Appraisal (cont’d) :The Evaluative Performance Appraisal (cont’d) 1. Open the interview. 2. Go over the PA form. 3. Agree on strengths and areas for improvement. 4. Close the interview. Conducting the PA Steps


The Evaluative Performance Appraisal (cont’d) :The Evaluative Performance Appraisal (cont’d) 1. Make an appointment. 2. Have the employee develop objectives and plans for improving performance. 3. Develop objectives and plans for improving employee performance. Preparation for the PA Steps


The Developmental Performance Appraisal :The Developmental Performance Appraisal 1. Open the interview. 2. Agree on objectives. 3. Develop plans for meeting the objectives. 4. Make a follow-up appointment. 5. Close the interview. Conducting the PA Steps


Retaining Employees :Retaining Employees Compensation The total cost of pay and benefits to employees Pay systems Wages: paid on an hourly basis. Salary: based on time period regardless of hours. Incentives: paid for performance as piece rates for production, commissions on sales, merit raises, bonuses for exceeding goals, and profit sharing.


Retaining Employees :Retaining Employees Compensation Pay determination Externally market valuing the job on a pay level decision. Job evaluation is used internally to establish the relative worth of each job to other jobs in the organization. Benefits Legally required benefits (e.g., Social security) Optional benefits (e.g., life insurance)


Labor Relations :Labor Relations Labor Relations The interactions between management and unionized employees. Collective Bargaining The negotiation process resulting in a contract that covers compensation, hours, and working conditions and other issues both sides agree to. National Labor Relations Act (Wagner Act) Oversees the labor relations process through the National Labor Relations Board.


The Union-Organizing Process :The Union-Organizing Process Exhibit 8–10


Performance Appraisal :Performance Appraisal HRM professionals concentrate on two things: The accurate assessment of performance. Training managers to effectively use the performance appraisal interview. An opportunity to assess the performance of the employee, give feedback, and to perform Job Analysis.


Assessing Performance Accurately :Assessing Performance Accurately 360-degree feedback: uses multiple raters to appraise employee performance. “Self rating.” Halo error: error that occurs when an employee receives the same rating on all dimensions. No action steps emerge. Homogeneity: rating error that occurs when a rater gives all employees a similar rating.


Behaviorally Anchored Rating Scale :Behaviorally Anchored Rating Scale


Human Resource Management Goals :Human Resource Management Goals