WELCOME TO WEEK FOUR AND A RECAP OF WEEK THREE

Class:

Welcome to Week Four of SHRM. Last week we looked at Recruitment, Staffing,

and Selection. We examined the critical role of recruitment, staffing, and selection in
human resources, how major employment laws regulate these functions, and how
these hiring practices operate in the context of strategic human resources
management.  Establishing an effective process for recruiting and staffing a company
is of critical importance and it is important that all managers in a company understand
and apply the following concepts:

 Recruiting new employees can happen from within the company (internal
recruitment) or from outside the company (external recruitment). There are
advantages and disadvantages associated with each method.
 Employment law applies to recruiting, staffing, and selection, and to all
decisions made regarding the employee opportunities within an organization.
 Succession planning, job posting, employee referrals, and temporary worker
pools are common internal recruitment methods. University recruiting,
executive search firms, employment agencies, and recruitment advertising are
used to attract talented and skilled people from outside the company.
 After having recruited candidates, companies should use the best tools
available to screen them. Interviews, tests, reference checks, etc., are the most
commonly used screening tools.
 HR personnel are typically responsible for the design of an effective system for
hiring new people. Supervisors, managers, and executives must be actively
involved to assure good hires.

This week we begin to study Training and Development, Performance Management,

and Compensation. In this unit, we will examine three HR processes which, when
working together in an integrated way, help the organization to meet its strategic
objectives and goals effectively and efficiently. The first process is training and
development. It relies on the same measurement methods used in the selection
process to determine an organization's need for developing the knowledge, skills, and
abilities (KSAs) of its employees in order to have a staff capable of meeting strategic
goals. This measurement is also used to determine the effectiveness of training. The
second process, performance management systems, involves giving feedback to
employees regarding how well they are accomplishing their work for the
organization. The next process, compensation, involves an examination of the
rewards for employees' accomplishments. Since "what gets rewarded gets done," it is
extremely important that a performance management system measure the behaviors
that lead to strategic success for the organization.

Practices for developing a high-performance culture are varied and complex. They
also have the potential to have the most impact on the bottom line of the organization.
In order to achieve that impact, HR managers must educate other managers and team
leaders concerning how and when to use various tools available for optimizing
employee contributions.

 Planning and strategizing training and development involves four steps: needs
assessment, establishing objectives and measures, training delivery, and
evaluation.
 Learning concepts such as transference and delivery are important in
workplace training and development.
 Andragogy is a concept related to adult learning and is especially useful in
developing training and development for those in the workplace.
 The five strategy choices necessary for designing and developing a
performance management system are: why is it used, who evaluates it, what is
evaluated, how is it evaluated, and what means are being used to evaluate?

I look forward to our continuing conversations on these subjects in the 'Threads' this
week. I hope you have a great week...safe and happy.... and look forward to talking to
each of you....