Chapter 1:

HRM Strategy and Analysis

Human Resource Management :-
is the process of acquiring , training , appraising , and
compensating employees, and attending to their labor
relations, health and safety , and fairness concerns .
The Management Process:
Planning
Organizing
Staffing
Leading
Controlling
Job Analysis - the process of getting detailed information about jobs.
Recruitment - the process through which the organization
seeks applicants.
Training - a planned effort to facilitate learning of job-related
knowledge, skills, and behavior.
• Job design - making decisions about what tasks should be
grouped into a particular job.
• Selection - identifying the applicants with the appropriate
knowledge, skills, and ability.
• Development - the acquisition of knowledge, skills, and
behavior that improves employees' ability to meet the
challenges of future jobs.
◆ Performance management - helps ensure that employees’
activities and
• outcomes are congruent with the organization’s objectives.
◆ Pay structure, incentives, and benefits.
◆ Labor and employee relations.
Line and Staff Managers
• Line authority gives you the right to issue orders
• Staff authority gives you the right to advise others in the
organization

Human Resource Duties

Line Managers • Staff Managers
• Job placement
• Line function inside of HR
• Orientation & department
Training
• Coordination
• Performance
• Cooperation • Assist and advise
• Labor costs
• Development
Trends in Human Resource Management
Many trends are emerging and will continue to change
the shape, size, and function of HR management. Some
of these trends we will discuss shortly include:
• Globalization
• Competition
• Increased indebtedness
• Technological innovation
• More high-tech & service jobs
In addition, we will discuss other trends such as:
• More knowledge work
• Aging workforce
• Economic downturn
• Slower economic growth
The New Human Resource Managers
• The New Human Resource Managers require the new
knowledge and skills and must demonstrate expected
results for the future.

Big picture Transactional Services

The New
Human
Competencies Resource Talent Management
Managers

Performance, results,
evidence-based Ethics
practice Employee
Engagement

Goal-Setting and the Planning Process

• The hierarchy of goals
• Strategic planning
The Seven Steps in the Strategic Planning
Process
• Define current business • Formulate strategies
• Audits • Implement
• New directions • Evaluate
• Strategic goals
Types of Strategies
• Corporate strategy
• Competitive strategy
• Functional strategy
• Human resources as a competitive advantage
• Strategic fit
Corporate strategy
•Concentration
•Diversification Competitive strategy
•Vertical integration • Cost leadership
•Consolidation • Differentiation
•Geographic • Focus

Management Roles in Strategic Planning

The departmental managers’ strategic planning roles
involve:
• Formulating supporting, functional/departmental
strategies
• Executing the plans
Few people know as much about the firm’s competitive
pressures, vendor capabilities, and concerns than do the
company’s department managers.
Strategic Human Resource Management
• Defining strategic human resource management
• Human resource strategies and policies
Mergers and Acquisitions
•Due Diligence Stage Strategic HRM Tools
Culture
• Strategy map
Compensation & benefits
Labor relations, etc. • The HR scorecard
•Integration Stage • Digital dashboards
Top management and leadership
Communication
Key talent
The Balanced Scorecard
Time, quality, performance,
Customer How do customers service, cost.
see us?
Processes that influence
Internal customer
What must we satisfaction, availability of
excel at? information on service and/or
manufacturing processes.

Innovation Can we continue to Improve operating efficiency,

and Learning improve launch new products, continuous
and create value? improvement, empowering of
workforce, employee
satisfaction.

Profitability, growth,
Financial How do we look to
shareholder
shareholders?
value.
HR Metrics and Benchmarking
Benchmarking means comparing the practices of high-performing
companies to your own, in order to understand what they do that
makes them better.
Chapter 2:
Personnel Planning and Recruiting
The steps in the recruitment & selection process.
• Positions to be filled
• Pool of candidates
• Applications and screening
• Selection tools
• Make an offer
Workforce Planning and Forecasting
• Strategy and workforce planning
• Forecasting personnel needs (labor demand)
• Trend analysis
• Ratio analysis
• The scatter plot
• Markov analysis

Using Internal Sources: Pros and Cons

Some advantages of internal recruiting include the
following:
1. current employees may be more committed to the
company;
2. morale may go up if employees see promotions as
rewards;
3. current employees may require less orientation and
training than new hires.
Some disadvantages of internal recruiting include the
following:
• Employees may become discontented if they apply
for jobs and do not get them.
• In some cases internal recruiting is a waste of time if
the right candidate for the job is not already an
employee.
Internal Sources of Candidates
•Using internal sources Writing the Ad
•Finding internal candidates
•Rehiring • Attention
•Succession planning • Interest
Identify key needs • Desire
Develop inside candidates • Action
Assess and choose
Employment Agencies
Outside Candidates
• Public
•Internet recruiting
• Nonprofit agencies
• Online recruiting
• Texting • Private agencies
• Dot-jobs
Basic Testing Concepts
• Virtual job fairs
• Tracking • Reliability
• Effectiveness • Validity
•Advertising – media Criterion validity
Content validity
Construct validity
Evidence-Based HR: How to Validate a Test
• Analyze
• Choose
• Administer
• Relate
• Cross-validate
What do personality tests measure?
• “Big Five” personality dimensions:
- Extraversion
- Emotional stability/neuroticism
- Agreeableness
- Conscientiousness
- Openness to experience
• Predicting performance
• Caveats
Chapter 3:
Job Analysis & Talent Management Process
The Talent Management Process
• What Is Talent Management?
• Tasks
• Goal-directed
• Segments and manages employees
• Integrates/coordinates all talent
management functions
Effectively managing talent means that managers:
1. Understand that talent management tasks are parts of one
unified process.
2. Ensure talent management decisions such as staffing, training,
and pay are goal-directed.
3. The approach requires that employers proactively manage
recruitment, selection, development, and rewards.
4. Realize an effective talent management process integrates all
underlying talent management activities such as recruiting,
developing, and compensating employees.

The Basics of Job Analysis

• Work activities Collecting
• Behaviors Job Analysis Information
• Machines, tools, equipment, • Interviews
and work aids • Questionnaires
• Performance standards • Observation
• Job context • Diary/logs
• Human requirements • Internet-based

Conducting a Job Analysis

• How will information be used?
• Background information
• Representative positions
• Collect and analyze data
• Verify
• Job description and specification
Writing Job Descriptions
• Job identification
• Job summary
• Relationships
• Responsibilities and duties
- Authority
• Performance standards & working conditions
• Job specifications
Profiles in Talent Management
Writing Job Specifications • Competencies
and competency-
• Trained vs. untrained based job analysis
• Judgment • How to write
• Statistical analysis competencies-
• Task statements based job
descriptions
Chapter 4:
Training & Developing Employees
The Purposes of Employee
Orientation/Onboarding
• Welcome
The Orientation Process
• Basic information
• Employee handbook
• Understanding the
organization • Orientation technology
• Socialization
The ADDIE Five-Step Training Process
• Analyze
Conducting TNA
• Design
Training Needs Analysis
• Develop
• Implement • Strategic needs
• Evaluate • Strategic training needs analysis

Task Analysis Designing

the Training Program
• Detailed study
• Setting learning
• Job descriptions
objectives
• Job specifications
• Creating a motivational
• Performance standard learning environment
• Performing the job
• Task analysis record
Performance Analysis:
Current Employees’ Training Needs
• Definition
• Current training needs analysis
• Task analysis
• Performance analysis
• Can’t do/won’t do
Making the Learning Meaningful
• Bird’s-eye view • Familiar terms
• Familiar examples • Perceived need
• Organize
Implementing Training Programs
• On-the-job training The OJT Process
- Types of on-the-job training • Preparation
- Job rotation • Present the operation
- Special assignments • Tryout
Other Types of Learning • Follow-up
• Job instruction training Off-the-Job
• Lectures Management T&D
• Programmed learning • Case studies
• Audiovisual-based training • Computerized
• Vestibule training management games
• Electronic performance • Outside seminars
support systems (EPSS) • University programs
• Videoconferencing • Role-playing
• Computer-based • Behavior modeling
training(CBT) • Corporate
• Simulated learning universities
• Executive coaches
Implementing • SHRM learning
Management system
Development Programs • Talent management
• Strategy and development
• Managerial on-the-job training
• Coaching/understudy approach
• Action learning
Chapter 5:
Performance Management and Appraisal

Performance management
includes continuously adjusting how an organization and
its team members do things. Team members who need
coaching and training receive it, and procedures that
need changing are changed.
Performance appraisal involves :
• setting work standards,
• assessing actual performance relative to those
standards, and
• providing feedback to the employee.

The Performance Appraisal Process

• Why appraise performance?
• Continuous feedback
• Performance management

Who Should Do the Appraising?

• Peer appraisals
• Rating committees
• Self-ratings
• Appraisal by subordinates
• 360-degree feedback
Techniques for Appraising Performance
1. Graphic rating scale method
2. Alternation ranking
3. Paired comparison
4. Forced distribution
5. Critical incident
6. Narrative forms
7. Behaviorally Anchored Rating Scales (BARS)
8. Mixed standard scales
9. Management by objectives (MBO)
10. Computerized and web-based performance
appraisal
11. Electronic performance monitoring (EPM)
12. Conversation Days
13. Using Multiple Methods

Dealing with Appraisal Problems and Interviews

• Potential appraisal problems
• Unclear standards
• Halo effect
• Central tendency
• Leniency or strictness
• Recency effects
• Bias
Performance Management Summary
• Direction sharing • Ongoing feedback
• Goal alignment • Coaching and
developmental
• Ongoing performance
monitoring • Recognition and rewards