HRM 2017-I – Preparation for MidTerm

1: Introduction to Human Resource Management – Importance and Understandings

Manager is the person responsible for accomplishing the organization goals and managing efforts

Manaement Process : POLC

HRManager is the process of acquiring, training, appraising, and compensating employees, also
regarding their health and safety and fairness concerns.

Conduct Job Analysis > Planning Labor Needs > Recruiting > Selecting > Orientation and Training >
Managing Wages and Salaries > Providing Incentives > Appraising Performance > Communicating >
Training and Developing > Building Their Commitment

Manager should know about employee health and safety, also handling the grievance and labor relations

HR Importance:

• Avoid Personnel Mistakes – Waste time on Interviews, Hire wrong person for the job, have your
people not doing their best
• Bottleneck of production – A production could be stopped because the manager can’t maintain an
efficient and enthusiastic labor force

Manager Responsibilities: Authority to make decision

Line Manager: A manager who is authorized to direct the work of subordinates

Specialties of HR: Recruiters, Equal Employment Opportunity coordinators (no discrim), Job Analyst,
Training Specialists

• Globalization and Competition Trends – More competitive, work harder for the employee
• Trends Work – High Tech Jobs (changed jobs into machine), Service Jobs (greater output with
minimized slacks), Knowledge Work and Human Capital
• Workforce and Demographic Trends – Generation X, Y, and Workers from Abroad
• Economic Challenges and Trends

New HRM!

• Focus on the big picture and long-term plans.

• New Ways to Provide Transactional Service (Outsourcing the administration and safety training to
outside vendor and Use Tech to HRManagement)
• Integrated Talent Management
• Talent Management is the goal-oriented and integrated process of planning, recr, developing,
managing, and compensating employees.
• Managing Ethics
• Ethics: the standards someone uses to decide what his or her conduct should be, incl. Privacy,
Security
• Manage Employee Engagement – Checking out “mentally” to every employee
• Measure HR Performance and Results
• Use Evidence-based HRM – Use data and research
• Add Value – Giving reward to more productive organizational aspects (employee, work.syst)
• New Competencies –
3: Human Resource Management Strategy and Analysis – HR seen from the board
perspective
Strategic plan is the company’s plan for how it will match its SWOT (internal strengths and weaknesses
with external opportunities and threats) in order to maintain a competitive advantage.

Strategic management is the process of identifying and executing the orgs plan by matching the company
capabilities with the demands of environment.

The Strategic Management Process

Translate
Formulate
Defint the Perform Formulate the mission Implement
strategies Evaluate
current Ext and Int a new into the
to strategic performace
business Audit direction strategic strategies
goals
goals

How the strategic plan comes up?

Competitive
environment + SWOT
•Diversification
Corporate
•Consolidation (reduce size)
Strategy
•Vertical Integration
Strategic Situation
•Differentiation
Competitive •Cost Leadership (Low Cost)
Strategy •Focusing on Market Niche
•Competitive Advantage Strategic Plan
•Devise the Strategic Plan
Functional Strategy •Due Diligence and
(Department) Integration STG when
merger (calibrating rules) HR strategies

Strategic Fit
Org Performance

HR Metrics and Benchmarking

Strategy Map: Summarize the chain of activity that leads company to success

HR Scorecard: Aligning Employee Performance with the Key Objective

Digital Dashboard: Desktop Graph that represented where the company has been going

Strategy and Strategy-Based Metrics, the metrics that focused on measuring the activities helping to
achieve goals. We want to become a top-10 media, we believe that doing so will increase the revenue
greater. CNN comes up with 2 news/day, then, if we want to be as equal as CNN, we should measure the
job by news/day. We produce only 1 news/day, then we focusing on it.

HR Audit: an analysis by which an organization measures where it currently stands and determines what
it should accomplish to improve its HR function. The main job is determined as follows:
 • Reviewing the functioning of most aspects
o detailer job roles and head count (how many regular, temporary, full/part time,
exempt/non-exempt)
o legal issues
o recruitment and the tools used inc BGCheck
o compensations (policies, incentives)
o payroll
o group benefits: insurance, time off, flexible benefits
o termination and transition policies and practices
• Ensuring the employer is adhering to government regulations

High-Performance Work Systems: HRM policies that together produce superior employee performance.
The workers are paid more, trained more, used more sophisticated recruitment, and hiring practices. This
works measured through the following gauges:

• Employee Turnover
• Sales per Employee
• Hours of training per employee
• Qualified applicants per position

4: Job Analysis and Talent Management Process – Analyzing job and assign the right
man
Talent Management process: Goal-oriented and integrated process of planning, recruiting, developing,
managing, and compensating employees.

Traditional way to Recruitment and Selection is as a series of hurdles:

Decide what
positions to fill
Recruiting Int or
Ext Candidates
Make sure they
have filled the form
Use selection tools
Decide to whom to
make and offer
Orient, Train, and
Develop
Appraise
Job Analysis is the procedure through which you determine
the duties of the positions and the characteristics of the
people to hire, for them.
• Job Desc: Related to responsibilities, reporting a
supervisory relationships, and working conditions.
• Work Activities (Actual work, selling/teaching)
• Job Context (Work Condition and Sched,
Incentive)
• Job Qualifications: Human requirements, requiring
education, skill, personality.
• Human Behaviors (sensing, communicating,
lifting weights)
• Machine, tools, equipment and field related
(finance/law)
• Performance Standards (quantity levels or each
job duty)
• Human Requirements (education, working
experience)

Reward
Conducting a Job Analysis

Develop a JobDesc and

Decide the purpose JobSpec
•Quantit > Survey / Questionnaires •JobDesc = Covering the
•Qualit > Interview / Observation / Logs Identification, Summary,
Responsibilities, Authority,
Conditions
•Job Spec
•Spec for Trained vs
Untrained
•Spec based on Judgement
Analyze the charts and workflow
•Spec Based on Statistical
•Organization Charts Analysis
•Process Chart > Workflow Analysis •Task Statements
•Job Redesign > Enlargement / Rotation

Pick the Representative Position Sample

•Analyze 200 assembly workers, but sample only 10:(
Analyze the Job and
verify with the Supervisor

Competency-Based vs Traditional Job Desc

Competency-Based: Describing the Job in terms of measurable, observable, and behavioral

competencies (knowledge, skills, and behaviors) that an employee must exhibit.

Traditional: Description consists of “What is the duty?” and related to regular routine without further
measurements.

5: Personnel Planning and Recruiting – Seeking and man and creating remarkable first
impression
Workforce planning is the process of deciding what positions the firm must fill, and how to fill them.
 Employment planning
and forecasting
•Fcsting Labor Demand
(Trend / Ratio Analysis)
•Fcsting Supply in CDT Appl. complete the
(Manual/Comptzd Recruiting
Replacement)
forms
•Fcsting Supply out CDT

Appl. complete Toward Supervisor

Become Employee!
another Test Interview

Personnel Replacement Charts (CDT Side): Company records showing individual present performance
and promotability of inside candidates for the most important positions

Position Replacement Card (POS Side): A card prepared for each position in a company to show possible
replacement candidates and their qual.

The Recruiting Yield Pyramid

The Need for Effective Recruiting

New
Hires Provide many choices for the candidates.
However, this consists of several
YEAY! challenges that will be the obstacle:
Some methods are superior to others,
Offers depending on the job for which you are
Made (2:1) recruiting, also, the employment
policies.

Internal Candidates? We could do it y

Interviewed (3:2) posting the job vacancies through the
internal media of company. Pro, we
should provide only least orientation.
Cons, dealing with the rejection of such
Invited (4:3) employee.

Rehiring? Big no! “You don’t want

someone coming back who feels they’ve
Leads Generated (6:1) been mistreated,”

Outside Source of Candidates

Recruiting via Internet (Cons: Lack of Relevant Information, Difficult to Submit Resume, Slow Feedback)

• LinkedIn
• Texting
• Virtual Job Fairs

Advertising

• Help Wanted Ad (Appreciate Applicants)

• Employment Agencies (MenPAN for the Civil Servant)
• Temp. Agencies and Alternate Staffing (Expert on a specific field)
• Offshoring and Outsourcing Jobs (Parking System)
• Executive Recruiters (Seek out top Management)
• College Recruiting (Loreal Goes to Campus)
• Referrals and Walk-Ins (Gojek)
• Military Personels
• Telecommuters (Freelance)

Issues related to diversity of workforce

• Single Parents
• Older Workers (Part-time project for retirees)
• Welfare-to-work (Previously on welfare, to work)
• Recruiting Minorities
• The Disabled

6: Employee testing and Selection – Filtering Lazy Man (Test)

Performance Our performance based on our subordinates. Time to screen out undesirables is before
they are in the door, not after. Cost, hiring an unskilled labor would be costlier than the trained one.

Basic Testing Concept:

• Reliable, the test is one that yield consistent scores when a person takes two alternate forms of
the test.
• Validity, we measure what we intend to measure.
• Test Validity, the accuracy with which a test or interview
• Criterion Validity, score on the test are related to job performance (criterion)
• Content Validity, content of the test represents actual need for the job in question
• Construct Validity, the result of the test concludes something useful in determining job
performance

How to validate the test

1. Analyze the Job – also pick the criteria

2. Choose the Test – interview or something?
3. Administer the test – to the specified employee
a. Concurrent validation – matched with actual condition
b. Predictive validation – future condition
4. Relate your test scores and criteria
5. Cross validate and revalidate
Type of Test

• Test of Cognitive Abilities (IQ test, Specific Cognitive)

• Test of Motor and Physical abilties
• Measuring Personality and Interest
• The Big5: Extraversion, Emotional Stability, Agreeableness, Conscientiousness, and
Opennes. However, a personality treats are hard to interpret.
• Using Work Sampling – Actual Job Task Used in applicant’s performance
• Management Assessment Centers (MAC) – Leaderless Group Discussion, Management Games,
Individual Presentation
• BGChecking – Pro, to verify the applicants’ information. Cont, breach someone’s privacy.
• Social Media, check postings
• Polygraph (Honesty Testing)
• Graphology
• Physical Exams

7: Interviewing Candidates – A direct test and how to conduct (IVW)

Interview is a procedure designed to obtain information from a person through oral responses to oral
inquiries, might be executed through structured (more reliable, valid, reduce subjectivity) ) or
unstructured method. The questions within could be situational (future work condition) and behavioral
(experience). Another least used method is stress interview (seeks to make the applicant uncomfortable
with occasionally rude questions and define the stress tolerance)

Administer the Interview.

• Panel Interview
• Phone Interview
• Web-assisted Interview
• Second Life (create avatars, used by Microsoft and HP)
• Speed Dating
• Bain and Company – case client problem

Errors

• Snap Judgements (fail on first impressions)

• Not Clarifying the Job Requires
• Contrast Order and Pressure to Hire (better when hired)

Designing a Structured Situational IVW

Rate the Create

Analyze the Create IVW Conduct the
Importance Benchmark
Job Questions IVW
(1-5) Answers
Conduct an effective IVW

Study the Job Structure the Minimize Establish

Description Interview Interruptions Rapport

Take Brief Close The

Ask Questions
Notes Interview

8: Training and Developing Employees – A controlled experiment program

Why should we do orientation? To make the new employee feel welcome and at home and part of the
team, therefore they will eager to find out and understand the organization in a broad sense (culture,
vision) and function effectively through the basic information they had on the orientation

ADDIE Five Step Training Process

• Analyze the training need

• Design the overall training program
• Develop the course
• Implement Training
• Evaluate the effectiveness

Types of training

• On-the-Job Training (OJT) (by actually doing it)

• Apprenticeship Training (combination formal learning + OJT)
• Informal Learning (Siemens Power in North Carolina, places tools in cafeteria areas to take
advantage of the work-related discussions taking place)
• Job Instruction Training (Learn step-by-step)
• Lectures
• Programmed Learning
• Vestibule Training (Simulation)
• Electronic Performance Support System (EPSS)
• SHRM Learning System – Self studying method offered related to exam

Lewin’s Change Process

• Unfreezing > Moving > Refreezing

Training is basically a controlled experimentation conducted by the HRM. This uses both a training
group and a control group that receives no training. On the actual work condition, only a few firms did this
method. They only measure trainees’ job pf before and after training.

Training Effects to Measure

1. Reaction – Do they like the programme?

2. Learning – Test the trainees whether they learned the facts they were supposed to learn
3. Behavior – Is there any change of behavior from before and after the training was conducted.
4. Results
9: Performance Management and Appraisal – Appreciation to keep them working
x
10: Employee Retention, Engagement, and Careers – Multifaceted access to keep them
working
Voluntary Turnover is now happening and impactful to the work conditions.

A Comprehensive Approach to Retaining Employees

• Selection
• Professional Growth
• Provide Career Direction
• Recognition and Rewards
• Culture and Environment
• Promote work-life balance
• Acknowledge achievements – Frequent recognition of accomplishments is an effective
nonmonetary reward

Employee Engagement

Engagement is an important topic. An managerial action regarding to the engagement will result to the
employee recognized that their own effort will contribute to achieve company goals.

Career management is the process for enabling employees to better understand and develop their career
skills and interests and to use these skills and interest more effectively.

Career development is the lifelong series of activities that contribute to a person’s career exploration,
establishment, success, and fulfillment.

Making Promotion Decisions

• Is Seniority or competence the Rule?

• How Should we measure competence?
o 9box Assessment (current performance x potential, 3x3)
• Is the process formal or informal?
• Vertical, horizontal, or other?