CHAPTER 1

Human - skilled workforce in an organization. EXTERNAL - (7 tasks)

Resource - limited availability, scarcity of action, or 1. Staffing - the entire hiring process from posting a
strategy which may be adopted in adverse job to negotiating a salary package
circumstances. 2. Development of Workplace Policies - fairness
Management - refers to optimizing and making the and continuity within the organization.
best use of such limited resources to meet the 3. Compensation and Benefits Administration -
organization's goals and objectives. compensation is fair, meets industry standards, and is
Human Resource Management - proper utilization of high enough to entice people to work for the
available skilled workforce organization.
4. Retention - keeping and motivating employees to
HRM DEFINITION stay with the organization.
“is planning, organizing, directing, controlling of 5. Training and Development - employees are not
procurement, development, compensation, integration, only trained to do the job but also continue to grow
maintenance, and separation of human resources to and develop new skills in their job. 
the end that individual, organizational, and social 6. Dealing with Laws Affecting Employment -
objectives are achieved”. (Edwin Flippo) awareness of all laws that will affect the workplace
7. Worker Protection - worker safety by complying
EVOLUTION with health and safety protocols set by the
Personnel Management - management system used government.
to manage employees
Robert Owen - Pioneer of Personnel Management ARTIFICIAL INTELLIGENCE - digital computer or
*888 Policy - 8 hours of daily work, 8 hours of rest, computer-controlled robot to perform tasks.
and 8 hours of sleep *FEATURES
Elton Mayo - Father of Human Resource Deep Learning
Management – work-life balance for improving the Facial Recognition
productivity of workers and emphasis on human Automate Task
relations influence the productivity of workers Data Ingestion
John H. Patterson - organized a personnel Cloud Computing
department to handle grievances, discharges, and Quantum Computing
safety, as well as training supervisors on new laws Chat Bots
and practices
U.S. Office of Personnel Management (OPM) - CHAPTER 2
world’s largest HR department provides HR services ULRICH HR ROLES
for the federal government's workforce of nearly 2.8 1. Strategic Partner (Strategic HR) - partnership with
million workers the entire organization to ensure alignment of the HR
function with the needs of the organization
FUNCTIONS OF HR 2. Change Agent (Transformation & Change) - skills
1. MANAGERIAL to anticipate and respond to change within the HR
Planning function, but as a company as a whole
Organizing 3. Administrative expert and functional expert (HR
Staffing Service Deliver) - the ability to understand and
Directing implement policies, procedures, and processes that
Controlling relate to the HR strategic plan
4. Human Capital Developer - developing talent that
2. OPERATIVE is projected to be needed in the future
Procurement 5. Employee Advocate (Employee Champion) -
Compensation Works for employees currently within the organization
Development
Maintenance HRM STRATEGIC PLAN
Motivation HR Strategy - elaborate and systematic plan of action
Integration developed by the HR department.
HR Plan - specific activities carried out to achieve
ROLE OF HR the strategic plan (long-term goals or short-term
INTERNAL  objectives).
1. Read the literature HRM Strategic Plan - major objectives the
2. Attend conferences and; organization wants to achieve
3. Utilize ways to stay up to date with the new laws,
trends, and policies
CHAPTER 3
DIVERSITY - real or perceived differences between
people, either by race, gender, sexual orientation,
religion, background, socioeconomic status, and
others.
MULTICULTURALISM - inclusiveness, and
development of a great understanding of how power in
society can be unequal due to race, gender, sexual
orientation, power, and privilege.
POWER AND PRIVILEGE - a system of advantages
based on race, gender, and sexual orientation.
INVISIBLE PRIVILEGE
1. Race Privilege
*Racism - individual and group-level processes and
structures of racial inequality.
*Bias - conscious or unconscious prejudice against an
individual or group based on their identity.
*White Privilege - greater access to power and
resources of white people
a) power of normal - first aid kit having “flesh-colored”
Band-Aids that only match the skin tone of white
people
b) power of benefit of the doubt - treated as
individuals, likely to receive compassion, granted
potential, and survive mistakes
c) power of accumulated power - wealth passed
from one generation to the next
2. Social Privilege - a special advantage that is used
to one’s own benefit and/or to the detriment of others.
*Brown Paper Bag Test - if the skin tone was lighter
than the brown paper bag, you enjoyed certain
privileges
*Phenomena of Colorism - Exalting lighter skin and
assigning it higher value has given a multi-billion dollar
industry
3. Gender Privilege  Planning
*Male Privilege - a system of advantages or rights
that are available to men solely based on their sex.
*Chevron - introduced MARC (Men Advocating Real
Change), a work program designed to advance
women in the workplace.
4. Sexual Orientation Privilege  PLANNING
*Gender Identity Privilege - identifying as cisgender
or within the gender binary of male and female is seen
as a privilege because of the alignment of western
societal expectations and standards of a two-gender
system.
*BAME - (Black, Asian, Minority Ethnic)
*BIPOC - (Black, Indigenous, People of Colour)
DIVERSITY PLANS
1. Assessment of Diversity - surveys, discussions,
and open forums
2. Development of the Diversity Plan - attainable
and measurable goals shall be developed regarding
workplace diversity; and
3. Implementation of the Plan - the commitment of
executives and management is necessary.
a) Gather documentation
b) Report the Incident to HR
c) Educate employees on diversity policy
EQUAL EMPLOYMENT OPPORTUNITY
COMMISSION (EEOC) - Federal agency charged with
the task of enforcing federal employment
discrimination laws, race, color, religion, sex, national
origin, age, and disability.
RETALIATION - illegal to fire, demote, harass, or
retaliate against people because they filed a charge of
discrimination, complained about discrimination, or
participate in employment discrimination proceedings.
CHAPTER 4 
RECRUITMENT - process that provides the
organization with a pool of qualified job candidates
from which to choose.
RECRUITER
1. Executive Search Firm - Focused on high-level
positions (management and CEO roles)
2. Temporary Recruitment or Staffing Firm -
Provide employees with a temporary or short-term
contract to an organization
3. Corporate Recruiter - An employee working within
a company and focuses entirely on recruiting for the
manpower needs of the company
RECRUITMENT PROCESS
Sourcing
Screening
Selecting
Hiring
Onboarding
JOB DESCRIPTION - a list of tasks, duties, and
responsibilities of a job.
JOB SPECIFICATIONS - a list of recommended
qualities for a person to qualify for and succeed in a
position and help provide more insight into what skills
a candidate will use in a role rather than what tasks
they will do
JOB ANALYSIS - a formal system developed to
determine what tasks people perform in their jobs.
SELECTION CRITERIA
K - knowledge
S - skills
A - abilities
2 TYPES OF JOB ANALYSIS
Task-Based Analysis - focuses on the duties of the
job, specific tasks  1. Background Check - review candidate’s criminal
Competency Analysis - focuses on specific
knowledge and abilities an employee must have to
perform the job.
SOURCING
1. Advertise a Position
Internal - sourcing people who are already working for
the company.
External - head hunting, social networking websites,
referrals, job fairs, campus recruiting, professional
associations, events, special/specific interest groups.
2. Recruit the Position
A) Internal - filling vacancies with existing employees
from within an organization.
B) Retained - organization hires an exclusive
recruiting firm to find candidates until the position is
filled.
C) Contingency - recruiting firm, no upfront fee, but
instead receives payment only when the clients they
represent are hired by an organization.
D) Staffing - recruiters work for staffing agencies,
matches applicants with qualified job openings, and
usually focus on short-term or temporary employment
positions.
E) Outplacement - employer-sponsored which helps
former employees transition into new jobs.
F) Reverse - an employee is encouraged to seek
employment with a different organization that offers a
better fit for their skill set
SCREENING
1. Review Applications (Shortlisting) - review and
eliminate any candidate who does not meet the
minimum requirements for the position or the
company  Cost per hire = advertising costs + recruiter costs +
2. Interview  referral costs + social media costs + event costs
*Phone Interview - determine if applicants possess
the qualifications to fill the position & align with the
organization’s culture and values.
*In-Person Interview - one-on-one between applicant
and recruiter and hiring manager, and focus on
experience, skills, work history, and availability
*Additional Interview - with management, staff,
executives, & other members of the organization or
group interviews with the hiring committee, and
focuses on a specific topic or aspect of the job and in-
depth conversation on candidates’ qualifications and
experience.
*Final Interview - usually conversations with the
company’s senior leadership. 
3. Applicant Assessment - standardized tests to
measure personality traits, problem-solving ability,
reasoning, reading comprehension, emotional
intelligence, and more
SELECTING
record, verify employment history and eligibility, run a
credit check, and sometimes check social media
accounts (Facebook, Twitter, Instagram, etc).
2. Medical Check - physical check-up, including drug
testing, and pregnancy testing.
3. Reference Check - verify any pertinent information
shared by the candidate about previous employment
(job performance, experience, responsibilities,
workplace conduct, etc) or if fresh graduate, last
school attendance (registrar, professor, or instructor)
HIRING
1. Job Offer - offer letter containing the position’s
salary, benefits, paid time off, start date, potential
severance pay, working remotely policy (work
equipment), and other terms and conditions of
employment.
2. Hiring - After acceptance of the job offer, begins the
process of filling out paperwork related to employment
(contract of employment, withholding forms), and
submission of pre-employment requirements
(government-mandated numbers, licenses,
certifications, and others).
ONBOARDING
1) Orientation seminar - company code of conduct,
policies, culture, vision and mission, values, and
others).
2) Welcome Kit - welcome letter, uniforms,
identification card, copy of COC, etc)
3) Introduction to staff, officers, and
executives of the company.
RECRUITMENT COST
Yield Ratio = percentage of applicants from one
source who can make it to the next stage in the
selection process.
CHAPTER 5
SELECTION PROCESS - refers to the steps in
choosing people with the right qualifications to fill a
current or future job
opening.
1. Criteria Development
2. Application and Resume Review
3. Interviewing
4. Test Administration
5. Making the Offer
CRITERIA DEVELOPMENT CONSIDERATIONS -
sources of information will be used and how these
sources will be scored during the interview.
VALIDITY AND RELIABILITY
*Validity - refers to how useful the tool is to
measure a person’s attributes for a specific job
opening.
*Reliability - refers to the degree to which other
selection techniques yield similar data over time.
*Biographical Information Blanks (BIBs) - a
series of questions about a person’s history that
may have shaped his or her behavior.
FIT ISSUES - refers not only to the right technical
expertise, education, and experience but also to fit into
the company culture and team culture.
REVIEWING RESUMES
Disparate Impact - is unintended discrimination
against a protected group as a whole through the use
of a particular requirement.
Disparate Treatment - might include not interviewing
a candidate because of one’s perception of the
candidate’s age, race, or gender.
Internal candidate - someone who already works
within the organization.
External candidate - someone who works outside the
organization.
INTERVIEWING
1. Unstructured interview - questions are changed to
match the specific applicant
2. Structured Interview - a set of standardized
questions based on a job analysis and not on
individuals’ resumes.
TYPES OF INTERVIEWS
1. Traditional interview - takes place normally in the
office between the interviewer and the candidate, and
a series of questions are asked and answered.
2. Telephone interview - is often used to narrow the
list of applicants, determine salary requirements, or
other data that might automatically rule out giving
someone a traditional interview.
3. Panel interview - occurs when several people are
interviewing one candidate at the same time.
4. Information interview - usually used when there is
no specific job opening, but the candidate is exploring
possibilities in a given career field.
5. Meal interview - casual meeting, and offer to take
the candidate to lunch or dinner for the interview.
6. Group interview - two or more candidates interview
at the same time.
7. Video interview - same as the traditional interview,
except that video technology is used.
8. Non-directive interview - open-ended questions
were asked and the candidate essentially leads the
discussion.
INTERVIEW QUESTIONS
1. Situational Interview - one in which the candidate
is given a sample situation and is asked how he or she
might deal with the situation.
2. Behavioral Description Interview - candidate is
asked questions about what he or she actually did in a
variety of given situations.
ILLEGAL QUESTIONS
1. National origin - questions on citizenship or first
language could result in bias.
2. Age - asking candidates how old they are or
questions that might indicate their age.
3. Marital status - direct questions about marital
status or the ages of children.
4. Religion - asking about religious affiliation or
questions that may indicate a religion-affiliated school
or university.
5. Disabilities - direct question on disabilities or
recent illnesses.
6. Criminal Record - asking a candidate if they have
ever been arrested is not appropriate, but questions
about convictions and guilty pleadings are acceptable.
7. Personal Questions - questions about social
organizations or clubs unless related to the job. 
COMMON BEHAVIOR OF INTERVIEWER
Halo effect or reverse halo effect - the interviewer
becomes biased because of one positive or negative
trait a candidate possesses.
Interview Bias - when an interviewer makes
assumptions about the candidate that may not be
accurate
Contrast Bias - comparing one candidate to others.
Gut Feeling Bias - when the interviewer relies on an
intuitive feeling about a candidate.
Generalization Bias - when an interviewer assumes
that how someone behaves in an interview is how they
always behave.
Cultural Noise Bias - when a candidate thinks he or
she knows what the interviewer wants to hear and
answers the questions based on that assumption.
Non-verbal Behavior Bias - when an interviewer likes
an answer and smiles and nods, sending the wrong
signal to the candidate.
Similar to Me Bias - when an interviewer has a
preference for a candidate because he or she views
that person as having similar attributes as themselves.
Recency Bias - when the interviewer remembers
candidates interviewed most recently more so than the
other candidates.
STAGES OF THE INTERVIEW PROCESS
1. Introductions - where both the candidate and the
company will be making their first impression.
2. Small Talk - best methods to foster a healthy
working relationship and build rapport
3. Information Gathering - asking the candidate to
give their elevator pitch
4. Question/Answer - two-way exchange of ideas,
standardized questions
5. Wrapping up - always end the interview with a
handshake and thank the candidate for their time,
follow up email.
TESTING & SELECTING
1. Cognitive Ability Tests - measure reasoning skills,
math skills, and verbal skills.
2. Personality Tests - used to assess human
personality in order to measure the characteristic
patterns of traits that people exhibit across various
situations.
3. Physical Ability Tests - typically ask individuals to
perform job-related tasks requiring manual labor or
personal skill.
4. Job Knowledge tests - measure the candidates’
level of understanding about a particular job.
5. Work Sample - ask candidates to show examples
of work they have already done.
A) Compensatory Model - similar to weighted model
but allows a high score in an important area to make
up for a lower score in another area.
B) Multiple Cut-off Model - requires that a candidate
receives a minimum score level on all selection
criteria.
C) Multiple hurdle model - similar to the multiple cut-
off model, but instead of having all of the candidates
complete each of the tests, you only have candidates
with high scores go to the next stage of the selection
process.
MISTAKES ON SELECTION
Type I - errors occur when you select someone who
turns out to be a poor performer.
False positive error - people who obtain jobs for
which they were ill-suited for
Type II - error takes place when a selection process
fails to detect a potentially good performer.
False negative error - the person is never given a
chance to perform.
V. MAKING THE OFFER - Job Offer

BACKGROUND CHECKING
Reference Checking - to verify a candidate’s
background in order to check if abilities are parallel
with what was told during the interview.
Driving Records - if the candidate will be driving a
company car or vehicle.
Criminal Background Check - if the position will
include interaction with the public.
Credit Check - if the portion required handling of
money.
Drug Testing - for safety issues.
Physical Examination - to ensure the candidate can
perform the tasks required.
Honesty Test - a number of “what would you do”
questions are asked.

SELECTION METHODS
Clinical Selection Approach - involves reviewing the
data, and based on what has been learned from the
candidate and the information available to them, and
decide who should be hired for a job.
Statistical Approach - a selection model is developed
that assigns scores and gives more weight to specific
factors if necessary.