Human Resource Management (HRM) - is
a strategic process having to do with the
staffing, compensation, retention, training,
and employment law and policies side of the
business.
-HR is important in good times, HR is
defined in hard times
-as human resources (HR) manager will be
not only to write policy and procedures and
to hire people (the administrative role) but
also to use strategic plans to ensure the
right people are hired and trained for the
right job at the right time.
-at a macro level the role of human
resources is to ensure that an organization
has the talent– the right combination of
skills, knowledge, aptitude and attitude – to
achieve its strategic goals.
- ●
This process role includes ensuring
compliance with internal policy—for
example, the policies outlined in an
Employee Handbook and HR-related union
contract provisions—and relevant federal
and state legislation such as the Equal
Employment Opportunity Act, the
Occupational Safety and Health Act and
minimum wage laws.
Trends in Human Resources
Management
● Changes in Workforce Composition
● Increasing Workforce Diversity
● Increased Employee Expectations of
Employers
● Changes in Societal Expectations
● Infrastructural Obsolescence
● Changes in the Nature of Work
● Market and Industry 4.0
● Changes in the Evaluation and
Valuation of Talent
● “A Reskilling Imperative”
● Increasing Geopolitical Risks
FUNCTIONS OF HUMAN RESOURCES
MANAGEMENT
Staffing - A job and employee-lifecycle
function that starts with job development or
analysis and continues through job
elimination or separation. involves the entire
hiring process from posting a job to
negotiating a salary package.
- Job design
- Job analysis
● Developing of a staffing plan
● Development of policies to
encourage multiculturalism at work
Recruitment
● Selection
Training & Development - This function
includes socialization, training &
development activities from hire to
separation, including onboarding, employee
training, reskilling & upskilling, employee
development and career management. It
also includes organization-wide change
management, learning & development
initiatives.
● Job skills training, such as how to
run a particular computer program
● Training on communication
● Team-building activities
● Policy and legal training, such as
sexual harassment training and
ethics training
Compensation (motivation) -
Responsibilities included in this function
include factors that influence motivation
ranging from job design, compensation and
benefits, performance appraisal and related
administration (e.g., payroll).
Administration (Maintenance) - The
administration function includes regulatory
compliance and employee relations,
including associated communications,
records management and reporting.
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Development of Workplace Policies -
Every organization has policies to ensure
fairness and continuity within the
organization. One of the jobs of HRM is to
develop the verbiage surrounding these
policies.
● Discipline process policy
● Vacation time policy
● Dress code
● Ethics policy
● Internet usage policy
Compensation and Benefits
Administration - HRM professionals need
to determine that compensation is fair,
meets industry standards, and is high
enough to entice people to work for the
organization. Compensation includes
anything the employee receives for his or
her work. This involves setting up pay
systems that take into consideration the
number of years with the organization,
years of experience, education, and similar
aspects.
● Pay
● Health benefits
● 401(k) (retirement plans)
● Stock purchase plans
● Vacation time
● Sick leave
● Bonuses
● Tuition reimbursement
Retention - Retention involves keeping and
motivating employees to stay with the
organization. Compensation is a major
factor in employee retention, but there are
other factors as well. Reasons for leaving
commonly are:
1. Issues around the job they are
performing
2. Challenges with their manager
3. Poor fit with organizational culture
4. Poor workplace environment
Dealing with Laws Affecting Employment
- Human resource people must be aware of
all the laws that affect the workplace. The
legal environment of HRM is always
changing, so HRM must always be aware of
changes taking place and then
communicate those changes to the entire
management organization. An HRM
professional might work with some of these
laws:
● Discrimination laws
● Health-care requirements
● Compensation requirements such as
the minimum wage
● Worker safety laws
● Labor laws
Working Protection - Safety is a major
consideration in all organizations.
Oftentimes new laws are created with the
goal of setting federal or state standards to
ensure worker safety. Unions and union
contracts can also impact the requirements
for worker safety in a workplace. It is up to
the human resource manager to be aware
of worker protection requirements and
ensure the workplace is meeting both
federal and union standards
● Chemical hazards
● Heating and ventilation requirements
● Use of “no fragrance” zones
● Protection of private employee
information
Communication - Besides these major
roles, good communication skills and
excellent management skills are key to
successful human resource management as
well as general management.
Awareness of External Factors - the HR
manager needs to consider the outside
forces at play that may affect the
organization. Outside forces, or external
factors, are those things the company has
no direct control over; however, they may be
things that could positively or negatively
impact human resources.
1. Globalization and offshoring
2. Changes to employment law
3. Health-care costs
4. Employee expectations
5. Diversity of the workforce
6. Changing demographics of the workforce
7. A more highly educated workforce
8. Layoffs and downsizing
9. Technology used, such as HR databases
10. Increased use of social networking to
distribute information to employees
SKILLS NEEDED FOR HRM
1. Organization - given that you are
managing people’s pay, benefits,
and careers. Having organized files
on your computer and good time
management skills are crucial for
success in any job, but especially if
you take on a role in human
resources.
2. Multitask - A typical person
managing human resources may
have to deal with an employee issue
one minute, then switch and deal
with recruiting. Unlike many
management positions, which only
focus on one task or one part of the
business, human resources focuses
on all areas of the business, where
multitasking is a must.
3. People Skills - are necessary in any
type of management and perhaps
might be the most important skills for
achieving success at any job. Being
able to manage a variety of
personalities, deal with conflict, and
coach others are all in the realm of
people management. The ability to
communicate goes along with
people skills. The ability to
communicate good news (hiring a
new employee), bad news (layoffs),
and everything in between, such as
changes to policy, makes for an
excellent manager and human
resource management (HRM)
professional.
4. Strategic Mind-set - A person with
a strategic mind-set can plan far in
advance and look at trends that
could affect the environment in
which the business is operating. The
strategic HR professional is able to
not only work within his or her area
but also understand how HR fits into
the bigger picture of the business.
5. Ethics - a sense of fairness are also
necessary in human resources.
 Ethics is a concept that examines
the moral rights and wrongs of a
certain situation. Consider the fact
that many HR managers negotiate
salary and union contracts and
manage conflict. In addition, HR
managers have the task of ensuring
compliance with ethics standards
within the organization. Many HR
managers are required to work with
highly confidential information, such
as salary information, so a sense of
ethics when managing this
information is essential
THREE EXAMS TO TAKE TO MASTER
HRM:
1. Professional in Human Resource
(PHR) - To take this exam, an HR
professional must have at least two
years’ experience. The exam is four
hours long and consists of 225
multiple-choice questions in a variety
of areas. Twelve percent of the test
focuses on strategic management,
26 percent on workforce planning,
17 percent on human resource
development, 16 percent on
rewards, 22 percent on employee
and labor relations, and 7 percent on
risk management. The application
process for taking the exam is given
on the Human Resource
Certification Institute website at
http://www.hrci.org.
2. Senior Professional in Human
Resources (SPHR) - This exam is
designed for HR professionals who
focus on designing and planning,
rather than actual implementation. It
is recommended that the person
taking this exam has six to eight
years of experience and oversees
and manages an HR department. In
this test, the greater focus is on the
strategic aspect of HRM.
3. Global Professional in Human
Resources (GPHR) - This exam is
for HR professionals who perform
many of their tasks on a global level
and whose companies often work
across borders. This exam is three
hours long, with 165 multiple-choice
questions. A person with two years
of professional experience can take
the certification test. However,
because the test has the
international aspect, someone who
designs HR-related programs and
processes to achieve business goals
would be best suited to earn this
certification.
GENERAL JOB TITLES IN HUMAN
RESOURCES:
● Recruiter
● Compensation Analyst
● Human Resources assistant
● Employee relations manager
● Benefits manager
● Work-life coordinator
● Training and development manager
● Human resources manager
● Vice president for human resources
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STRATEGIC PLANNING
PERSONNEL DEPARTMENT - hired the HRM department is responsible.
people and dealt with the hiring paperwork planning. Succession planning
and processes. includes handling the departure of
managers and making current
- organizing a personnel department employees ready to take on
to handle grievances, discharges, managerial roles when a manager
safety concerns, and other does leave.
employee issues. 6.
7. REGULATORY ISSUES AND
WORKER SAFETY - Keeping up to
date on new regulations relating to
employment, health care, and other
issues is generally a responsibility
that falls on the HRM department.
1. STAFFING - Staffing includes the
In smaller organizations, the
development of a strategic plan to
manager or owner is likely performing the
determine how many people you
HRM functions. They hire people, train
might need to hire. The hiring
them, and determine how much they should
process to recruit and select the
be paid. Larger companies ultimately
right people for the right jobs.
perform the same tasks, but because they
have more employees, they can afford to
2. BASIC WORKPLACE POLICIES -
employ specialists, or human resource
Development of policies to help
managers, to handle these areas of the
reach the strategic plan’s goals is
business.
the job of HRM.

HUMAN RESOURCE STRATEGY - an

3. COMPENSATION AND BENEFITS -
elaborate and systematic plan of action
In addition to paychecks, 401(k)
developed by a human resource
plans, health benefits, and other
department.
perks are usually the responsibility
of an HR manager.
HRM STRATEGIC PLAN - as the major
objectives the organization wants to achieve
4. RETENTION - Assessment of
employees and strategizing on how
HR PLAN - the specific activities carried out
to retain the best employees is a
to achieve the strategic plan. In other words,
task that HR managers oversee, but
the strategic plan may include long-term
other managers in the organization
goals, while the HR plan may include
will also provide input.
short-term objectives that are tied to the
overall strategic plan. This term implies that
5. TRAINING AND DEVELOPMENT -
the department provided “support” for the
Helping new employees develop
rest of the organization.
skills needed for their jobs and
helping current employees grow
their skills are also tasks for which
ULRICH HR MODEL - a common way to
look at HRM strategic planning, provides an
overall view of the role of HRM in the
organization.
1. Strategic Partner - Partnership with
the entire organization to ensure
alignment of the HR function with the
needs of the organization.
2. Change Agent - The skill to
anticipate and respond to change
within the HR function, but as a
company as a whole.
3. Administrative Expert and
Functional Expert - The ability to
understand and implement policies,
procedures, and processes that
relate to the HR strategic plan.
4. Human Capital Developer - Means
to develop talent that is projected to
be needed in the future.
5. Employee Advocate - Works for
employees currently within the
organization.
Implementation of this model must
happen with an understanding of the overall
company objectives, problems, challenges,
and opportunities. For example, the HR
professional must understand the dynamic
nature of the HRM environment, such as
changes in labor markets, company culture
and values, customers, shareholders, and
the economy.
A Good HRM Strategic Plan:
1. Make it Applicable - Often people
spend an inordinate amount of time
developing plans, but the plans sit in
a file somewhere and are never
actually used. A good strategic plan
should be the guiding principles for
the HRM function. It should be
reviewed and changed as aspects of
the business change.
2. Be Strategic partner - Alignment of
corporate values in the HRM
strategic plan should be a major
objective of the plan. In addition, the
HRM strategic plan should be
aligned with the mission and
objectives of the organization as a
whole.
3. Involve People - An HRM strategic
plan cannot be written alone. The
plan should involve everyone in the
organization.
4. Understand how Technology can
be Used - People are sometimes
nervous about new technology.
However, the best organizations are
those that embrace technology and
find the right technology uses for
their businesses.
HR managers know the business
and therefore know the needs of the
business and can develop a plan to meet
those needs.
CONDUCT A STRATEGIC ANALYSIS
1. Understanding of the Company
Mission and Values - It is
impossible to plan for HRM if one
does not know the values and
missions of the organization. The
HR manager to align department
objectives with organizational
objectives. Organizational Life
 Cycle refers to the introduction,
growth, maturity, and decline of the
organization, which can vary over
time.
2. Understanding of the Challenges
facing the Department - HRM
managers cannot deal with change
quickly if they are not able to predict
changes. the HRM manager should
know what upcoming challenges
may be faced to make plans to deal
with those challenges better when
they come along.
IDENTIFY STRATEGIC HR ISSUES
The department may see that it is
not strategically aligned with the company’s
mission and values and opt to make
changes to its departmental mission and
values as a result of this information.
Many organizations and
departments will use a strategic planning
tool that identifies strengths, weaknesses,
opportunities, and threats (SWOT analysis)
to determine some of the issues they are
facing.
HR can develop its own SWOT
analysis to determine the gaps between
HR’s strategic plan and the company’s
strategic plan.
HR DEPARTMENT SWOT ANALYSIS FOR
TECHNO, INC.
PRIORITIZE ISSUES AND ACTIONS
Based on the data gathered in the
last step, the HRM manager should
prioritize the goals and then put action plans
together to deal with these challenges. An
important aspect of this step is the
involvement of the management and
executives in the organization.
Draw Up an HRM Plan
Even if a company does not have an
HR department, HRM strategic plans and
HR plans should still be developed by
management.
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ANALYSIS AND DESIGN OF
WORK
Purpose of Job Analysis
 ● To establish what a job entails,
including the required knowledge,
skills and abilities or KSA as well as
job duties and responsibilities and
the conditions of the job.
● Job analysis is essential
documentation and a fundamental
resource for human resources
management actions including
recruiting, compensation, training
and assessment and performance
evaluation.
Job Analysis - a study of what workers do
on the job, what competencies are
necessary to do it, what resources are used
in doing it, and the conditions under which it
is done.
- provides data that should be used to
develop effective recruitment,
qualification and assessment,
selection, performance
management, and career
development methodologies.
Conducting Job Analysis includes:
● Collecting Data - gathering
information from published sources,
observations, interviews, online
database, such as O*Net or career
sites.
● Developing Task - Developing a
description of the “activities an
employee performs on a regular
basis in order to carry out the
functions of the job.
● Developing Competencies -
Describing the knowledge, skills,
abilities, behaviors, and other
characteristics required for
successful performance of the role
or occupational function.
● Validating & Rating Tasks &
Competencies - Subject matter
expert (SME) review and rating of
tasks and competencies. A director,
supervisor or highly accomplished
incumbent would be considered
SMEs.
● Finalizing Tasks & Competencies -
Finalization of tasks and
competencies; those that are not
rated by SMEs are required to
successfully perform the job are
dropped. The job analysis should be
documented for validity and dated to
provide a reference for updates.
FOUR Primary Purposes of Job Analysis
1. Establish and document job-related
competencies
2. Identify the job-relatedness of
essential tasks and competencies
3. Establish the legal basis for
assessment and selection
procedures/decisions
4. Establish the basis for determining
relative worth
STEPS IN JOB ANALYSIS
● Establish the organizational
relevance of the specific role.
Identify how the job relates to the
organization’s strategy. Reality
check: If there isn’t a clear
connection, the job may not be
necessary.
● Benchmark positions, if
necessary. If it’s impractical to
conduct an analysis of every role,
jobs can be grouped into categories
that have similar characteristics.
● Identify inputs. Determine what
data sources will be used and how
 information will be collected. Review
data and information; clarify any
questions.
● Draft the job description. Formats
vary but there are common and
required elements.
● Finalize the job description.
Review the draft job description with
the job supervisor and make
revisions as appropriate. The
supervisor should approve the final
job description.
SOURCES OF INFORMATION
- Internal sources of information
include published information
including organizational charts, job
announcements, position
descriptions; direct or indirect (e.g.,
review of video) observation; input
from management, employees
and/or a relevant subject matter
expert, obtained through interviews
or via questionnaires.
- A key source of
information—relevant for career
exploration and job analysis, as the
site’s welcome notes—is the
database. O*Net’s About states the
site “is the nation’s primary source of
occupational information
O*Net Data organized in this Six Major
domains:
1. Worker Characteristics - Enduring
characteristics that may influence
both performance and the capacity
to acquire knowledge and skills
required for effective work
performance.
2. Worker Requirements - Descriptors
referring to work-related attributes
acquired and/or developed through
experience and education.
3. Experience Requirements -
Requirements related to previous
work activities and explicitly linked to
certain types of work activities
4. Occupational Requirements. A
comprehensive set of variables or
detailed elements that describe what
various occupations require.
5. Workforce Characteristics.
Variables that define and describe
the general characteristics of
occupations that may influence
occupational requirements.
6. Occupation-Specific Information.
Variables or other content model
elements of selected or specific
occupations.
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RECRUITMENT
- Is defined as a process that provides
the organization with a pool of
qualified job candidates from which
to choose
- Before companies recruit, they must
implement proper staffing plans and
forecasting to determine how many
people they will need.
● Annual budget of the
organization
● Organization life cycles
Internal Factors in forecasting:
1. Budget constraints
2. Expected or trend of employee
separations
3. Production levels
4. Sales increases or decreases
 5. Global expansion plans
External factors in forecasting:
1. Changes in technology
2. Changes in laws
3. Unemployment rates
4. Shifts in population
5. Shifts in urban, suburban, and
rural areas
6. Competition
Recruitment Strategy - An understanding
of the labor market and the factors
determining the relevant aspects of the
labor market is key to being strategic about
your recruiting processes. Here is the
aspect of developing a recruitment strategy:
1. Refer to a staffing plan.
2. Confirm the job analysis is correct
through questionnaires.
3. Write the job description and job
specifications.
4. Have a bidding system to recruit
and review internal candidate
qualifications for possible
promotions.
5. Determine the best recruitment
strategies for the position.
6. Implement a recruiting strategy.
The first step in the recruitment process is
acknowledgment of a job opening.
INTERNAL CANDIDATES - are people who
are already working for the company. If an
internal candidate meets the qualifications,
this person might be encouraged to apply
for the job, and the job opening may not be
published.
Job Analysis - is a formal system
developed to determine what tasks people
actually perform in their jobs. The purpose
of a job analysis is to ensure creation of the
right fit between the job and the employee
and to determine how employee
performance will be assessed.
● Task-based analysis - focus on the
duties of the job
- Write performance evaluation
for employees
- Prepare reports
- Answer incoming phone calls
- Assist customers with
product questions
- Cold-call three customers a
day
● Competency-or skills-based analysis
- focuses on the knowledge and
abilities an employee must have to
perform the job.
- Able to utilize data analysis
tools
- Able to work withing the
teams
- Adaptable
- Innovative
Job Analysis Questionnaire:
● Employee information such as job
title, how long in position, education
level, how many years of experience
in the industry
● Key tasks and responsibilities
● Decision making and problem
solving: this section asks employees
to list situations in which problems
needed to be solved and the types
of decisions made or solutions
provided.
● Level of contact with colleagues,
managers, outside vendors, and
customers
● Physical demands of the job, such
as the amount of heavy lifting or
ability to see, hear, or walk
 ● Personal abilities required to do the
job—that is, personal characteristics
needed to perform well in this
position
● Specific skills required to do the
job—for example, the ability to run a
particular computer program
● Certifications to perform the job
Job Description - is a list of tasks, duties,
and responsibilities of a job. Job
descriptions should include the following
components:
● Job functions (the tasks the
employee performs)
● Knowledge, skills, and abilities (what
an employee is expected to know
and be able to do, as well as
personal attributes)
● Education and experience required
● Physical requirements of the job
(ability to lift, see, or hear, for
example)
Job Specification - discuss the skills and
abilities the person must have to perform
the job.
A job analysis must be performed first, and
then based on that data, we can
successfully write the job description and
job specifications
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JOB DESIGN - a work arrangement aimed
at reducing or overcoming job
dissatisfaction and employee alienation
arising from repetitive and mechanistic
tasks.
- Refers to the way that a set of tasks,
or an entire job, is organized such as
what tasks are done, how the tasks
are done, how many tasks are done,
and in what order the tasks are done
(Canadian Centre for Occupational
Health and Safety)
- The primary purpose of job design is
to increase employee motivation,
productivity and satisfaction.
- job design for safety takes into
account factors such as
task/machine pacing and work
breaks to reduce risk.
- CCOHS states that “a well designed
job will encourage a variety of ‘good’
body positions, have reasonable
strength requirements, require a
reasonable amount of mental
activity, and help foster feelings of
achievement and self-esteem.”
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JOB DESIGN THEORIES
● Job Relevance
● Job Enlargement
● Job Enrichment
JOB RELEVANCE - To avoid turnover and
engagement issues, this factor should be
designed in at every level and length of
tenure, from new hire to veteran.
JOB ENLARGEMENT - seeks to address
this issue by expanding the number of tasks
one person is responsible for.
 - Job enlargement needs to be
coupled with training to develop
competency in performing the
additional tasks. If effectively
designed, job enlargement can
increase satisfaction
- However, if job enlargement is
perceived to be simply an addition of
more rote tasks with no emotional
return, satisfaction and productivity
will not increase and may in fact
decrease further.
JOB ENRICHMENT - The theory of job
enrichment is attributed to Frederick
Herzberg, who famously stated that “if you
want people to do a good job, give them a
good job to do.”
- the addition of different tasks
associated with a job that provides
greater involvement and interaction
with that job.
- The job must the full ability of the
employee and provide them with
sufficient challenge and any
employee who demonstrates an
increasing level of ability should be
given correspondingly increasing
levels of responsibility.
JOB CHARACTERISTIC THEORY - J.
Richard Hackman and Greg Oldham
Built from Herzberg’s theory
“suggests expanding the content of a job
with opportunities for personal growth,
advancement, responsibility, interesting
work, recognition and achievement to create
more opportunities for job satisfaction and
motivation.”
● Skill Variety - the degree to which
job requires a variety of different
activities in carrying out the work,
involving the use of a number of
different skills and talents of a
person.
● Task Identity - the degree to which
the job requires completion of a
whole, identifiable piece of work; that
is, doing a job from beginning to end
with visible outcome
● Task Significance - the degree to
which the job has a substantial
impact on the lives of other people,
whether those people are in the
immediate organization or in the
world at large
● Autonomy - the degree to which the
job provides substantial freedom,
independence, and discretion to the
individual in scheduling the work and
in determining the procedure to be
used in carrying it out.
● Feedback - the degree to which
carrying out the work activities
required by the job provides the
individual with direct and clear
information about the effectiveness
of his or her performance.
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HUMAN RESOURCE
PLANNING
- is the process of ensuring that the
organization has the right number of
people with the right skills when
needed.
- The goal of HR planning is the
balance between the organization’s
labor supply and labor demand.
 - DEMAND < SUPPLY =
Labor Surplus
- DEMAND > SUPPLY =
Labor Shortage
HR PLANNING PROCESS
1. Forecast of labor demand;
Forecast of labor supply
2. Forecast of labor surplus or
shortage
3. Goal setting and strategic
planning
4. Program implementation and ● Program Implementation and
evaluation Evaluation is the actual execution of
the strategy chosen and evaluating
FORECASTING - is determining the supply whether or not the strategy has
and demand for various types of human avoided a labor shortage or a labor
resources surplus.
to predict in which areas in the organization
will there be future shortage or surplus.
Makes use of statistical method and
judgmental method.

● Forecast of Labor Demand

Identifying in which jobs or skills will
there be increase or decrease in
demand relevant to the
organization’s present or current
state. Involves the use of leading
indicators which are objective
measures that can predict labor
demand
● Forecast of Labor Supply Detailed
analysis of how many people are
currently in various job categories or
who have the skills in the
organization. Can be plotted in a
transitional matrix which shows the
ASSESSING CURRENT
proportion (or number) of employees HUMAN RESOURCES
in different job categories at different
times. Assessing current human resource
● Goal Setting and Strategic involves developing a profile of the
Planning ensures that problems workforce that includes staff levels,
related to labor demand and labor demographics, and competencies. CalHR
supply are addressed. recommends developing a profile of the
current workforce, including an evaluation of
key competencies based on an assessment
process and using trends and other relevant
data to make projections about this
workforce, including the impact of
separations and changes in demographics.
In order to compile and analyze human
resource data, you must ¹rstunderstand the
why you’re doing the work, what your
deliverable should be, and what steps you
should take:
● PURPOSE - Provides the data for
the workforce plan, using systematic
analysis to reveal the departments’s
workforce gaps.
● DELIVERABLE - A comprehensive
analysis of the department’s staffing
and competency gaps and a list of
the department’s classifications in
order of risk level
● PRIMARY STEPS - There are four
primary steps, as follows:
1. Develop a profile of your
current workforce that
includes both staffing and
competencies
2. Use the results from the
strategic planning phase to
project future human
resource needs.
3. Perform a gap analysis to
identify current and future
staff and competency needs.
4. Develop and prioritize a list
of human resource risks to
inform the workforce action
planning
ASSESSMENT
- The US Department of Labor defines
personnel as “a systematic approach
to gathering information about
individuals used to make
employment to gathering information
about individuals used to make
employment or career-related
decisions.
- Any test or procedure used to
measure an individual’s employment
or career-related qualifications and
interests”
Ex: knowledge and ability
tests or work simulation
- An improperly designed assessment
may introduce bias andundermine
diversification and equity efforts
- A related challenge is lack of job
relevance and/or outdated job
criteria.
- Assessments that fail to measure
job-related skills or capabilities may
constitute a basis for claim of
discrimination.
- An irrelevant assessment generates
irrelevant results—garbage in,
garbage out—and undermines the
assessment and broader planning
process.
OPM TWO KEY ELEMENTS TO AN
ASSESSMENT
● Reliability - The extent to which an
assessment tool is consistent or free
from random error in measurement.
● Validity - the extent to which an
assessment tool measures what it is
intended to measure.
OPM 3-STEP PROCESS TO DEVELOP
VALID ASSESSMENT
1. IDENTIFY JOB-RELEVANT
COMPETENCIES - Based on a job
analysis, discussed below
 2. DESIGN THE ASSESSMENT
STRATEGY - Develop one or more
assessments to determine a
person’s ability to successfully
perform a job
3. IDENTIFY ASSESSMENT TOOLS -
Identify and evaluates assessment
tools such as cognitive ability and
job knowledge tests, work samples
and structured interviews
“To use assessment tools properly, you
must be aware of both the benefits and
limitations of any assessment strategy”
(OPM’s Presentation)
LABOR SUPPLY AND
DEMAND
Predicting the demand and supply of
labor in the future requires an
understanding of not only business
requirements and current resource
capabilities but the availability or supply of
relevant talent in the market.
The organization’s demand for labor
will be based on a range of both macro- and
micro-level factors including the economy,
geopolitical relations, government and
regulatory policy, industry
growth,competitive factors, and trends in
technology and consumer preferences.
EVALUATE CURRENT RESOURCES
- The first step in determining the
demand for labor involves an
evaluation of current resources (as
described above) or the internal
supply of labor.That is, current
employees should be evaluated
based on their ability to meet
projected future requirements,
factoring in training, reskilling,lateral
transfers and promotions.
- Estimating of internal labor supplies
also need to factor in terminations
and voluntary turnover.
- Businesses tend to use one or a
combination of qualitative or
quantitative approaches to analyze
internal labor supplies.
- Management judgment also comes
into play when evaluating current
resources relative to future
requirements.
TRACKING POTENTIAL TALENT
- Human resource management may
develop replacement charts to
keeptrack of high potential talent.
- A graphical technique can also be
applied to succession planning,
where HR develops and manages
the pipeline for senior executive and
other critical positions.
- A common qualitative method used
is Markov analysis, named
afterRussian mathematician Andrei
Andreyevich Markov
- Markov analysis - can be used to
track the pattern of employee
movements within the organization
and develop a transitional probability
matrix for forecasting internal supply
by specific categories, such as job
title, role and gender.
USING ANALYTICS
- Given the availability of data and
data processing capabilities, it’s
likely that analytics will become an
integral part of the workforce
planning process, from assessing
current resource capabilities or
supply to forecasting demand.
 - Chiradeep BasuMallick states that
“with the global workplace facing a
skills shortage and the emergence of
roles that were once unheard of,
workforce planning is now a major
differentiator” he argues that using
descriptive, predictive and
prescriptive analytics “can give HR
professionals a deeper
understanding of current
movements, future shifts, and the
best ways forward.”
- One of the key opportunities in using
analytics to spot talent trends and
gaps. In particular, performance
management data can identify
underutilized resources, upskilling
opportunities and leadership training
needs.
EXTERNAL LABOR SUPPLY
- The external supply of labor is a
function of a range of economic and
qualitative factors including the
availability of housing,
transportation, the quality of life and
the number and quality of
local/regional educational and
training educational institutions.
- Wages, competition for
labor,demographic and immigration
trends, and policies and individual
preferences and perceptions of utility
as well as the structure of jobs will
also impact the availability of labor
and labor force participation.
BUSINESS STRATEGY AND
WORKFORCE PLANNING
WORKFORCE PLANNING
- is not simply a matter of filling open
requisitions, it isa complex research
and design problem that involves
developing a detailed understanding
of a role, it’s requirements and how
that role relates to organizational
strategy and to other roles within the
organization.
- having the right number of people
with the right skills in the right jobs at
the right time (California’s Human
Resource Department)
- workforce planning is the process of
ensuring an organization has current
and future access to the human
capital it needs to perform
effectively. (HRZone)
THE WORKPLACE PLANNING PROCESS
- The steps in the process are fleshed out
based largely on the federal office of
Personnel Management's workforce
management training materials.
● Strategic Planning - Align the
workforce planning process with the
organization's strategic plan and
annual business plan to support
achievement of long-term (strategic
plan) and short-time (annual
performance) goals and objectives.
● Current Workforce Analysis -
Analyze current resources, including
projections for training and
development and turnover.
● Identification of future workforce
requirements - Develop
specifications for the types, quantity,
and location of human resources
required to accomplish strategic
objectives
 ● Gap Analysis - Identify the gaps
between current and projected
workforce needs.
● Action Planning - Identify how to
close resource gaps, including
development of implementation
plans and associated evaluation
metrics. Plans may encompass a
range of activities including
recruiting, training, reskilling,
organizational
restructuring,contracting/outsourcing
, automation and succession
planning.
● Execution and Evaluation -
Execution involves, in brief,
establishing roles and
responsibilities and securing
required resources. Evalua-tion
involves monitoring progress relative
to goals and making adjustments as
necessary to re¼ect changes in plan
assumptions or other relevant
factors.
California’s HR departments notes that
“workforce planning informs recruitment,
retention, employee
development,knowledge transfer and
succession planning”
Sharlyn Lauby notes that “before
companies can start thinking about their
succession plans, they have to understand
their jobs.”
—--------------------------------------------------------
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------------------
Recruitment, Selection and
Placement
RECRUITMENT - defined as a process that
provides the organization with a pool of
qualified job candidates from which to
choose.
- Before companies recruit, they must
implement proper staffing plans and
forecasting to determine how many
people they will need. The basis of
the forecast will be the annual
budget of the organization and the
short- to long term plans of the
organization.
Internal Factors in Forecasting
1. Budget constraints
2. Expected or trend of employee
separations
3. Production levels
4. Sales increases or decreases
5. Global expansion plans
External Factors in Forecasting
1. Changes in technology
2. Changes in laws
3. Unemployment rates
4. Shifts in population
5. Shifts in urban, suburban, and
rural areas
6. Competition
RECRUITMENT STRATEGY
1. Refer to a staffing plan
2. Confirm the job analysis is correct
through questionnaires.
3. Write the job description and job
specifications.
4. Have a bidding system to recruit and
review internal candidate
qualifications for possible
promotions.
 5. Determine the best recruitment rather than advance a
strategies for the position. diversification objective.
6. Implement a recruiting strategy.
Few social recruiting statistics compiled
The first step in the recruitment process is by Todd Kunsman:
acknowledgment of a job opening. ● 79% of job applicants use social
media in their job search
—-------------------------------------------------------- ● Job seekers rank social media and
----------------------------------------------------------- professional networks as the most
----------------------------------------------------------- useful job search resource
----------------------------------------------------------- compared to job boards, job ads,
----------------- recruiting agencies, and recruiting
events
CANDIDATE SOURCING ● 73% of millennials found their last
position through a social media
platform
SOURCING - the process of identifying,
● 80% of employers say social
pre-screening and cultivating qualified
recruiting helps them ¹nd passive
candidates in order to meet current and
candidates
anticipated future job openings.
● 91% of employers are currently
- having a clear understanding of who
using social media to hire talent
your ideal candidate is—a “specific
● Employers believe that social media
person in mind”—will inform your
marketing will be the most indemand
choice of sourcing channels and
HR skills by 2020, followed by Data
improve sourcing effectiveness.
Analysis and Predictive Modeling
- Employees should be an essential
part of social recruiting. “Employee
Old-school—face-to-face
referrals tend to be more acceptable
methods—work as well, serving to build the
applicants, who are more likely to
employer brand as well as a candidate pool.
accept an o·er and, once employed,
Participating in, partnering with or
have a higher job survival rate.”
sponsoring college groups, community
Three Caveats in regards to
organizations and professional associations
employee referral:
is an effective way to identify individuals
with high-values skills or demographic
1. an employee might
profiles.
mistakenly assume job
performance competence
You can also work the interest angle
based on friendship;
online, joining relevant LinkedIn groups or
2. Employee referrals may lead
identifying and following thought leaders or
to nepotism or hiring
groups on Twitter.
individuals who are related to
persons already employed by
A final opportunity is to identify niche
the company
sites that specialize in a specific industry,
3. Employee referrals may
reinforce the status quo
area of expertise or speak to a specific
demographic group.
WRITING A JOB
ADVERTISEMENT
JOB ANALYSIS - In order to advertise a
job, you first have to understand what that
job entails (at least to best current
knowledge, as jobs are often shifting in their
scope). Job analysis is often done with the
help of Industrial and Organizational (I-O)
psychologists.
1. The first approach is task-oriented
and lists in detail the tasks that will
be performed for the job. Each task
is typically rated on scales for how
frequently it is performed, how
difficult it is, and how important it is
to the job.
2. The second approach is
worker-oriented. This approach
describes the characteristics
required of the worker to
successfully perform the job. This
second approach has been called
job specification
Observation, surveys, and
interviews are used to obtain the
information required for both types of
job analysis. It is possible to observe
someone who is proficient in a
position and analyze what skills are
apparent.
3. Another approach used is to
interview people presently holding
that position, their peers, and their
supervisors to get a consensus of
what they believe are the
requirements of the job.
Employer Branding in Job
Advertisement
- employer branding is a key element
in the recruitment process. In order
to attract the best candidates, hiring
managers need to clearly de¹ne their
employment brand.
● Clarify your corporate culture
● Understand your market
position
● Set performance
expectations
● Help candidates determine
whether they would be a
good fit before they even
apply
Selling the Job
- What differentiates a compelling ad
from one that isn’t noticed, or worse,
rejected, is emotion. That is, in order
to make a job advertisement
compelling, you must make an
emotional connection.
- candidates are seeking that same
humanity in potential employers. Her
two key recommendations: share a
story and write with a specific person
in mind. The rationale for the latter
point: “By writing with one person in
mind, your tone, story, and message
will be much more focused and
detailed than if you’re writing to a
nameless, faceless group of people.
And your readers will connect to that
focus and detail.
Honeysett’s recommendations and
Betterteam’s job posting template:
1. Write a compelling headline
2. Craft a compelling hook
 3. Write with a specific person
in mind
4. Pitch the position with
emotion as well as the key
facts
5. Tell the company’s
story—and invite the
candidate to be part of it
6. Sell the area
7. Summarize, selling the
package
8. Close with a call to action
9. Have a member of the target
audience read and comment
THE RECRUITING
Get Inside the Job Seeker’s Mind
PROCESS
RECRUITING - the art of attraction, a
process that requires a clear understanding
of what makes the company unique as well
as what type of person a company wants to
attract.
- It’s also important for human
resource personnel to be aware of
the subtleties of communication—for
example, differences in how
behavior, gestures, language (and
silence) is interpreted, and the
associated message received.
- Recruiting is the phase that occurs
after human resource planning and
before selection. The goal of the
recruitment process is to build a pool
of qualified candidates
- The recruiter should have a
complete job description that
includes job specifications or
minimum acceptable qualifications
(and, perhaps, desired
qualifications), essential functions
and an ability to speak to job
responsibilities and other details.
- The recruiter should also be able to
articulate how the role contributes to
the organization’s strategy and
should develop a recruitment plan.
Planning points to consider include
evaluating your employer brand,
identifying candidate sources,
evaluating related technologies
and—an ongoing
responsibility—cultivating passive
candidates and encouraging positive
word of mouth.
- Factors that contribute to
workers’/job seekers’ perception of
long term potential:
● Transparency about
pay/bene¹ts: 44%
● Information about growth
opportunities: 39%
● Company’s track record of
promoting from within: 37%
● Positive employee reviews:
35%
- Factors most likely to prompt an
application
● Attractive bene¹ts: 48%
● Convenient commute: 47%
● Relatively high salary: 46%
- Factors most likely to prompt
candidate to abort the recruitment
process
● A layoff announcement: 44%
● Negative interactions with a
recruiter or hiring manager:
40%
● Negative employee reviews:
35%
 ● Leadership or employee
scandals: 33%
Gender Differences
● Female respondents were
more likely than male
respondents to cite CEO
misbehavior as a reason to
exit the recruitment process
(42% vs. 21%)
● Female respondents were
more likely than male
respondents to rate poor
customer service levels as a
detracting factor (39% vs.
23%)
● Female respondents were
more likely than male
respondents to cite negative
employee reviews as a
deterring factor (43% vs.
28%)
Optimize the Candidate Experience
- Aspects of the job application
process that contributed to a positive
experience
● Clear and regular
communication: 58%
● Clear expectations: 53%
● Feedback regarding
rejection: 51%
- Greatest causes of frustration during
the interview process
● Lack of information about
pay and bene¹ts: 50%
● Interview schedule changes:
50%
● Untimely responses: 47%
● Lack of information about job
responsibilities: 46%
● Gender differences note:
Female respondents were
more likely than male
respondents to be frustrated
about lack of compensation
information (57% vs. 44%)
and lack of information about
job responsibilities 55% vs.
39%).
—--------------------------------------------------------
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THE SELECTION PROCESS
-The selection process involves moving
candidates through the recruiting process
and identifying the best candidates for the
job.
-The goal is to ensure that those candidates
who are invited to participate in a
face-to-face interview are, in fact, highly
qualified and, ideally a promising.
4 PRIMARY TECHNIQUES FOR
EVALUATING POTENTIAL CANDIDATES
1. EVALUATION BY ASSOCIATION -
use the posting location as an initial
screen.
2. APPLICATION - Conduct an initial
assessment based on review of a
candidate’s cover letter, resume and
application. May also include review
of a candidate’s business and social
networking profiles. To avoid
investing time assessing a candidate
that isn’t viable, incorporate
prescreening questions that require
the candidate to attest that he or she
meets the stated minimum criteria.

3. ASSESSMENT - Conduct a
preliminary assessment of skills.
This can be done in conjunction with
or subsequent to the application
review process. Depending on
position requirements, a more in
depth assessment of a candidate’s
level of skill and aptitude may be
appropriate.
4. SCREENING INTERVIEW - An
initial telephone interview is a
second level of active screening
that’s used to assess the candidate’s
objective and motivation, relevant
education and experience and to get
a sense for the candidate as a
person. The objective is to eliminate
candidates that don’t warrant the
time and cost of an in-person
interview or in-depth skills
assessment.
5. EXTERNAL VERIFICATION - Verify
stated educational qualifications and
check references.
MIN’S THEORY OF BENEFITS OF
AUTOMATED CANDIDATE SCREENING
● Reduced time to hire—which also
reduces the likelihood of losing
talent to faster-moving competitors
● Higher candidate quality—based on
review & ranking of all resumes
received
● Improved candidate
experience—allows for rapid
identification of and engagement
with the most qualified candidates as
well as timely feedback to those who
are eliminated (but may be viable
candidates for future opportunities)
SELECTION PROCESS
- Refers to the steps involved in
choosing people who have the right
qualifications to fill a current or future
job opening.
- This is more expensive than
recruitment.
FIVE DISTINCT ASPECTS OF
SELECTION PROCESS:
1. CRITERIA DEVELOPMENT -
Criteria development means
determining which sources of
information will be used and how
those sources will be scored during
the interview. All individuals involved
in the hiring process should be
properly trained on the steps for
interviewing, including developing
criteria, reviewing résumés,
developing interview questions, and
weighting the candidates. This
process usually involves discussing
which skills, abilities, and personal
characteristics are required to be
successful at any given job.
- This allows for a streamlined
process with specific guidelines
already set before reviewing a
résumé
- By setting criteria ahead of time, the
hiring team has a clear picture of
exactly what qualifications they are
looking for. As a result, it is easier to
determine who should move forward
in the selection process.

2. APPLICATION AND RESUME
REVIEW - Once the criteria have
been developed (step one),
applications can be reviewed.
People have different methods of
going through this process, but there
are also computer programs that can
search for keywords in résumés and
narrow down the number of résumés
that must be looked at and reviewed.
- Résumé parsing or résumé scanning
software is readily available and can
make the initial screening easier.
This software scans all received
résumés and selects the ones that
have the keywords.
3. INTERVIEWING - After the HR
manager and/or manager have
determined which applications meet
the minimum criteria, he or she must
select those people to be
interviewed. The field is sometimes
narrowed even further with a phone
interview.
4. TEST ADMINISTRATION - Any
number of tests may be
administered before a hiring decision
is made. These include drug tests,
physical tests, personality tests, and
cognitive tests. Some organizations
also perform reference checks,
credit report checks, and
background checks.
5. MAKING THE OFFER - The last
step in the selection process is to
offer a position to the chosen
candidate. Development of an offer
via email or letter is sometimes a
more formal part of this process.
Compensation and benefits will be
defined in an offer.
VALIDITY - refers to how useful the tool is
to measure a person’s attributes for a
specific job opening.
BIOGRAPHICAL INFORMATION BLANKS
(BIBs)
- A BIB is a series of questions about a
person’s history that may have shaped his
or her behavior.
-The BIB can be scored in the same way as
an interview or a résumé, assuming the
organization knows which types of answers
are predictable for success in a given job.
WEIGHTED APPLICATION FORM -
involves selecting an employee
characteristic to be measured and then
identifying which questions on the
application predict the desired behavior.
- any tool you use to determine
someone’s qualifications for a job
should have validity to determine
they are the right fit for the job.
RELIABILITY - refers to the degree in
which other selection techniques yield
similar data over time.
- REVIEWING RESUMES -
When looking at résumés to determine
whom to interview, a manager should be
concerned with the concepts of disparate
impact and disparate treatment. Disparate
impact is unintended discrimination against
a protected group as a whole through the
use of a particular requirement. Disparate
impact may be present in the interviewing
process, as well as other
employment-related processes such as pay
raises and promotions.
Disparate treatment in hiring might include
not interviewing a candidate because of
one’s perception, about the candidate’s
age, race, or gender.
It is best to go through a formal interview
process with all candidates, even if they
work within the organization. This way, an
HR professional can be assured that
disparate treatment does not occur because
of favoritism
Every criteria developed should be closely
considered to see if it might have disparate
impact on a protected group of individuals
UNSTRUCTURED INTERVIEW - questions
are changed to match the specific applicant;
for example, questions about the
candidate’s background in relation to their
résumé might be used.
STRUCTURED INTERVIEW - there
is a set of standardized questions based on
the job analysis, not on individual
candidates’ résumés.
TYPES OF INTERVIEW
1. Traditional Interview - This type of
interview normally takes place in the
office. It consists of the interviewer
and the candidate, and a series of
questions are asked and answered.
2. Telephone Interview - telephone
interview is often used to narrow the
list of people receiving a traditional
interview. It can be used to
determine salary requirements or
other data that might automatically
rule out giving someone a traditional
interview
3. Panel Interview - A panel interview
occurs when several people are
interviewing one candidate at the
same time. While this type of
interview can be nerve racking for
the candidate, it can also be a more
effective use of time.
4. Information Interview -
Informational interviews are usually
used when there is no specific job
opening, but the candidate is
exploring possibilities in a given
career field. The advantage to
conducting these types of interviews
is the ability to find great people
ahead of a job opening.
5. Meal Interview - Many
organizations offer to take the
candidate to lunch or dinner for the
interview. This can allow for a more
casual meeting where, as the
interviewer, you might be able to
gather more information about the
person, such as their manners and
treatment of waitstaff. This type of
interview might be considered an
unstructured interview, since it would
 tend to be more of a conversation as
opposed to a session consisting of
specific questions and answers.
6. Group Interview - In a group
interview, two or more candidates
interview at the same time. This type
of interview can be an excellent
source of information if you need to
know how they may relate to other
people in their job.
7. Video Interview - Video interviews
are the same as traditional
interviews, except that video
technology is used. This can be cost
saving if one or more of your
candidates are from out of town.
8. Non Direct Interview
(unstructured interview) - In a
nondirective interview, the candidate
essentially leads the discussion.
Some very general questions that
are planned ahead of time may be
asked, but the candidate spends
more time talking than the
interviewer. The advantage of this
type of interview is that it can give
candidates a good chance to show
their abilities; however, the downside
is that it may be hard to compare
potential candidates, since questions
are not set in advance
INTERVIEW QUESTIONS
- Most interviews consist of many
types of questions, but they usually
lean toward situational interviews or
behavior description interviews
Situational Interview - is one in which the
candidate is given a sample situation and is
asked how he or she might deal with the
situation
Behavior Description Interview - the
candidate is asked questions about what he
or she actually did in a variety of given
situations. The assumption in this type of
interview is that someone’s past experience
or actions are an indicator of future
behavior.
ILLEGAL TYPE OF INTERVIEW
QUESTIONS:
● National Origin - You cannot ask
seemingly innocent questions such
as “That’s a beautiful name, where is
your family from?” This could
indicate national origin, which could
result in bias.
● Age - You cannot ask someone how
old they are, and it is best to avoid
questions that might indicate age,
such as “When did you graduate
from high school?” However, asking
“Are you over 18?” is acceptable.
● Marital Status - You can’t ask direct
questions about marital status or
ages of children. An alternative may
be to ask, “Do you have any
restrictions on your ability to travel,
since this job requires 50 percent
travel?”
● Religion - It’s illegal to ask
candidates about their religious
affiliation or to ask questions that
may indicate a religion-affiliated
school or university.
● Disabilities - You may not directly
ask if the person has disabilities or
 recent illnesses. You can ask if the
candidate is able to perform the
functions of the job with or without
reasonable accommodations.
● Criminal Record - While it is fine to
perform a criminal record check,
asking a candidate if they have ever
been arrested is not appropriate;
however, questions about
convictions and guilty pleadings are
acceptable.
● Personal Questions - Avoid asking
personal questions, such as
questions about social organizations
or clubs, unless they relate to the
job.
HR professionals and managers should be
aware of their own body language in an
interview. Some habits, such as nodding,
can make the candidate think they are on
the right track when answering a question.
Halo Effect or Reverse Halo Effect - This
occurs when an interviewer becomes
biased because of one positive or negative
trait a candidate possesses.
Interview Bias - can occur in almost any
interview situation. Interview bias is when
an interviewer makes assumptions about
the candidate that may not be accurate.
Contrast Bias - is a type of bias that occurs
when comparing one candidate to others. It
can result in one person looking particularly
strong in an area, when in fact they look
strong compared to the other candidates.
Gut Feeling Bias - is when an interviewer
relies on an intuitive feeling about a
candidate.
Generalization Bias - an occur when an
interviewer assumes that how someone
behaves in an interview is how they always
behave.
Cultural Noise Bias - occurs when a
candidate thinks he or she knows what the
interviewer wants to hear and answers the
questions based on that assumption.
Nonverbal Behavior Bias - occurs when
an interviewer likes an answer and smiles
and nods, sending the wrong signal to the
candidate.
Similar to me Bias - (which could be
considered discriminatory) results when an
interviewer has a preference for a candidate
because he or she views that person as
having similar attributes as themselves.
Recency Bias - occurs when the
interviewer remembers candidates
interviewed most recently more so than the
other candidates.
INTERVIEW PROCESS
1. Recruit new candidates.
2. Establish criteria for which
candidates will be rated.
3. Develop interview questions based
on the analysis.
4. Set a time line for interviewing and
decision making.
5. Connect schedules with others
involved in the interview process.
6. Set up the interviews with
candidates and set up any testing
procedures.
7. Interview the candidates and
perform any necessary testing.
 8. Once all results are back, meet with
the hiring team to discuss each
candidate and make a decision
based on the established criteria.
9. Put together an offer for the
candidate
TIPS TO CONSIDER IN THE INTERVIEW
PROCESS:
1. Make sure everyone is trained on
the interviewing process. Allowing
someone who has poor interviewing
skills to conduct the interview will
likely not result in the best
candidate.
2. Listen to the candidate and try to
develop a rapport with them.
3. Be realistic about the job. Do not try
to paint a “rosy” picture of all aspects
of the job. Being honest up front
helps a candidate know exactly what
they will be in for when they begin
their job.
4. Be aware of your own stereotypes
and do not let them affect how you
view a potential candidate.
5. Watch your own body language
during the interview and that of the
candidate. Body language is a
powerful tool in seeing if someone is
the right fit for a job.
6. Stick to your criteria for hiring. Do
not ask questions that have not been
predetermined in your criteria.
7. Learn to manage disagreement and
determine a fair process if not
everyone on the interviewing team
agrees on who should be hired.
TESTING - A variety of tests may be given
upon successful completion of an interview.
These employment tests can gauge a
person’s KSAOs in relation to another
candidate.
1. Cognitive ability tests
2. Personality tests
3. Physical ability tests
4. Job knowledge tests
5. Work sample
COGNITIVE ABILITY TEST - can measure
reasoning skills, math skills, and verbal
skills.
APTITUDE TEST - measures a person’s
ability to learn new skills.
ACHIEVEMENT TEST - measures
someone’s current knowledge.
PERSONALITY TEST - such as
Meyers-Briggs and the “Big Five”
personality factors may be measured and
then compared with successful employee
scores.
JOB KNOWLEDGE TEST - measures the
candidate’s level of understanding about a
particular job.
WORK SAMPLE TESTS - ask candidates
to show examples of work they have
already done. In the advertising business,
this may include a portfolio of designs, or for
a project manager, this can include past
project plans or budgets.
CLINICAL SELECTION APPROACH - is
probably the most common selection
method, and it involves all who will be
making the decision to hire a candidate. The
decision makers review the data and, based
on what they learn from the candidate and
the information available to them, decide
who should be hired for a job.
STATISTICAL METHOD - In the statistical
method, a selection model is developed that
assigns scores and gives more weight to
specific factors, if necessary.
● Compository Model - similar
method of scoring is used as the
weighted model but permits a high
score in an important area to make
up for a lower score in another area.
● Multiple Cutoff Model - requires
that a candidate has a minimum
score level on all selection criteria.
The candidate may be required to
have a score of at least 2 out of 5 on
each criteria
● Multiple Hurdle Model - only
candidates with high (preset) scores
go to the next stages of the selection
process.
Making the offer to the chosen candidate
can be equally as important as the interview
process. If the offer is not handled properly,
you can lose the candidate, or if the
candidates takes the job, he or she could
start off on the wrong foot. He says that as
soon as the offer is made, power is shifted
to the candidate. To handle this, he
suggests asking salary questions in the
interview, including the following:
1. “If we were to make a job offer today,
when would you be in a position to accept
or reject the offer?”
2. “At what point, dollar wise, would you
accept our job offer and at what point, dollar
wise would you reject the offer?”
Once the offer has been made, it is
reasonable to give the candidate some time
to decide, but not too long, as this can result
in losing other candidates should this
candidate reject the job offer. It is likely the
candidate may come back and ask for
higher salary or benefits
Once the phone call is made and the
candidate accepts the offer, an e-mail or
formal letter should follow, outlining details
of the employment agreement. The
employment agreement or offer letter
should include the following:
1. Job title
2. Salary
3. Other compensation, such as bonuses or
stock options
4. Benefits, such as health-care coverage,
401(k)
5. Vacation time/paid holidays
6. Start date
7. Noncompete agreement expectations
8. Additional considerations such as
relocation expenses
—--------------------------------------------------------
-----------------------------------------------------
PERFORMANCE
MANAGEMENT
- practices and processes are among
the most important that human
resources manages, yet they are
also among the most contentious
processes in an organization.
- the process to be successful, it
should not only be human resources
that are responsible for driving
performance.
- it is the organizational managers that
need to strongly support the process
and communicate the linkage of
performance management to overall
organizational goals and
performance.
- Performance management can be
traced back to the U.S. military’s
“merit rating” system, which was
created during World War I to
identify poor performers for
discharge or transfer.
- Although the rules around job
seniority determined pay increases
and promotions for the unionized
worker population, strong
performance management scores
meant good advancement prospects
for managers. In the beginning, the
notion of using this type of system to
improve performance was more of
an afterthought, and not the main
purpose
- In 1981, when Jack Welch became
CEO of General Electric, he
championed the forced-ranking
system—another military creation.
- an “Agile Manifesto” was
developed by software developers
and “emphasized principles of
collaboration, self-organization,
self-direction, and regular reflection
on how to work more effectively, with
the aim of prototyping more quickly
and responding in real-time to
customer feedback and changes in
requirements.”
The four questions that Deloitte asks of
its managers are as follows:
● Given what I know of this person’s
performance, and if it were my
money, I would award this person
the highest possible compensation
increase and bonus.
● Given what I know of this person’s
performance, I would always want
him or her on my team.
● This person is at risk for low
performance.
● This person is ready for promotion
today.
The primary purpose of performance
management is to manage employee
alignment, motivation, and development.
From a process perspective, the objective is
to establish employee goals that are aligned
with departmental and overall organizational
goals and objectives and to develop,
recognize, and incentivize desired behavior
and performance.
Performance Appraisal - the assessment
aspect of performance management. That
assessment involves not only evaluation but
specific feedback— both positive and
constructive.
PIP (performance improvement plan)
“Players and underperformers alike need
timely, specific, and helpful feedback to
reach their full potential. Positive feedback
helps build confidence, while constructive
criticism clarifies expectations and allows
people to learn from their mistakes”
FORMAL PERFORMANCE APPRAISALS
- serve as administrative function;
specifically, documenting employee
performance relative to established
standards.
“Feedback needs to be actionable. Praise or
constructive feedback that is non-specific
doesn’t need to be tied to a financial or
other reward to be effective.”
FOUR ELEMENTS OF PREFERRED
BEHAVIOR
1. Focus - knowing what to do
2. Competence - knowing how to do it
3. Consequence - knowing why you’re
doing it
4. Feedback - Knowing how well
you’re doing it
APPRAISAL METHODS
TWO PRIMARY METHODS FOR
CONDUCTING PERFORMANCE
APPRAISAL:
● Based on absolute
● Relative standards
ABSOLUTE APPRAISAL METHODS - are
critical incident, BARS (Behaviorally
Anchored Rating Scale), and a graphic
rating scale.
1. Critical Incident - focuses on the
essential behaviors that determine
whether a task is done well or
poorly. Documentation in this case
involves briefly summarizing
situations that demonstrate either
successful or unsuccessful behavior
and outcomes. More intensive. A
variation on this is asking or tasking
employees with recording their
critical incidents, similar to a
self-assessment.
2. Graphic Rating Scale -
performance appraisal form lists job
behaviors, competencies, skills and
results and provides ¹ve (more or
less) rating options ranging from
unsatisfactory to exceed
expectations. The appraiser selects
a performance rating for each
criteria and totals the values. The
downside is the method doesn’t
provide a level of detail that supports
specific corrective action. Another
drawback: performance factors tend
to be vague and open to
interpretation.
3. BARS (Behaviorally Anchored
Rating Scale) - combines aspects of
the critical incident and graphic
rating methods. BARS focused on
behaviors that constitute signi¹cant
performance dimensions of a job. It
differs from the typical graphic rating
scale in that it focuses on job
specifics rather than vague work
statements. Example: “Answer
phone within 3 rings.” and “Greets
caller with “Hello. This is [name].
How may I help you?” The benefit of
BARS is that it yields both qualitative
and quantitative data. The
quantitative data makes it possible
to compare and rank relative
employee performance. The level of
detail in behavior descriptions also
helps to avoid differences in
interpretation across raters and
employees. The downside of BARS
is the complexity of development
and maintenance, with each position
 requiring a set of evaluation criteria
and rating descriptions.
RELATIVE APPRAISAL METHODS - A
second category of appraisal methods uses
relative or comparative standards. Common
methods in use include ranking and paired
comparison and forced distribution.
1. Ranking - include individual ranking
and group order ranking. These
methods involve placing employees
in relative performance (or perceived
value) order from top to bottom or
ranking them on a “curve”.
According to Welch, “sprinkling’
financial rewards' over a much larger
group is a mistake.” Instead, the
middle 70% should be coached and
trained to move into the top 10%.”A
survey of human resource
professionals surveyed “reported
that forced ranking resulted in lower
productivity, inequity and skepticism,
negative effects on employee
engagement, reduced collaboration,
and damage to morale and mistrust
in leadership.” Wharton School of
Management Associate Professor of
Management Iwan Barankay’s
research demonstrated that when
people are rated relative to others,
performance declines. Further, rating
accuracy was questionable, with
ratings having “as much to do with
who the rater was (people gave
higher ratings to those who were like
them) as they did with performance.
2. Paired Comparison - bases
evaluations on an employee’s
performance relative to his or her
peers in selected job skill categories.
An employee’s evaluation would be
the sum of their pluses and would be
the basis of a relative ranking. This
method is unwieldy for large
numbers of employees and su·ers
from the vagueness and subjectivity
of a graphic ranking system.
MANAGEMENT BY OBJECTIVES
—--------------------------------------------------------
-----------------------------------------------------------
--------------------------------------------------------
PERFORMANCE
MANAGEMENT ERRORS
Indiana University’s ELEVEN
PERCEPTION ERRORS:
● The Leniency Error - giving
everyone high ratings regardless of
actual performance, in an attempt to
avoid conflict or to make yourself
good.
● The Central Tendency Error -
clumping or clustering all employees
in the middle performance
categories in an attempt to avoid
extremes.
● The Recency Error - Failing to take
into account the entire evaluation
period and focusing on a recent
performance episode, positively or
negatively.
● The Halo Effect Error - Letting one
favored trait or work factor to
overwhelm other, more positive
performance elements, resulting in
 an unfairly low overall performance
rating.
● The Horns Effect Error - Allowing
the disfavored trait or work factor to
overwhelm other, more positive
performance elements, resulting in
an unfairly low overall performance
rating.
● Contrast Error - Evaluating an
employee in relation to another
employee rather than relative to
his/her duties, goals and stated
performance standards.
● Past Performance Error - Rating
on your past performance rather
than present performance.
● Biased Rating Error - Allowing
personal feelings toward employee
to influence rating.
● High Potential Error - Confusing
potential with performance
● Similar to Me Error - similar to me
and therefore feeling of comfort and
compatibility
● Guilt by Association Error -
evaluation influenced by employee’s
association rather than performance
AVOIDING ERRORS
● Cultivate awareness or potential
errors
● Rely on the data and documentation
you’ve compiled, rather than your
perceptions. That is, focus on the
performance, rather than the person.
Note that there is a tendency to avoid
accurate ratings—particularly on the
downside—when there’s a significant
amount at stake—for example, a
promotion/demotion, raise or PIP. Let the
person’s performance make the decision.
Developing and practicing
techniques—for example,
participating in appraisal and
feedback simulations—for having
Difficult conversations will help you develop
skills that will pay off in a variety of work and
life situations.
STEPS ON HOW TO DEAL WITH
DIFFICULT CONVERSATION
STEP #1 INQUIRY - Cultivate an attitude of
discovery and curiosity
STEP #2 ACKNOWLEDGEMENT - Show
that you’ve heard and understood what the
person is saying.
STEP #3 ADVOCACY - Clarify your
position without minimizing the other
person’s position
STEP #4 PROBLEM SOLVING - Begin
building solutions
IMPROVING APPRAISAL
EFFECTIVENESS
KIM SCOTT’S RADICAL CANDOR
Technology industry veteran and advisor
Kim Scott learned how to improve appraisal
effectiveness the way that industry (and,
perhaps, humans) evolves in general: by
failing.
“Criticizing your employees when they
screw up is not just your job, it’s actually
your moral obligation.”
The single most important thing a boss can
do is provide guidance.
VERTICAL AXIS - “give a damn” axis,
explaining that “caring personally makes it
much easier to do the next thing you have
to do as a good boss, which is being willing
to piss people off.
HORIZONTAL AXIS - Challenging directly
As manager, you should strive to provide
feedback that falls in the upper right
quadrant: radical candor.
“Radical candor is humble, it’s helpful, it’s
immediate, it’s in
person—in private if it’s criticism and in
public if it’s praise—and it doesn’t
personalize.”
LENNY RACHITSKY’S PERFORMANCE
MANAGEMENT SYSTEM
Product lead Lenny Rachitsky echoes
Scott’s essential “give a damn” point. A
formative review, which identi¹ed a number
of number of development areas was not
demotivating, as one might expect.
“feeling more clear, motivated, and
excited than I had ever been.”
Rachitsky credits “the clarity of his
[manager’s] feedback, the care in his
delivery, and the simple organization of his
framework.”
The most important aspect: preparation -
inadequate preparation is one of the six
most common mistakes he identifies.
A related point: failing to provide substantive
feedback
He breaks development documentation into
3 areas:
summary; concrete examples and peer
feedback; concrete suggestions
Rachitsky also highlights what he
sees as the employee’s superpower and
how she or he can leverage that unique
capability further.
Final point: let your report know where
they are relative to what’s next, whether it’s
a promotion, a title change
or some other career development
opportunity.
“People want context, clarity, and most
of all, next steps.”
—--------------------------------------------------------
-----------------------------------------------------------
--------------------------------------------------------
GROUP 1 PRESENTATION
(The Impact of AI and
Robots on HR Planning)
HR PLANNING - Human Resource
Planning is the process of ensuring that the
organization has the right number of people
with the right skills when needed. (Dessler,
2013).
- having the right number of people
with the right skills in the right jobs at
the right time (Human Resource
Department)
- The process of ensuring an
organization has current and future
access to the human capital it needs
to perform effectively (HRZone)
Significance of HR Planning
Workforce planning informs
recruitment, retention, employee
development, knowledge transfer, and
successful planning.
● Future workforce needs
● Coping with change
● Recruiting talented staff
● Human resource development
● Reducing uncertainty
“We know that a company is only as strong
as the quality of its people, and it is our
people who incessantly inspire us to be
better”
Selection Process
1. Aptitude written test online
2. Technical interview
3. HR interview
HR PLANNING BEFORE AI/ROBOTS
How Jollibee started?
- It was opened by Tony Tan Caiktong
and his family, where they later
began serving hot meals and
sandwiches, which was eventually
converted into a fast food restaurant.
DEMAND-SUPPLY FORECASTING
● HR DEMAND - Identify the number
of people needed to work on the
jobs as the business grows.
● HR SUPPLY - Focus on the
availability of people who are
competent in meeting the qualities of
what an ideal staff must have.
● HR LABOR - Build a structure of the
assignment of tasks.
EMPLOYEE-CENTERED ASPECT
● Recruitment - Selection of
candidates to fill in the jobs, as well
as training programs for new hires.
● Performance Management - Able
to understand the expectations of
the local customers, and regular
appraisals to the employees.
● Retention - These are the
procedures that could motivate the
employees to stay in the company.
PROS
1. A strategic plan that aligns to their
mission statement and overall goal.
2. Execute schemes that aim to to
develop the skills of their employees
through training programs and
methods.
3. The company makes adjustments by
strengthening remuneration and
providing benefits to their
employees.
CONS
 1. There is still a long way to go to
exceed or at least match its biggest
competitor.
2. Lack of consistency in terms of the
employee’s performance quality is
also a potential problem.
3. Absence of enhancements of job or
service quality due to lack of
technology.
HR PLANNING DURING THE PANDEMIC
“Employees’ well-being must come first
during the pandemic”
Telemedicine Facility (MedGate) - A
telemedical assistant will assess your
concern and transfer you to our specialist
doctor.
The Hive - An employee communications
intranet portal to COVID-19-related
information and the company’s response
effort.
Self-Order Kiosk - A self-ordering food
machine for an easy and fun ways of
ordering food with just a few taps.
CHRISTOPHER STRACHEY - Developed
AI program in 1951.
ADVANTAGE OF HAVING AI AND
ROBOTS:
● Efficient
● Productive
● Reduced human errors
DISADVANTAGES OF HAVING AI AND
ROBOTS
● Reduced jobs/unemployment
● Less opportunities
● Absence of emotional and ethical
principles
JOLLIBOTS - Actual moving robots that will
accompany and assist the Jollibee crew in
dispatching dine-in orders swifter and more
conveniently.
SELF-ORDER KIOSK - These touch screen
panels have an easy-to-use digital interface
that will display all your favorites in the
Jollibee menu and guide you through the
ordering process, from building and
customizing meals, to payment until
claiming.
SMART LOCKER - These automated
cubicles complement the Order & Pick up
feature of the Jollibee app, making your
grab-and-go experience hassle-free with
zero wait time. You will just need to place
your order via the Jollibee app and wait for
the store to confirm your transaction and
inform you of the smart locker pick-up
process.
“The Jollibots or other AI powered
innovation of Jollibee will be there to
help the crew, not replace them.”
POSSIBLE ADVERSE EFFECT OF AI OR
ROBOTS IN THE WORKPLACE
1. System Failure
2. Impersonal service
3. Security Risks
OVERALL IMPACT OF AI IN HR
PLANNING
● Improved Efficiency
● Reduced Cost
● Better Decision-making
● Potential bias & discrimination in
algorithms
 ● Risk of job loss & employee communicating their will be harmony
displacement in the workplace example during a
● Threat to employee privacy & data project, and can enhance rapport to
security client by communicating well. Strong
communication is a good
“Talents can win games but often, it communication solution arises from
cannot win championships” conflict. Interpersonal
How do we create a balance? communication is needed to
1. Identifying tasks suitable for AI & articulates idea to be shared to the
automation team and at the same time inspire
2. Training & upskilling employees to others.
work alongside AI
3. Establishing clear roles 3. CONFIDENCE - this is not all about
4. Ensuring ethical use of AI & self confidence but it can also affect
automaton others confidence. With confidence
5. Monitoring performance in a team, all members will most
likely step out from their comfort
—-------------------------------------------------------- zones. Adapt to change and bounce
----------------------------------------------------------- back from failure,
--------------------------------------------------------
4. CRITICAL THINKING AND
GROUP 2 REPORT PROBLEM SOLVING - Analyzing
facts and create solution to the
(QUALITIES EMPLOYERS problem after. Employees with
SEEK IN RECRUITMENT) critical thinking skills can formulate
Informed decisions and effective
1. LEADERSHIP SKILLS - potential solutions. Creative mindsets that
employees that have leadership allow them to think outside of the
skills provide positivity in the box.
workplace.
i. Innovation and 5. DEPENDABLE AND
adaptation - RESPONSIBLE - We apply people
employees with so we can have someone to trust
leadership skills has a and relay on with our business.
drive for innovation.
ii. Succession planning - 6. DETERMINED AND EAGER TO
look for subordinates LEARN - love for education is
to take over the essential in order for the
position when employees to contribute their
vancanted. ideas and improve their
iii. Enhance relationship pre-existing skills not only for the
in the workplace\ betterment of themselves but also
2. COMMUNICATION SKILLS - when to the company.
employees is effective in
 7. OPEN-MINDED AND FLEXIBLE - (THE JOB INTERVIEW)
Open minded people do not relay on
the knowledge they know, they also
accepts the suggestions and TYPE OF JOB INTERVIEW
opinions of others, and willing to
adapt to the changes. 1. One-on-One Interview
2. Panel Interview
8. HONESTY AND LOYALTY -
Organizations need honest Reasons why Hiring teams require panel
employees who do their tasks with Interviews:
continue supervision from time to
time. 1. Convenience
2. Challenge
9. TEAM PLAYER - Look for 3. Teamwork
employees who can work with other 4. Perspective
people well. Single employee cannot
do all the task alone but it requires a BEHAVIORAL QUESTIONS:
lot of people to pour their ideas and
efforts. ● Can you tell us about a time when
10. GOOD TIME MANAGEMENT - how you had to resolve a conflict within
strategic we are to use our time to your team? What was the situation,
do all the different job done in a and how did you handle it?
limited time period. Organization are ● Describe a situation where you had
fast paced and they need a worker to meet a tight deadline. How did
who can do their tasks without you prioritize tasks to ensure the
supervision and using optimally their deadline was met?
time by finishing all the job.
SITUATIONAL QUESTIONS:
11. HIGH EMOTIONAL
INTELLIGENCE - You should ● If you were given a project with a
understand the perspective of limited budget and resources, how
others, not being able to accept would you approach it to ensure its
criticisms in time pressured successful completion?
environment.
● Imagine you're the team leader, and
12. TECHNICAL SKILLS - includes a team member is consistently
data filing and doing things digitally underperforming. What steps would
you take to address this issue?
—--------------------------------------------------------
-----------------------------------------------------------
-------------------------------------------------------- TECHNICAL OR JOB-SPECIFIC
QUESTIONS:
GROUP 3 PRESENTATION
 ● Can you explain the differences
between object-oriented and
functional programming?

● How do you measure the success

of a digital marketing campaign, and
which analytics tools have you
used?

BEFORE THE INTERVIEW

1. Research is the Key
2. Practice, practice, practice
3. The Job Description matters
4. Prepare a reference list
5. Perfect smart questions
6. Dress for success

DURING THE INTERVIEW

1. Bring enough materials
2. Make a great first impression
3. Win them over with authenticity
and positivity
4. Tie answer to your skills and
accomplishments
5. Keep your answers concise and
focused
6. Listen
7. Speak Accordingly
8. Ask Questions

AFTER THE INTERVIEW

1. Prepare to follow up
2. Send a “thank you” Letter after
the interview