HRM Mid

Syllabus
Chapter 1
Chapter 2
Chapter 3
Chapter 4
Chapter 5
5
At a Glance
4
3
2
Contents:
1
Chapter 1
● Trends in shaping HRM
○ Demographics
○ Jobs people do
○ Globalisation
◆ Vastly increased competition
○ Economic
○ Technology
◆ Most characterises the trends shaping HRM today
○ Manufacturing--->service
● Five steps of managing
. Planning
. Organising
. Staffing
. Leading
. Controlling
● HRM
○ Acquiring
○ Training
○ Appraising
○ Compensating
○ Attending
● Authority
○ Line authority
○ Staff authority
 ● Talent analytics
● Distributed HR
● Employee engagement—> drives performance
● Ethics
● Skills
○ Technical skills
○ Human skills
○ Conceptual skills
● Companies can increase employee engagement with
○ Leadership program
○ Employee development program
○ By modifying compensation & other policies
● We can create engaging environment by
○ Recognising star performers
○ Giving them credit

Chapter 2
● Affirmative action; closely related to EEO
● Sexual harassment
● Diversity management
● Potential threats to diversity
○ Stereotyping
◆ Prejudice
○ Discrimination (a bit subtle; mostly indirect; prejudice in
action)
◆ Glass ceiling
○ Tokenism
○ Ethnocentrism
○ Gender-role stereotypes
● Managing diversity
● Five steps in diversity management programs
. Provide strong leadership
. Assess the situation
◆ EEO & feedback from employees
. Provide diversity training & education
◆ Common starting point
. Change culture & management systems
. Evaluate the diversity management program
● Reverse discrimination
 ● Equal Employment Opportunity (EEO)

Chapter 3
● Policies & procedures
● Strategic plan
● Strategy
● Strategic management
● Seven steps of strategic management process
○ Strategic planning
. Define the current business
. Perform external & internal audits (SWOT, PEST)
. Formulate a new direction
. Translate the mission into strategic goals
. Formulate strategies to achieve strategic goals
○ Strategic execution
. Implement the strategies
○ Strategic evaluation
. Evaluate performance
● Mission vs Vision
● Three types of strategies
. Corporate-level strategic planning (imp; defers from ma’am)
◆ Growth
◆ Concentration
◆ Diversification
◆ Vertical integration
◆ Horizontal integration
◆ Consolidation
◆ Geographic expansion
◆ Stability
◆ Renewal
. Business-unit (or competitive) strategic planning
◆ Cost leadership
◆ Differentiation
◆ Focus
. Functional (or departmental) strategic planning
● Feedforward control
● Integrations
○ Backward integration
○ Forward integration
● Competitive advantage
● Unity of command
● Unity of direction
● Strategic human resource management
● Economies of scale
● Strategic HRM tools
○ Strategy map
◆ Required HR policies and practices
◆ Organisational and employee capabilities
◆ Internal business processes
◆ Customer-based results
◆ Strategic/financial goals/results
○ HR scorecard
◆ Helps managers quantify the relationships between
◆ The HR activities
◆ The resulting employee behaviours
◆ The resulting firm-wide strategic outcomes &
performance
○ Digital dashboard
● HR metrics
○ Turnover
○ Training
○ Qualified applicant/opening
○ Quantitative measure of HRM activities
● Benchmarking
● Data analytics
● Data mining
● Big data
● Strategy & strategy-based metrics
● HR audits
● Talent analytics
○ Recruitment
○ Training
○ Compliance
● Evidence-based HRM
● Departmentalisation
○ Geographical
○ Product
○ Process
○ Functional
○ Customer
● High-Performance Work System (HPWS)
○ Aspire to encourage employee involvement & self-
management
 ○ Recruit more job candidates
○ Use more selection tests
○ Spend more time in training
○ Metrics (table 3-1)
◆ Recruitment
◆ Election
◆ Training
◆ Appraisal
◆ Pay practices
◆ Use of teams
◆ Self-directed teams
◆ Operational information sharing
◆ Financial information sharing
● Strategy-based metrics
● Employee engagement
● Strategic planning
● Retention rate = 1 - turnover rate

Chapter 4
● Job analysis
● Talent Management Process
○ Decide what positions to fill through
◆ Job analysis
◆ Personnel planning
◆ Forecasting
○ Build a pool of applicants
○ Obtain applications forms and perhaps have initial screening
interviews
◆ Phone interviews
○ Use selection tools like
◆ Tests
◆ Interviews
◆ Background checks
◆ Physical exams
○ Decide whom to make an offer
○ Obtain, train, and develop employees
○ Appraise employees
○ Compensate employees
● Talent management
● Job analysis produces information for writing
. Job descriptions
 ◆ A list of what the job entails
◆ Duties, responsibilities, tasks associated, reporting
. Job specifications
◆ What kind of people to hire for the job
◆ Minimum Qualifications
. Job evaluation
◆ Relative work of a job in an organisation
● The following information is collected via job analysis
○ Work activities
○ Human behaviour
○ Machine, tools, equipment, and work aids
○ Performance standards
○ Job context
○ Human requirements
● Uses of job analysis information
○ Recruiting and selection
○ EEO compliance
○ Performance appraisal
○ Compensation
○ Training
● Six steps of conducting a job analysis
. Decide how you will use the information
◆ Interviewing
◆ Questionnaire
. Review relevant background information about the job, such
as organisation charts and process charts
◆ Organisation chart
◆ Process chart
◆ Workflow analysis
◆ Business process reengineering
◆ Job redesign
◆ Job enlargement
◆ Job rotation
◆ Job enrichment
. Select representative position
. Actually analyse the job
. Verify the Job Analysis Information with the Worker
Performing the Job and with His or Her Immediate Supervisor
. Develop a job description or job specification
◆ Job description; most important product of a job
analysis
◆ Duties
 ◆ Activities
◆ Responsibilities
◆ Working conditions
◆ Job specification; written with the information from job
description
◆ Personal
◆ Qualities
◆ Traits
◆ Skills
◆ Background
● Methods for collecting job analysis information
○ Interview
○ Questionnaires
○ Observation
◆ For jobs with clarity
◆ Jobs with little or no deviation from the standard
○ Participant diary/logs
○ Quantitative Job Analysis Techniques
◆ Position Analysis Questionnaire (PAQ); 194 items
◆ Five basic activities
. Having decision making/communication/social
responsibilities
. Performing skill activities
. Being physically active
. Operating vehicles or equipments
. Processing information
● Most job descriptions usually cover
. Job identification
◆ Job title
◆ Date of issue
◆ Who issued
◆ Immediate supervisor
◆ Location
◆ Grade/level of the job
. Job summary
. Relationships
. Responsibilities and duties; heart of the job description
. Authority of incumbent
. Standard of performance
. Working conditions
. Job specification
● Job requirements matrix
 ○ Column 1: each of the job’s 4/5 main job duties
○ Column 2: the task statements of the main tasks associated
○ Column 3: relative importance of each main job duty
○ Column 4: time spent on Rach job duty
○ Column 5: KSAO related with each job duty
● Task statement
● Competency models
○ Behavioural competencies; business
○ Technical competencies (HR function areas); people,
organisation, workplace, strategy
● An ideal competency model will include three elements
○ Name and a brief description of the competency
○ Description of the observable behaviours that represent
proficiency
○ Proficiency levels

Chapter 5
● Workforce planning
● Steps in recruitment and selection process
. Employment planning and forecasting
. Recruiting: building a pool of candidates
. Applicants complete application forms
. Selection tools to screen out most applicants
. Supervisor and others interview
. Final candidate to make final choice
● Three sets of employee forecasts
○ Demand forecasting
. Forecasting Personal needs (demand)
◆ Trend analysis
◆ Ration analysis
◆ Scatter plot
◆ Managerial judgement
○ Supply forecasting
. Forecasting supply of internal candidates
◆ Personnel replacement charts
◆ For top positions
◆ Performance & promotability
◆ Position replacement card
◆ Legacy
◆ Markov analysis (transition analysis)
◆ Movement of personnel info, within & out of an
 ◆
organisation
◆ Transferability
◆ Eligibility
. Forecasting Supply of outside candidates
◆ Top-tiers are not advertised, internal networking
● Predictive workforce analysis
○ Paying continuous attention to workforce planning issues
● Ten managerial roles
. Figurehead
◆ IBA director example
. Leader
. Liaison
. Monitor
. Disseminator
. Spokesperson
. Entrepreneur
. Disturbance handler
. Resource allocator
. Negotiator
● Succession planning
○ Three steps
. Identifying key position needs
. Developing internal candidates
. Assessing and developing organisational leadership to
enhance performance
● The recruiting yield pyramid
○ Ratio between
◆ Recruitment leads & invitees
◆ Invitees & interviews
◆ Interviews & offers made
◆ Offers made & offers accepted
● Advantages and disadvantages of inside hires:
Advantages Disadvantages
more committed to the no new talents
company
you know their past no new competitions
performance
you know their strengths and internal politics
weaknesses
know about the company inbreeding
cultural blending easy bias/favourness
less recruitment costs less opportunity of new
perspectives
you know their strengths and internal politics
weaknesses
know about the company inbreeding
cultural blending easy bias/favourness
less recruitment costs less opportunity of new
perspectives
morale and engagement of feeling of entitlement
other employees may rise
require less training and
orientation
● Advantages and disadvantages of outside hires:
Advantages Disadvantages
new talent expensive hiring and selection
process
no scopes for inbreeding takes a lot of time
can bring in new experience costly
new perspectives cultural difference; MNC vs
Local; aggressive vs calm,
docile
new ideas higher salary
freedom from internal politics maybe they could drive
because of the previous
company
internal employees may feel
threatened and push
themselves to perform more
● Internal recruitment
○ Job posting
○ Job bidding
● Outside recruitment
○ Informal recruitment and the hidden job market
○ Recruitment via the internet
○ Advertising
○ Employment agencies
◆ Use when
◆ don’t have a HRM department
◆ can’t do a good job screening and recruiting
◆ Have to fill a job in quickly
◆ Attract Minority/female
◆ Approach currently employed employees
◆ Reduce time
◆ Three types
 . Public agencies operated by federal, state, or local
governments
. Agencies associated with nonprofit organisations
. Privately owned agencies
○ College recruiting
◆ Internships
○ Recruitment process outsourcers (RPO)
◆ Experts
◆ A bit expensive, but worth it
○ Offshoring and outsourcing
◆ Outsourcing
◆ example- income tax firm, event mgt company
◆ quality better
◆ Cost efficient
○ Executive recruiters
○ Temporary workers and alternate staffing
◆ Temps
○ Referrals and walk-ins
● Go for external hire when
○ Your desired skills are unavailable to your company
○ Have to embark on a tough workaround
○ Succession planning/skills inventory inadequate
● Go for internal hire when
○ Your desired skills are available to your company
○ Succession planning/skills inventory adequate
○ Strong company culture
○ Company thriving
● Realistic Job Preview (JFP)