Professional Documents
Culture Documents
1.Manpower planning
2.Employment function:
Recruitment, Selection & Placement
3.Training & development
What is 4.Employee engagement
its 5.Performance appraisal
scope? 6.Compensation
7.Social security, welfare &
industrial relations
8.HR audit & accounting
9.Strategic HR alignment
What is HRM
The policies and practices involved in
carrying out the “people” or human resource
aspects of a management position, including
recruiting, screening, training, rewarding, and
appraising.
What are the deliverables of a good HR
policy?
To ensure respect for human beings and make them feel valued
https://www.youtube.com/watch?v
=0SipkpDTNj0
Directing Remuneration
Controlling Working conditions
Motivation
Personnel records
Industrial relations
Separation
What does an effective HR manager’s tasks
entail ?
Please recall that it is not sufficient to have vertical fit but also
HR strategy.
Generally HR intervenes at the various levels direct
the organisation decision making process
• Creates alignment with strategic goals and with functional objectives of individuals
and functional departments.
What does Strategic HR deliver?
• Cost effectiveness
• Working towards-Changing needs and expectations of customers
effectively by working on internal processes, people and
structures. Recall examples given in class
• Clear cut focus goal direction both immediate and long term
• Focus on the process and doing the right thing rather than being
driven by results
• Planning and execution of organisational changes in a timely and
effective manner.
FUNCTIONAL LEVEL STRATEGY
Business Strategy
Organisational Culture
Organisational Structure
1.The process of
deciding what
positions the firm will
have to fill, and how
to fill them.
Friday, 29 March
2024
HRM and HRP function effectively only when:
3
HR practices are effective only when they are closely aligned with the
external and internal environment of the Organization. Business
performance, improves when HR practices mutually reinforce the choice
of competitive strategy as we saw in the case discussion.
Vertical fit happens when there is a vertical integration between the
competitive strategy, the objectives of the firm, the HR practices and
individual objectives (and it helps to explain lack of diffusion because
the appropriate practices will depend on the context. Horizontal fit refers
to the internal consistency of the organization's HR policies or practices
to cumulatively contribute to functional and strategic value.
The stage in the life cycle and ‘outer context’ of the competitive strategy
or the ‘inner context’ of existing structures and strategy are both
important when we understand fit. Not only is the ‘stage of growth/life
cycle’ which is important but also the size of the organization. A mature,
small Organization would require a very different set of HR practices
from those required by a mature multinational corporation.
Only when we understand this idea of fit, we can design an effective
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HRP process.
2024
The Miles and Snow framework. 4
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2024
WHY Human Resource Planning[HRP]? 5
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2024
The importance of HRP?
6
1. Clear links between business and HR plans: HRM must ‘fit’ with broader strategic plans,
and the HR function delivering precisely what the business requires. The relationship
between corporate and workforce plans can be seen interactively, with a recognition that
longer-term business goals can be disrupted through shortages of labour.
2. Better control over staffing costs and employee numbers: Employers need to know about
anticipated staffing needs, irrespective of whether these are expected to grow or decline.
This helps to match supply and demand so management can decide whether to from the
external labour market, relocate staff, retrain them or prepare for cutbacks or downsize.
For example, if future demand is uncertain or known to be highly variable, greater use
might be made of subcontracting or temporary contracts to shift the risk to agencies and
provide pink slips.
3. Better informed judgements about the skills and attitude mix in the organisation: while it
is important to employ the right number of staff, it is also critical to achieve the right skills
mix. Choices about the skill mix can be linked to decisions about the future shape of the
business, and adjustments planned in advance.
For example, if an organisation wants to become more customer-oriented, decisions are
required about whether existing staff can be retrained or new recruits are needed, or indeed
if work could be subcontracted instead.
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2024
7
How and When HRP?
Understanding the organisation
and the environment
Analysing the current and
potential workforce
Determine the future workforce
needs
Identify workforce gaps against Friday, 29 March
future needs
2024
The Determinant Prerequisites of any
8
HRP?
Strategy of the organization,
Culture of the organization,
The recruitment and selection process is a series of hurdles aimed at selecting the bes
candidate for the job.
Strategic Priority - Strategy -
Business-HR-Strategy Linkage - HR
Key Terms Strategy - Value Chain - Key
needed to Function - Bottleneck Function - Age
10 understand Structure Analysis - Workforce
HRP Demand - Strategic Workforce
Planning - Operational Workforce
organically Planning - Planning with leading
Indicators - Task Analysis
TYPICAL HRP PROCESS FLOW--
11
These insights will give us the demand perspective of HRP for a manager which we realised from
our case study was critical.
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2024
14 Who do we have with us? stocktaking
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2024
Preparation of In-House Skills and Competency Inventory
15
Combining and collating individual skills and abilities based on this careful study and
matching the gaps with requirement of the organisation and seeing whether there needs
to be recruitment or layoff of unproductive employee or those who are no longer aligned
with future skill sets. Friday, 29 March
2024
16 HRP CONSIDERATIONS
Plans may need to be made concerning the timing and approach to recruitment or
downsizing. For example, it may have been decided that in order to recruit sufficient
staff, a public relations campaign is needed to promote the employer brand.
Promotion, succession, transfer and redeployment and redundancy plans may be needed
together with plans for the retention of those aged over 50 and flexible retirement plans.
Talent plans There is an increasing need to focus on plans to attract, develop and retain a
talent pool to draw on as required. For some organisations this will focus on leadership
talent, for others it will focus on critical jobs and skills on which the organisation is
particularly dependent.
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2024
17
TWO STEPS before any HRP
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INTERNAL ORGANISATIONAL STRUCTURE
20
Organisation and structure plans ==Organisation and structure plans may concern departmental
existence, span and structure and the relationships between departments. They may also be
concerned with the layers of hierarchy within departments and the level at which tasks are done,
and the organisational groups within which they are done.
Employee utilisation plans Any changes in utilisation that affect HR demand will need to be
planned. Some changes will result in a sudden difference in the tasks that employees do and the
numbers needed, others will result in their gradual movement over time.
INTERNAL TASK VARIABILITY Other plans may involve the distribution of hours worked, such
as the use of annual hours contracts, or using functional flexibility where employeesFriday,
develop
29 March
and
use a wider range of skills. The people potentially affected will need to be consulted about2024 the
changes and be prepared and trained for what will happen.
WHY DO YOU NEED NEW POSITIONS?
21
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2024
HRP Organisational CONSIDERATIONS
24
1. T&D Requirement of skills and training for specific new technology skills loses most of its impact if it is
done six months before the equipment arrives. If the organisation wishes to increase recruitment by
promoting the excellent development that it provides for employees, then clear programmes of what
will be offered need to be finalised and resourced so that these can then be used to entice candidates
into the organisation. Decisions on whether to buy in talent and skills or develop them internally will
affect the emphasis on and approach to development.
2. Performance management and engagement plans These plans may include the development or renewal
of a performance management system, and ensuring that employees are assessed on objectives or
criteria that are key to organisational success, and which may then be linked to reward. The plans may
also include setting performance and quality standards; culture change programmes aimed at
encouraging specified behaviour and performance; or empowerment or career support to improve
engagement and motivation.
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2024
25 Assessment of external
environment Source Pravin Durai
HRM
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2024
Setting Organizational objectives
& strategies
26
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2024
WHAT IS FORECASTING?
27
Forecasts involve
estimating the future
requirements of the
organisation in terms of
the nature and the number
of people .
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2024
Revisiting the techniques discussed in the
28
recruitment and selection module
1-Ratio Analysis-Determine the ratio between Performance and required
numbers of employees based on programmatic assumptions (e.g.,
professors/students, nurses/patients).
2.Trend Analysis Matching present requirements with past employment
patterns by analysing qualitative and quantitative data objectively that predict
labour demand for the future by analysing objective statistics from the previous
year that affected employee numbers, such as the company's performance or
developments in the industry sector, across a given period
3.Task Analysis Tasks are identified and quantified in terms of appearance
and workload
4.Conclusion by Analogy Determine workforce requirements according to
those of similar organizational units or companies
Read me- https://www.iedunote.com/forecasting-human-resources
And http://www.pearsoncanada.ca/media/highered-showcase/multi-
product-showcase/showcase-websites-4q-2012/0132604868_05_REV1.pdf
And- http://www.hrknowledgecorner.com/hr-processes/manpower- Friday, 29 March
2024
planning/
HR Forecasting methods— Ratio Analysis
29
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HR Forecasting methods—Delphi Technique
30
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HR Forecasting methods—Nominal Group Technique
33
INTRODUCTION WELCOME AND EXPLANATION AND POSES THE QUESTION AND ITS
RELATED SUB-THEMES REGARDING ONE ASPECT OF HRP-stage 1
MEMBERS SILENTLY FILL IDEAS IN A SHEET OF PAPER-stage 2
FACILITATOR RECORDS ALL IDEAS ON A BOARD AND MEMBERS ARE ENCOURAGED
TO ADD ADDITIONAL IDEAS EMERGING FROM OTHERS ATTEMPT IS TO CAPTURE
ALL IDEAS 15=30 MINUTES— stage 3
GROUP DISCUSSION MEMBERS ARE ENCOURAGED TO CLARIFY DOUBTS ON IDEAS
COLLEAGUES HAVE PRODUCED AND EVERY PERSON CONTRIBUTES AND RATHER
THAN GETTING BOGGED DOWN ON A SINGLE IDEA FURTHER NEW IDEAS MAY
EMERGE OR ITEMS MAY BE CLUBBED INTO CATEGORIES AND LOGICALLY ORDERED
INTERNALLY. AT THIS STAGE A NEUTRAL TONE MUST ALWAYS BE MAINTAINED BY
THE FACILITATOR AND NO DEPRECATING OR JUDGMENTAL COMMENTS ARE
ALLOWED EITHER BY THE FACILITATOR OR DISCUSSANTS.
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NOMINAL DECISION MAKING METHOD OF HR
35
FORECASTING CONTINUED
Stage 4-
IDEAS ARE PRIORITISED AND VOTED UPON Immediate
results in response to the question is available to participants
so the meeting concludes having reached a specific outcome.—
stage 5
The number of nominal group meetings to be held will depend
on the nature of the question and accessibility to the key
stakeholders best suited to help address the problem.-stage 6
Unstructured ideas are catalogued and categorised and taken
up topic by topic for discussion. One main question at a time
can be taken-stage 7 Friday, 29 March
2024
HR Forecasting Technique— Managerial
36
Judgement
The forecasting in Managerial Judgement is
based on the managers’ subjective views on
the possible human resource requirements in
the future
Forecasts are made about the HR
requirements usually by the senior managers
of the organization based on their experience.
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Types of Managerial Judgement impacting HR
37 forecasting
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WORK STUDY METHOD for HR forecasting
38
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HR Forecasting Method— Zero-Base Forecasting
40
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HR Forecasting method— HOW IS IT DONE
42 BY SIMULATION
Simulation model is a mathematics-oriented, software-enabled
technique
This model simulate the HR requirement sceniaro [HLL
detergent requirement in a particular territory in Banda near
Kanpur recruiting the a semi rural specialist sales force and
modelling against competitors such as Nirma and Patanjali
detergent] some and availability to determine the likely gap
between the demand for and the supply of human resources
The working of the simulation model involves asking several
what-if questions to develop alternatives in the forecasting
process.
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The mathematical method
43
Markov analysis – transition matrix, or Markov matrix, can
be used to model the internal flow of human resources.
These matrices simply show as probabilities the average
rate of historical movement from one job to another. Figure
2-12 presents a very simple transition matrix. For a line
worker, for example, there is a 20% probability of being
gone in 12 months, a 0% probability of promotion to
manager, a 15% probability of promotion to supervisor, and
a 65% probability of being a line worker this time next
year. Such transition matrices form the bases for computer
simulations of the internal flow of people through a large
organization over time. Friday, 29 March
2024
HR Forecasting— Human Resource Allocation
44 Approach
The Matching Method HAS FOUR COMPONENTS.
THE MATCHING MODEL DEALS WITH ALLOCATION OF DIFFERENT JOBS TO EMPLOYEES. IT EQUATES
COMPETENCIES OF EMPLOYEES WITH THE COMPETENCIES OF THE JOBS. DEPENDING ON THE OUT
COME OF THE MATCHING MODEL AN ORGANISATION CAN FORECAST ANY ONE OF THESE SITUATIONS
GIVEN BELOW.
THE ORGANISATION HAS THE NUMBER OF EMPLOYEES WITH THE APPROPRIATE COMPETENCIES. THE
ORGANISATION HAS A SHORTAGE OF EMPLOYEES TO FILL ALL JOBS THE ORGANISATION HAS
EMPLOYEES WHO HAS INAPPROPRIATE COMPETENCIES OR RENDERED SURPLUS DUE TO NON-
AVAILABILITY OF JOBS.
AN ORGANISATION WILL forecast BASED ON THE SPECIFIC OUTCOME OF MATCHING MODEL. THE
METHOD PERMITS AN IN DEPTH ANALYSIS OF THE FACTORS AFFECTING THE HR FORECASTING OF THE
ORGANISATION.
IT INVOLVES A COMPREHENSIVE ESTIMATION AND IS EASIER SAID THAN DONE AND IS DIFFICULT TO
IMPLEMENT.
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HR Forecasting method—Estimation of Availability
45 supply side
This process involves the estimation of the availability of the required
number of employees
The techniques for forecasting HR availability through internal
sources are
Replacement Charts (These are Records that contain details about
the currently serving employees and the possible replacements for
them in their position)
Turnover Rate,
Human Resource Management Information System (HRIS),
Productivity Level,
Overtime and absenteeism, and
Succession Planning
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46 Developing HR Plans and Programmes
The estimated HR needs are matched with the
estimated HR availability to identify the skill shortage
or surplus
Based on the outcome, an appropriate HR plans are
developed
The outcome of such comparisons would be either the
recruitment of more employees or a reduction of the
existing workforce.
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2024
Bottlenecks impeding the HR Planning
47
Process
Insufficient Realisation of the Importance of
HR Plans
Glut in the Indian Labour Market
Union Resistance
Cost–Benefit Misconceptions
Absence of Coordination
Future Uncertainty
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2024
QUESTIONS FOR YOU TO PONDER EACH
SITUATIONAL SCENARIO VARIES
1. Imagine you're the manager of a small startup bakery. You have a team of
5 bakers who make delicious pastries and bread daily. But, one day, one
of your bakers quits unexpectedly. How would you ensure that you still
expanding rapidly, and you must hire more employees to keep up with the
demand for your products or services. How would you plan for the
3. Consider when you had to wait in line for a long time at a popular
restaurant or store. How do you think the business could have avoided
this situation by planning for the right number of staff to handle the
demand?
4. Imagine you're a coach for a sports team. You have a group of talented
players, but some might get injured or leave the team unexpectedly. How
would you ensure that you have enough players to field a strong team
5. Let's say you're starting your own business. You know you will need
employees to help run it, but how do you decide how many people to hire
6. Think about when you had to wait on hold for a long time to speak with
customer service. How do you think the company could have avoided this
restaurant. How would you ensure that you have enough staff to handle
1|P a g e
QUESTIONS FOR YOU TO PONDER EACH
SITUATIONAL SCENARIO VARIES
peak times like weekends or holidays while avoiding overstaffing during
slower times?
leave the company unexpectedly, leaving gaps in your sales force. How
would you ensure enough salespeople to meet your sales targets and grow
your business?
9. Think about when you had to wait a long time to speak with an expert in
industry like technology or fashion. How would you ensure enough people
with the right skills and experience to meet your product development
_______________________________________________________________________________
2|P a g e
HUMAN RESOURCE
MANAGEMENT
Prof. Dr. Armin Trost
Main Questions
1900 17 83
1930 30 70
1970 49 51
2000 62 38
2020 75 25
50%
50-64 65+
30%
20%
10%
0%
2010 2015 2020 2025 2030 2035
-10%
-20%
-30%
HR-
Strategy &
Planning
Talent
Development
Change
Management
Learning
Talent
Acquisition Work
Retention
Candidate Compensation
Selection & Benefits
HR Social HR
HR-IT
Organization Media Controlling
HR-
Strategy &
Planning
Talent
Development
Change
Management
Learning
Talent
Acquisition Work
Retention
Candidate Compensation
Selection & Benefits
HR Social HR
HR-IT
Organization Media Controlling
Management
Core Functions
Sales/
Product Prod.- Production/ Key Service/
Mgmt
R&D Design
Planning Engineering
Marketing
Account Support
Mgmt
Supportive Functions
Human Public
Quality Controlling/ Facility/
Mgmt
IT Accounting
Resource
Security
Relations/ Purchase Logistics
Mgmt Comm.
Low
Talent
Availability
High
Low Strategic High
Relevance
Added
Value
Performance
600
500
Manager
Employees
400
Number 300
200
100
0
20 25 30 35 40 45 50 55 60 65 70
Age
Senior
Promotion
Hiring out Losses
From outside Retirement,
Promotion Turnover
Professional in
Junior
Growth
Demand 18 23 28 29
Internal Availability 15 12 8 7
External Demand 3 11 20 22
Risk
Leading Indicators
Determine the ratio between Performance and required
numbers of employees based on programmatic
assumptions (e.g. professors/students, nurses/patients).
Trend Analysis
Applying statistical models that predict labour demand for
the future, given objective statistics from the previous
years
Task Analysis
Tasks are identified and quantified in terms of
appearance and workload
Conclusion by Analogy
Determine workforce requirements according to those of
similar organizational units or companies
2014 12.954 65 20 85 12
Demand 5 2 1
Duration/
Assumptions # Tasks # Duration (h)
Task (Min)
Core Tasks 28
Guests/Day 200 Prepare Table 1/Table 67 2 2
Guests/Table 3 Take order 1/Table 67 3 3
Tables/Day 67 Prepare Pizza 1/Guest 200 4 13
Hours/Day 15 Billing 1/Table 67 3 3
Chat 1/Table 67 2 2
Drinks/Guest 2 Prepare Drinks 400 0,5 3
Additional Tasks 10
Breaks 5% 1
Administration 10% 3
Misc. 20% 6
Total 38
Working
8 Workforce Demand (FTE) 4,7
Hours/Day
HR-
Strategy &
Planning
Talent
Development
Change
Management
Learning
Talent
Acquisitio
n Work
Retention
Candidate Compensation
Selection & Benefits
HR Social HR
HR-IT
Organization Media Controlling
Employee Value
Proposition
Job
Job-ID
Location
Social Media
Tasks and
Responsibilities
Requirements,
Education,
Competencies
Attractive aspects
Application
Send-to-friend
Contract
Employment Worker Performance
Contract
Salary Direction
Agreement
Supplier Client
Fee
Determine Requirements
related to Position to be Interview Candidates
filled
Negotiate job-related
Candidate Search and Conditions (e.g. Salary,
direct Approach Sign-on Bonus)
Employee
Target Group Active Candidate
Value
Definition Sourcing Retention
Proposition
Positive
Selection &
Candidate
Recruiting
Experience
- X%
- X%
- X%
- X%
- X%
Product Employer
Operation Analysis
Creative Formats, Rules Employer Image,
& Processes, Validation, Target Group Preferences,
Campagnes Employer Stengths,
Labour Competition
Strategy
Employee Value
Proposition (EVP),
Media strategy
Security
Customers
A A A
B B B
C C C
D D
E E E
EVP
Strengths
N:N
Facebook
Internet-Forums,
Communities
Twitter
Blogs
YouTube
Career
fairs
Workshop
1:1 1:N
Tribal Talent
Recruiting Scouting
Social
Competitiveness Community
Recruiting Employee
Referrals
Executive Campus
Search Recruiting
Career
Fairs Networks
Job Ad
Low
Low Line Engagement High
Source: Trost, A. (2012). Talent Relationship Management. Personalgewinnung in
Zeiten des Fachkräftemangels. Heidelberg: Springer.
Student
Ambassador
Top-Manager HR
Students
Manager/
Professors
Employees
Career
Center
High
Internships Theses
Presentations/ Scholar-
lectures ships
Benefit* Case-Study-
Workshops Company
Inhouse Sponsorship
Days
University
Days Theses
Award
Posters
Low
Employees refer to
potential candidates
(friends, former
colleagues etc.)
Recommended
Company gets in Person
touch with
recommended person
Hiring
Referral
Once the
recommended person
gets hired the Company
Employee
employee who
referred to him/her
gains a bonus Bonus
Very
High
A
Candidate B
Potential
C
Medium/
High
Low Relevance to High
Key-/Bottleneck Function
C B (C) A (B, C)
1:1 Regular Conversation with
line representatives
Invitation to Breakfast
company events with the CEO
Intensity Greeting Weekend- Job-Offers
cards workshops
Social Holiday Theses
Media Jobs
Priority
Employee
Company keeps
Talent relationship to former
Formal Assessment Pool intern
Transactional work on a
daily basis in one or more
Regular Internship
business functions
Talent-Pool
Nomination
Operation Planning
Documentation
Job-Offer Recruiting
HR-
Strategy &
Planning
Talent
Development
Change
Management
Learning
Talent
Acquisition Work
Retention
Candidat
e Compensation
Selection & Benefits
HR Social HR
HR-IT
Organization Media Controlling
High
False Right
Negative Positive
Actual
Performance
Right False
Negative Positive
Low
Responsibilities
Job Family
Executive
Head of Accounting
Upper
Management Research Manager
Department Head
Job Family
Critical Selection
Requirements
Incidents Criteria
Job
Description
Employee
Magic Attractive
Value
Moments Aspects
Proposition
Job Analysis
Knowledge Personality
Interests Motivation
Expectations Competence
Attitudes Talents
Education Appearance
Interview Motivation
Letter
Reason to
CV
Apply
Private Former
Engagement Development
References Photo,
Appearance
Prof. Dr. Armin Trost Human Resource Management www.armintrost.de 71
Candidate 1
Engineer
Intelligent
Teamplayer
Confident
Result-oriented
Ambitious
Creative
Engineer
Intelligent
Teamplayer
Confident
Result-oriented
Ambitious
Creative
Results
Criteria definition
consolidation
Appropriate tools
Decision
and methods
Communicating the
Usage
decision
Resume
Cognitive
Ability Test
Physical
Ability Test
Personality Test
Biographical
Questionnaire
Personal
Interview
Assessment
Center
Reference Check
Background
Investigation
„Google“
Heuristics
Physiological
Tests
Graphology
Games/Simulation
s
1. 1, 3, 6, ?
2. 3, 5, 8, 13, 21, ?
3. 3, 6, 18, 108, ?
4. 4, 1, -3, -4, ?
5. 95, 36, 15, ?
6. 6, 13, 29, 63, ?
7. 1, 1, 2, 6, ?
8. 12, 33, 55, ?
9. 99, 86, 73, ?
10. 2, 5, 8, 35, ?
11. 4, 16, 49, ?
12. 73, 61, 56, 62, ?
13. 1588, 1820, 2148, 2204, 2284, ?
14. 923, 937, 963, ?
Frequency
Mean:
100
Standard-Deviation:
15
Advantages
– Global access/availability
– Low operating costs
– Opportunity for adaptive
item presentation
– Automatic/immediate
analysis and reporting
– Opportunity to track
response time
Disadvantages
– Limited control over test
situation and subject
behaviour
– Limited opportunities to
professionally support
interpretation of results
Prof. Dr. Armin Trost Human Resource Management www.armintrost.de 85
Advantages of Psychometric Test Methods
Tension
Informal
Talk
Questions
about the
applicant
Open
Questions
Next Steps
Company/Jo
b
Presentation
Time
Applicant Employer
Strategic Thinking
How does the work you are currently doing affect your
organization‘s ability to meet its mission and goals? Do you
think your work is important? If yes, why? If no, why not?
Planning
Describe a time when things didn’t turn out as you had planned.
What did you do to analyze the situation and how did you
address the issue?
Interpersonal Relations
Give an example of a situation where the group of people you
worked with on a regular basis had a serious conflict. What was
the conflict about? How were you involved in the conflict? What
was the outcome?
Communication
Tell me about a time when you really had to pay attention to
what someone else was saying, actively seeking to understand
their message? How did this challenge affect the manner in
which you portray important messages to others?
Source: Corporate Leadership Council (2004): Interview Questions to Assess Competencies
Prof. Dr. Armin Trost Human Resource Management www.armintrost.de 89
Combined Interviews
Teamability
Technical Skills
Motivation
Leadership
Mobility
Candidates
× Assessors
× Criteria
× Methods
× Situations
Participants
Assessor Facilitator
Dynamic
Role play
Meet
Introduction (role not
Employees
defined)
Role play
In-Tray Case Studies
(role defined)
Group
Psychometric Business
problem
Tests Simulation
solving
Standard
Individual Group
Group Intelligence
Criteria Introduction
Exercise
In-Tray
test
Interview
Leadership
Communication
Intelligence
Mobility
Intercultural
Sensitivity
Organization
3 To the point 1
Total 27
linear relationship Y Y
between two
variables (X and Y)
X X
1 78 72
(e.E. Performance)
2 67 68
Criterion
3 44 51
…
n 89 83
Criterion-Validty
Reliability Objectivity
The extent to which a predictor Multiple rater independently
repeatedly produces the same produce the same results in
results over time terms of execution, analysis
and interpretation
r r
HR-
Strategy &
Planning
Talent
Development
Change
Management
Learning
Talent
Acquisition Work
Retention
Candidate Compensatio
Selection n & Benefits
HR Social HR
HR-IT
Organization Media Controlling
What is equity?
Reward
Distributive Equity
A One‘s performance
reward relation
compared to others
Performance/
Contribution to company success
Strategic
Responsibility Performance
Relevance
Company
Qualification Market
Success
Civil
Cost of Living Tenure
Status
Total Reward
Individual/ Organisation
Group
Job Analysis
Job
Individual Pay
Appointment
Implementation,
Communication,
Monitoring
Functional Expertise 8
Human Relation 3
Environment 8
Problem Solving
Challenge 5
Freedom to act 8
Magnitude Dyn.
Market Pay
Average Salaries in the Market
Benchmark jobs are Jobs
at other companies with
Benchmark-Jobs Market similar duties,
Line requirements etc.
Job Value
Job Grade
Based on Job Value Market Line
5 A
4 B
Opportunities Threats
Median
50%
variable variable
fix fix
Σ 45 48
Σ 100% 107.2%
1 2 3
Profit Sharing
Proportions of organizational profits are distributed
among employees according to their base pay
Stock price
13€
10€ Option
6€
4€
0 Time t
Security Financial
– Unemployment – Interest-free building loan
compensation – Company credits
– Life insurance – Financial counselling
– Disability insurance
– Early retirement options Offerings
– Disability retirement benefits – Company car
– Pension Plans – Private cell phone, laptop
usage
Health – Free lunch
– Health Care Insurance – Cafeteria and food services
– Sabbatical – Child Care; Company
– Free tennis courts, fitness Kindergarten
centre usage – Cost advantages for
– Medical care company products
– Psychiatric counselling – Company accommodation
Cash Pension
HR-
Strategy &
Planning
Talent
Development
Change
Management
Learning
Talent
Acquisition Work
Retention
Candidate Compensation
Selection & Benefits
HR Social HR
HR-IT
Organization Media Controlling
Training
Knowledge
Competence
Talent Develop
Experience
Intelligence
Planned,
strategically Demanded
decided
Office Business
Languages Accounting Labor Law
Packages Administration
Productivity
With Onboarding
Benefit
Without Onboarding
Target Group
Needs Analysis Learning Needs
Relevant situations
Trainer
Operation Duration, Schedule
Infrastructure
Evaluation
Evaluation Optimization
Knowing Explicit
Conscious incompetence Capabilities
Weak Strong
Capabilities Capabilities
Shadowing, diaries,
Coaching
On-the-Job Off-the-Job
Dynamic
Group work
Coaching with indiv. Role Play
presentation
Facilitated
Exercises for Case Studies
group
Individuals in Groups
discussion
Business
Literature Presentation
Simulation
Participants
Cognitive abilities
Learning-motivation
Readiness to learn
Training
Training Quality
Trainer, Media, Structure,
Methods, Material, Environment Learning Transfer
Relevance of content
Work Environment
Support by
colleagues/manager
Opportunity to apply
Feedback
According: Baldwin, T.T., & Ford, K.J. (1988). Transfer of training: A review and
directions for future research. Personnel Psychology, 41, 63-105.
Formal Learning
20%
Learning in an institutionalized
context, dedicated to learn (e. g.
courses, training-programs)
80%
Informal Learning
80% Learning happens self-
organized and often as a
positive side-effect of daily work
20%
Budget Effect
Source: Cross, J. (2006). Informal Learning: Rediscovering the Natural Pathways That Inspire
Innovation and Performance. San Francisco/CA: John Wiley.
YouTube
Tutorials
Communities
Peers of Practice Literature
Off-the-Job iTunes U
Training
Conferences
Direct
Manager
Simulations Yellow
Pages
Yammer
Social Expert
Education Podcasts Communites
Micro-Blogging
Source: Trost, A. & Jenewein, T.
(Hrsg., 2011). Personalentwicklung
2.0. Köln: Wolters Kluwer.
Knowledge
Knowledge Retention Knowledge Transfer
Identification
How can the employees‘ How can a company and How can the knowledge of
knowledge be retained its employees know what one employee be
inside the company even the (other) employees transferred to another
when employees leave it? know? employee?
?
! ! ! !
A A A B C A B
!
Search for
Expertise ?
Document
Document
Knowledge
Database
! Personal
exchange
?
Reference to
expertice
Search for
experts
Yellow Pages,
Wikis, Forums ...
HR-
Strategy &
Planning
Talent
Development
Change
Management
Learning
Talent
Acquisition Work
Retention
Candidate Compensation
Selection & Benefits
HR Social HR
HR-IT
Organization Media Controlling
Global Leadership
Global Development Program
GLDP Senior Executives
European Leadership
Europe ELDP Development Program
Top-Executives
Operations
West ODP Development Program
Senior Superiors
Young Leaders
Germany YLDP Development Program
Junior Management Talents
Restaurant Manager-
RMDC Development Center
Restaurant Management
Succession Performance
Planning Management
Competency
Model
Training Potential
Off-the-Job Assessment
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
Creativity Creativity Creativity
English English
Development Needs
In a backwards perspective
achievements/performance of
the employee will be reviewed
Mid-Year Review
Contributes willingly towards Takes responsibility for Builds support and Builds highly productive
the accomplishment of team activities that stretch enthusiasm for the teams from highly diverse
goals of one’s own team, beyond own functional accomplishment of team disciplines, cultures or
doing his or her share of the area. goals. organizations.
work.
Solicits the input of team Uses the agendas and Creates commitment to and
Demonstrates respect for members and encourages perspectives of others to enthusiasm for the
the opinions and ideas of their participation. establish mutually accomplishment of
others. beneficial objectives. challenging objectives across
Ensures participation of diverse teams.
Does not remain silent or others who are affected Takes responsibility for the
withhold differing opinions in by plans or actions. accomplishment of team Masterfully integrates people
team settings. goals. and resources to achieve
Puts team’s agenda and high levels of synergy.
Is willing to accept the good of the whole Removes obstacles that
compromises to progress ahead of personal needs. get in the way of team Resolves dysfunctional
toward the achievement of success. conflict within or among
group goals. Finds areas of agreement teams to ensure business
when working with Gives recognition and success.
Follows through on conflicting individuals or credit to people who have
commitments made to other groups. contributed to team
team members. success.
Helps others to solve
Keeps people informed and work problems and Takes specific steps to
up to date. achieve team objectives. keep morale and levels of
performance high during
times of intense work
pressure.
Rating Definition
Exceptional performance rarely achieved. Marked by precedent-setting results beyond the scope of the
5.0 position. Demonstrates the highest standards of performance excellence relative to individuals with
comparable levels of responsibility
Consistently exceeds all position requirements and expectations. Accomplishements are highly valued
4.5 and may be well beyond the scope of the position. Demonstrates higher standards of performance
excellence relative to individuals with comparable levels of responsibility.
Consistently exceeds most position requirements and expectations. Accomplishements are often
4.0 noteworthy. Overall performance is consistently above levels of quality and quantity relative to
individuals with comparable levels of responsibility.
Exceeds some position requirements and expectations. Successfully accomplishes all objectives.
3.5 Overall performance matches levels of quality and quantity relative to individuals with comparable levels
of responsibility.
Meets position requirements and expectations. Accomplishes most or all objectives. Some aspects of
3.0 overall performance may require additional development or improvement to match levels of quality and
quantity relative to individuals with comparable levels of responsibility.
Falls below performance standards and expectations of the job. Demonstrates one or more performance
2.5 deficiencies that hinder acceptable performance relative to individuals with comparable levels of
responsibility
Does not meet minimum requirements in critical aspects of the job and has numerous performance
1.0-2.0 deficiencies that prevent success at Microsoft.
Source: Bartlett, C. A. (2001). Microsoft. Competing on Talent (A). Harvard Business School.
Freedom
allow × Capability
can × Motivation
want
Performance Level
Maximum
Potential
Age
Performance
Motivation
A1 A2
High Plan next move Apply multiple
Provide extra development and
C1 coaching retention measures
Performance
Improvement
Measures A3
Potential Identify next
development
opportunity
B
Keep in Place
Low C2
Manage Out
Source: Michaels. E, Handfield-Jones, H., & Axelrod, B. (2001). The War for
Talent. Boston/Mass.: Harvard Business School Press.
L1
Leadership Team
L2
HR Business Partner
L3
L4
High Potential
Deepen professional
knowledge within a narrowly-
defined field
Management Expert
Executive Fellow
Comparable value of
Department Head Consultant privileges (e.g. company
car)
Active involvement in
Teamlead Junior Expert decision processes on
comparable level
Comparable social
Employee without leadership responsibilies acknowledgement (e.g.
title)
Job Assignments
1 Promote high performers quickly
2 Build skills to boost career prospects
3 Fast rotation and advancement
4 Roles with P&L responsibility
5 Special project opportunities
6 On-the-job training
Coaching Feedback
7 Told my strengths and weaknesses
8 360°feedback
9 Candid, insightful feedback
10 Informal coaching from boss
Mentoring
11 Great mentor
12 Great senior role models
13 Mentoring advice on development
Training
14 Traditional classroom training
Appreciation
Professional feedback
Confidence
Trust Commitment
Role Model
„ „
What are your biggest
Who could support your future
strengths and
career development?
weaknesses?
„
„ „ What do you really
like to do?
What could be you
Which working
next, realistic career-
conditions are
move?
important to you?
Definition of strategic
... On top management level. Projects work for
learning projects &
sponsors
diverse teams and as good learning opportunities
Mentoring
Final Presentation
Kickoff
HR Consultant
HR-
Strategy &
Planning
Talent
Development
Change
Management
Learning
Talent
Acquisition Work
Retention
Candidate Compensation
Selection & Benefits
HR Social HR
HR-IT
Organization Media Controlling
In boring
Meetings 10%
Breaks 3%
At home,
watching TV,
Using creativity
Hobby, etc. 14%
techniques 1%
Business travel/
Way to office 11%
Source: Füglistaller, KMU-Magazin Nr.7/2005
Flexible
Working Hours
Flexible
Locations
Flexible Organization
Distribution
Time
08-09 Volume
09-10
10-11
11-12
12-01
Duration/
Position
02-03
03-04
04-05
Flexibility
05-06
06-07
Mo Tu We Th Fr
Industry/
Country
Labour
Law
Job Requirements
Working
Individual Employees,
Hours
Preferences Values
Model
Leadership
Culture
high
Trust-based Working Hours
Flexible Annual
Working Time
Flextime Job-Sharing
Working Time
Autonomy Flexible weekly Early
Working Hours Retirement
Timely Reference
Brian G. Dyson
Former CEO of Coca Cola
10 20 30 40 50 60 70 80
Age
First
Growing Management Leading Coaching,
professional
Work
Marriage,
Single, relation, own home, grown-up health,
familiy planning,
autonomy, party purchasing children, aging prosperity,
kids
power parents „Handicap“
Succession Coaching,
Onboarding,
Talent Flexible working planning, mentoring,
HRM
trainee
development, hours, change health
programs,
... ... management, management,
..
... ...
Pros Cons
Face-to-face
Communication
often
never
low Distance long
Source: DEGW
Prof. Dr. Armin Trost Human Resource Management www.armintrost.de 196
Non-territorial Workspace, Hoteling,
Rooms to concentrate or communicate
Source: DEGW
Prof. Dr. Armin Trost Human Resource Management www.armintrost.de 197
Survey Feedback & Organization Development
Planning
Implementation
Survey
Action
Planning
Analysis
Feedback
Analysis &
Prestudy Action Planning
Reporting
Survey Survey
Implementation
Development Administration
Prior
Evaluation
Communication
Topics
Indicator
Questions
Adjustment
Pretest
Frequencies (%)
I have the materials and equipment I need to strongly partly- dis- strongly
N Average agree
do my work right agree partly agree disagree
1 2 3 4 5
Sales Germany 35 35 36 36 29
29 45 2,92 12 23 36 19 10
Global Sales 48 28 24
48 28 24 287 2,63 19 29 28 18 6
Organization
1,7
Tasks and Duties 1,6
2
Work Environment 1,5 Region South-West
2,3 Germany
Empowerment 2,6
1,4
Colleagues 1,6
3,1
Compensation
3,2
2,5
Benefits
2,6
Commitment 1,7
1,8
2,8
Career Development
2,2
Traditional Employees,
Improvement,
Employee Survey All Employees Job Satisfaction Manager,
Involvement
(Survey Feedback) Management
Status
Theme-oriented Selected
Selected topics Monitoring, Management
Employee Survey Employees
Feedback
Strategy Monitoring
Random
Pulse Survey commitment, strategy Management
Sample
capabilities execution
Manager,
360-Degree- Employees, Development
Management Management
Feedback, Manager,
behavior,
Management Peers,
competence
Evaluation Customers Selection Management, HR
Traditional
Pulse Survey
Employee Survey
Objectives Objectives are set after the Objectives are set in advance
survey of the survey
Cycle Every 1-5 years 1-12 times/year
A A
B B B
C C
D D D
E E E
HR-
Strategy &
Planning
Talent
Development
Change
Management
Learning
Talent
Acquisition Work
Retention
Candidate Compensation
Selection & Benefits
HR Social HR
HR-IT
Organization Media Controlling
Turnover Rate
Number of Employees leaving the Company in a Year
100%
Number of Employees at Midyear
Turnover
Average
Performance
High Performer/
High-Potentials ?
Others
Key
Non-Key-Functions
Functions
Annual Salary
60.000 € Assumptions
of an employee
Σ 60.500 €
Entry Level
Service/Production Workers
Skilled Hourly Range
Clerical/Administrative
Professional
Technical
Engineers
Specialists
Supervisor/Team Leader
Middle Managers
major
Keneth Keith Carlson Garth McGrath
Kelley Clark
Impact Tom Scott Rock Stewart
Linda Anderson
Russ Rothen
Pete Peters
Paul Cummings
minimal
Frequent complaints
Source: Jahoda, M., Lazarsfeld, P. F, Zeisel, H. (1933). Die Arbeitslosen von Marienthal. Ein
soziographischer Versuch über die Wirkungen langandauernder Arbeitslosigkeit. Hirzel.
Salary Performance
Benefits Creativity
Social contacts Capabilities
Tasks Knowledge
Training Talent
Image Energy
Identity Time
Security Health
Values Social Networks
Perspective Customers
better Relevance
Copmany Image
Perspective
high
Location
W-L-B
middle
Difference
alternative Job Tasks
compared to
current Job Salary
low
Boss
Peers
Security
similar/
worse
low Certainty high
of Value of alternative Jobs
Value (V)
Vchange
high
Solution Strategy
Elaboration
current future
Situation Situation
Driver
Salary X1
W/L-Balance X2
Perspective X3
Intention
Peers X4 Y
to Leave
Training X5
Tasks X6
Security X7
Development,
Management Current and previous Selection, Coaching,
Manager
Evaluation Turnover Rate Replacement,
Objective Setting
HR-
Strategy &
Planning
Talent
Development
Change
Management
Learning
Talent
Acquisition Work
Retention
Candidate Compensation
Selection & Benefits
HR Social HR
HR-IT
Organization Media Controlling
+ =
Executive Executive
Board Board
Functions Products
Emotional
Response Anger
Acceptance
active
Bargaining
Stability
Denial Testing
Immobilization
Depression
passive
Time
Pessimism
Level of Tolerance
Informed Pessimism
Hopeful Realism
Checking
Out (?)
Informed Optimism
Uninformed
Optimism (Naivité) Completion
Time
Organizational structures
Low overall that focus employees on
performance narrow functional goals
standards
Internal measurement
A lack of sufficient systems that focus on
performance feedback the wrong performance
from external sources indexes
Sponsorship/ Change
Commitment Scope, Objectives Analysis
& Vision
Program
Setup & Communication
organization
Principles
HRM Change
Involvement
Integration
Stabilization
Prevent
We don't do losses We avoid too
things by much noise
halves
Addressing
80/20: Focus on problems
what really
matters Avoid
additional
costs
We take along
all people Speed matters
strong
Opponent
D
A
Supporter
B
Promoter
Power Influencer
Decider
Multiplier
C
weak Patient
less Impact much
„Pain“
Level of Support
Commitment
Investment
Sponsorship/
Commitment
Convincement
Acceptance
Acceptance
Understanding
Listening Attention
Time
No Idea
Ignorance
According: Conner, D. R. (2006). Managing at the Speed of Change. Random House
Sponsor
Steering Group SB
CA FK
MA
MA
Project Team Project Lead
CA FK
SB
Change
Agent
CA
Consulting
Team Project Lead
SB
Partner SB
Sounding Board
Sponsors
– Have the power to sanction and legitimize change and
to make decisions about change
– Create an environment that enables change to be
made on time and within budget
– The sponsors make up the steering group
Change Agents
– Responsible for making the change happen on an
operational local level
– They directly deal with employees and managers,
who are impacted by the change (targets)
Target
– The group who must actually change attitudes and
behaviour
Project Team
– Operationally drives the entire change program
– The project team is led by the project leader, who is
responsible for the overall success of the program
– The project team reports to the steering group
Sounding Board
– Key-players with a good sense of the company‘s culture and
the actual mindset of the employees
– Provide feedback to the project team about acceptance and
resistance on side of the target
External Advisors
– Give advice to the project team from a neutral standpoint
Available Media
(with F&Qs)
Individual employee
Interactive
Town Hall Meeting meetings
New Media
Invitation to All
March 1 CEO Mail Manager Meeting
Save the Date
Managers
Early
Communication ? Late
Communication
High
Need for Information
and Planning
Knowledge,
Certainty
Low
Time, Progress
Individual
Focus
Measures
Groups/Works
hops
Intensity
Sounding
Board
Open Space
Social
Media
Employee
Survey
low
limited Reach broad
Haniel/Metro 2009
MLP 2012
Prof. Dr. Armin Trost Human Resource Management www.armintrost.de 260
The Idea Factory
Brainstore
HR-
Strategy &
Planning
Talent
Development
Change
Management
Learning
Talent
Acquisition Work
Retention
Candidate Compensation
Selection & Benefits
HR Social HR
HR-IT
Organization Media Controlling
Headquarter
Regional Headquarter
Subsidiary
International Multinational
Global Transnational
The world is seen as one single For all relevant processes the
market. Operations are right balance between local
controlled centrally from the differentiation and global
corporate office in order to integration is achieved .
achieve global integration.
Source: Bartlett, C.A. & Ghoshal, S. (2002). Managing Across Borders. Harvard Business School Press.
global
Employer Branding
Career
website
Executive HR-IT
Compensation
Employee
Referral
Program
Global
Integration Talent Campus
management Recruiting
Office Candidate
Training Selection
Training
local
Local Differentiation
Strategy
Consulting
Support
Administration
Traditional HR Future HR
Strategy
People
Administrative Employee Champion
Expert
Increasing employee
Building an efficient commitment and
infrastructure capability
Operation
Source: Ulrich, D (1997(: Human Resource Champions.
Harvard Business School Press.
Prof. Dr. Armin Trost Human Resource Management www.armintrost.de 270
HR Business Partner Responsibilities
Provide HR consultation, policy interpretation,
and strategic planning to all levels of client
organization.
Manage HR projects and program
implementation for Public Policy, Law, &
Security and Strategy, Development, &
Planning organizations.
Responsible for providing Human Resources
support in the areas of ethics, compliance,
EEO, compensation planning, performance
Intranet
Q&A
Call-Center,
Virtual HR Service HR Expert,
Assistent Center HR Business HR Director
(shared) Partner
ESS
Hotline
Yellow
Page
70 % 20 % 5% 5%
100% 30 % 10 % 5% 0%
HR Application
Marketing management
Definition of Target
Profile Preselection Application
Unit
A Data Base
Introduction Assessment
Definition of Target
Preselection
Profile Unit Application
B Data Base
Introduction Assessment
close
Assessment
Introduction
Job Offer
Negotiation
Job Offer
Close to
Preparation Preselection
Applicant
Application
management Definition of
HR Target Profile
Marketing
far
high Standardization low
Definition of Target
Profile Unit
A
Introduction Assessment
Pre-
Shared
Applicant e-Recruiting Recruiting
Selection
Center
Job Offer
Preparation
Definition of Target
Profile Unit
B
Introduction Assessment
Central Coordination
Individual support of
Dealing with complex HR-
Managers managers on HR-
related Issues
related topics
Employees Hotline
Delivery of standardized and regularly
Applicants ESS demanded services to all employees with
high volume (e.g. payroll)
MSS
Partner-/Supplier Management
multi-client
Offshore
Outsourcing
Scope of Service Delivery
single-client
Onshore
Outsourcing
internal
Shared
Onshoring Service Offshoring
Center
high Strategic
Employer Branding
Performance
Relevance
(EVP)
Management
Trainee- high
Programs
Top-Management
Placements
Specificity of middle
Expatriation
Requirements Recruiting for
Exit-
Interviews Non-Key Functions low
Payroll Onboarding
MS Office Trainings
Pension
low
less Internal Competence more
compared to external service provider
HR-
Strategy &
Planning
Talent
Development
Change
Management
Learning
Talent
Acquisition Work
Retention
Candidate Compensation
Selection & Benefits
HR Social HR
HR-IT
Organization Media Controlling
Application
Recruiter
Pre- Work
Job Posting Interview
Selection Contract
Manager
Vacancy Pre-
Selection Onboarding
Request Selection
Systems
Related
Cornerstone
SuccessFactors
Authorization
Analytics
Collaboration
Bring your
Social Mobile Cloud Big Data
own Device
Employees use Solutions support Data usage and IT Resources Smart usage of
their private and collaboration and maintenance such as software, mostly
most preferred communication at anywhere at storage space that unstructurred, fast
devices and work anytime. are delivered as a changing data of
systems at work services over a very high volume
(e.g. Handy, Laptop, Interfaces to Availability of network (internet)
Mail-Systems) Social Media systems on
Plattforms (e.g. smartphones and
LinkedIn, Xing) tablets.
HR-
Strategy &
Planning
Talent
Development
Change
Management
Learning
Talent
Acquisition Work
Retention
Candidate Compensation
Selection & Benefits
HR Social HR
HR-IT
Organization Media Controlling
www....com www....com
www....com
A A
B B
C C
2013
Source: http://empowered.forrester.com/tool_consumer.html
Time
Incident
Time
Blogs
Forums
Check &
Targets Listen Do it
Develop
Nodes –
Relations – Density – Centrality –
Cliques – Cluster (Community) – Stars
Some employees actively Social media is seen as just Internal target group
use social media and another channel to centrally representatives are
possibly communicate work- communicate official privileged to communicate
related content content in a one-to-many work-related content within
direction clearly defined borders
Respect copyrights
HR-
Strategy &
Planning
Talent
Development
Change
Management
Learning
Talent
Acquisition Work
Retention
Candidate Compensation
Selection & Benefits
HR Social HR
HR-IT
Organization Media Controlling
Target
Corrective Target/Actual
Actions Deviation
Causes
Analysis
?
?
What?
Which indicator will be used?
How?
Which sources and methods are
used to calculate the indicator?
Financials
Targets KPI
Customer Processes
Targets KPI Targets KPI
Vision &
Strategy
People
Targets KPI
Definition of client, objectives Systematic analysis of turnover Definition of methods and tools
and functions causes and possible early to track/measure turnover
Setting budgets, timeline and indicators drivers and predictors
project structure Develpment of a model to Defining ways to analyse and
Approach definition explain and predict turnover report data and results
behavior
Meeting with client/steering group Interviews with managers, former Workshop with experts, clients
and project lead employees, experts and HR managers
ROI
50 × 10.000 €* = 500.000 €
Solution Costs
(* annual costs per company car)
Non-Human
Capital Value Creation
Total Costs - Labor
Costs
Products
Revenue
Human Capital
Labor Costs
Human Capital
Value Added = Revenue – (Total Costs – Labor Costs)
Human
40
Addidas 70 Metro 26
Daimler 97 Siemens 70
Henkel 69 TUI 29
* In 1.000 €
Company Performance
Added Value
1 2 3 Key Functions
C B A
Performance
90% Per employee (1.000 €): Per employee (1.000 €): Per employee (1.000 €):
HCVA 35 HCVA 69 HCVA 104
Labor Costs 60 Labor Costs 70 Labor Costs 90
Benefit -25 Benefit -1 Benefit 14
Prospector’s Approach
Recruitment is the process of locating, identifying and encouraging potential job applicants for
Mating Approach
Recruitment is bi-directional. It is a linking function, joining together those with jobs to fill and
29/03/2024 3
Effective recruitment key aspirations and deliverables
Effective recruiting allows you to fill positions or vacancies which are going to be
important positions in the future, groom people for potential roles which
competitors might have overlooked and missed a huge opportunity or a right find.
The likelihood of getting better employees before others identify them and settling
for a better compensation is always better if positions are identified periodically
and planned for and are open for meritocratic selection. Just like an employee is
always on the lookout for better opportunities employers must never cease
looking for better employees and those who add value
Effective recruitment is more than what meets the eye. It is difficult and clouded in
grape-wine, past employees, recruitment policies and competitors and company
image which are subjective and contingent upon non recruitment factors such as
impressions on reputation built over time. Recognise that some recruiting methods
are superior to others.
29/03/2024 4
Sources of Recruitment-Internal
Recruitment
Recruiting typically brings to mind sources such as LinkedIn, employment agencies,
and classified ads, but internal sources—in other words, current employees or “hiring
from within”—is often the best source of candidates.
Referrals, High level networking for senior level managerial positions
Job posting means publicising the open job to employees (posting it on company
network or bulletin boards). These postings list the job’s attributes, like qualifications,
supervisor, work schedule, and pay rate.
The employer’s system therefore matches the best inside candidate with the job. In
practice, this doesn’t always happen. For better or worse internal politics and having the
right connections may well lead to placements they seem (and indeed may be) unfair and
less than optimal.
To be effective, promotion from within requires using job analysis and posting, deploying
personnel records, and carefully maintaining current skill inventories as we saw in our
previous discussion.
29/03/2024 5
JOB ANALYSIS KEY COMPONENTS
Identify key performance prerequisites
Identify Essential Job Duties/deliverables
Match employee specifications to job analysis.
Summarise in Job Description
29/03/2024 6
Sources of internal recruitment
1. Existing employees
2. Former employees
3. Employee referrals.
29/03/2024 7
Precautions to be followed with respect
to internal recruitment
- Do a sound job analysis and make sure you have a
clear posting and promotion policy{which is why HR
Planning is important and will be discussed after we do
selection and training}
Doing a comprehensive interview of candidates with regard to
enquiring how they felt before leaving, their activities during the
layoff or retrenchment period and what they feel about returning to
the firm. Mention that they had made a good effort to put them at
ease, during their years in probation before their departure.
29/03/2024 8
Disadvantages of Internal
Recruitment
The existence of cliques, status-groups and fealty and loyalty structures in organisations. They
may be detrimental to the organisation, eventually by inducing subjectivity in the recruitment
process.
Returning employees are a mixed bag and such employees may develop sour feelings and may
hide them if they apply and do not get the posts and be poor performers. Inbreeding is bad and
status quo.
Recruiting or rehiring former employees has its advantages and demerits.
Their behavior, reactions and responses especially in stressful situations my be familiar and
therefore predictable and know their way around the organization. They may be more
committed and exhibit greater sense of purpose. But recruiting ex-employees has its pitfalls
which you must be aware.
Past experiences long forgotten may return to haunt as a blast from the past and negative
attitudes and painful experiences and negative cultures may revisit you. Are you up to it?
29/03/2024 9
From campuses, from other competitors, from the labour market,
from word of mouth.
Means of going about external Recruitment
Advertisement in papers especially trade magazines
Internet media especially networks such as LinkedIn
Word of mouth
Peer Networks word of mouth.
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Rationale for a recruitment decision
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Identify Worker Specifications
Knowledge and competency mapping: educational skills, intellectual ability and behavioral
traits.
Skill: Level of proficiency on a task
Abilities: General, enduring attributes inherited or acquired in previous situations or
precedents- I am a hardworking student, I am a team player.
Capacity to do or to learn
Two other considerations Organisational Fit and potential Risk Factors
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Summarize in Job Description
Title of advertised role
Job Summary
Listing/description of Essential Duties
Compensation
Working Conditions-job role selling yourself
Worker Specifications (KSAs)
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What skill-sets you may expect from a recruit?
Teamwork ability
Entrepreneurial
29/03/2024 skills 14
How do you write and draw the best talent work for
you?
The Five Important Words that form the basis of any advertisement.
Intentionality to conceive and to represent in the mind what you role you visualize now and in the future.
Attention,
Interest,
Desire
Action
First, you must attract attention to the ad, or readers may overlook it. Begin with an eye catching phrase we are looking for
the “next key player” which helps. Next, develop interest in the job. For instance using the phrase, “are you looking to make
an impact?” Create desire by spotlighting words such as travel or challenge. As an example, having a graduate school
nearby may appeal to engineers and professional people. Finally, the ad should prompt action with a statement like “call
today.” 29/03/2024 15
Consider this- An example of a recruitment ad [Source Garry Dessler HRM Text
Book]
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Recruitment of Temporary employees
Hiring people according to the need may lead to increase in productivity and time and money can be saved by
However such employees may be less committed than employees who are on the rolls of the company
Some of the major concerns of temporary employees include being treated in a dehumanising and
discouraging way and worrying about the lack of insurance and pension benefits.
Understanding the difference between contract workers and employees is very important. Let the temp
agency assume as much responsibility for the temporary employee as possible. This helps to create a clear
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Sources of Recruitment of Temporary Employees
and strategies of cutting costs
Offshoring implies- giving away core production processes to contractors or ancillary employees of that
Outsourcing means- Recruitment to an employment contractor to whom employees and workers report.
Such workers in the labour cadre are known as operators and they are governed by the Indian Contract
Internships-Internships can be win–win situations. For students, they can mean being able to hone business
skills, learn more about potential employers, and discover their career likes (and dislikes). And employers can
use the interns to make useful contributions while evaluating them as possible full-time employees.
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Assessment tools of the sources of
Recruitment
Companies have to evaluate the sources of recruiting carefully – looking at cost, time, flexibility,
quality and other criteria – before earmarking funds for the recruitment process. Recruitment does
not take place just like that. HRM Planning and methodical analysis are the crux of any recruitment
policy. First do a Job Analysis to fix how, when ,where and why questions to a potential recruit’s job
role.
To facilitate the decision making process in this regard, companies rely on the following.
Yield ratios
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company’s commitment to meet legal and legislative
requirements and societal expectations
Inform job applicants the basic details and job conditions of every job advertised
Aim to ensure that every person invited for interview will be given a fair and thorough hearing
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TYPICAL Recruitment Practices in India
Existing Employees
Employee Referrals
Advertising
Private Employment Agencies
Internet Recruiting
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Human Resources Planning
Determination of Strategy
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Summing up-DEFINING
RECRUITMENT
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Thank You
SELECTION Raman
RELEVANT CANDIDATE DIMENSIONS SOURCE PROFESSOR ARMIN TROST
HRM
Knowledge Personality
Interests Motivation
Expectations Competence
Attitudes Talents
Education Appearance
Interview Motivation
Letter
Reason to
CV
Apply
Private Former
Engagement Development
References Photo,
Appearance
Friday, 29 March 2024 3
WHAT IS IMPLIED BY THE
WORD SELECTION IN HRM?
Definition of Selection
--To select means to choose.
--Selection is the process of picking individuals who
have relevant qualifications and behavioural competencies to
fill jobs in an organisation.
--The basic UNDERLYING purpose OF SELECTION is to
choose the individual who can most successfully perform the
job, from the pool of qualified candidates.
The process of procurement begins with the recruitment The process of procurement ends with the
selection.
Results
Criteria definition
consolidation
Appropriate tools
Decision Yes/No
and methods
Communicating the
Deployment
decision
Cognitive tests include testing general reasoning ability or intelligence. In addition, they
include tests of specific mental abilities such as memory or inductive reasoning.
Intelligence tests are tests of general intellectual abilities. They measure a continuum of
abilities, including memory, vocabulary, verbal fluency, and numerical ability. There are
also measures of specific cognitive abilities, such as deductive reasoning, verbal
comprehension, memory, and numerical ability. In certain vocations the need to
measure motor abilities, such as finger dexterity, manual dexterity, and (if hiring pilots)
reaction time becomes very important.
Personality tests measure basic aspects of an applicant’s personality. You should
be a bit cautious about personality tests, however. In some cases, the tests may be
somewhat difficult to interpret. Legal challenges also may present difficulties. Finally,
some doubt exists as to whether self-reporting on a personality test can predict
performance correctly.
× × × ×
Situations
Candidates Assessors Criteria Methods
Sometimes, a dose of realism makes the best screening tool. Describing all aspects
of the job, the nature of the working environment and even the company culture helps
create a self-screening tool. In general, applicants who receive realistic job previews
are more likely to turn down job offers if they do not like what they understand the
job to be. Applicants who accept are then more likely to stay on the job.
Even in large companies, when it comes to screening employees, the human resource
department may work with the employer to design and administer screening tests.
However, HR may be able to do little more than the recruiting, prescreening,
background checks, and arrange for drug and physical exams..
Informal
small Talk
Questions
regarding the
applicant
Open ended
Questions
Next Steps
Company/Job
Presentation
Time
Strategic Thinking
How does the work you are currently doing affect your
organisation‘s ability to meet its mission and goals? Do you think
your work is important? If yes, why? If no, why not?
Planning
Describe a time when things did not turn out as you had planned.
What did you do to analyze the situation and how did you
address the issue?
Interpersonal Relations
Give an example of a situation where the group of people you
worked with on a regular basis had a serious conflict. What was
the conflict about? How were you involved in the conflict? What
was the outcome?
Communication
Tell me about a time when you really had to pay attention to what
someone else was saying, actively seeking to understand their
message? How did this challenge affect the manner in which you
portray important messages to others?
1.1, 3, 6, ?
2.3, 5, 8, 13, 21, ?
3.3, 6, 18, 108, ?
4.4, 1, -3, -4, ?
5.95, 36, 15, ?
6.6, 13, 29, 63, ?
7.1, 1, 2, 6, ?
8.12, 33, 55, ?
9.99, 86, 73, ?
10.2, 5, 8, 35, ?
11.4, 16, 49, ?
12.73, 61, 56, 62, ?
13.1588, 1820, 2148, 2204, 2284, ?
14.923, 937, 963, ?
https://www.youtube.com/watch?v=xTZ8o77y_T8
And also, see this and follow the links for practical guidelines for maxing your interviews-
https://www.youtube.com/watch?v=Q46nRbDO9dM