Staffing and Human Resource Management

Managers and the HRM Process:

• Success for Organizations is in Finding Employees with skills to successfully perform tasks required to attain the company’s strategic goals.

• Organization hires and keeps the right Personnel.

• Human Resource Management (HRM): Management function concerned with Getting, Training, Motivating and Keeping competent Employees.

• In small businesses, managers do their own hiring without the assistance of HRM specialists.

• In large businesses, managers recruit, interview, train and provide advice to their employees and evaluate their performance. Every manager is involved with HR decisions in their unit.

Key Components of HRM Process (8 Steps):

1. Addition of staff; Recruitment.

2. Reduction in staff; Downsizing.

3. Selection of Competent employees helping organizations achieves their strategic directions.

4. Provide Orientation

5. Train and Develop Employees.

6. Manage and Monitor their Performance.

7. Providing them with Benefits and Compensation.

8. Being concerned with their Health and Safety.

Work Councils

Groups of nominated or elected employees who must be consulted when management make decisions involving Personnel.

Board Representatives

Employees who sit on a company’s board of directors and represent the interest of the firm’s employees.

Employment Planning:

• The Process by which management ensures that it has the right number and kinds of people in the right place at the right time.

• Translates the organization’s mission and objects into personnel plan, helping the organization achieve its goals.

Steps of Employment Planning:

1. Reviewing current HR status through HR Inventory.

HR Inventory: A Report listing the name, education, training and other information about each employee in the organization. (To assess what talents and skills are currently available in the organization.)

2. Analyzing what kinds of skills and knowledge is needed to successfully perform each Job.

Job Analysis: A lengthy process, analyze workflows and skills that a necessary to perform jobs.

Recruitment and Selection:

• Identify current staffing levels (Understaffed or Overstaffed)

• Recruitment: Process of locating, identifying and attracting capable applicants.

• Recruit if Understaffed.

• Downsize or Layoff if Overstaffed.

Recruiting Sources:

1. Internal Searches

2. Advertisements

3. Employee Referrals (Produce the best candidates; well-qualified applicants.)

4. Public Employment Agencies

5. Private Employment Agencies

6. School Placement

7. Temporary help Services

Selection Process:

Process of screening job applicants to ensure that the most appropriate candidates are hired. (To determine who is best qualified for the job.)

Selection Devices

• Reliability: The degree to which a selection device measures the same thing consistently.

• Validity: The proven relationship between a selection device and some relevant criterion.

1. Performance-Simulation Tests

Selection devices that are based on actual job behaviors; work sampling and assessment centers.

2. Realistic Job Preview

Providing both positive and negative information about the job and the company during the interview.

Effectiveness of Interviews:

• Universal selection device.

• Reliable and valid Selection tool.

• Interviews are structured and well designed.

• Interviews are effective when questions are relevant.

• Candidates are observed, not only for what they say but also how they behave.

Orientation, Training and Development:

• Orientation: The introduction of a new employee to the job and the organization.

• Reduces initial anxiety all new employees have as they begin a new job.

• Successful orientation results in an outsider-insider transition that makes new members comfortable and fairly well-adjusted.

Employee Training

• Maintenance and human errors could be prevented or reduced by better employee training.

• Employee Training: Learning experience that seeks a relatively permanent change in employees by improving their ability to perform on the job.

Training Methods:

1. On the Job

• Job Rotation

• Understudy Assignments

2. Off the Job

• Classroom Lectures

• Films and Videos

• Simulation Exercises

• Vestibule Training

Performance Management:

A process of establishing performance standards and evaluating performance in order to arrive at objective HR decisions and to provide documentation to support personnel actions.

• Adjective Rating Scale: A set of performance factors are evaluated and the evaluator rates each factor on an incremental scale.

• 360-Degree: An appraisal device that seeks feedback from a variety of sources for the person being rated.

Comparison Methods

• Group-Order ranking: The evaluator places employees into a particular classification.

• Individual Ranking: The evaluator merely lists the employees in order from highest to lowest.

• Paired Comparison: Each employee is compared with every other employee in the comparison group and rated as superior or weaker member of the pair.

When Performance Falls Short

• Discipline problem

• Action taken by a manager to enforce an organization’s standards and regulations.

• Employee Counseling used to resolve this problem.

• A process designed to help employees overcome performance-related problems.

Compensation and Benefits:

• Compensation Administration: The process of determining a cost-effective pay structure that will attract and retain competent employees, provide an incentive for them to work hard, and ensure that pay levels will be perceived as fair.

• Employee Benefits: Membership-based rewards designed to enrich employees’ lives.

Current Issues in HRM:

Workplace Diversity:

• Improving workforce diversity requires managers to widen their recruiting net.

• To increase diversity, managers are increasingly turning to nontraditional recruitments sources.

• Selection process shouldn’t discriminate.

Unions and Management:

• Management believe that increase in productivity, improve in quality and reduction in cost requires employee involvement and commitment.

• Unions can help their members more by cooperating with management that fighting it.

Workplace Violence:

• Job Safety for workers continues to Grow.

• Companies must prevent the violence from occurring on the job.

• Sound HR practices can help to ensure that respect and dignity exist for employees.

• Employee Assistance Programs (EAPs) can be designed specifically to help these individuals.

Workplace Spirituality:

• Workplace Spirituality: A spiritual culture that recognizes that employees have both a mind and a spirit, seek to find meaning and purpose in their work, and desire to connect with other employees and be part of a community.

• HRM make the workplace a supportive work environment, where communication abounds and employees feel free to express themselves.

Survivors respond to Layoffs:

Layoff-Survivor Sickness: A set of attitudes, perceptions, and behaviors of employees who remain after involuntary employee reductions; like insecurity, depression, fear, stress and reduced effort.