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Recuitment and retaining the best employees (Training and development…
Recuitment and retaining the best employees
HR management: consists all activities (acquiring, maintaining, developing an orgaization's HR)
acquisition: get people to work for the organization -> keep -> develop their full capacity
HRM activities
HR planning: determine the firm's future HR need
Job analysis: determine the exact nature of position
Recuiting: attracting people to apply for positions
Selection: choosing and hiring the most qualified
Orientation: acquainting new employees
Responsibility for HRM
small: owner handle
large: HR manager: highly specialized (compensation, benefits, training and development...)
HR planning: development of strategy to meet firm's future HR need
Forecasting HR demand: through firm's overall strategic plan, technological advance
Forecasting HR supply: present workforce and any changes may occur within it
Techniques
Replacement chart: list of key personnel and their possible replacement within a firm
Skills inventory: computerised data bank containing information on the skills and experience of all present employees
Matching supply with demand
demand > supply -> recuit new employees
time depends on types of position ot be filled
supply > demand -> reduce size of workforce
most humane: attrition: normal reduction in workforce when employees leave firm
early retirement: with full benefits
fired: negative, only when necessary
Cultural diversity in HR
cultural background (eg: make eye contact, challenge authority vs. respect)
cultural (workplace) diversity: difference among people in workforce owning to race, ethnicity and gender
advantage
cost: cost of doing poor job of integrating worker -> handle well will give advatage
hiring people with knowledge of various culture
resource acquisition: reputation for hiring minority and women
marketing edge: MNCs roots in other countries bring to marketing efforts, marketing subpopulations domestically
flexiblity: culturally diversed people are open to array of position
creativity: less emphasis on conforminty to norms of the past -> improve creativity
problem-solving: produce better decision through a wider range of perspective and more thorough critical analysis of issues
Bilingual skills: speak and prevent from making embarrasing moves owing to lack of cultural sophistication
Job analysis: systematic procedure for studying jobs to determine their various elements and requirements
job description: list of elements that make up a particular job
job specification: list of the qualifications required to perform a particular job
Recuiting, selection and orientation
Recuiting: process of attracting qualified job applicants
"right number"
external recuiting: attempt to attract job applicants from outside an organization
internal recuiting: considering present employees as applicant for available position
Selection: process of gathering information about applicant for a position then using that information to choose the most appropriate applicant
employment applications: collect factual information on education, work experience, personal history
purpose:
identify applicants worthy of further scruntiny
familiarise interviewers with their backgrounds
CV: background and qualifications
factors in their background most related to current jobs weigh heavier
employment test
aptitudes, skills, abilities, knowledge relevant to the jobs
intelligence/personality test
predictive behavior test
(technology brought down cost of those tests)
Interviews: most widely used
by HR staffs
about candidate's ability, employment history, attitudes and motivation
risk of discrimination
solve by interviewer training and use of structured interview: prepared set of job-related questions
different interviewer for different applicant (costly)
Reference: people verify background information and provide personal evalutation
Assessment centres: for promotion
Orientation: the process of acquainting new employees with an organization
Compensation and benefits
Compensation decision
Compensation: payment employees receive in return for their labour
Compensation system: policies and strategies that determine employee compensation
wage level: most pay level near the industry average
wage survey: collection of data on prevailing wage rates within an industry or a geographic area
job evaluation: process determining the relative worth of various jobs within a firm
Individual wage: specific payment decide by employee's initial rate and increase base on senority and performance
Comparable worth: concept that seeks equal compensation for jobs requiring about the same level of education, training and skills
Types of compensation
Hourly wage: specific amount of money paid for each hour of work
Weekly or monthly salary: specific amount of money paid for employees' work during a set calendar period, regardless of actual number of hour worked
Commissions: payment that is percentage of sales revenue
Incentive payment: in addition to wage, salary or commission (outstanding performance)
gain sharing: exceed specific sales or production goals
avoid yearly across-the-board salary: merit pay: allow management to control labour cost while encouraging employees to work more efficiently, depend on their achievement relative to others's
lump-sum salary: entire pay raise takeen in 1 lump sum
Profit sharing: distribution of a percentage of a firm's profit among its employees
Employees' benefits: reward in addition to regular compensation that is provided indrectly to employees
Types of benefits:
pay for time not worked: cover absences like holidays, sick leave
insurance package: may include health, life and dental insurance
Flexible benefit plan: compensation plan whereby an employee receives a predetermined amount of benefit money to spend on a package of benefits they selected to meet individual needs
Training and development
Employee training: process of teaching operations and technical employees how to do their present jobs more effectively and efficiently
Management development: process of preparing managers and other professionals to assume increased responsibility in both present and future position
Analysis of training needs: if it's needed, if yes, what types?
Training and development methods:
On-the-job methods: learn by doing under supervision of experienced employees
Simulations:: in seperated area so that learning take place away from the day-to-day pressures of work
Classroom teachign and lectures
Conferences and seminar: experts and learners meet to discuss problem and exchange ideas
Role-playing: participants act out the roles for better understanding
Evaluation of training and development: expensive, employees usually not working/reduced workload -> manager must evaluate company's effort periodically
result should made known to everyone participated
Performance appraisal: evaluation of employees' current and potential levels of performance to allow managers to make objective HR decision
Common techniques
Objective methods: use measurable quantity (unit of output, euro volume of sale...)
require some adjustment for the work environment
Judgmental methods: more frequently, judge or estimate employee's performance level, not capricious
rating scale: number of statement for employee rate 1-5 or agree/disagree -> total evaluation
Avoiding appraisal errors: manager guard against allowing poor performance on 1 activity to influence/putting to much weight on recent performance/discrimination
Performance feedback: result shoudl be discussed with employees (performance feedback interview)
3 approaches
tell-and-sell: tell how good or bad their performance and persuade to accept the evaluation, employee have no input into evaluation -> defensiveness, resentment, frustration -> not committed to goals
tell-and-listen: tell then give chance to respond: offer self-appraisal, challenging the supervisor assessment
problem-solving: employees evaluate their own performance and set goals, supervisor = colleague -> committment
avoid tell-and-sell -> use mixed: use tell-and-sell for administrative decision and problem-solving for discuss employee-development issues and future performance goals
popular: 360-degree evalutaion: collect anonymous reviews about employees from peers, subordinates, supervisors (for company invest alot in employee-development)
first must have a one-on-one meeting with supervisor then get result
bad aspects are difficult to communicate, but need tactful, honest communication for improvement
Legislation regarding HR for job safety and eliminate discrimination