staffing hrm performance appraisal

1. STAFFING
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2. Human Resource Management
The integration of all processes, programs, and systems
in an organization that ensure staff are acquired and
used in an effective way
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3. Human Resource Management (Contd.)
HR is multidisciplinary: It applies the disciplines of
Economics (wages, markets, resources),
Psychology (motivation, satisfaction),
Sociology (organization structure, culture) and
Law (min. wage, labor contracts)
What HR Professionals Do?
HR planning
Recruitment & Selection
Training and development
Compensation & Performance review
Labor relations
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4. Human Resource Planning
Assessing Current
Human Resources
Assessing Future
Human Resource
Needs
Developing a
Program to Meet
Needs
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5. Human Resource Planning
The process of systematically reviewing HR
requirements to ensure that the required
number of employees, with the required skills,
are available when they are needed
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6. HR Planning
We have found the gap, how do we fill this void?
Internal Labour Supply
Skill Inventory
Succession Planning
Replacement Planning
Inventory Chart
Present & Future staffing situations
Helps in retention & expulsion strategy
External Labour Supply
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7. Job Analysis
(Functional Job Analysis, Position analysis questionnaire)
A Basic Human Resource Management Tool
Tasks
Responsibilities
Duties
Human Resource
Planning
Recruitment
Selection
Training and
Development
Job
Descriptions
Job
Analysis
Performance Appraisal
Compensation and
Benefits
Job
Specifications
Safety and Health
Employee and Labor
Relations
Knowledge
Skills
Abilities
Legal Considerations
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Job Analysis for

8. Definitions
Job - Consists of a group of tasks that must be performed for an
organization to achieve its goals
Position - Collection of tasks and responsibilities performed by
one person; there is a position for every individual in an
organization
Job analysis - Systematic process of determining the skills, duties,
and knowledge required for performing jobs in an organization
(functional job analysis , position analysis questionnaire)
Job description – document providing information regarding
tasks, duties, and responsibilities of job
Job specification – minimum qualifications to perform a particular
job
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9. Recruitment
Process of locating, identifying, and
attracting capable candidates
Can be for current or future needs
Critical activity for some
corporations.
What sources do we use for
recruitment
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10. Sources of Recruitment
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11. School
Placement
Internal
Searches
Employee
Referrals
Recruitment
Sources
Employment
Agencies
Voluntary
Applicants
Advertisements
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12. SELECTION
A series of steps from initial applicant screening to
final hiring of the new employee.
Selection process.
Step 1 Completing application materials.
Step 2 Conducting an interview.
Step 3 Completing any necessary tests.
Step 4 Doing a background investigation.
Step 5 Deciding to hire or not to hire.
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13. Selection process
Step 1 Completing application materials.
Gathering information regarding an applicant’s background and experiences.
Typical application materials.
•Traditional application forms.
•Résumés.
•Sometimes tests may be included with application materials.
Step 2 Conducting an interview.
Typically used though they are subject to perceptual distortions.
Interviews can provide rough ideas concerning the person’s fit with the job and
the organization.
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14. Selection process
Step 3 Completing any necessary tests.
Administered before or after the interview.
Common examples of employment tests.
•Cognitive, clerical, or mechanical aptitudes or abilities.
•Personality.
Step 4 Doing a background investigation.
Can be used early or late in selection process.
Background investigations include:
•Basic level checks.
•Reference checks.
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15. Selection process
Step 5 Deciding to hire or not to hire.
Draws on information produced in preceding selection steps.
A job offer is made.
A physical examination may be required if it is relevant to job performance.
Negotiation of salary and/or benefits for some jobs.
Step 6 Socialization.
The final step in the staffing process.
Involves orienting new employees to:
•The firm.
•The work units in which they will be working.
•The firm’s policies and procedures.
•The firm’s organizational culture.
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16. Performance Appraisal
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17. Performance Appraisal
The identification, measurement,
and management of human
performance in organizations.
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18. Why Conduct Performance Appraisals?
Make decisions about that person's future with the
organization
Identify training requirements
Employee improvement
Pay, promotion, and other personnel decisions
Research
Validation of selection techniques and criteria
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19. A Model of Performance
Appraisal
Skills/Activities/Output
Performance Appraisal System
Reward/Training/Punishment
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20. Techniques for Evaluating
Managers
Evaluation by superiors
Evaluation by colleagues
Peer ratings tend to be more favorable for career
development than for promotion decisions
Self‑evaluation
Self‑ratings suffer from leniency
Subordinate evaluation
Effective in developing leadership
Leads to improved performance
360 degree feedback (multi‑source)
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21. 360° Feedback
The combination of peer,
subordinate, and self-review
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22. Key Steps in Implementing 360°
Appraisal
Top management communicates the goals
Employees and managers are involved in the development of
the appraisal criteria and process.
Employees are trained in giving & receiving feedback.
Employees are informed of the nature of the 360° appraisal
instrument and process.
The 360° system undergoes pilot testing
Management continuously reinforces the goals of the 360°
appraisal and is ready to change the process when necessary.
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23. Measurement Tools
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24. Relative and Absolute Judgment
Relative Judgment
An appraisal format that asks supervisors to
compare an employee's performance to the
performance of other employees doing the same
job.
Absolute Judgment
An appraisal format that asks supervisors to make
judgments about an employee’s performance
based solely on performance standards.
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25. Rating Methods
Performance rating scales
Supervisors indicate how or to what degree a worker possesses a
relevant job characteristic
Ranking technique
Supervisors list the workers in order from highest to lowest
Paired‑comparison technique
Compares the performance of each worker with that of every other
person in the group
Forced choice technique
Raters are presented with groups of descriptive statements and are
asked to select the phrase in each group that is most descriptive of
the worker being evaluated
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26. Rating Methods
Behaviorally anchored rating scales (BARS)
Appraisers rate critical employee behavior
Critical‑incident behaviors are established
These behaviors are used as standards for appraising effectiveness
The BARS items can be scored objectively by indicating whether the
employee displays that behavior
Behavioral observation scales (BOS)
Appraisers rate the frequency of critical employee behaviors
The ratings are assigned on a five point scale
The evaluation yields a total score
Management by objectives (MBO)
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27. Appraising Managers as Managers
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28. Organizational Change
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29. Concept of Organizational
Change
Defined as adoption of a new idea or behavior by an
organization.
Organizations need to continuously adapt to new
situations if they are to survive and prosper
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30. Planned and Unplanned Organizational
Changes
Organizational
Change
Planned Changes
Planned Changes
•• Changes in products and
Changes in products and
services
services
•• Changes in administrative
Changes in administrative
systems
systems
•• Changes in organizational
Changes in organizational
size or structure
size or structure
•• Introduction of new
Introduction of new
technologies
technologies
•• Advances in information
Advances in information
processing and
processing and
communication
communication
Unplanned Changes
Unplanned Changes
•• Changing employee
Changing employee
demographics
demographics
•• Performance gaps
Performance gaps
•• Governmental regulations
Governmental regulations
•• Economic competition in the
Economic competition in the
global arena
global arena
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31. Workforce
World
Politics
Social
Trends
Technology
Forces For
Change
Economic
Shocks
Competition
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32. Resistance to Change - Forms
Overt and immediate
Voicing complaints, engaging in job actions
Implicit and deferred
Loss of employee loyalty and motivation, increased
errors or mistakes, increased absenteeism
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33. Resistance to Change
Selective
Information
Processing
Force of
Habit
Individual
Fear of
the Unknown
Need for
Security
Economic
Factors
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34. Resistance to Change
Structural &
Group Inertia
Threat to establish
resource allocation
Organization
Limited Focus
Threat to Expertise
Threat to establish
power relationship
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35. Overcoming
Resistance to Change
Education and
Communication
Participation
Negotiation
Facilitation
and Support
Manipulation
and Cooptation
Coercion
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36. Organizational Change
Unfreezing
Changing
Refreezing
Lewin’s Three-Step Process
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37. Unfreezing the Status Quo
Desired
State
Restraining
Forces
Status
Quo
Driving
Forces
Time
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38. Definition of OD
OD is a planned process of change in an organization’s
culture through the utilization of behavioral science
technology, research, and theory.
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39. Organization Development is...
a systemwide application and transfer of behavioral
science knowledge to the planned development,
improvement, and reinforcement of the strategies,
structures, and processes that lead to organization
effectiveness.
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40. Organizational Development - The
Premises
Respect for people
Trust and support
Power equalization
Confrontation
Participation
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41. OD Process
Diagnosis
Intervention
.
Evaluation
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42. OD Interventions
Intergroup development
Process consultation
Sensitivity training
Third Party Intervention
Survey feedback
Team building
Culture Change
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43. Manager Development
On the Job Training
Planned Progression
Job Rotation
Creation of “assistant-to”
Temporary promotion
Committees
Off the Job
Training
Conference
MDPs
Business Simulations
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44. Organizational Conflicts
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45. Sources of Conflict
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Competition for scarce resources
Time pressure
Unreasonable standards, policies, rules or procedures
Communication breakdowns
Personality clashes
Ambiguous or overlapping jurisdictions
Unrealized expectations
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46. Managing Conflicts
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Avoidance
Problem solving
Compromise
Forcing
Smoothing
Structural change
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