The document discusses key aspects of human resource management and staffing processes. It covers topics like human resource planning, recruitment, selection, training and development, performance management, compensation and benefits. It emphasizes the importance of job analysis in understanding job requirements and specifications. The recruitment and selection processes involve multiple steps from attracting candidates to making the final hiring decision. Performance appraisal is used to evaluate employee performance and potential. Strategic workforce planning aims to address current and future staffing needs.

2.  Recognize the importance of effective policies and
procedures for staffing
 Understand the importance of concrete, fair policies and
procedures in selection
 Evaluate the advantages and disadvantages of outsourcing
staffing processes
 Understand how to evaluate the various results of staffing
processes
 Develop metrics for the measurement of staffing systems
 Recognize the legal issues involving record keeping and
applicant/employee privacy
 Plan for effective dispute resolution

3. The integration of all processes, programs,
and systems in an organization that ensure
staff are acquired and used in an effective way

4. 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

5. Human
Resource
Planning
Recruitment
or Downsizing
Selection
of Employees
Orientation
Training and
Development
Performance
Appraisals
Safety and
Health
Compensation
and Benefits
Competent High-Performing Workers

6. 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

7. Human Resource
Planning
Making a Future
Assessment
Making a Current
Assessment
Designing a Future
Program

8. 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

10.  3 Parts: Recruitment, Selection, Hiring
 Recruiting – the process of attracting
qualified applicants
 Selecting – the process of screening
applicants and narrowing the job pool
 Hiring – the process of extending offers to the
most desirable applicants

11.  Staffing includes all managed movement into, around,
and out of an organization (e.g., recruiting, hiring,
promotion, transfer, redeployment, attrition,
retention)
 An issue is a "gap" between where you are and where
you need to be to achieve business objectives or
implement business strategies
 A strategy is a long term directional plan of action that
describes how objectives will be met.

12.  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

13. 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

14. Job Analysis - Functional Job Analysis, Position analysis questionnaire
A Basic Human Resource Management Tool
Tasks Responsibilities Duties
Job
Analysis
Job
Descriptions
Job
Specifications
Knowledge Skills Abilities
Human Resource
Planning
Recruitment
Selection
Training and
Development
Performance Appraisal
Compensation and
Benefits
Safety and Health
Employee and Labor
Relations
Legal Considerations
Job Analysis for Teams

16.  Application Blanks
 Personal Interviews
 Psychological Tests
 Reference and Credit Checks
 Remember: The least costly tools should be
used first to narrow the applicant pool.

17. ©Prentice Hall, 2001 Chapter 6 17
Traditional
Recruiting
Sources
Internal
Searches
Employee
Referrals
Employee
Leasing
Temp
Services
Employment
Agencies
Advertisements
School
Placement

18. What is “workforce planning” or “strategic staffing”?
What makes staffing strategic in the first place?
What does the process include?
• Defining near- and long-term staffing requirements
• Forecasting staffing availability
• Comparing “demand” to “supply” to define staffing gaps
and surpluses
• Defining short-term (usually one period) staffing
plans/actions
Why aren’t traditional (macro) practices more effective?
What should we be doing differently?

19. 1. Redefine the process and its objectives
2. Change the context within which the
process is implemented

20. Definition: A process for defining and addressing the most
critical staffing implications of business strategies and plans
(both skills and staffing levels)
Objectives:
• Create longer term staffing strategies that “best” eliminate
critical gaps/surpluses
• Use those strategies as a context within which effective
short term staffing decisions are made
Deliverables:
• Longer term staffing strategies
• Specific shorter term staffing plans and supporting actions
• Answers and solutions!

21.  Jobs are characterized by
their requirements and
rewards
 Individuals are characterized
via qualifications (KSAOS)
and motivation
 These concepts are not new
or faddish, this is an
enduring model of staffing
 Matching process involves
dual match
 KSAOs to requirements
 Motivation to rewards
 Job requirements expressed
in terms of both
 Tasks involved
 KSAOs necessary for
performance of tasks
 Job requirements often
extend beyond task and
KSAO requirements

23.  Organizational culture and values
 Norms of desirable attitudes and behaviors for
employees
 New job duties
 Tasks that may be added to target job over time
 “And other duties as assigned . . . “
 Multiple jobs
 Flexibility concerns - Hiring people
who could perform multiple jobs
 Future jobs
 Long-term matches during employment relationship

24. Develop longer term staffing
strategies that support
business strategy
Address staffing
strategically
Time
Frame
Scope
Develop shorter term
staffing plans
Few Many
Short
Term
Long
Term

25. Sample staffing strategies:
 Focus full time hiring and training/development on “proprietary”
jobs and use contingent staff for “commodity” positions (IT)
 Develop staffing processes that can absorb 25% swings in
business without affecting full time staffing levels (Wireless
Infrastructure)
 Meet needs at senior technical levels by using outside hires and
modify recruiting practices as required (Utility)
Sample staffing plans:
 Hire 10 full time line mechanics in the first quarter
 Redeploy 10 staff from A to B providing accelerated development
 Use an outside staffing agency to meet third shift needs for 3
Techs

26. ©Prentice Hall, 2001 Chapter 6 26
Affirmative Action
Employment Training Retention

27. 1. Identify the parts of the business that will be
included
2. Define staffing gaps and surpluses for all
planning periods
 Define staffing requirements
 Forecast staffing availability
 Compare supply to demand
3. Develop staffing strategies across planning
periods
4. Define specific staffing plans/actions for each
planning period

28. 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.

29. 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.

30. 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.

31. 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.

32. Well-Matched
Applicants
Realistic
Expectations
Increased
Commitment
Realistic
Job Previews

33.  The process of measuring the extent to which a
tool or qualification is related to or able to
predict job performance
 Tools should be validated before they are used
in selection.

34.  Age, race, marital status
 # and ages of children, child care
arrangements
 Height, weight, sexual preference
 Religious affiliation or memberships
 Spouse’s maiden name, living arrangements
 Arrest record

35.  Puts all candidate information in a uniform
format
 Asks for more specific information than is
provided on the resume

36.  There is no satisfactory substitute for personal
interaction with the applicant.
 Reveals conversational ability, social
intelligence, poise
 Reveals how badly the candidate wants the job
 Gives the company a chance to “sell” itself

37.  In general, they are not good predictors of job
performance.
 The interviewer may bias the process, by not
knowing how to correctly or effectively
interview.
 The interviewer asks the wrong questions or
does not use objective criteria.
 Problems occur when comparing the
interviews of several applicants.

38.  Prior knowledge about an applicant
 Attitude of the interviewer
 The order of the interview
 Negative information
 The first five minutes
 The content of the interview
 The validity of the interview
 Structured versus unstructured interviews
 Prior knowledge about an applicant
 Attitude of the interviewer
 The order of the interview
 Negative information
 The first five minutes
 The content of the interview
 The validity of the interview
 Structured versus unstructured interviews

39.  Thoroughly review the applicant’s resume and
application beforehand.
 Use standardized rating forms – fill them out
immediately afterward.
 Have more than one interview with each
candidate; let others participate.
 Train the interviewers how to conduct the
interview and fill out the rating forms.

40.  Guided
 Highly standardized; order and format of
questions the same across candidates.
 Makes it easy to compare candidates.
 Non-directed
 Very informal; no set order or format is used
 Interpretation/rating is very difficult.

41.  Behavioral
 Asks candidates to describe past or intended
behaviors in specific situation
 Performance
 Asks candidate to perform an exercise
 Stress
 Intentionally puts candidate under stress to judge
reaction/abilities

42.  The most controversial of all selection tools
 Several types: IQ, aptitude, personality,
interest
 Use is on the rise (Can be validated and
standardized)
 Studies show they are better predictors of
performance than any other tool.

43.  When tests are used as the sole knockout factor
in selection
 When scores are interpreted individually rather
than within a range
 When applicant fakes answers

45. The identification, measurement,
and management of human
performance in organizations.

46. 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

47. Skills/Activities/Output
Performance Appraisal System
Reward/Training/Punishment

48. Multiperson
Graphic
Rating Scales
Critical
Incidents
Written
Essay
BARS
360-Degree
Appraisal
MBO

49. 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)

50. The combination of peer,
subordinate, and self-review

51. 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.

54.  Number of positions filled
 count of the number of individuals who accepted positions
during the fiscal year.
 Time-to-fill openings
 the number of days it takes for a job requisition to result in a
job acceptance by a candidate.
 Hiring cost estimates
 sum of advertising, agency fees, employee referrals, travel
costs for applicants and staff, relocation costs, and pay and
benefits for recruiters
 Staffing cost or efficiency ratio
 total staffing costs/total compensation recruited

55. An appraisal format that asks supervisors to compare an employee's
performance to the performance of other employees doing the same job.
Relative Judgment
An appraisal format that asks supervisors to make judgments about an
employee’s performance based solely on performance standards.
Absolute Judgment

56. 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

57. 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)

58. Current Supply Future
Requirements
Gaps/Surpluses
Reduce Deficits
and Surpluses
The Supply Side The Demand Side

59. Current Supply Future
Requirements
Gaps/Surpluses
Reduce Deficits
and Surpluses
The Supply Side The Demand Side

60. “Supply Then” “Demand Then”
Gaps/Surpluses
Reduce Deficits
and Surpluses
The Supply Side The Demand Side
“Supply Now”
Assumptions (re: Staffing and
Turnover)
Define New Staffing
Actions

61. “Supply Then” “Demand Then”
Gaps/Surpluses
Reduce Deficits
and Surpluses
The Supply Side The Demand Side
“Supply Now”
Assumptions (Uncontrollable Staffing)
Adjust Controllable Staffing
Actions

62. Within what context should this staffing
process be applied?
• All units?
• All jobs?
• Common process, timing, planning
parameters, and templates?
• Compiled results?

64. 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

65. Planned Changes
• Changes in products and
services
• Changes in administrative
systems
• Changes in organizational size
or structure
• Introduction of new technologies
• Advances in information
processing and communication
Unplanned Changes
• Changing employee
demographics
• Performance gaps
• Governmental regulations
• Economic competition in the
global arena
Organizational
Change

66. Forces For
Change
Workforce
Competition
World
Politics
Technology
Social
Trends
Economic
Shocks

67. Overt and immediate
Voicing complaints, engaging in job
actions
Implicit and deferred
Loss of employee loyalty and motivation,
increased errors or mistakes, increased
absenteeism

68. Selective
Information
Processing
Fear of
the Unknown
Force of
Habit
Need for
Security
Economic
Factors
Individual

69. Structural &
Group Inertia
Limited Focus
Threat to establish
resource allocation
Threat to Expertise
Threat to establish
power relationship
Organization

70. Education and
Communication
Participation
Negotiation
Facilitation
and Support
Coercion
Manipulation
and Cooptation

71. Unfreezing Changing Refreezing
Lewin’s Three-Step Process
Organizational Change

72. Unfreezing the Status Quo
Desired
State
Status
Quo
Restraining
Forces
Driving
Forces
Time

73. OD is a planned process of change in an
organization’s culture through the utilization of
behavioral science technology, research, and
theory.

74. 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.

75. Organizational Development - The
Premises
Respect for people
Trust and support
Power equalization
Confrontation
Participation

76. .
OD Process
Diagnosis Intervention Evaluation

77. OD Interventions
Intergroup development
Process consultation
Sensitivity training
Third Party Intervention
Survey feedback
Team building
Culture Change

78. On the Job Training
Planned Progression
Job Rotation
Creation of “assistant-to”
Temporary promotion
Committees
Off the Job
Training
Conference
MDPs
Business Simulations

79.  Refers to contracting out work to a vendor or
third-party administrator
 Outsourcing of HR functions is increasing
 Types of staffing activities outsourced
 Use of temporary employees, executive search,
drug testing, skill testing, background checks, job
fairs, employee relocation, assessment centers, and
affirmative action planning
 Strategic and operating reasons to outsource
 Expertise, flexibility, time savings, service quality,
reduction of legal liability, and cost reduction

82.  Competition for scarce resources
 Time pressure
 Unreasonable standards, policies, rules or
procedures
 Communication breakdowns
 Personality clashes
 Ambiguous or overlapping jurisdictions
 Unrealized expectations

83.  Avoidance
 Problem solving
 Compromise
 Forcing
 Smoothing
 Structural change

84. Workforce
Diversity
Sexual
Harassment
Current
HRM Issues

85. Family-Friendly
Benefits
Unions and
Management
Current
HRM Issues

86. Workplace
Violence
Survivors of
Layoffs
Current
HRM Issues

87.  Record-keeping, privacy, and reports
 EEO Report
 Legal Audits
 Training
 Dispute resolution

88.  Record keeping, privacy, and reports
 Creation and maintenance of records
 Four purposes of records
 Federal Record-Keeping Requirements
 Privacy concerns
 Preparation of reports
 Audits

89.  Negotiation
 Discuss complaint with goal of resolving it
 Fact finding
 Neutral person investigates complaint
 Peer review
 Employees and managers work together in a panel
 Mediation
 Neutral person helps to find a solution
 Arbitration
 Neutral person makes a decision binding on the
parties

90.  Mentor – someone with knowledge, experience,
position, or power who counsels and guides a younger
or newer employee
 Formal program – the mentor is assigned and engages
in prescribed mentoring activities
 Informal program – a relationship develops without a
formal assignment or contract
 Types – manager to rep, senior executive to rep, co-
worker to rep

91.  Represent the organization’s interests.
 Beware of conflicts of interest.
 Remember the job applicant.
 Follow staffing policies and procedures.
 Know and follow the law.
 Consult professional codes of conduct.
 Shape effective practice with research results.
 Seek ethics advice.
 Be aware of an organization’s ethical
climate/culture

92.  Issue 1
 It has been suggested that the use of staffing technology
and software is wrong because it dehumanizes the
staffing experience, making it nothing but a mechanical
process that treats applicants like digital widgets.
Evaluate this assertion.
 Issue 2
 Since there are no standard ways of creating staffing
process results and cost metrics, is there a need for some
sort of oversight of how these data are calculated,
reported, and used within an organization? Explain.

94. Biotech IT Function
 Strategic context
 “Technical Services” unit provides IT support to other units (e.g, network,
cabling, database, systems reconfiguring)
 Need for service exceeds available resources
 Desire to define actual work performed and true “value added”
 Strategic Staffing
 Focus on
 Corporate IS projects to be implemented in 2001
 Critical jobs only (e.g, network, desktop, infrastructure)
 Create a “rolling four quarter” supply/demand model
 Outcomes
 Staff “oversight” positions with full time employees
 Staff “hands on” positions with contractors

95. Electric Utility
 Strategic context
 An aging workforce will result in a large number of retirements in the coming
3-5 years
 The specific impacts of these retirements was undefined, even though both
staffing levels and capabilities will be affected
 Strategic Staffing
 Based on eligibility requirements, forecast the number of retirements
 Identify those job categories most at risk
 Focus the analysis on at risk categories only
 Outcomes
 Specific staffing plans (recruiting and internal movement) to address critical
shortages (e.g., line mechanics)
 Development and knowledge transfer plans to address key losses

96. Medical center
 Strategic context
 Competitor entering the marketplace
 Competitor will “poach” key staff
 Strategic Staffing
 Define job categories that are most vulnerable
 Make assumptions regarding losses that are tied to competitor plans
 Develop scenario-based staffing models to forecast the impact of
poaching
 Outcomes
 Specific staffing plans regarding replacement in the short term
 Staffing strategies that aimed to make the the organization’s staff
“unpoachable” in the future

97. Telecommunications company
 Strategic context
 Radically new technology will be implemented
 Implementation will be nation-wide, spread over four years
 New technical and “soft” skills will both be needed
 Many in current workforce nearing retirement
 Strategic Staffing
 Focus on Central Office Technician role (which encompasses many current
jobs/titles)
 Create a supply demand model
 Develop alternate retirement scenarios
 Outcomes
 Redeployment and training requirements
 Plans for hiring and staff reductions

98. Insurance company
 Strategic context
 Growth and replacement increased needs for branch managers
 Traditional paths (through underwriting) take time
 Alternative sources will be required
 Strategic Staffing
 Create a supply demand model
 Include jobs along the traditional path
 Build in “lags and leads”
 Outcomes
 Define required size of trainee pool
 Define number of external hires in advance

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