1. Forecasting
2.Goal setting/strategic planning
3.Program implementation/evaluation
HR Planning Process
Determines labor supply/demand to see if there will be shortages/surplus
Forecasting
Study of a firm's past employment needs over a period of years to predict future needs.
Trend Analysis
Forecasting technique for determining future staff needs by using ratios between two variables, such as sales volume and number of employees needed
Ratio Analysis
Graphical method used to identify relationships between two variables such as hospital size and number of nurses needed
Scatter Plot
A set of knowledge and skills that make an organization superior to competitors and create value to customers.
Core Competency
1.Reduce costs
2.Reduce labor with technology
3.Mergers and Acquisitions
4.Move to more economical location
Four Objectives of Downsizing
Role is to build a supply of potential new hires that an organization can draw on if need arises
HR Recruiting
-Generates applicants who are well-known to the company
-applicants are relatively knowledgeable about org, minimizes unrealistic job expectations
-generally cheaper and faster thane external
Advantages of using internal sources
-Direct applicants
-Electronic recruiting
-ads
-private employment agencies
-Universities
External Sources
-Compare yield ratios of different sources.
-Yield ratio: percentage of applicants who successfully move from one stage of the recruitment process to the next
Yield Ratio
Find cost of using particular recruiting source and divide by number of people hired through that source
Cost per Hire
Begins with candidates identified in recruitment process and ends with selected individuals placed in jobs
Selection Process
-provides reliable information
-provides valid information
-can be generalized to apply to candidates
-offers high utility
-uses legal selection criteria
Successful selection method
Extent to which a measurement is free from random error
-Generates consistent results
-Uses correlation coefficients (a higher correlation coefficient signifies a greater degree of reliability)
Reliability
Extent to which performance of a measure is related to what the measure is designed to assess
-Criterion-related
-Content
-Construct
Validity
A measure of validity based on showing a substantial correlation between two test scores and job performance scores
-Can come from Predictive Validation or Concurrent Validation
Criterion-Related Validity
Research that uses test scores of all applicants and looks for relationship between scores and future performance
Predictive Validation
Research that consists of administering a test to people who currently hold a job, and then comparing their scores to existing measures of job performance
Concurrent Validation
Consistency between test items or problems and kinds of situations or problems that occur on the job
+
Content Validity
Consistency between high scores on the test and a high level of construct, mastery of construct and job performance
Construct Validity
Being valid, reliable, and generalizable adds value to a selection method
-Consider the cost of using the method
Practical Value
Selection methods must conform to existing laws and legal precedents
-Civil rights act 64,91
-Age and Discrimination in employment act 67
-Americans with disabilities act 91
Legal Standards for Selection
requires employers to obtain a candidate's consent before using a third party to check credit
Fair Credit Reporting Act
Federal law requiring employers to verify and maintain records on applicant's legal right to work in US
-I-9 form to show identity and eligibility to work
Immigration Reform and Control Act (1986)
Assess how well a person can learn or acquire skills and abilities
Aptitude Tests
Measure a person's existing knowledge and skills
Achievement Tests
-Administer tests systematically to all applicants for same job
-Use test for jobs that involve safety hazards
-Send report to applicant with info on how to appeal
-Respect privacy of applicant- keep confidential
Rules for administering drug tests
Process of arriving at a decision by eliminating some candidates at each stage of selection process
Multiple-hurdle model
Process of arriving at a decision in which a very high score on one type of assessment can make up for low score on another
Compensatory Model
Should include:
-Job Responsibilities
-Schedule
-Rate of pay
-Start date
-Other relevant details
Offer
Process of systematically developing training to meet specified needs.
Instructuional Design
Computer application that automates the administration, development, and delivery of training programs
Learning management system
Process of evaluating the organization, individual employees, and employees tasks to determine the kinds of training Or
Needs Assessment
Process for determining appropriateness of training by evaluating characteristics of the organization
Organization analysis
Process of determining individuals needs and readiness by asking
-do performance deficiencies result from lack of knowledge/skill/ability
-who needs training
-are employees ready for training
Person Analysis
Process of identifying and analyzing tasks to be trained
Task Analysis
-Traffic school
-Diversity school
-"Charm School
Training as a punishment
-Expectations
-Quality or level of acceptable performance
-When to apply what employee has learned
-Measurable performance standards
Training Objectives
-Classroom learning
-Audiovisual training
-E-learning(internet)-Electronic Performance Support Systems (EPSS)
-on the job training
-Apprenticeship, Internship
-Simulations
-Business games/case studies
-Behavior modeling
-Experiential programs
-Team Traini
Training Methods
A career that frequently changes based on changes in the person's interests, abilities, and values in the work environment
Protean Career
Collecting information and providing feedback to employees about heir behavior, communication style, or skills
Assessment
Most employee development occurs through these including conflict resolution, data analysis, and customer service, job assignments, transitions, and interpersonal relationships
Job Experiences
1. Data Gathering
2. Feedback
3. Goal Setting
4. Action planning and follow up
Career Management System Steps
Caused by lack of access to training programs, developmental job experiences, and developmental relationships
The glass ceiling
Energy from being alone vs energy from other people.
Introversion vs Extroversion
Set up yo assess management capabilities. Done by psychologist and looks for who emerges as a leader
Assessment Centers
Genuinely caring about your staff
Most important thing about being a manager
Process of identifying and tracking high-potential employees who will be able to fill key positions when they become vacant.
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Succession Planning
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