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Tutor: Jennifer Tabet Cell: 03-939354

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Management Functions: critical role of HRM

Planning: Defining goals Strategizing Staffing decisions Budgeting Organizing: Division of tasks Leading: Using authority to get things done Motivating Controlling: Monitoring employees' activities (PMP)

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One Definition

Strategic HR = Creating value by aligning employees ’ objectives, performance and behaviors with the organization’s needs to ensure that it achieves its strategic goals

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Evolution of the Role of HR

HR Function


Strategic Planning

HR Function


Strategic HRM/HRBP

Strategic Planning

HR Function

HR is focused on day to day activities unrelated to the core business.

HR is informed of the business plan. HR designs programs HR implements strategy

HR function is built into the strategy formulation

Strategic Planning

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HR role in strategy

Internal strength: what do we have? What are the skills needed? What do we have? What needs to improve? How can we improve them? Boundary spanning: what will we need? What resources do we need ? Where can we find them? How can we attract them?

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Functions within HRM

Recruitment Training/development Performance Management Compensation Labor Relations Health and Safety Employee Relations Human Resource Management (HRM)



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Challenges/trends shaping HR


Globalization Mergers & acquisitions Competition Demographics Mindset Speed of change

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What does it take to succeed in the field?

Theoretical knowledge Practical experience Business acumen Leadership competencies Devil’s advocate Rock the boat

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Session 2 Job Analysis/Job descriptions

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JD Recruitment Staffing Promotions Training & Dvt Competency model Compensation Job Evaluation Objective setting Org. chart/work redesign Career planning

Importance of JD

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Job Analysis

First HR related activity Overlooked by management Often confounded with Job Description (JD ) A pre- requisite for effective JD Time consuming Inaccurate information can lead to negative repercussions: compensation, expectations, training etc.

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Specific Tasks Task dimensions % of time spent Knowledge, skills Ability, Competencies Importance of KSA to The job (1 to 5) Answer calls Send faxes Take dictation Arrange meetings Write meeting minutes Clerical Clerical Clerical Administrative Communication 30 3 3 10 3 Ability to verbally communicate clearly Ability to use office technology 4 5

Example of Job Analysis template

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Job analysis

Job description

Job specification

Process of obtaining detailed information about a given job

List of duties, responsibilities, job title, reporting line, grade

List of SKAO ’ s required

Products of JA

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Methods to conduct JA

Interviews: Structured vs unstructured Questionnaire Observations Log/dairy

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Interviews: Structured


Standardized Include the questions important to the company Methodological/organized Easy to translate into job analysis


Framing the questions Limited view May overlook important aspects

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Interviews: Unstructured


Better follow-up questions Prevent framing Allow personal approach May help obtain a comprehensive view


May seem disorganized May overlook what is important to the company Difficult to compare and compile data Can be done in a rush

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Quick and efficient way to gather information from large numbers of employees Can be completed at a convenient time for those completing it


Some employees might not complete the entire questionnaire No follow up questions T ime consuming P reparing and testing the questionnaire Collecting the questionnaires Analyzing and reporting

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Participant Diaries/Logs


Produce a more complete picture of the job


Distortion of information Depend upon employees to accurately recall their activities Might not take into account important but infrequent tasks

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Provide first-hand information Reduce distortion of information


Difficulty in capturing entire job cycle Of little use if job involves a high level of mental activity

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Observation: sources of information

Supervisors Peers Clients suppliers Good for jobs that require physical work

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Writing JDs: Steps

R ight after JAs are approved Initial draft written by the employee D iscussed between employee and supervisor Final draft submitted by the employee Manager and 2 nd line manager approval All parties sign it A copy of the document is provided to: HR The employee The supervisor

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Writing JDs: HR’s role

Logistics Keep the organization chart in mind Design the templates Communicate the purpose, the process and deadlines Follow-up and track Train if needed Ensure alignment Prevent redundancies Streamline JDs of all those sharing the same position Meet with both the manager and the employees to discuss final draft

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Session 3 Recruitment & Selection

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Recruitment cycle

Step 1: Requisition Step 2: Placing the announcement Step 3: Screening resumes Step 4: Scheduling interviews Step 5: Conducting interviews Step 7: Assessment center /psychometrics Step 8: Huddle Step 9: Offer letter

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Internal Recruitment: Open Strategy job announced internally


Perception of fairness Bigger pool to recruit from All employees are given opportunity Prevents perception of favoritism Employees can measure their qualifications against those requested for advancement


Time consuming Coordination Interviewing Hard feeling Turnover

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Internal Recruitment : Closed Strategy job not announced


Employees are not aware of job opening No competition or hard feelings Few people are involved Time & cost minimal


Raise distrust Not all potential employees are considered

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Internal Recruitment: Source of Supply

Nominations from managers Part -time employees Temporary employees pool Succession plan Mentoring program

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External Recruitment: Source of candidates

College recruitment/job fairs Employee referrals Walk ins Rehires PROS & CONS

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Employee Referrals


Generates higher quality applicants More realistic picture of the firm


If moral is low don’t ask for referrals Have to explain to the employee why their referral was not hired Employee might view their unsuccessful referral as unfair or biased

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Large number of applicants Those who walk in might be targeting the company (better retention) No commitment or bad feelings Cost effective way of gathering data


Difficult to screen quality of applicants If poorly treated it will hurt the company’s reputation

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Assignment# 1 Email to me by March 31

Would you rehire a former high performing employee who resigned? Provide the Cons & Pros of doing so

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Selection Tools

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Selection Method Standards: Reliability

The degree to which a measure is free from random error The score received on that measure ( ex intelligence) will be consistent over time and in different context

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Selection Method Standards: Validity

E xtent to which performance on the measure is related to performance on the job Criterion-related validation : degree to which there is a link between scores on the selection tool and job performance scores Content validation : tries to demonstrate the extent to which the items, questions and problems posed by the test are representative to those faced on the job