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Tutor: Jennifer  Tabet Jgtabet@gmail.com 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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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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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

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

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

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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

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Process of obtaining detailed information about a given job

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

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Interviews: Structured vs unstructured Questionnaire Observations Log/dairy

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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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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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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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Supervisors Peers Clients suppliers Good for jobs that require physical work

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

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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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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

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