HUMAN RESOURCES MANAGEMENT module 1 2.pptx

Some of the principals and job analysis

1. HUMAN RESOURCES MANAGEMENT Hisham Sharawy UNIT:2 Recruitment to hiring Lecture: 2/4-5-6-7

2. Course Agenda Introduction about HR…………..………..………L.1 HR strategic Concepts………………….…………L.2 Job Analysis………………………..…………………L.3 Recruitment…………………….……………………L.4 Selecting and Testing……………..……………….L.5 Interviewing……………………...……………..……L.6 Hiring and Orientation……………………………..L.7 Training and Development……...............….L.8-9 12/29/2023 Hisham Sharawy 2

3. Performance Appraisal …….........................L.10 Mid-Term exam …………………………………….L.11 Performance Management….................…L. 12/13 KPI implementation………………….…………L14-15 Career Management………………….…………..L.16 Salaries structure…………………………………. L.17 Taxation and S ocial Insurance………………….L.18 Benefits and compensation design………..…L.19 Managing Change…………………………...…….L.20 Revision and Final Exam………………………….L.21 Group Project discussion…………………………L.22 12/29/2023 Hisham Sharawy 3

4. Lecture (4) RECRUITMENT 12/29/2023 Hisham Sharawy 4

5. © 2008 Prentice Hall, Inc. All rights reserved. 5– 5 Forecasting Personnel Needs Trend Analysis Expert Evaluation Forecasting Tools Ratio Analysis

6. Importance of Recruitment Provides organization with a pool of qualified candidates The more qualified the pool the better the success rate in selection Can help the organization meet affirmative action goals Can increase organizational effectiveness

7. © 2008 Prentice Hall, Inc. All rights reserved. 5– 7 Measuring Recruiting Effectiveness What to Measure How to Measure Evaluating Recruiting Effectiveness

8. Measuring Recruiting Effectiveness 12/29/2023 Hisham Sharawy 8

9. How to measure quality of hire Quality of hire shouldn’t be a subjective measurement. Define the factors that drive top performance for a particular role, then measure quality through performance reviews, hiring manager satisfaction surveys, and retention tracking. You may also choose to measure the time it takes for a new hire to reach full productivity . The key stages in your recruitment funnel for improving your quality of hire are Awareness, Attraction, Assessment, and Interviewing. How to improve quality of hire 12/29/2023 Hisham Sharawy 9

10. How to measure time to hire It would be great to measure time to hire from the moment a prospective candidate first enters your recruitment funnel, but realistically, you can only measure this from the time they first make contact; usually at the application stage. Knowing your average time-to-hire for different roles is extremely valuable in terms of helping you accurately gauge how long it will take to fill a vacant role in the future. Ensure subsequent communication, such as acknowledging receipt of the application, is automated. How to improve time of hire 12/29/2023 Hisham Sharawy 10

11. How to measure cost per hire Cost per hire is calculated by dividing the internal and external recruitment costs by the total number of hires in a set period. Benchmarks range from $4000 per hire to $18,000+ for executive positions. Review the cost of your job ad placements. Are you posting in too many places? Are some more expensive than others? And, if so, are they providing ROI as an effective source of hire?  How to improve cost of hire 12/29/2023 Hisham Sharawy 11

12. Why track source of hire? Keeping track of where new employees are coming from can be useful for refining your talent attraction efforts. Organizations can use this recruitment funnel analysis data to inform decisions such as ramping up social media, investing in a premium ad on a job board, or switching recruitment agencies . Tracking source of hire is much more effective than tracking source of candidate. After all, you want to know where the best performers are coming from, not the candidates who don’t make the grade. Source of hire versus source of candidate 12/29/2023 Hisham Sharawy 12

13. Internal Sources and Methods Sources Promotion from within Transfer Job rotation Rehires and recall Methods Job posting Skills inventory

14. © 2008 Prentice Hall, Inc. All rights reserved. 5– 14 Forecasting the Supply of Inside Candidates Manual Systems and Replacement Charts Qualification Inventories Computerized Information Systems

15. © 2008 Prentice Hall, Inc. All rights reserved. 5– 15 Finding Internal Candidates Hiring from Within Job Posting Succession Planning (HRIS) Rehiring Former Employees

16. External Sources Employee referrals Walk-ins Employment agencies Other companies Temporary help Trade associations & unions Schools Hiring fairs Aliens

17. © 2008 Prentice Hall, Inc. All rights reserved. 5– 17 Employment Agencies Public Agencies Private Agencies Types of Employment Agencies Nonprofit Agencies

18. Public Agencies Newspaper Public Media Ex. Linked in – Wuzzuf – Job-on-line Employment fairs Specialized media groups Labor Federations Syndicates Shopping grand advertisement Governmental agencies © 2008 Prentice Hall, Inc. All rights reserved. 5– 18

19. © 2008 Prentice Hall, Inc. All rights reserved. 5– 19 Offshoring/Outsourcing White-Collar and Other Jobs Political and Military Instability Cultural Misunderstandings Customers’ security and privacy concerns Foreign contracts, liability, and legal concerns Special training of foreign employees Costs of foreign workers Resentment and anxiety of U.S. employees/unions Main Issues

20. Job Search Reasons Intensity of search financial need self-esteem training Evaluation of choices Occupational choice Organizational choice

21. © 2008 Prentice Hall, Inc. All rights reserved. 5– 21 Recruiting A More Diverse Workforce Single Parents Older Workers Welfare-to-Work Minorities and Women The Disabled

22. © 2008 Prentice Hall, Inc. All rights reserved. 5– 22 Developing and Using Application Forms Applicant’s education and experience Applicant’s likelihood of success Applicant’s progress and growth Uses of Application Information Applicant’s employment stability

23. © 2008 Prentice Hall, Inc. All rights reserved. 5– 23 Application Forms and the Law Education Achievements Arrest Record Notification in Case of Emergency Memberships in Organizations Physical Handicaps Marital Status Housing Arrangements Areas of Personal Information

24. Issues Work force diversity Evaluation of recruitment process Contract recruiting Invalidity Updates Rejection International comparisons

25. Backwards & Forwards Summing up: We’ve considered the importance of recruitment to the organization, internal & external sources for recruiting, ways to increase the pool of qualified applicant job searching, and some current issues.

26. Lecture (5) Selection and Testing 12/29/2023 Hisham Sharawy 26

27. © 2008 Prentice Hall, Inc. All rights reserved. 6– 27 Why Careful Selection is Important Organizational Performance Legal Obligations and Liability The Importance of Selecting the Right Employees Costs of Recruiting and Hiring

28. Copyright © 2011 Pearson Education 6– 28 Basic Testing Concepts Reliability Describes the consistency of scores obtained by the same person when retested with the identical or alternate forms of the same test. Are test results stable over time? Validity Indicates whether a test is measuring what it is supposed to be measuring. Does the test actually measure what it is intended to measure?

29. © 2008 Prentice Hall, Inc. All rights reserved. 6– 29 Types of Validity Criterion Validity Content Validity Test Validity Face Validity

30. Copyright © 2011 Pearson Education 6– 30 Evidence-Based HR: How to Validate a Test 1 Relate Your Test Scores and Criteria: scores versus actual performance Choose the Tests: test battery or single test Steps in Test Validation Analyze the Job: predictors and criteria Administer the Test: concurrent or predictive validation 2 3 4 Cross-Validate and Revalidate: repeat Steps 3 and 4 with a different sample 5

31. © 2008 Prentice Hall, Inc. All rights reserved. 6– 31 Types of Tests Cognitive (Mental) Abilities Achievement Motor and Physical Abilities Personality and Interests What Tests Measure

32. Copyright © 2011 Pearson Education 6– 32 TABLE 6 –1 Testing Program Guidelines Use tests as supplements. Validate the tests. Monitor your testing/selection program. Keep accurate records. Use a certified psychologist. Manage test conditions. Revalidate periodically.

33. Copyright © 2011 Pearson Education 6– 33 How Do Employers Use Tests at Work? Major Types of Tests Basic skills tests Job skills tests Psychological tests Why Use Testing? Increased work demands = more testing Screen out bad or dishonest employees Reduce turnover by personality profiling

34. © 2008 Prentice Hall, Inc. All rights reserved. 6– 34 The “Big Five” Extraversion Emotional Stability/ Neuroticism Agreeableness Openness to Experience Conscientiousness Sociable, assertive, active Anxiety insecurity Imaginative Unconventional autonomous Trusting Compliant, caring and gentle Achievements dependability

35. Copyright © 2011 Pearson Education 6– 35 FIGURE 6 –4 Sample Test

36. Copyright © 2011 Pearson Education 6– 36 FIGURE 6 –5 Type of Question Applicant Might Expect on a Test of Mechanical Comprehension

37. © 2008 Prentice Hall, Inc. All rights reserved. 6– 37 Work Samples and Simulations Work Samples Miniature Job Training and Evaluation Management Assessment Centers Video-Based Situational Testing Measuring Work Performance Directly

38. Copyright © 2011 Pearson Education 6– 38 Computerized and Online Testing Online tests Telephone prescreening Offline computer tests Virtual “inbox” tests Online problem-solving tests Types of Tests Specialized work sample tests Numerical ability tests Reading comprehension tests Clerical comparing and checking tests

39. © 2008 Prentice Hall, Inc. All rights reserved. 6– 39 Background Investigations and Reference Checks (cont’d) Former Employers Current Supervisors Written References Social Networking Sites Commercial Credit Rating Companies Sources of Information

40. Copyright © 2011 Pearson Education 6– 40 Background Investigations and Other Selection Methods Investigations and Checks Reference checks Background employment checks Criminal records Driving records Credit checks Why? To verify factual information provided by applicants To uncover damaging information

41. Copyright © 2011 Pearson Education 6– 41 Making Background Checks More Useful Include on the application form a statement for applicants to sign explicitly authorizing a background check. Use telephone references if possible. Be persistent in obtaining information. Compare the submitted r é sum é to the application. Ask open-ended questions to elicit more information from references. Use references provided by the candidate as a source for other references.

42. Copyright © 2011 Pearson Education 6– 42 Using Preemployment Information Services 1 Notice of adverse action to applicant/employee Employer certification to reporting agency Acquisition and Use of Background Information Disclosure to and authorization by applicant/employee Providing copies of reports to applicant/employee 2 3 4

43. © 2008 Prentice Hall, Inc. All rights reserved. 6– 43 Limitations on Background Investigations and Reference Checks Background Investigations and Reference Checks Supervisor Reluctance Employee Guidelines Legal Issues: Privacy Legal Issues: Defamation

44. Copyright © 2011 Pearson Education 6– 44 Legal Privacy Issues Defamation Libeling or slandering of employees or former employees by an employer. Avoiding Employee Defamation Suits Train supervisors regarding the importance of employee confidentiality. Adopt a “need to know” policy. Disclose procedures impacting confidentially of information to employees.

45. Copyright © 2011 Pearson Education 6– 45 Physical Examinations Reasons for preemployment medical examinations: To verify that the applicant meets the physical requirements of the position. To discover any medical limitations to be taken into account in placing the applicant. To establish a record and baseline of the applicant’s health for future insurance or compensation claims. To reduce absenteeism and accidents. To detect communicable diseases that may be unknown to the applicant.

46. © 2008 Prentice Hall, Inc. All rights reserved. 6– 46 Substance Abuse Screening (cont’d) Safety: Impairment vs. Presence Recreational Use vs. Addiction Americans with Disabilities Act Drug Free Workplace Act of 1988 Intrusiveness of Procedures Accuracy of Tests Ethical and Legal Issues

47. Copyright © 2011 Pearson Education 6– 47 Substance Abuse Screening Types of Screening Before formal hiring After a work accident Presence of obvious behavioral symptoms Random or periodic basis Transfer or promotion to new position Types of Tests Urinalysis Hair follicle testing

48. Copyright © 2011 Pearson Education 6– 48 Honesty Testing Programs: What Employers Can Do Antitheft Screening Procedure: Ask blunt questions. Listen, rather than talk. Do a credit check. Check all employment and personal references. Use paper-and-pencil honesty tests and psychological tests. Test for drugs. Establish a search-and-seizure policy and conduct searches.

49. Copyright © 2011 Pearson Education 6– 49 TABLE 6 –2 Evaluation of Assessment Methods on Four Key Criteria Assessment Method Validity Adverse Impact Costs (Develop/ Administer) Applicant Reactions Cognitive ability tests High High (against minorities) Low/low Somewhat favorable Job knowledge test High High (against minorities) Low/low More favorable Personality tests Low to moderate Low Low/low Less favorable Biographical data inventories Moderate Low to high for different types High/low Less favorable Integrity tests Moderate to high Low Low/low Less favorable Structured interviews High Low High/high More favorable Physical fitness tests Moderate to high High (against females and older workers) High/high More favorable Situational judgment tests Moderate Moderate (against minorities) High/low More favorable Work samples High Low High/high More favorable Assessment centers Moderate to high Low to moderate, depending on exercise High/high More favorable Physical ability tests Moderate to high High (against females and older workers) High/high More favorable Note: There was limited research evidence available on applicant reactions to situational judgment tests and physical ability tests. However, because these tests tend to appear very relevant to the job, it is likely that applicant reactions to them would be favorable.

50. © 2008 Prentice Hall, Inc. All rights reserved. 6– 50 Improving Productivity Through Comprehensive Automated Applicant Tracking and Screening Systems “Knock out” applicants who do not meet job requirements Can match “hidden talents” of applicants to available openings Benefits of Applicant Tracking Systems Allow employers to extensively test and screen applicants online

51. Copyright © 2011 Pearson Education 6– 51 FIGURE 6 –11 Checklist: What to Look For in an Applicant Tracking System (ATS) The employer thinking of adopting an ATS should seek one that meets several minimum functionality requirements. Among other things, the ATS should be: Easy to use. Capable of being integrated into the company’s existing HRIS platform, so that, for instance, data on a newly hired candidate can flow seamlessly into the HRIS payroll system. Able to capture, track, and report applicant EEO data. Able to provide employee selection performance metrics reports, including “time to fill,” “cost to hire,” and “applicant source statistics.” Able to facilitate scheduling and tracking of candidate interviews, email communications, and completed forms, including job offers. Able to provide automated screening and ranking of candidates based upon job skill profiles. Able to provide an internal job posting service that supports applications from current employees and employee referral programs. Able to cross-post jobs to commercial job boards such as www.monster.com. Able to integrate the ATS job board with your company’s own Web site; for instance, by linking it to your site’s “careers” section. Able to provide for requisition creation and signoff approvals.

52. Lecture (6) Interviewing 12/29/2023 Hisham Sharawy 52 Career Development Interviewing

53. © 2008 Prentice Hall, Inc. All rights reserved. 7– 53 Types of Interviews Selection Interview Appraisal Interview Exit Interview Types of Interviews

54. What is PBI and why is it Important? Philosophy of Performance Based Interviews (PBI) is that: Past actions are the best predictors of future performance Why is effective interviewing so important? Hiring top quality individuals Define the relevant experience, skills and abilities needed to perform the job successfully will help to identify the best qualified candidate Above information is also useful for posting and screening

55. Before Interview: Steps to Identify Essential Tasks of the Position Review the position description Talk to individuals in a similar or the same position Document detailed tasks to be performed outside of PD Identify most important competencies/tasks for the position Review the history of turnover and future expectations Use this information in developing interview’s formatting Job posting and behavioral interview questions

56. Performance Based Interviews Using interviewing to Select the best candidate can: Increase output, productivity and the success of the organization Reduce training time Decrease turnover Utilizing Performance Based Interview techniques can: Prevent the interviewer from using personal impressions Reduce candidate “faking” Ensure that the interviewer is asking j ob related questions

57. Interview is Not the Only Tool It is important to remember that the Performance Based Interview process is a useful tool to assist in candidate selection, but it should not be the only decision-maker factor. Should also consider: Relevant experience and credentials indicated on the application or resume Information provided in reference checks

58. “Gut Feelings” Activity View each image individually for about a minute or two, choose four adjectives to describe each image After, break into groups to compare and discuss the adjectives chosen

59. Interviewing Procedures Check for a diverse pool Select minimum of 3 candidates for interviews Must meet minimum qualifications for position Telephone screening interviews for first interview are not always required Top candidates must receive face-to-face interview Be consistent/fair in interview method

60. © 2008 Prentice Hall, Inc. All rights reserved. 7– 60 Basic Features of Interviews Interview Structure Interview Administration Selection Interviews Interview Content

61. © 2008 Prentice Hall, Inc. All rights reserved. 7– 61 Interview Formats Unstructured or Nondirective Interview Interview Formats Structured or Directive Interview

62. © 2008 Prentice Hall, Inc. All rights reserved. 7– 62 Interview Content Situational Interview Stress Interview Behavioral Interview Job-Related Interview Types of Questions

63. Behavioral Interviewing (Actions Speak!: Behavior Based Interviewing) “ Past actions are the best predictors of future performance ” OBJECTIVES: Understand the concept of behavioral attitude Learn steps for adjusting behaviors Develop good behavioral consequences

64. Stress Interviews Stress interviews involve questions that are deliberately intended to make you uncomfortable or upset. This is usually a test of how you will handle stress on the job. Remain calm and take your time in responding to the questions. The questions are not intended to be taken personally. 12/29/2023 Hisham Sharawy 64

65. Situational Interview Because every industry and job role has a unique set of challenges and opportunities, employers assess how well candidates are prepared to manage these sudden , unexpected and new circumstances before they make a hiring decision. Situational interview questions focus on how you'll handle scenarios you may or may not encounter in the workplace and how you will be able to think in both analytical and creative way to handle these situations. These types of interviews are similar to behavioral interview questions – but they are focused on the future, imagination, creativity and ask hypothetical questions, whereas behavioral interview questions look at the past and related to the same experiences. 12/29/2023 Hisham Sharawy 65

66. Situational Interview Questions What would you do if you made a strong recommendation in a meeting, but your colleagues decided against it and this will reflect on firing you? What would you do if you lose the presentation, you are going to introduce in front of the president? How would you handle it if your team resisted a new idea or policy you introduced at the last moment ? How would you handle it if the priorities for a project you were working on were suddenly changed due e nvironmental crisis? What would you do if the work of an employee you managed Put you in trouble, It’s you or him? What would you do if an important task was not up to standard, but the deadline to complete it had passed and your performance for whole year will be evaluated accordingly? 12/29/2023 Hisham Sharawy 66

67. S-T-A-R Technique S Situation  When I worked as a camp counselor last summer, there was one day that it was raining very heavily so that 150 6-11 year old boys had to spend the day in the recreation hall. T Task  I was the most senior counselor at the time with 4 junior counselors and 3 CITs. We knew we had to keep the boys active the entire day. A Action  All of the counselors were allowed to have their cell phones just in case so I quickly used my phone to do a google search for STEM classroom challenges. I was surprised to find so many but the other counselors and I divided the group into 4 groups so that each group had 2 counselors. The supplies were easy to find so we were able to do many of the challenges. R Result  Not only did it turn out to be a really fun day but I now have a number of activities I can use for team building and other ice breakers (and I learned some STEM principles along the way). 12/29/2023 Hisham Sharawy 67

68. © 2008 Prentice Hall, Inc. All rights reserved. 7– 68 Administering the Interview Unstructured Sequential Interview Structured Sequential Interview Panel Interview Mass Interview Phone and Video Interviews Computerized Interviews Web-Assisted Interviews Ways in Which Interviews Can Be Conducted

69. © 2008 Prentice Hall, Inc. All rights reserved. 7– 69 What Can Undermine An Interview’s Usefulness? Nonverbal Behavior and Impression Management Applicant’s Personal Characteristics Interviewer Behavior Factors Affecting Interviews First Impressions (Snap Judgments) Interviewer’s Misunderstanding of the Job Candidate-Order (Contrast) Error and Pressure to Hire

70. © 2008 Prentice Hall, Inc. All rights reserved. 7– 70 How to Conduct a More Effective Interview 1 2 3 4 5 Suggestions: Prepare for the Interview Structure Your Interview Establish Rapport Ask Questions Close the Interview 6 Review the Interview

71. Interview Tips Establish rapport Provide a preview of position Ask specific questions about past performance (behavioral predictors) Probe for specific information Ask for reverse information/questions (fair and balanced) Respect and manage silence Allow the candidate to ask questions Close the interview Review notes and summarize your impressions

72. Interviewing Tools: Checklist to Prepare for Interview

73. Interviewing Tools: Examples of Behavioral Interview Questions

74. Lecture (7) Hiring and Orientation 12/29/2023 Hisham Sharawy 74 Career Development Interviewing

75. New Hire Orientation The Role of the Supervisor Plays a pivotal role Provides factual information and clear and realistic performance expectations Emphasize the employee’s likelihood of succeeding Encourages newcomers’ acceptance by coworkers

76. © 2008 Prentice Hall, Inc. All rights reserved. 8– 76 Purpose of Orientation Feel Welcome and At Ease Begin the Socialization Process Understand the Organization Know What Is Expected in Work and Behavior Orientation Helps New Employees

77. To Reduce Startup Costs To Reduce Anxiety To Reduce Employee Turnover To Save Time for the Supervisor To Develop Realistic Job Expectations, Positive Attitudes and Job Satisfaction ** A thoughtful new employee orientation program can reduce turnover and save an organization thousands of dollars.** What is the purpose of New Hire Orientation

78. Feel welcomed Smooth integrate into UW colleagues Have the tools and resources to perform their job successfully Have targeted goals Make the first day a celebration Make new hires productive on the first day It’s not boring, rushed or ineffective Discuss the expected contributions and how they will help UW colleagues (how they fit in) What is The Red Carpet Treatment? What is The Red Carpet Treatment ?

79. © 2008 Prentice Hall, Inc. All rights reserved. 8– 80 The Orientation Process Company Organization and Operations Safety Measures and Regulations Facilities Tour Employee Orientation Employee Benefit Information Personnel Policies Daily Routine

80. Put Our Best Foot Forward … Welcome aboard email once the candidate has accepted the offer Goodie bag i.e. pen or tie a balloon on their chair Be in the office on their First Day Intro Email to the Team Intro Email across the Campus Assign a mentor or buddy. Team Meeting. Start with a company overview and then a department overview Follow-up with them at the end of their first week, 30 days and finally 90 day After one month have a wrap up – have coffee or a soft beverage outside of the department

81. Common Mistakes . . . Be Prepared! Work area is not yet created or assigned. Schedule the new hire to start when the Manager is out or on vacation. Leave the new hire in the reception area for a ½ hour. Leave the new employee at their workstation. Give the employee the paperwork in a noisy area to sign off on paperwork. Show the new employee his office/cube and not introduce them to coworkers. Showing all day orientation videos

82. Common Mistakes … Be Prepared! Assign the employee who was not aware they were meeting with the new hire. Assign the employee to a “negative, unhappy” employee on staff Assign the employee busy work that has nothing to do with their core job description because you are too busy to work with them. Overwhelm them with facts, figures, names and faces packed into one eight hour day. Failing to prepare for the new hire by not providing appropriate equipment and adequate assignments .

83. What is Important to Review A Safe Work Environment The Job Description Benefits Who are the people they will be working with Company Culture The Organizational Chart How do they fit in Fun activities to participate in the department as well as on Campus

84. I am Welcomed, Therefore, I Belong Celebrating a New Employee means … Schedule a welcome luncheon (potluck) in the department either the first day or at the end of their week. Lunch with the Immediate Supervisor at the end of the week

85. 4 Simple Ways to Make Your Employees Feel Valued Be Intentional with Everyday Conversations Show Them that Others Need Them, Too Challenge Them Recognize Them as Individuals If you want your employees to stick around.

86. your journey starts here. HR New Employee Orientation Checklist