staffing material for the students to learn

Good one

1. 1
STAFFING

2. 2
Human Resource Management
The integration of all processes, programs,
and systems in an organization that ensure
staff are acquired and used in an effective way

3. 3
Human Resource Management (Contd.)
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

4. 4
Human Resource Planning
Assessing Future
Human Resource
Needs
Assessing Current
Human Resources
Developing a
Program to Meet
Needs

5. 5
Human Resource Planning
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

6. 6
HR Planning
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

7. 7
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

8. 8
Definitions
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

9. 9
Recruitment
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

10. 10
Sources of Recruitment

11. 11
Recruitment
Sources
Internal
Searches
Employee
Referrals
Voluntary
Applicants
Employment
Agencies Advertisements
School
Placement

12. 12
SELECTION
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.

13. 13
Selection process
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.

14. 14
Selection process
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.

15. 15
Selection process
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.

16. 16
Performance Appraisal

17. 17
Performance Appraisal
The identification, measurement,
and management of human
performance in organizations.

18. 18
Why Conduct Performance Appraisals?
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

19. 19
A Model of Performance Appraisal
Skills/Activities/Output
Performance Appraisal System
Reward/Training/Punishment

20. 20
Techniques for Evaluating Managers
Evaluation by superiors
Evaluation by colleagues
Peer ratings tend to be more favorable for
career development than for promotion
decisions
Selfevaluation
‑
Selfratings suffer from leniency
‑
Subordinate evaluation
Effective in developing leadership
Leads to improved performance
360 degree feedback (multisource)
‑

21. 21
360° Feedback
The combination of peer,
subordinate, and self-review

22. 22
Key Steps in Implementing 360° Appraisal
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.

23. 23
Measurement Tools

24. 24
Relative and Absolute Judgment
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

25. 25
Rating Methods
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
Pairedcomparison 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

26. 26
Rating Methods
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)

27. 27
Appraising Managers as Managers

28. 28
Organizational Change

29. 29
Concept of Organizational Change
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

30. 30
Planned and Unplanned Organizational
Changes
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

31. 31
Forces ForForces For
ChangeChange
WorkforceWorkforce
CompetitionCompetition
WorldWorld
PoliticsPolitics
TechnologyTechnology
SocialSocial
TrendsTrends
EconomicEconomic
ShocksShocks

32. 32
Resistance to Change - Forms
Overt and immediate
Voicing complaints, engaging in job
actions
Implicit and deferred
Loss of employee loyalty and
motivation, increased errors or
mistakes, increased absenteeism

33. 33
Resistance to ChangeResistance to Change
Selective
Information
Processing
Fear of
the Unknown
Force of
Habit
Need for
Security
Economic
Factors
Individual Individual

34. 34
Resistance to ChangeResistance to Change
Structural &
Group Inertia
Limited Focus
Threat to establish
resource allocation
Threat to Expertise
Threat to establish
power relationship
Organization Organization

35. 35
Education andEducation and
CommunicationCommunication
ParticipationParticipation
NegotiationNegotiation
FacilitationFacilitation
and Supportand Support
CoercionCoercion
ManipulationManipulation
and Cooptationand Cooptation
Overcoming Overcoming
Resistance to ChangeResistance to Change

36. 36
Unfreezing Changing Refreezing
Lewin’s Three-Step Process
Organizational ChangeOrganizational Change

37. 37
Unfreezing the Status QuoUnfreezing the Status Quo
Desired
State
Status
Quo
Restraining
Forces
Driving
Forces
Time

38. 38
Definition of OD
OD is a planned process of change in an
organization’s culture through the utilization
of behavioral science technology, research,
and theory.

39. 39
Organization Development is...
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.

40. 40
Organizational Development - The Organizational Development - The
PremisesPremises
Respect for people
Trust and support
Power equalization
Confrontation
Participation

41. 41
.
OD Process
Diagnosis Intervention
Evaluation

42. 42
OD InterventionsOD Interventions
Intergroup development
Process consultation
Sensitivity training
Third Party Intervention
Survey feedback
Team building
Culture Change

43. 43
Manager Development
On the Job Training
Planned Progression
Job Rotation
Creation of “assistant-to”
Temporary promotion
Committees
Off the Job
Training
Conference
MDPs
Business Simulations

44. 44
Organizational Conflicts

45. 45
Sources of Conflict
Competition for scarce resources
Time pressure
Unreasonable standards, policies, rules or
procedures
Communication breakdowns
Personality clashes
Ambiguous or overlapping jurisdictions
Unrealized expectations

46. 46
Managing Conflicts
Avoidance
Problem solving
Compromise
Forcing
Smoothing
Structural change

47. 47
LEADING