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HUman Resource Administration Week 4 Notes

by: Sam Hipe

HUman Resource Administration Week 4 Notes BA362

Marketplace > Arcadia University > Business > BA362 > HUman Resource Administration Week 4 Notes
Sam Hipe
GPA 3.13

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About this Document

These notes cover chapter 3 and 5 as we move a week ahead of the schedule. Exam will obly be on chapters 1, 3, and 4 however.
Human Resource Administration
R. Madison
Class Notes
Human, resource, HR, business, recruiting, internal, external
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This 7 page Class Notes was uploaded by Sam Hipe on Friday September 23, 2016. The Class Notes belongs to BA362 at Arcadia University taught by R. Madison in Fall 2016. Since its upload, it has received 6 views. For similar materials see Human Resource Administration in Business at Arcadia University.


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Date Created: 09/23/16
HRA Week 4 9/20/2016 Coming Up! Exam on Sept. 29 Current Events Presentations – starting October 6 Goal: review your article and explain its relevance to HR w/ presentation and 2pg paper (1.5  spacing) Begin review of chapter 5 HRM: Dressler  HRM is the process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations health and safety, and fairness concerns Job Analysis Process/Talent Management Process Talent Management Defined:  Holistic and integrated process of panning, recruiting, developing, managing, and compensating  employees Talent Management Process  Decide what positions need to fill  Build a pool of job candidates  Obtain application forms  Use selection tools  Decide to whom to make an offer  Orient, train, and develop employees  Appraise employees  Compensate employees to maintain their motivation Step 1: What Job Needs to be Filled?  Job Analysis – the procedure through which you determine the duties and skill requirements of a job  and the kind of person which should be hired for it  Uses of Job Analysis Information o Recruitment and selection o EEO compliance o Performance appraisal o Compensation o Training  The Basics o Serves as information source for: job descriptions and job specifications  Work activities  Human behaviors  Machines, tools, equipment, and work aids  Performance standard  Job context  Human requirements  Conducting a Job Analysis o Decide how information will be used  To what detail? o Review background information  Understand what was done in the past  That’s the information that is passed through to new management o Identify representative positions  You can’t interview everyone o Collect and analyze data o Verify/validate collected information o Develop job description and specification  Methods Used in Job Analysis o Workflow analysis o Business Process Reengineering (BPR)  Corporate, department, and individual job levels  Some equate “redesigning” to reorganization or downsizing via technology or  combining  Individual job level  Job redesign  Job enlargement  Job rotation  Job enrichment  Great in theory, but in reality…  People may have to relearn their jobs  Quality isn’t as good  Cutting jobs due to consolidation  Senior managers love it; middle managers and below hate it  Long process o Interviews  Primary tool: questionnaire with “closed” and “open” ended questions  Structured vs. unstructured  Over the phone vs. in­person  Typical question examples  To a manager: o What is the job being performed? o What are the health and safety conditions?  To an employee: o What are your responsibilities or performance standards typify your  work? o Are you exposed to any hazards or unusual working conditions?  Pros and cons of the tool  Pros: o Get all relevant information o Makes it easier to compare and widely applied o More organized o Established expectations and direction o Simple, ,quick means to collect information o Vehicle to uncover activities done on occasional basis o Allows employees to share insights/frustrations  Cons: o Interviewee will expect those questions o Distortion of information (exaggeration/inflation)  Interviewing guidelines o Participant Diary/Logs o Observations (when and not)  When something physical is happening, it is appropriate  If completely mental, not a great idea o Questionnaires (2 extremes)  Too long  Lose patience and too much time  Super specific  Too short  Not enough information o Quantitative “position analysis” questionnaire  Position Analysis Questionnaire (PAQ)  194 questions for 5 categories of basic activities  Categories: decision­making; skilled activities; physical activities; equipment  operation; information processing  Department of Labor (DOL) Procedure  Dictionary of Occupational Titles  Detailed information of practically every job  Source for quantitatively rate, classify, and compare jobs Keep in Mind!! It’s about Partnerships, Clarity and Accuracy!  Electronic Job Analysis Methods o Job descriptions – written statement of what the worker actually does, how he or she does it,  and what the job’s working conditions are.  Writing job descriptions  Job Identification o Job Family  Job Summary o Describes what the job is about and what it takes to get the job done  Relationships o Who you are working with  Responsibilities and duties o What they want you to do  Authority of incumbent  Standards of performance  Working conditions  Specifications   Know you Employment Law  Comply with the ADA (Americans with Disabilities Act) o “Essential functions are the basic job duties that an employee must be  able to perform, with or without reasonable accommodations”  Writing Job Specifications  Trained vs. untrained o Trained/experienced personnel = evaluation straightforward/concrete  Areas of focus:   Length of service  Training quality  Previous job performance o Untrained Personnel = evaluation more complex  Possible indicators:  Physical traits  Interested  Personality   Judgement  o Utilized primarily in management or staff positions o Key considerations  Education  Training  Skills  Intelligence (business acumen)  Prior experiences/positions o No manual – each company has its own profiles  Statistical analysis  Job Requirement Matrix o Used in conjunction with job descriptions and specification o Answers what, how, and why for each main duty o 5 key elements of the matrix  Main job duties (top 3­5)  Task statements for primary tasks of each main job duty  Importance of job duty  Time spend of each duty  Characteristics for each job duty (i.e. knowledge, skills,  ability) Standards of Performance and Working Conditions Section  Minimal of what you expect to be considered successful HRA 9/22/2016 **Exam will include chapters 1, 3, and 4 on Sept 29 Personnel Planning and Recruiting – Chapter 3 Strategy and workforce planning  Influencing factors: Business Strategy o New businesses o Facilities expansion o Activity contractions  Areas of impact: o Forecasting plans o Recruitment plans o Training  Forecasting Personnel Needs:   Considerations o Overreaching factor: revenue forecast  Supporting considerations:  Turnover rate (projected vs. actual)  How many employees go through the company  Changes in product/services  Match the future direction of the company  Productivity changes  Possible technology changes in the industry we are in  Does it let me make more for less? o Less people, less time, less cost  Financial resources  Tools o Trend analysis – past variation as a predictor of future state o Ratio analysis – historical input on relationship of possible factors o Scatter plot – relationships of specific variables to each other o Managerial judgement – past experiences overlay o Issue : viability of assumptions such as productivity rate Personnel Forecasting: Part 2  What positions do we need?  Where do we get the?  Sources:  o Internal o External  Forecasting the Supply of Internal Candidates  Question: Who is currently qualified and trainable?  Resources: personnel records o Skills o Education o Training o Career interests o Desired assignments (expressed) Forecasting the Supply of External Candidates  Company/manager’s awareness of industry and locale dynamics  Formal labor market analysis and projections (BOL (Bureau of Labor Statistics))  Industry associations projections Matching Projected Labor Supply and Labor Demand  Result = 2 plans o Workforce Plan  Outline of projected workforce (positions)and skills gaps  Identifies steps to address gaps  Positions to be filled  Sources to address gaps (internal/external)  Training  Implementation resources (costs) o Succession Plan  Focus – assessment and development of company’s leadership position  Make sure that you articulate what you need! Otherwise you may not get it o All elements need to be put onto the table Finding “the One” = Recruiting  Employee recruiting: finding and/or attracting applicants for open positions  What makes recruiting a challenge? o Numerous methods o Pool of candidates versus skills and talent requirements o Influencing factors such as “company’s brand” (reputation, environment, culture)  The uncontrollable factors  The Recruiting Yield Pyramid Internal Source of Candidates  Primary tool: job posting  Pros: o Knowledge of company o Known entity o Commitment to company o Positive impact to morale and engagement o Salary vs. external hire  Cons: o Tensions between employees o Could find a more qualified candidate outside o “inbreeding”  Comfortable with how the company runs  Lack of innovation o Possible “redetermination” by manager o Job security  Start at ground zero potentially o Morale issue if rejected Outside Sources of Candidates  External vs. internal o Skill availability not currently available o Existing systems are not adequate or accurate o BUT  Current state is solid  Strong processes and tools for succession planning and skills inventory  Required skills exist in house  Culture is strong/unique  Recruiting via Internet o Pros  Sophisticated (virtual office)  Generates more responses – quicker  Reduce costs  Web based materials have stronger effect on applicant attraction  Universal job application (standard)  Integration of technology to enhance experience (streaming) o Cons  Possible exclusion of groups of applications (older/minority)  Internet overload (deluged with resumes) o Improving Performance Through HRIS  Applicant Tracking System (ATS)  Using more effective ads Advertising  The Media  Constructing (writing) the Ad  Using Employment Agencies o Public o Nonprofit agencies  Generate no revenue o Privately owned agencies Recruiting Process Outsourcers  Temporary Workers and Alternative Staffing o Alternative staffing o Reason for using o The Temp Agency  They charge a fee by person o Temp Employee’s Concerns Know Your Employment Law  Contract Employees o Gain experience in a particular company o Cons  You can become comfortable and rely too much on contract employees  Turnover  Unexpected leave  No benefits  Can have knowledge gaps Activity: Recruiting 101 Illinois  Goal: provide experience at developing a recruiting program fro nurses  Requirements o Select one of the top 8 hospitals in your designated state o Research – using available information determine their overall recruiting strategy for medical  professionals. Identify if there are any special efforts for nurses o Develop an outline of a nurses’ recruiting program which includes:  Recruiting sources to engage and why  Applicable metrics?  Hard copy ad for a newspaper. Placement recommendations?


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