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THE HUMAN RESOURCES
MANAGEMENT
1- UNDERSTAND THE HUMAN RESOURCES PLANNING PROCESS
Human resources (HR) planning is part of an organization’s strategic planning
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Specifically, it includes three
major elements:
(1) forecasting HR requirements: The demand for employees is matched against the supply of
employees
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The needed employees may be found internally, externally,
or a combination
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This surplus can be handled through various reduction methods such as restricted
hiring, reduced work-hours, encouraging early retirements, mandatory layoffs, or even
downsizing the department or the company
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It occurs for several reasons, such as offshoring; outsourcing; closing or
relocating plants, offices, and warehouses; or restructuring the organization to meet or beat
competition and to increase efficiency, productivity, and profitability
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Negative aspects of downsizing include:
(1) cost of termination and severance pay for laid-off employees,
(2) employees seeking better job opportunities elsewhere due to low morale, loss of loyalty, and
job insecurity,
(3) loss of controls, culture, institutional memory, and knowledge,
(4) difficulty in getting promoted due to few layers of management left,
(5) more work is spread among few remaining employees, resulting in stress,
(6) higher costs to bring back former employees as independent contractors when sales are
increasing, and
(7) increased number of discrimination lawsuits if a disparate treatment is proved in courts due to
race, age, and gender violations, unless protected by employee performance evaluations
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Job analysis is conducted after the job has been designed, an employee has been trained to do
the work, and when that employee is performing the job (i
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, working)
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Job analysis is performed on four occasions:
(1) when a job analysis program is initiated for the first time in a company,
(2) when new jobs are created,
(3) when current jobs are changed due to new technologies, procedures, or systems, and
(4) when the nature of a job is changed
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The job specification document contains the minimum acceptable qualifications (e
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, skills,
education, and experience) an employee should possess in order to perform a specific job
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Job simplification focuses on task efficiency by reducing the number of tasks an employee
must do
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2
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3
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4
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Job enrichment leads to employee recognition,
opportunities for learning and growth, decision-making, motivation, and job satisfaction
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4- UNDERSTAND THE EMPLOYEE SELECTION PROCESS
Employee selection is the process of choosing the best individual from a group of applicants
who are well suited for a specific job
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5- UNDERSTAND EMPLOYEE SELECTION TESTS & THEIR CHARACTERISTICS
Additional selection tests are needed to supplement traditional selection tools in order to
determine how employees fit the job and the organization’s culture
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2- Objectivity occurs when everyone taking a test obtains the same results
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4- Reliability is the extent to which a selection test provides consistent results
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Six types of employment tests, that measure differences in an individual’s characteristics
related to job performance, include:
1- Cognitive aptitude tests determine general reasoning ability, memory, vocabulary, verbal
fluency, and numerical ability
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3- Job-knowledge tests measure specific knowledge items required of a job, derived from
job analysis
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g
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5- Vocational interest tests indicate the occupation a person is most interested in and the
one likely to provide satisfaction
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6- UNDERSTAND THE EMPLOYMENT INTERVIEW PROCESS
The employment interview is a goal-oriented conversation between the interviewer and the
applicant to exchange meaningful information related to a job
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The first step in the employment interview process is interview planning in terms of time and
location
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The next step is to decide on the content of the interview, including work experience, academic
preparation, interpersonal skills (getting along with others), personal qualities (e
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, appearance,
vocabulary, and poise), and organizational fit with the firm’s culture or values
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Interviewing methods include one-on-one interview, group interview, panel interview, multiple
interviews, stress interview, and realistic job preview (RJP)
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7- UNDERSTAND THE PRE-EMPLOYMENT SCREENING PROCESS
The pre-employment screening process starts after a job candidate completes an employment
application, submits a resume, takes the required selection tests, and undergoes an employment
interview
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Two types of pre-employment screening include background investigations and reference
checks
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Competencies are a broad range of
knowledge, skills, and abilities (KSAs), traits, and behaviors that could be labeled as hard skills
and soft skills
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Employee
training focuses on achieving short term goals
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Employee development focuses on achieving long-term goals
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2- Establishing specific T&D objectives starts with defining the purpose and developing
specific learning objectives to achieve organizational goals
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4- Identifying specific T&D delivery systems includes corporate universities, colleges and
universities, community colleges, distance learning videoconferencing, vestibule systems,
video media, e-learning for online instruction, virtual reality, and simulators
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Managers must try to implement the T&D programs on an incremental basis,
meaning showing success rates in one area and extending them into other areas of the
company
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Employee feedback and
record-keeping are vital to correct and improve any gaps in the program
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Various methods exist for evaluation, including
(1) soliciting the training participants’ opinions and suggestions,
(2) designing pre-test and post-test control group studies,
(3) requesting a 360-degree feedback from managers, employees, trainers, and colleagues,
(4) assessing whether stated training objectives have been achieved and that they have
resulted in an improved job performance,
(5) calculating the return on training (ROT) investment, and
(6) benchmarking with other companies regarding training costs and ratio of training staff to
total employees in a department, division, or company
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The MD programs can be conducted either inside or outside the company
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The reasons for conducting the program

inside the company are that customized courses can be developed in less time and at a reduced
cost, the course content is controlled, teamwork is facilitated, and the company culture is known
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2- Reverse mentoring is where older employees learn from younger ones because the latter
group has some special skills that the former group does not have
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Coaching is more direct than mentoring
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5- Delegation is a higher-level management right to transfer authority and responsibility to
lower level management, where the latter group develops managerial skills such as problem
solving and decision making and learns how to take responsibility and accountability for
achieving results
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OD requires change in the organizational structures,
systems, and processes to achieve the desired goals
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These techniques together can achieve the OD goals
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It is a sequence of work-related positions an individual has occupied during his lifetime,
whether with one organization or more than one
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- Organizational career planning is the planned succession of jobs mapped out by an
organization’s management to develop its employees in order to take on increased
responsibilities
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- A career path is the line of progression through which a person makes job changes within a
company or moves from company to company and from position to position in order to gain
greater knowledge and experience
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Individual career planning must start with a self-assessment of interests and match them
against the job requirements because self-assessment is the process of learning about oneself
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etc
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Specific career development programs include attending colleges and universities for
specific courses or degree programs, educational workshops of short duration, trade seminars
and conferences, in-house or outside training courses, or earning professional certifications
with continuing education requirements
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Characteristics of an effective appraisal system include job-related criteria, performance
expectations, standardization, trained appraisers, continuous open communications, periodic
performance reviews, and due process to appeal appraisal results
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360-degree feedback Method:
Individuals responsible for conducting the employee performance appraisal include selfappraisal, immediate supervisor, senior managers, subordinates, peers and team members, and
internal and external customers, called a 360-degree feedback evaluation method
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720-degree review Method:
It focuses on the big picture at the company level for all of its employees, not at the individual
employee level
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The participants
in the review include senior managers, subordinates, customers, and investors
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Problems associated with the performance appraisal process include appraiser discomfort,
lack of objectivity, halo/horn error, leniency/strictness effect, central tendency error, recent
behavior bias, personal bias (stereotyping), manipulating the evaluation, and employee anxiety
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It links HR
management directly to the strategic plan of your organization
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Organizations routinely complete financial plans to ensure they achieve organizational goals and
while workforce plans are not as common, they are just as important
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The knowledge, skills and
abilities of your current staff need to be identified
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- The skills inventory should go beyond the skills needed for the particular position
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For example, recreational or volunteer activities
may involve special skills that could be relevant to the organization
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- An employee's performance assessment form can be reviewed to determine if the person is
ready and willing to take on more responsibility and to look at the employee's current
development plans
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Realistic forecasting of human resources involves estimating both demand and
supply
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To determine external impacts,
you may want to consider some of the following factors:


How does the current economy affect our work and our ability to attract new employees?



How do current technological or cultural shifts impact the way we work and the skilled
labor we require?



What changes are occurring in the Canadian labor market?



How is our community changing or expected to change in the near future?

3- Gap analysis
The next step is to determine the gap between where your organization wants to be in the future
and where you are now
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You should also look at
all your organization's HR management practices to identify practices that could be improved or
new practices needed to support the organization's capacity to move forward
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Restructuring strategies
This strategy includes:


Reducing staff either by termination or attrition



Regrouping tasks to create well designed jobs



Reorganizing work units to be more efficient

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If your assessment indicates that there is an oversupply of skills, there are a variety of
options open to assist in the adjustment
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Generally, there will be costs associated with this approach depending on your employment
agreements
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This calls for a redeployment of workers to the area of
shortage
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2
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One approach is for the
employer to pay for employees to upgrade their skills
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Many training
and development needs can be met through cost effective techniques
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Recruitment strategies
This strategy includes:


Recruiting new staff with the skill and abilities that your organization will need in the
future



Considering all the available options for strategically promoting job openings and
encouraging suitable candidates to apply

For strategic HR planning, each time you recruit you should be looking at the requirements from
a strategic perspective
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However, if your organization is considering
moving from fundraising through special events to planned giving, your recruitment strategy
should be to find someone who can do both to align with the change that you plan for the future
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Outsourcing strategies
This strategy includes:


Using external individuals or organizations to complete some tasks

Many organizations look outside their own staff pool and contract for certain skills
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Some organizations outsource HR activities, project work or bookkeeping
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When deciding to outsource to an individual, ensure you are not mistakenly calling an employee
a consultant
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Each outsourcing decision has implications for meeting the organization's goals and should
therefore be carefully assessed
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Collaboration strategies
Finally, the strategic HR planning process may lead to indirect strategies that go beyond your
organization
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Types of collaboration could include:


Working together to influence the types of courses offered by educational institutions



Working with other organizations to prepare future leaders by sharing in the development
of promising individuals



Sharing the costs of training for groups of employees



Allowing employees to visit other organizations to gain skills and insight

Possible HR planning strategies to meet this organizational strategy are:


Develop a recruitment and retention strategy based on discussions with the social
workers
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

Tie the pay scale of the social workers to the pay scales of social workers working for the
municipality (the appropriate percentage to be determined
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

Provide placements for social work students and show them that ABC Social Service
would be an excellent employer after graduation
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Implementing the strategic HR plan
Once the HR strategic plan is complete the next step is to implement it:

1- Agreement with the plan
Ensure that the board chair, executive director and senior managers agree with the strategic HR
plan
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2- Communication
The strategic HR plan needs to be communicated throughout the organization
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However, the amount of detail should vary depending upon the
audience
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4- Organizational needs
Whether you are increasing or reducing the number of employees, there are implications for
space and equipment, and on existing resources such as payroll and benefit plans
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You will need to establish the information
necessary to evaluate the success of the new plan
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Build Your HR Strategy
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Once you have identified key people, you can effectively develop and implement an HR
strategy to ensure that you have the right people with the right skills doing the right things in
those jobs that are important to the successful execution of the business strategy
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• Using valid selection tests to assess the skills of the applicants
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• Giving regular formal and informal feedback
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• Offering competitive pay packages
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) to high performance
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• Allowing employees to participate in decisions

A company can motivate its employees through:
• Performance-based opportunities
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• Hiring diverse and talented people
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• A values-based climate
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Support new ideas
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Supporting new ideas and giving an individual the chance to ‘run with it’ is motivating,
whether or not it works out in the end
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Empower each individual
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Empowering them to excel in their role, no matter how large or small, creates a sense of
ownership that will lead to meeting and exceeding expectations
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Don’t let them become bored
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Host a cupcake bake-off, plan a happy hour, start a push-up contest
in the middle of the office on a Wednesday, or allow a different person to run the weekly
meetings to break up the monotony
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Celebrate personal milestones
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Today, as a company of over 100, we still celebrate these
milestones
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Everyone wants to be recognized
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This is probably the easiest thing you can do for an employee; yet, it can also be
the most difficult
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A competitive environment is a productive
environment
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My two dogs come to the office every day, and all of my employees
are welcome to bring their pets to work
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When a pat on the back or a high five just won’t do,
monetary incentives always seem to hit the spot
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Create attainable goals
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Don’t leave too much to be determined
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Everyone is different
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We have a lot of characters here at JBC – the
more the merrier
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Be a leader worth following
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If my employees don’t
perceive me as a worthy leader, how can I expect them to believe in our mission and help
to achieve it?
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Or two or three
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I always ask myself if the expectations that I set for my employees are
comparable to the expectations that I would set for myself
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Make things interesting
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Times are changing
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A creative environment is a thriving one
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Although employees come to work to complete their
appointed tasks, it’s still an accomplishment if they do it well
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Having an idea of what lies ahead is the ultimate motivation
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This will lead to increased commitment to their current employer
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Start a tradition
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Every holiday season, we host a toy drive for a school in the Bronx
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S
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Start a tradition and keep it going
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Get personal
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However, showing concern and interest in the lives of each employee goes a long way
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Keep an open mind
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Anything new is
worth exploration and consideration
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Encourage laughter
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Fighting change is harder than embracing change
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I also encourage my
employees to do the same
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Stir the pot
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Every now and
then, stirring the pot can help to liven things up
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Employees were so elated at the opportunity to start their summer weekends a
day early that productivity has risen ever since
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Recognize strengths
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It’s easy to get sucked into a CEO schedule, but it’s just as easy to take a
few minutes out of each day to talk to an employee who may not be on your calendar
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Manage everyone individually
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Knowing your employees on an individual
basis is the only way to know how to manage them effectively
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Encourage ownership
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When employees
feel invested in a company, productivity increases
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Promote unity
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Promoting unity will help achieve individual and
team goals
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Have patience
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Patience will prevent
you from expecting too much too soon and will allow employees to complete tasks
properly
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Be flexible
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Knowing ahead of time that there’s a $500 prize on the line or extra
vacation days to be given away will make achieving goals that much more worthwhile
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Provide balance
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The digital age is changing life as we know it
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There is no place for negativity if success is to
be achieved
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Showing up to work five days a
week, ready to exceed expectations, requires a level of loyalty that can only be achieved
if morale is high
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International cultural and institutional differences will compound the need for more diverse
HR strategies
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But again, pressure to save money and use standardized HR
processes and shared information technology will be enormous
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International HR Issues
Compliance with International Laws
As businesses begin to expand into the global marketplace or as they hire employees from
diverse geographic and cultural backgrounds, they may have to adapt to new labor laws and tax
liabilities
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Cultural Diversity
A salient issue in international HR is understanding and maintaining cultural diversity
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Benefits and Compensation
Benefits and compensation are the backbone of any HR strategy, but in international HR,
benefits and compensation are even more important in focusing on the work-life balance of
employees
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This is considered part of
international HR, because many multinational companies have already implemented programs
such as flexible working time, paternity leave, extended holidays and on-site childcare
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HR
might offer language classes, for example
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