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41 Cards in this Set

  • Front
  • Back

HR Planning

What needs to be done? What kind of people do we need to get it done? Where can we find those people? Who is the right individual to do these things?

Work Flow Analysis

Work Flow Analysis involves analyzing the work process necessary to achieve a particular goal. Variables considered when analyzing work flow include Outputs, Work Processes, & Inputs.In the context of Work Flow Analysis, inputs can be: Raw InputsEquipmentHuman Resources

Work Flow design

Work Flow Design: The process of assembling and/or assigning these various tasks/duties/responsibilities to specific jobs or positions.

job

Job: A set of related tasks, duties, or responsibilities.

Position

Position: A specific set tasks, duties, or responsibilities to be performed by a specific individual employee in a specific organization.

Job Analysis

the process of getting detailed information about jobs




The criteria – those standards used to help make evaluative judgments about objects, people, or events – that are used to measure job-related success come from job analysis.Job analysis is “the building block of everything that HR does.”

Factors of Job analysis

Job design


Workforce planning


recruitment and selection


training and development


performance management


salary and rewards


job changes

Importance of Job analysis

“Called the building block for HR”Every HRM requires some form of Job Analysis


Work Redesign: Often an organisation seeks to redesign work to make it more efficient or to improve quality. The redesign requires detailed info about the existing job(s). In addition, preparing the redesign is similar to analysing a job that does not yet exist.


Workforce planning: As planners analyse human resource needs and hot to meet those needs, they must have accurate info about the levels of skill required in various jobs, so that they can tell us what kinds of HR are needed. Selection: To identify the most qualified applicants for various positions, decision makers need to know what tasks the individual must preform as well as the necessary knowledge skills and abilities.


Training and development: Almost every employee hired by an organisation will require training and or development. Any learning initiative requires knowledge of the tasks preformed in a job, so that the learning is related to the necessary knowledge and skills.Performance Management: Requires info about how well each employee is preforming in order to reward employees who perform well and to improve their performance if it is below expectation. JA helps in identifying the behaviour and the results associated with effective performance.


Career planning: Matching an individuals skills and aspirations with career opportunities requires that those responsible for developing career planning processes know the skill requirements of the various jobs. This facilitates matching of individuals to jobs in which they will succeed and be satisfied


Job Evaluation: Involves assessing the relative value of each job to the organisation in order to set up fair pay structures. If employees do not believe pay structures are fair they will become dissatisfied and may quit, or they will not see much benefit in striving for promotions. To put values on jobs, it is necessary to get information about different jobs and compare them.

Job analysis Process

1:Review relevant background information.




2: Choose best sources of job information.


3: Gather and analyze job information.


4: Develop Job Descriptions & Job Specifications based on the gathered information.

Job Description

A list of the tasks, duties and the responsibilities (TDRs) that a particular job entails.

Job Specification

A list of the competencies an individual mist have to preform a particular job

Competenties

Knowledge, skills and other characteristics associated with effective job performance.

Background Info

Background information for Job Analysis can come from existing job descriptions as well as process charts and organizational charts.




Another potential source of background information are occupational databases like the National Occupational Classification (NOC) system which provides standardized information about occupations.




National Occupation Classification (NOC): Tool created by the federal government to provide a standardised source of information about jobs in Canada's labour market.

Sources of Job Info

Effective Job Analysis depends on information that is accurate & comprehensive. Three major sources of job information:Incumbents Observers/SupervisorsJob AnalystsEach source is an example of a Subject Matter Expert (SME)Methods of gathering infor...

Effective Job Analysis depends on information that is accurate & comprehensive. Three major sources of job information:Incumbents Observers/SupervisorsJob AnalystsEach source is an example of a Subject Matter Expert (SME)Methods of gathering information can include: Observation, Interviews, and Self-Reports.

Analyzing Job Information

Functional Job Analysis (FJA): A quantitative approach to job analysis that measures job responsibilities across three broad functional categories.Can also highlight performance standards and training requirements Three broad areas of measurement:DataPeopleThings

functional Job analysis

Advantages:Quantitative Allows comparison across job categoriesRelatively easy to learn and simple to administer




Disadvantages:Can lack depth and specificity

Fleishman Job Analysis System:

Job analysis technique that asks subject matter experts (SME) to evaluate a job in terms of 52 categories of abilities required to perform the job.


Three broad areas of measurement:


Cognitive Psychomotor


physical


Advantages:


Reliability/validity


Simple administration


Cost efficient


Disadvantages:


Abilities only

Position Analysis Questionnaire (PAQ)

Built around 194 questions, the PAQ is used to collect quantifiable data about the degree to which specific job elements are required to successfully perform specific jobs.Measures jobs on six basic dimensions:


1: Information Input: Where and how a worker get info needed to preform the job.


2: Mental Processes: The reasoning, decision making, planning, and info processing activities involved in preforming a job.


3: Work Outputs: The physical activities, tools and devices used by the worker to preform the job.


4: Relationships with others: The relationships with other people required in preforming job. 5: 5: Job Contexts: The physical and social contexts where job is preformed.


6: Other Job Characteristics: The activities, conditions and characteristics other than those previously described that are relevant to the job.

advantages and disadvantages of Position Analysis Questionnaire (PAQ)

Advantages:Standardized & Quantitative ReliablePersonal factors have little impactMore detailed than FJA approach




Disadvantages:Expert vs. Naïve raters More suited for blue-collar jobsBehaviours vs. TasksReading level is high

Outcomes

Job Description: A listing of the tasks, duties, responsibilities, and working conditions of a jobPerformance Standards: Describe what employees are expected to achieve and how performance is to be measured in key areas of the job description.Job Specification: A list of the human requirements – knowledge, skills, abilities and other characteristics – that are needed to successfully perform the job.

Parts of a job description

1: Job Identification


2: Job Summary


3: Administrative Information


4: Essential Duties and Responsibilities


5: Additional Responsibilities


6: Working Conditions & Physical Environment 7: Performance Indicators

Job Specifications

Knowledge: The factual or procedural information necessary to successfully perform a task


Skill: A level of proficiency at performing a particular task.


Ability: A general, enduring capability that an individual possesses.


Other Characteristics: Things like personality traits, licensing, credentials or special talents that are necessary for successfully performing a task.

Competencies

Competencies: Demonstrable and enduring characteristics – some combination of practical and theoretical knowledge, skills, abilities, behavior and values – that distinguish outstanding from adequate performance in a specific job or role.


“In order to perform this job competently, the employee should be able to….”

Four Areas of Competency

Meaning Competency: Being able to identify and act towards the purpose of an organization.Relation Competency: Being able to create and nurture relationships with relevant members of an organization


Learning Competency: Being able to find and create situations where experimentation and reflection with new ideas, experiences, or solutions is possible.


Change Competency: Being able to act in new ways that align with organizational goals.

Three Types of Competencies

Core Competencies: Characteristics that apply to all members of the organization


Functional Competencies: Characteristics that apply to members of common job groups or occupations


Job-Specific Competencies: Characteristics that apply to only specific positions

Competency Models

Competency Modeling is the process of analyzing and describing the types and range of competencies required for effective performance or to gain a strategic competitive advantage. Competency Models can be created for specific jobs, job groupings, occupations, organizations, and industries. Good Competency Models are necessary for tying competencies to organizational strategy rather than just specific tasks. Competency Modeling is the process of analyzing and describing the types and range of competencies required for effective performance or to gain a strategic competitive advantage. Competency Models can be created for specific jobs, job groupings, occupations, organizations, and industries. Competency Modeling and Job Analysis

Competency Modelling process

Five-step process from the Competency Model Clearinghouse:Gather background information.Develop a draft competency model framework.Gather feedback from subject matter experts.Refine the framework by adding or deleting competencies as appropriate.Validate the framework.

Recruitment

Recruitment is any activity carried on by the organization with the primary purpose of identifying and attracting potential employees. Three variables that can affect the outcomes of recruitment:HR policiesQuality of recruitment sourcesNature & behaviour of the recruiter or recruiting organization

Recruitment Process

Identify Job Openings




Specify Job Requirements




Choose recruitment methods




Generate pool of qualified recruits

Hr Polices

Where do we look for talent? Internal vs. External RecruitingOrganizations can “promote from within” or they can hire from outside of the organization. Each choice comes with its advantages and disadvantages.Opportunities for advancement make a job more attractive to applicant and can improve engagement among current employees. Lead-the-Market Pay StrategiesOrganizations can gain a recruiting advantage with a competitive approach to compensation and rewards. Sometimes used to attract applicants to jobs with less desirable qualities (e.g. night shift, extreme weather)

Recruitment Sources

1: Internal Sources: describes those employees who currently hold other positions within an organization.


2: External Sources: describes those employees who are brought in from outside of the organization to fill vacant positions.

Internal Recruitment

Internal recruitment often occurs through internal job postings or managerial referrals or recommendations.Advantages:Applicants are well known to the organizationApplicants are familiar with the organization and may be less likely to have unrealistic expectationsAllows employers to capitalize on investments made in their workforceGenerally quicker and less costly than looking outside

External Recruitment

Organizations often have good reason to recruit externally:May have no internal recruits for specialized positions or the necessary people to fill entry-level positions.To bring in new people, new ideas or new ways of doing business or attract a more diverse workforce.Avoids dangers that can come from employee cloning.

Recruitment sources

Several external recruitment sources. How do we evaluate them? Two ways….Yield Ratio: Expresses the percentage of applicants who successfully move from one stage of the recruitment and selection process to the next.Cost Per Hire: Divide the cost of using a particular recruitment source by the number of people hired

external recruitment sources

Direct Applicants: people who apply for a vacancy without prompting from the organization.Referrals: people who apply because someone in the organization prompted them to do so. Passive Job Seekers: individuals who are not actively seeking a job represent a significant source of top talent if you can successfully recruit them.




Ads in newspapers and magazines: Offer a wide reach but may generate a less desirable group of applicants at greater expenseWhat do we need to say? Enough information to evaluate the job and attain qualified candidates, keeping in mind that longer ads cost more.To whom do we need to say it? A common location for ads is the classified section, but industry journals offer the ability to target specific skill levels.




Electronic recruiting: online recruiting generally involves posting career information at company websites. Public Employment Agencies: clients include both people looking for jobs and potential employers. Ex. Service Canada’s Job BankStaffing Services Companies: provide assistance to employers in attracting quality temporary and/or permanent employees for a fee.Universities and Colleges: on campus interviewing is the most important source of recruits for entry-level professional and managerial vacancies.Cooperative Education & Internship Programs: give an organization early access to potential applicants and lets the organization assess their capabilities directly.Job Fairs: are another way to increase the employer’s presence on campus—provide one-on-one dialogue with potential recruits and/or provide detailed company information.

Recruiter Characteristics

Characteristics of the recruiter will influence the outcomes of the recruitment process. For example….HR specialists are seen as being less credible than job experts.Candidates will be less attracted to jobs when recruiters are HR specialists and not job experts.Applicants will respond positively to recruiters they perceive as warm and informative.

Recruiter Behavior

Behaviours of recruiters will also influence the outcomes of the recruitment process. For example….Recruiters may exaggerate the positive qualities and downplay the negative qualities of a job.Applicants are sensitive to negative informationIt is important to provide the right kinds of information, to be accurate & realistic….

Realistic Job Previews

Realistic job previews will have some, usually small, effect on the following areas:Job satisfaction:


Turnover


Commitment


Attrition


These effects are greatest when applicants:


Can be selective about accepting a job offer




Have unrealistic job expectations




Would have difficulty coping with job demands

Recruiter Effectiveness

Organizations can take steps to increase the positive impact that recruiters have on job candidates:Recruiters should provide timely feedback as applicants dislike delays and may draw negative conclusions as a result.Avoid behaviours that might be offensive or convey a negative impression about the organization.Using recruitment teams rather than individual recruiters can enhance effectiveness.

Employer Branding

Employer branding – the image or impression of an organization as an employer based on the perceived benefits of being employed by the organization.The employer brand “is essentially a promise made to employees.”

How do employers build brands

Define their target audience in terms of who they are and what they want from an employer.Develop an employee value proposition and ensure that the organization is equipped to deliver on it.Embed that value proposition and employee brand in all recruitment efforts.