Staffing (Human Resource Management)

Transcription

1 Staffing (Human Resource Management)

2 What is Staffing?

3 Why Is HRM Important? Research Findings: A source of competitive advantage People-oriented HR creates superior shareholder value As an important strategic tool Achieve competitive success through people by treating employees as partners To improve organizational performance High performance work practices lead to both high individual and high organizational performance

4 High Performance Work Practices

5 Influence on Organizational Performance High Performing Work Practices Organizational responsiveness to change and market challenges

6 HRM Process

7 HR Planning Human resource planning ensures that the organization has the right number and kinds of capable people in the right places and at the right times Forecast of Labor Demand Forecast of Labor Supply Forecast of Labor Shortage Calculate the Net HR Requirements based on present HR inventory and Future Needs Strategic HR Planning Prepare the action program to acquire and/or develop the existing HR

8 Identifying and Selecting Competent Employees Current Assessment: Present HR Inventory Name, Age, Education, Language Expertise, Prior Training, Special Capabilities and skills etc. HR Datsbase Job analysis - An assessment that defines jobs and the behaviors necessary to perform them. This results into: Job description it states job content, environment and conditions of employment Job specification it states the minimum qualifications that a person must possess to successfully perform a given job

9 Sample

10 Recruitment and Decruitment Recruitment - locating, identifying, and attracting capable applicants Decruitment - reducing an organization s workforce Firing Layoffs Attrition Transfers Reduced workweeks Early retirements Job sharing

11 Recruiting Sources

12 Decruitment Options

13 What is Selection? Selection - screening job applicants to ensure that the most appropriate candidates are hired Orientation - introducing a new employee to his or her job and the organization

14 Selection Decision Outcomes

15 Validity and Reliability (Selection Process) Validity is the degree to which the data predict the candidate s success on the job for which he is selected. Are the data measuring what they are supposed to be measuring? Is there clear evidence that once on the job, individuals with high scores on this test, outperform individuals with low test scores? Reliability refers to accuracy and consistency of the measurement If the test is repeated under the same conditions, would it give essentially the same results? Would the individual s score remain fairly consistent over time, assuming that the same characteristics are being measured?

16 Selection Tools

17 Selection Tools (cont.)

18 Selection Tools (cont.)

19 Training Types of Training

20 Traditional Training Methods

21 Employee Performance Management HR activities for retention of employees Managing employee performance Developing an appropriate compensation and benefits program Performance management system establishes performance standards that are used to evaluate employee performance

22 Performance Appraisal Methods

23 Performance Appraisal Methods (cont.)

24 Human Resource Management

25 Personnel Management Vs. HRM Personnel Management HRM Focus Individual capabilities Organizational capabilities Employment Contract Rigid, no room for change Flexible, Flexi-hours, opencontract. Work from home etc. Pay-Policy Job Design Based on skills and knowledge required. Division of labor, specific function, departmentalized Based on performance; value added incentives, continuous evaluation Team-work, Job-rotation, Job enlargement, multi-tasking Leadership Role Task-Oriented; Transactional People oriented, Transformational

26 Objectives and Functions of HRM HRM Objectives Supporting Functions Societal Objectives 1. Legal Compliance 2. Benefits 3. Union management relations Organizational Objective 1. Human Resource Planning 2. Employee Relations 3. Selection 4. Training and Development 5. Appraisal 6. Placement 7. Assessment

27 Key HRM Functions: Operative Functions

28 Procurement HR Planning == > Job Analysis == > Recruitment == > == > Placement == > Induction and Orientation

29 Human Recourse Development Performance Appraisal Training Management Development Career Planning and Development Internal Mobility Transfer Promotion Demotion Succession Planning Key employee identification Implementation 1. Establish Policies and Procedures 2. Execute 3. Evaluate

30 Compensation Job Evaluation Determine the relative worth of jobs Classify jobs in different categories Determine value of jobs in different categories Wage and Salary Administration Incentives Fringe benefits Housing benefits Education to children Medical benefits to dependents Canteen facilities Conveyance facilities Recreation facilities Credit facilities

31 Maintenance HRM activities related to non incentive employee benefits, safety and health. Compensating accidents Maternity/Paternity benefits Sickness and medical benefits Retirement benefits provident fund, pension etc.

32 Integration Process of establishing relationships with people and task environment Motivating employees Developing interpersonal skills Grievance redressal Collective bargaining Handling disciplinary cases Conflict management Providing Comfortable Work Environment

33 The External Environment Economic Environment recession/growth Level of unemployment In 2014 the level of unemployment were 11.9% in European Union, 27.5% in Greece, 25.6% in Spain etc. Labor policies Nature of employment contractual/regular Nature of compensations - pension plans/health and other benefits

34 The External Environment Employee Labor Unions Ability to negotiate with the employers Recruitment process, hiring criteria, promotions, compensations, layoffs etc. Share of Unionized workforce: 11.3% in USA, 18% in Germany, 68.5% in Denmark, 26.8% in Canada etc. Challenges for the management Strikes, protests against unfair labor practices Strikes at Honda and Toyota factories in China indicated country s struggle with income inequality, rising inflation, and property prices

35 The Legal Environment Limits managerial discretion in hiring, promoting, maintaining and discharging employees Novartis AG a drug company has been charged with woman discrimination and forced to pay $ 250 million as a compensation by New York City Jury. A number of important laws and regulations affect what you can or can t do as a manager Affirmative Action: Organizational programs that enhance the status of members of protected groups

36 The Legal Environment Equal Employment Opportunity and Discrimination Laws Year Description Equal Pay Act 1963 Prohibits pay differences for equal work based on gender Civil Rights Act, Title VII Age Discrimination in Employment Act 1964 Prohibits discrimination based on race, color, religion, national origin, or gender 1973 Prohibits discrimination on the basis of physical or mental disabilities Source: United States Equal Employment Opportunity Commission

37 The Legal Environment Compensation/Benefits Laws Year Description Worker Adjustment and Retraining Notification Act Family and medical leave act Health Insurance Portability and Accountability Act 1990 Requires employers with more than 100 employees to provide 60 days notice before a mass layoff or facility closing 1993 Gives employees in organizations with 50 or more employees up to 12 or more weeks of unpaid leave each year for family or medical reasons 1996 Permits portability of employee s insurance from one employer to another Source: United States Equal Employment Opportunity Commission

38 The Legal Environment Health/Safety Laws Year Description Occupational Safety and Health Act (OSHA) 1970 Establishes mandatory safety and health standards in organizations Privacy Act 1974 Gives employees a legal right to examine personal files and letters of references Consolidated Omnibus and Reconciliation Act (COBRA) 1985 Requires continues health coverage following termination Source: United States Equal Employment Opportunity Commission

39 The Legal Environment Indian Context Laws Year Description Worker s compensation Act 1923 Ensures employers compensate employees for work related injuries Trade Union Act 1926 Gave formal recognition to trade unions Factories Act 1948 Regulate safety of work environment for employees working in factories Employees Provident Fund and Misc Provision Act 1952 Requires employers to provide post-retirement benefits to their employees