HUMAN RESOURCE POLICY & PRACTICES

CHAPTER 5

SELECTION PRACTICES
Job Analysis
Developing a detailed description of the tasks involved in a job,determining the relationship of a given job to other jobs, and ascertaining the knowledge,skills and abilities necessary for an employee to perform the job successfully

Job Description
A written statement of what a job holder does, how it is done, and why it is done

Job Specification
States the minimum acceptable qualification that an employee must possess to perform a given job successfully

POPULAR JOB ANALYSIS METHODS

OBSERVATION DIARIES QUESTIONNAIRES INTERVIEWS

SELECTION DEVICES
INTERVIEWS
Preparation Opening Questioning and discussion Concluding

PERFORMANCE SIMULATION TESTS

Work Sample Tests Creating a miniature replica of a job to evaluate the performance abilities of job candidates

Assessment Centers
A set of performance-simulation tests designed to evaluate a candidates managerial potential

TRAINING AND DEVELOPMENT PROGRAMS

Basic Literacy Skills
Technical Skills Interpersonal Skills Problem-Solving Skills Ethics Training?

On-the-job Training

Formal Training

Training Methods

Informal Training

Off-the-job Training

Individualizing Formal Training to Fit the Employees Learning Style

Readings
Participation and Experiential Exercises Lectures Visual Aids

CAREER DEVELOPMENT
THE ORGANIZATIONS RESPONSIBILITES
Clearly communicating the organizations goals and future strategies

Create growth opportunities

Offer financial assistance

Providing the time for employees to learn

THE EMPLOYEES RESPONSIBILITIES

Know yourself Manage your reputation Build and maintain network contacts Keep current Balance your generalist and specialist competencies Document your achievement Keep your options open

PERFORMANCE EVALUATION
PURPOSES OF PERFORMANCE EVALUATION

o o o o o o

To make general human resource decisions To Identify training and development needs To validate selection and development programs To Provide feedback to employees For reward allocations To link with employee motivation

HOW DO WE EVALUATE?

Individual Task Outcomes Traits

Behaviors

Performance Evaluation

WHO SHOULD DO THE EVALUATION?

Immediate Superior
Peers

Self-Evaluation
Immediate Subordinates

360 DEGREE EVALUATIONS

Manager Internal Customer

Top Management (Internal Customer) Suppliers (External Customers)

Employee Subordinates (Internal Customers) Clients (External Customers)

Co-Workers/Team members Internal Customers

Other Department Representatives (Internal Customers

METHODS OF PERFORMANCE EVALUATION

Written Essay
Writing a narrative describing an employees strengths, weaknesses, past performances, potential, and suggestions for improvement.

Critical Incidents
Evaluating the behaviors that are key in making the difference between executing a job effectively and executing it ineffectively.

METHODS OF PERFORMANCE EVALUATION

Graphic Rating Scales
An evaluation method in which the evaluator rates performance factors on an incremental scale.

Behaviorally anchored rating scale

An evaluation method in which actual job related behaviors are rated along a continuum

METHODS OF PERFORMANCE EVALUATION

Group Order Ranking
An evaluation method that places employees into a particular classification, such as quartiles.

Individual Ranking
An evaluation method that rank-orders employees from best to worse.

METHODS OF PERFORMANCE EVALUATION

Paired Comparison
An evaluation method that compares each employee with every other employee and assigns a summary ranking based on the number of superior scores that the employee achieves.

SUGGESTIONS FOR IMPROVING PERFORMANCE EVALUATION

Emphasize behaviors rather than traits Document performance behaviors in Diary Evaluate selectively Train evaluators Provide employees with due process

TEAM PERFORMANCE EVALUATION

Tie the teams results to the organizations goals.

Begin with the teams customers and the work process the team follows to satisfy customer needs.
Measure both team and individual performance. Train the team to create its own measures.

MANAGING DIVERSITY IN ORGANIZATIONS

FAMILYFRIENDLY WORKPLACES
Companies that offers an umbrella of work/family programs such as onsitedaycare,child care and elder care referrals, flexible hours, compressed workweeks, job sharing , telecommuting, temporary part-time employment and relocation assistance for employees

MANAGING DIVERSITY IN ORGANIZATIONS

DIVERSITY TRAINING
Participants learn to value individual differences, increase cross-cultural understanding, and confront stereotypes.Workshop include Includes role-playing exercises, lectures, discussions, and sharing experiences

MENTORING PROGRAMS
A senior employee who does coaching and counselling and/or sponsoring

MANAGING DIVERSITY IN ORGANIZATIONS

MENTORING PROGRAMS
A senior employee who does coaching and counselling and/or sponsoring