Human resource management


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Human resource management

  1. 1. GRADUATE<br />SCHOOL<br />
  2. 2. SEMINAR/WORKSHOP<br />on<br />Human Resource Management<br />(Recruitment, Selection &Placement)<br />April 23, 2010<br />
  3. 3. Resource Speakers:<br />Jean Rose Padayhag-Palacio<br />FloranteVictorianoArong<br />
  5. 5. INTRODUCTION<br />As business organizations evolve, the need to recruit, select and hire employees will arise<br />Employee selection is part of the overall staffing process of the organization<br />Effective employee selection is a critical component of successful business organizations<br />Policies must be developed to ensure the proper selection, hiring and placement and must be designed to meet the needs of the business organization and the people who are affected by them<br />
  6. 6. RECRUITMENT<br />refers to the process of attracting, screening and selecting qualified people for a job at an organization or firm<br />
  7. 7. TYPES OF RECRUITMENT<br />EXTERNAL<br />INTERNAL<br />organizations look to fill the vacancy from any suitable applicant outside the organization.<br />Recruiting people internally within the organization<br />Internal sources are present permanent employees, present temporary/casual employees, retired employees, dependents of deceased disabled, retired and present employees<br />
  8. 8. METHODS OF RECRUITMENT<br />EXTERNAL <br />INTERNAL<br />Advertisement<br />Job Centers<br />Headhunting<br />Data base search on job sites<br />Traditional employment agencies<br />Others<br />Intranets<br />Staff notice boards<br />In-house magazines/ newsletters<br />Internal notices<br />Meetings<br />Personal Recommendation – often referred to as “word of mouth” <br />
  9. 9. ADVANTAGES<br />EXTERNAL<br />INTERNAL<br />Outside people bring in new ideas<br />Larger pool of workers from which to find the best candidate<br />Outside people can bring in a wider range of experience<br />Cheaper and quicker to recruit<br />People are already familiar with business and how it operates<br />Provides opportunities for promotion within the business – can be motivating<br />The business knows the strengths and weaknesses of candidates<br />
  10. 10. DISADVANTAGES<br />EXTERNAL <br />INTERNAL<br />Longer process<br />Selective process may not be effective enough to reveal the best candidate<br />More expensive process due to:<br />Advertisements<br />Interviews<br />Limits the number of potential applicants<br />No new ideas can be introduced from outside the business<br />External candidates might be better suited/ qualified for the job<br />May cause resentment amongst candidates not appointed<br />Creates another vacancy which needs to be filled<br />Longer process<br />
  12. 12. Steps in Job Analysis<br />Understand the job<br />Duties and responsibilities, <br />Scope and level<br />Amount of responsibility, etc<br />Identify performance behaviors<br />What are the performance expectations for superior performance?<br />How do you know someone is doing an excellent, mediocre or poor job?<br />Identify the essential competencies<br />Differentiate between high performers and low performers<br />Sort the competencies according to how important each one is<br />Identify the target performance level<br />The key is to select the target level that high performers demonstrate most of the time and set a minimum acceptable level required at job start<br />Experience, education and training needed<br />Special considerations<br />Criminal records review<br />Drivers, firearms or other licenses<br />Physical requirements, etc.<br />Review and finalize<br />Stand back and take a second look to ensure validity<br />Use results<br />Results are used to create<br />Statement of qualifications to be attached to job description<br />Advertising content and/or applicant information package<br />Criteria for short-listing applicants<br />Basis for determining the most effective assessment methods<br />JOB ANALYSIS<br /><ul><li>It is a an in-depth study of a job
  13. 13. It explains the key responsibilities of the actual position, reporting relationships and work environment</li></li></ul><li>SELECTION<br />A method that allows an employer to make the best selection from the pool of available job applicants while at the same time maintaining compliance with legal restrictions and requirements<br />Legal restrictions and requirements are as follows:<br />Employment Discrimination Law<br />Employment Law<br />A broad area of law that covers all areas of the employer/ employee relationship except the negotiation process, which is covered by collective bargaining and labor legislation<br />
  14. 14. SELECTION METHODS<br />The Employment Application<br /><ul><li>On this form, the applicant lists skills, work experience and educational background along with job-relevant personal information
  15. 15. The form should be carefully designed to obtain enough information but should not invade privacy</li></ul>The Job Interview<br />Useful for getting the story behind an applicant’s experience. The interviewer can pursue information about a topic<br />Tips for preparing interview questions<br />Ask all candidates the same question<br />Make questions as neutral as possible. Avoid wording that might influence answers (e.g. judgmental, evocative)<br />Questions should be worded clearly and stated concisely<br />Be careful asking why questions. This may cause respondents to feel defensive --- and because they have to justify their responses, this may inhibit their answers to future questions<br />Only ask questions that will give information about a past job performance, skills and personal traits that are related to the position you are trying to fill. <br />
  16. 16. Tips for Interviewing Job Applicants<br />Keep notes on what each candidate answers<br />Focus on learning the person’s experience, ability and personal qualities that will directly affect how he or she will do critical parts of the job<br />Do not talk too much during the interview<br />Do not be too concerned if the applicant is nervous unless it is really relevant to whether the applicant can do the job<br />Do not ask leading questions which tell the applicants the answer you want to hear<br />Do not make a decision too early. Listen carefully to what the candidate has to say through the whole interview<br />
  17. 17. TYPES OF JOB INTERVIEWS<br />Screening Interview <br />To find out if the applicant meets the minimum qualifications for the job<br />Selection Interview<br />This is also sometimes referred to as the Secondary Interview and is used to gain specific information about the job applicant’s suitability for the job position opening <br />Group Interview<br />Several candidates are questioned at once. Since any group naturally stratifies into leaders and followers, the interviewer can easily find out into which category each candidate falls. It will also be evident if the candidate is a “team player”<br />Panel Interview<br />A candidate is interviewed by several people at once. <br />Stress Interview<br />A technique used to weed out candidates who can not handle adversity<br />The interviewer may artificially introduce stress into the interview by asking questions so quickly that the candidates will have no time to answer for each one<br />The interviewer may also ask weird questions, not to determine what the job candidate answers, but how he/she answers<br />
  18. 18. Employment Tests<br />Used to collect information from job applicants for the purpose of aiding hiring decisions. Such assessments may include items on topics such as motives, ethics, traits, work experience, intelligence, skills, preferences, preferred work hours, etc.<br />Tests that applicants may undergo:<br />Personality Tests<br />Talent Assessment Test<br />Pre-employment Physical Exams<br />Drug Tests<br />Emotional Intelligence Test<br />Background and Credit Check<br />Lie detector Test<br />Special Aptitudes and Abilities<br />Job Simulations<br />Cognitive Ability & Intelligence<br />Vocational Interest Skills <br />
  19. 19. HIRING<br />
  20. 20. HIRING<br />Guidelines in Making the Hiring Decision:<br />Hire only what you can afford<br />Don’t play it safe all the time. High risk hires will either be very successful or very unsuccessful.<br />Consider the hire objectives<br />Consider the job candidate’s temperament<br />What you see is what you get – meaning, the candidates will never look or behave any better than they have throughout the screening process<br />Have a belief in talent. Don’t be afraid of talented people or those more attractive and brighter than yourself.<br />Know the candidate’s energy level. Look for candidates whom you believe are hard workers.<br />
  21. 21. Negligent Hiring<br />Occurs when an employer fails to uncover a job applicant’s incompetence or unfitness by not checking his or her reference, criminal records or general background<br />
  22. 22. THE JOB OFFER<br />May be made orally, either in person or over the phone or in writing<br />The job candidate should be provided with the following information:<br />Position offered<br />Location<br />Starting date<br />Orientation and training schedule<br />Wages and benefits<br />Nature of the job<br />Work schedule<br />
  23. 23. THE JOB CONTRACT<br />Main Reason why a written contract is favorable:<br />To make sure that there is no misunderstanding on either part<br />To set a specific term of employment<br />To specify the terms of separation<br /><ul><li> formal agreement between the employer and the employee of the rules, written or unwritten
  24. 24. all parts of the contract can become the basis of any legal action</li></li></ul><li>Factors to Consider in Salary Negotiation:<br />The level of the job within the organization<br />The scarcity of the skills and experience needed for the job<br />The career progress and experience of the individual<br />The fair market value of the job <br />The salary range for the job<br />The existing economic conditions<br />Company-specific factors that might affect the given salary such as comparative jobs, culture, pay philosophy and promotion practices<br />SALARY NEGOTIATION<br />
  25. 25. JOB PLACEMENT<br />
  26. 26. JOB PLACEMENT<br /><ul><li> That situation wherein the job offer has been accepted
  27. 27. This is when onboarding happens
  28. 28. “Onboarding” is a term which describes the process of helping new employees become productive members of the organization.</li></ul>Objectives of Onboarding<br />Helping the employee to identify with their new employer. <br />Allowing the employee to understand some of the company's values and priorities. <br />Building an optimistic attitude towards the company. <br />Avoiding misunderstandings. <br />Helping the employee feel valued. <br />Encouraging socialization and creating a sense of belonging. <br />Reducing new employee anxiety. <br />Setting of performance expectations. <br />
  29. 29. Before this presentation ends, let’s watch this video clip:<br />
  30. 30.
  31. 31. What does the video imply?<br />Provided that the scenario depicted is really existent, will it adversely affect the business organization? Why?<br />
  32. 32. CONCLUSION<br /> Proper implementation of the selection, hiring and placement process is crucial to the success of the business organization. These processes require a well-thought-out and well-executed plan, which will require time for effective implementation. It can not be rushed as it is the starting point for building quality into the organization.<br />
  33. 33. Thank you for bearing with us…<br />