STAFFING IS TEAM MGT OF ISD (IMS452)
HUMAN RESOURCE MANAGEMENT (HRM) <ul><li>OVERVIEW  </li></ul><ul><li>Is the development and administration of programs to e...
THE FOUNDATION OF HRM <ul><li>Job relatedness is the principle that all employment decisions should be based on the requir...
STAFFING THE ORGANIZATION <ul><li>Recruitment </li></ul><ul><ul><li>Fill positions for which there are not suitable intern...
DEVELOPING THE WORK FORCE <ul><li>Orientation </li></ul><ul><li>Training and Development </li></ul><ul><ul><li>On the job ...
COMPENSATION AND BENEFITS <ul><li>Wages and salaries </li></ul><ul><li>Incentive programs </li></ul><ul><ul><li>Individual...
EMPLOYEE RELATIONS <ul><li>Employee relations is the interaction between employers and employees and their attitudes towar...
MOTIVATION <ul><li>Motivation is the set of forces that cause people to behave in certain ways </li></ul><ul><li>Classical...
Methods of Increasing Job Satisfaction <ul><li>Participative management and empowerment </li></ul><ul><li>Job enrichment <...
Why IT Managers  need to deal  with hiring people
Why needed ? <ul><li>Staff are the single biggest factor in determining whether or not the IT Manager going to be successf...
HR Department Roles <ul><li>If the IT Manager has to lead the recruiting  </li></ul><ul><ul><li>  talk and discuss to HR ...
How to Get Help with Your Hiring <ul><li>HR Dept (HRD) can help with screening and recruiting process, on: </li></ul><ul><...
Justifying a Hire <ul><li>Approval is needed before hire someone </li></ul><ul><li>Why the hire is necessary, why it neede...
Start with internal and External Referrals <ul><li>Best method to start the searching from inside </li></ul><ul><li>Does a...
Internal versus External Hires <ul><li>An internal hire = when someone  </li></ul><ul><ul><li>from within the company,  </...
Pros and cons of internal hires <ul><li>PRO </li></ul><ul><li>The candidate is known </li></ul><ul><li>Her strength and we...
Should you hire a full time employee or a consultant ?  (…it depends on the need) <ul><li>FULL TIME EMPLOYEE </li></ul><ul...
Pros and cons to use consultants <ul><li>PRO </li></ul><ul><li>In general, consultants may have more diverse experience </...
Pros and Cons to using full time employees <ul><li>PRO </li></ul><ul><li>Full time employees generally are more committed ...
Things to be considered before decide full time employee or consultant <ul><li>Determine which type is best for your job <...
Why do some organizations refuse to increase full time head count <ul><li>Official size limits </li></ul><ul><ul><li>For s...
Position description (Job description)  = detailed description of a specific role <ul><li>Functions: </li></ul><ul><li>Can...
Position descriptions versus Contracts <ul><li>PD is a description.  It is not a contract. </li></ul><ul><li>Many companie...
General requirement in PD <ul><li>Job title </li></ul><ul><li>Position summary </li></ul><ul><li>Scope of responsibility <...
Advertising options <ul><li>First, post internally </li></ul><ul><li>Popular web sites  </li></ul><ul><ul><li>Web posting ...
Recruiters (Agents/Headhunters) <ul><li>Finding the right recruiter </li></ul><ul><li>Technical abilities </li></ul><ul><l...
Pros and cons using a Recruiter (Agents/headhunters) <ul><li>PRO </li></ul><ul><li>Recruiters take the tasks of recruiting...
Selecting Candidates <ul><li>Reviewing resumes </li></ul><ul><ul><li>Be on the lookout for spelling and grammar errors </l...
At what level should the  IT Manager interview <ul><li>Positions that report directly to the IT Manager </li></ul><ul><li>...
Narrowing the list <ul><li>How to choose from hundreds of candidates </li></ul><ul><li>How to choose from 30 qualified can...
General interview guidelines <ul><li>Start, with making the candidate feel comfortable with a few light comments or by ask...
Prepare a list of questions <ul><li>Non-technical questions </li></ul><ul><ul><li>Listening to how they answer as well as ...
Who else should interview a candidate <ul><li>Your own peers </li></ul><ul><li>Individuals who are at peer level to the op...
Key concepts for a good technical interviews <ul><li>Do some preliminary reading </li></ul><ul><li>Let the candidates expl...
Rank criteria <ul><li>Technical skill </li></ul><ul><li>Softer skill  </li></ul><ul><ul><li>Personality, intelligence, int...
Other requirements that you might be flexible about <ul><li>Years of experience </li></ul><ul><li>College degree </li></ul...
The values of certification <ul><li>Test taking skills </li></ul><ul><li>Value of commitment </li></ul><ul><li>Checking th...
Education <ul><li>Type of education </li></ul><ul><li>Direct value to the job </li></ul><ul><li>Indirect value to the job ...
Checking references <ul><li>Background checks </li></ul><ul><li>Professional references </li></ul>
Common hiring mistakes <ul><li>A poorly defined position </li></ul><ul><ul><li>If you don’t describe the position accurate...
Offering the correct amount for an IT position <ul><li>Before making the offer </li></ul><ul><ul><li>Make sure the HR and ...
DEFINITION of Outsourcing and Offshore Outsourcing <ul><li>Outsourcing </li></ul><ul><li>= when one company makes an agree...
Pros and Cons of Offshore Outsourcing <ul><li>PRO </li></ul><ul><li>can be done for less money in other countries.  </li><...
Managerial Styles and Leadership –  Information Resources Management (IRM)
Overview <ul><li>Manage information by managing the resources that produce information. </li></ul><ul><li>Manage informati...
Information Resources Management <ul><li>Conceptually - identifying, acquiring, managing </li></ul><ul><li>IR need to be m...
Cont..  Information Resources Management <ul><li>Strategic Management </li></ul><ul><ul><li>IT must be managed to contribu...
Cont..  Information Resources Management <ul><li>Resources Management </li></ul><ul><ul><li>Data and information, hardware...
<ul><li>Distributed Management </li></ul><ul><ul><li>Managing the use of IT and IS resources in business units or workgrou...
Information Resources Management…cont <ul><li>Resources Management </li></ul><ul><ul><li>Data and information, hardware an...
Information Resources Management…cont <ul><li>Distributed Management </li></ul><ul><ul><li>Managing the use of IT and IS r...
Conclusion
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Misd chap 5 stffing is team hrm irm

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Misd chap 5 stffing is team hrm irm

  1. 1. STAFFING IS TEAM MGT OF ISD (IMS452)
  2. 2. HUMAN RESOURCE MANAGEMENT (HRM) <ul><li>OVERVIEW </li></ul><ul><li>Is the development and administration of programs to enhance the quality and performance of a company’s work force </li></ul><ul><li>The most important jobs is to recruit qualified personnel and to develop, organize and direct the capabilities of existing personnel </li></ul><ul><li>The most challenging issues is to retain the qualified and experience IS personnel </li></ul>
  3. 3. THE FOUNDATION OF HRM <ul><li>Job relatedness is the principle that all employment decisions should be based on the requirements of the jobs in question </li></ul><ul><li>Planning for Human Resources </li></ul><ul><ul><li>Job analysis is the evaluation of the duties and qualities required by a job </li></ul></ul><ul><ul><li>Outline of the objectives, tasks, and responsibilities of a job </li></ul></ul><ul><ul><li>Job specification is the description of the skills, education and experience required by a job </li></ul></ul>
  4. 4. STAFFING THE ORGANIZATION <ul><li>Recruitment </li></ul><ul><ul><li>Fill positions for which there are not suitable internal candidates </li></ul></ul><ul><ul><li>Accommodate growth or </li></ul></ul><ul><ul><li>Attract fresh ideas </li></ul></ul><ul><li>Selection </li></ul><ul><ul><li>Applications or resume </li></ul></ul><ul><ul><li>Screening interviews </li></ul></ul><ul><ul><li>Ability and aptitude tests </li></ul></ul><ul><ul><li>Physical examinations and tests </li></ul></ul><ul><li>Promotions </li></ul><ul><ul><li>Closed promotion systems </li></ul></ul><ul><ul><li>Open promotion systems </li></ul></ul>
  5. 5. DEVELOPING THE WORK FORCE <ul><li>Orientation </li></ul><ul><li>Training and Development </li></ul><ul><ul><li>On the job training </li></ul></ul><ul><ul><li>Off the job training </li></ul></ul><ul><ul><li>Management development </li></ul></ul><ul><ul><li>Networking and mentoring </li></ul></ul><ul><li>Performance appraisal </li></ul><ul><li>Demotion and separation </li></ul><ul><ul><li>Disciplinary </li></ul></ul><ul><ul><li>downsizing </li></ul></ul>
  6. 6. COMPENSATION AND BENEFITS <ul><li>Wages and salaries </li></ul><ul><li>Incentive programs </li></ul><ul><ul><li>Individual incentives (bonus, merit salary system, performance payment) </li></ul></ul><ul><ul><li>Companywide incentives (profit sharing plan, gain sharing plans, pay for knowledge plans ) </li></ul></ul><ul><li>Benefits programs </li></ul><ul><ul><li>Retirement plans (EPF,SOCSO,pension) </li></ul></ul><ul><ul><li>Containing the costs of benefits </li></ul></ul>
  7. 7. EMPLOYEE RELATIONS <ul><li>Employee relations is the interaction between employers and employees and their attitudes toward one another </li></ul><ul><li>Job satisfaction is the degree of enjoyment that people derive from their jobs </li></ul><ul><li>Morale is the overall attitude employees have toward their workplace </li></ul>
  8. 8. MOTIVATION <ul><li>Motivation is the set of forces that cause people to behave in certain ways </li></ul><ul><li>Classical theory of motivation is that workers are motivated solely by money </li></ul><ul><li>Expectancy theory – people are motivated to work toward rewards that they want and they believe they have a reasonable chance of obtaining </li></ul><ul><li>Equity theory – people evaluate their treatment by employers relative to the the treatment of others </li></ul>
  9. 9. Methods of Increasing Job Satisfaction <ul><li>Participative management and empowerment </li></ul><ul><li>Job enrichment </li></ul><ul><li>Job redesign </li></ul><ul><li>Telecommuting </li></ul>
  10. 10. Why IT Managers need to deal with hiring people
  11. 11. Why needed ? <ul><li>Staff are the single biggest factor in determining whether or not the IT Manager going to be successful or not on the job </li></ul><ul><li>Hiring = dealing with </li></ul><ul><ul><li>recruiting agencies and the HR department </li></ul></ul><ul><ul><li>Reviewing resumes </li></ul></ul><ul><ul><li>Conducting interviews </li></ul></ul><ul><ul><li>Negotiating an offer </li></ul></ul>
  12. 12. HR Department Roles <ul><li>If the IT Manager has to lead the recruiting </li></ul><ul><ul><li> talk and discuss to HR on: </li></ul></ul><ul><ul><li>Is there any approved list of recruiters to use </li></ul></ul><ul><ul><li>Is there any company’s policy on their finder’s fees </li></ul></ul><ul><ul><li>Can the IT Manager use his own recruiters </li></ul></ul><ul><ul><li>Who responsible for advertisement and who pays for it </li></ul></ul><ul><ul><li>Will HR perform the initial screening of applicants’ resume </li></ul></ul><ul><ul><li>Who evaluate the salary range for this position and what is the evaluation process </li></ul></ul><ul><ul><li>Who should be the internal point of contact for agencies and applicants </li></ul></ul><ul><ul><li>Who checks the background and reference </li></ul></ul><ul><ul><li>What is the time frame for the process, and who in charge </li></ul></ul>
  13. 13. How to Get Help with Your Hiring <ul><li>HR Dept (HRD) can help with screening and recruiting process, on: </li></ul><ul><ul><li>HRD can post the Position Description </li></ul></ul><ul><ul><li>HRD can identify contact point -> to initial calls and emails </li></ul></ul><ul><ul><li>HRD can perform initial screening base on the IT Manager guideline or requirement </li></ul></ul><ul><ul><li>HRD can eliminate those who are poor communicators </li></ul></ul><ul><ul><li>HRD can call the candidate references and prepare the offer letter, the place to work and other associates new hire materials, eg benefits package, company policies </li></ul></ul><ul><ul><li>HRD can be effective liaison if the offer is extended or negotiated </li></ul></ul>
  14. 14. Justifying a Hire <ul><li>Approval is needed before hire someone </li></ul><ul><li>Why the hire is necessary, why it needed and what are the benefits </li></ul><ul><li>Other justifications: </li></ul><ul><ul><li>Work load has grown by X% past few years -> additional staff is needed to keep up </li></ul></ul><ul><ul><li>New technologies -> hire new people who are already skilled and experienced to use it effectively </li></ul></ul><ul><ul><li>Need staff to implement and support the system although certain processes are automated </li></ul></ul><ul><ul><li>Be able to respond X% faster if expand the staff </li></ul></ul>
  15. 15. Start with internal and External Referrals <ul><li>Best method to start the searching from inside </li></ul><ul><li>Does anyone in the dept/company/personal network eg. co-workers, other mgrs,internal job posting boards -  know of a candidate who matches the criteria </li></ul><ul><li>Generally the quality of people from this referrals is higher and better suited for the position </li></ul><ul><li>People who recommend are conscious on the reputation and have the confidence to the candidates </li></ul>
  16. 16. Internal versus External Hires <ul><li>An internal hire = when someone </li></ul><ul><ul><li>from within the company, </li></ul></ul><ul><ul><li>or same department, </li></ul></ul><ul><ul><ul><li>is selected for an opening </li></ul></ul></ul><ul><ul><ul><ul><li>or promotion </li></ul></ul></ul></ul><ul><ul><ul><ul><li>or lateral change </li></ul></ul></ul></ul>
  17. 17. Pros and cons of internal hires <ul><li>PRO </li></ul><ul><li>The candidate is known </li></ul><ul><li>Her strength and weakness have been seen by other people </li></ul><ul><li>Concept of hiring /promoting from within -> can get support from upstairs </li></ul><ul><li>Other employee will appreciate seeing that there is an opportunity to move up </li></ul><ul><li>Shorter introduction term, the candidate can start being productive a lot sooner </li></ul><ul><li>CONS </li></ul><ul><li>It may anger other people. If the person has talent and is a contributor to his group, his boss may reluctant him to transfer </li></ul><ul><li>People who have worked for the company arrive with many preconceived ideas. New people come with their eyes and ears open, ready to absorb and learn. Some of the internal people have lots of hard-to shake prejudices </li></ul>
  18. 18. Should you hire a full time employee or a consultant ? (…it depends on the need) <ul><li>FULL TIME EMPLOYEE </li></ul><ul><li>= individuals who work for your corporation </li></ul><ul><li>They are hired by, paid by and report to someone in an organization </li></ul><ul><li>They received additional benefits eg retirement plans </li></ul><ul><li>Hired at will basis = either the employee or the company can terminate the arrangement at any point for any non-discriminatory reason </li></ul><ul><li>CONSULTANT /CONTRACTORS </li></ul><ul><li>Brought in on a temporary basis by companies </li></ul><ul><li>Generally paid by hour or day, receive no benefits and aren’t on the company’s payroll </li></ul><ul><li>They are not necessarily employees or an organization </li></ul><ul><li>Can be find through </li></ul><ul><ul><li>an agency </li></ul></ul><ul><ul><li>consultation firm </li></ul></ul><ul><ul><li>web searches </li></ul></ul><ul><ul><li>personal referrals </li></ul></ul>
  19. 19. Pros and cons to use consultants <ul><li>PRO </li></ul><ul><li>In general, consultants may have more diverse experience </li></ul><ul><li>Consultants who have such varied expertise, usually require litter or no training to become productive </li></ul><ul><li>Consultants don’t add to head count </li></ul><ul><li>Consultants can usually be dedicated to a particular project </li></ul><ul><li>A consultant can be terminated quickly and easily when you need to </li></ul><ul><li>CONS </li></ul><ul><li>Consultants often cost more than full time employees </li></ul><ul><li>If you hire a consultant, for budgeting purposes you will need to estimate how long the contract will be </li></ul><ul><li>It is easy to forget that consultants are not employees of the company. Their royalty at the end is to themselves </li></ul>
  20. 20. Pros and Cons to using full time employees <ul><li>PRO </li></ul><ul><li>Full time employees generally are more committed </li></ul><ul><li>Full time employees are cheaper – in the short term </li></ul><ul><li>Full time employees sometime are better suited for the specific task at hand </li></ul><ul><li>CONS </li></ul><ul><li>Full time can sometimes be less deadline driven (there is always tomorrow) </li></ul><ul><li>Terminating full time employee is much more complicated than terminating consultants </li></ul>
  21. 21. Things to be considered before decide full time employee or consultant <ul><li>Determine which type is best for your job </li></ul><ul><ul><li>On the expertise of the technology </li></ul></ul><ul><ul><li>Short term only, not for future </li></ul></ul><ul><ul><li>Fill a gap or replacement </li></ul></ul><ul><ul><li>Financial consideration </li></ul></ul><ul><li>Consultant or employee – can’t have it both ways </li></ul><ul><ul><li>Legal procedures </li></ul></ul><ul><li>Timing consideration </li></ul><ul><ul><li>When is the best time to hire? </li></ul></ul><ul><ul><ul><li>At least one month before you need to hire. </li></ul></ul></ul>
  22. 22. Why do some organizations refuse to increase full time head count <ul><li>Official size limits </li></ul><ul><ul><li>For specific government contract </li></ul></ul><ul><li>Business model </li></ul><ul><ul><li>Want to remain very flexible and not be burdened with a lot of overhead </li></ul></ul><ul><li>Impressing investors </li></ul><ul><ul><li>Investors like to see a company reducing costs, including staff reductions </li></ul></ul><ul><li>Nature of the market they are in </li></ul><ul><ul><li>If lots of competitors – slow and organic growth is the best method </li></ul></ul><ul><ul><li>If gets as musch market shares – adding more personnel is required </li></ul></ul>
  23. 23. Position description (Job description) = detailed description of a specific role <ul><li>Functions: </li></ul><ul><li>Can be posted internally by the HRD for any recruitments </li></ul><ul><li>To be relay the pertinent details to agencies and recruiters </li></ul><ul><li>To help HRD to do the advertisement </li></ul><ul><li>For hiring process </li></ul><ul><li>To list the responsibilities </li></ul><ul><li>For performance evaluations, salary considerations and staffing justifications </li></ul><ul><li>To help resolve difficult personal situations </li></ul>
  24. 24. Position descriptions versus Contracts <ul><li>PD is a description. It is not a contract. </li></ul><ul><li>Many companies have formal contracts with some of their employees. PD is not designed for that purpose </li></ul><ul><ul><li>Have formal, legal contract that they require to sign upon joining the organization </li></ul></ul><ul><ul><li>Strong legal instruments with very specific terms </li></ul></ul><ul><ul><li>Often list of things a person should not do </li></ul></ul><ul><li>Goals, responsibilities and expectations are things should be listed in PD </li></ul><ul><li>Things change – need to adapt quickly to those new challenges and be able to turn the staff in the new direction. </li></ul>
  25. 25. General requirement in PD <ul><li>Job title </li></ul><ul><li>Position summary </li></ul><ul><li>Scope of responsibility </li></ul><ul><li>Immediate supervisor or manager </li></ul><ul><li>Number of direct reports </li></ul><ul><li>Minimum versus specific requirement </li></ul><ul><li>Education, training and certification requirement </li></ul><ul><li>Experience required </li></ul><ul><li>Travel </li></ul><ul><li>Salary </li></ul>
  26. 26. Advertising options <ul><li>First, post internally </li></ul><ul><li>Popular web sites </li></ul><ul><ul><li>Web posting issues to think about </li></ul></ul><ul><li>Networking </li></ul><ul><li>Effectiveness of networking </li></ul><ul><ul><li>Professional contacts </li></ul></ul><ul><li>Personal contacts </li></ul><ul><li>Social networks online </li></ul><ul><li>Job / recruiting fairs </li></ul><ul><li>Print advertising </li></ul><ul><ul><li>The limitation </li></ul></ul>
  27. 27. Recruiters (Agents/Headhunters) <ul><li>Finding the right recruiter </li></ul><ul><li>Technical abilities </li></ul><ul><li>Things to keep in mind </li></ul><ul><ul><li>Fees generally run 20-30% of the annual salary that is offered and are negotiable. </li></ul></ul><ul><ul><li>Oftentimes, a recruiter will ask on the finder’s fee </li></ul></ul><ul><ul><ul><li>-> offer up a lower numbers </li></ul></ul></ul><ul><ul><li>Fees are usually paid after a certain period of time, to ensure that the candidate doesn’t quit </li></ul></ul>
  28. 28. Pros and cons using a Recruiter (Agents/headhunters) <ul><li>PRO </li></ul><ul><li>Recruiters take the tasks of recruiting burden </li></ul><ul><li>Recruiters will </li></ul><ul><ul><li>Do the ads and phones </li></ul></ul><ul><ul><li>Initial screening </li></ul></ul><ul><ul><li>Send the right candidates with the right salary and skill </li></ul></ul><ul><ul><li>Meet the candidates before sending the appropriate candidates </li></ul></ul><ul><li>Recruiters can help to separate the good and bad, and the best among the best </li></ul><ul><li>If the marketplace is a difficult one to recruit in, agents can help </li></ul><ul><li>Recruiters has his own network and contacts – can help to match the right personality and attitude </li></ul><ul><li>Recruiters can help for the job that is complex with very specific requirement </li></ul><ul><li>Recruiters can help for the popular job </li></ul><ul><li>CON </li></ul><ul><li>Keep an eye out for recruiters who don’t appear to be listening to you and the requirements. Demand what you are paying for </li></ul><ul><li>Some recruiters try to convince you to ignore your own instincts </li></ul><ul><li>Some recruiters try to increase the odds of success by over whelming you with resumes </li></ul><ul><li>Working with agencies is a mix of personalities </li></ul><ul><ul><li>Choose the ones that can work well with you </li></ul></ul>
  29. 29. Selecting Candidates <ul><li>Reviewing resumes </li></ul><ul><ul><li>Be on the lookout for spelling and grammar errors </li></ul></ul><ul><ul><li>Take note of the overall appearance </li></ul></ul><ul><ul><li>Look at the job history </li></ul></ul><ul><ul><li>Does the level of detail in the resume match what you’re looking </li></ul></ul><ul><ul><li>Does the resume have a laundry list of technologies </li></ul></ul><ul><ul><li>Notice factual claims </li></ul></ul><ul><li>Telephone screening </li></ul>
  30. 30. At what level should the IT Manager interview <ul><li>Positions that report directly to the IT Manager </li></ul><ul><li>Positions that report to the IT Manager reports </li></ul><ul><li>Positions in the organization that are higher visible or very critical </li></ul>
  31. 31. Narrowing the list <ul><li>How to choose from hundreds of candidates </li></ul><ul><li>How to choose from 30 qualified candidates </li></ul><ul><li>Should you hire an overqualified candidate </li></ul>
  32. 32. General interview guidelines <ul><li>Start, with making the candidate feel comfortable with a few light comments or by asking a few easy questions </li></ul><ul><li>Get the interview away from the Q&A format, and into more of a conversation or discussion </li></ul><ul><li>Don’t do all the talking, and don’t tell so much about what you’re looking for </li></ul><ul><li>Avoid asking yes/no questions or short-answer questions </li></ul><ul><li>At the end, give chance to the candidates to ask her own questions </li></ul>
  33. 33. Prepare a list of questions <ul><li>Non-technical questions </li></ul><ul><ul><li>Listening to how they answer as well as to what they answer </li></ul></ul><ul><li>What not to ask </li></ul><ul><ul><li>Race, gender, marital status, age, handicap, sexual orientation, religion </li></ul></ul>
  34. 34. Who else should interview a candidate <ul><li>Your own peers </li></ul><ul><li>Individuals who are at peer level to the open position </li></ul><ul><li>Your boss </li></ul><ul><li>If the position requires interaction with other department, representative may involve </li></ul><ul><li>HR Department which haven’t done the initial screening </li></ul><ul><li>Other management or supervisor who will their direct reports </li></ul>
  35. 35. Key concepts for a good technical interviews <ul><li>Do some preliminary reading </li></ul><ul><li>Let the candidates explain technologies to you </li></ul><ul><li>Testing candidates </li></ul><ul><li>The right skill set for the job </li></ul><ul><li>When to accept similar experience </li></ul>
  36. 36. Rank criteria <ul><li>Technical skill </li></ul><ul><li>Softer skill </li></ul><ul><ul><li>Personality, intelligence, interpersonal resourcefulness </li></ul></ul><ul><ul><li>Attitude toward work, ability to juggle multiple priorities, ability to work with others, general intelligence, resourcefulness, potential for growth, dedicated and commitment, professionalism, maturity </li></ul></ul><ul><ul><li>Project management skill, supervisory skills, interpersonal skills, ability to write reports or give presentations </li></ul></ul><ul><li>Ability to learn </li></ul><ul><ul><li>Technical skills can always be learned, but teaching someone how to be responsible, likeable, or intelligent isn’t easy </li></ul></ul>
  37. 37. Other requirements that you might be flexible about <ul><li>Years of experience </li></ul><ul><li>College degree </li></ul><ul><li>Training </li></ul><ul><li>Specific hardware and software technology </li></ul><ul><li>Environment size </li></ul><ul><li>Certification </li></ul><ul><li>Industry experience </li></ul>
  38. 38. The values of certification <ul><li>Test taking skills </li></ul><ul><li>Value of commitment </li></ul><ul><li>Checking the value of a certification </li></ul>
  39. 39. Education <ul><li>Type of education </li></ul><ul><li>Direct value to the job </li></ul><ul><li>Indirect value to the job </li></ul><ul><li>Business related degrees </li></ul><ul><li>Hard sciences related degrees </li></ul><ul><li>Soft sciences related degrees </li></ul><ul><li>Famous schools </li></ul><ul><li>Technical courses </li></ul>
  40. 40. Checking references <ul><li>Background checks </li></ul><ul><li>Professional references </li></ul>
  41. 41. Common hiring mistakes <ul><li>A poorly defined position </li></ul><ul><ul><li>If you don’t describe the position accurately </li></ul></ul><ul><li>Hiring for the wrong reasons </li></ul><ul><ul><li>You just pickup one quickly </li></ul></ul><ul><li>Not getting enough input </li></ul><ul><ul><li>It’s good idea to have other people meeting with strong candidates </li></ul></ul><ul><li>Talking too much (or too little) during a job interview </li></ul><ul><ul><li>The best interviews occur when both the candidate and the interviewer have a chance to learn about each other </li></ul></ul><ul><li>No reference checks </li></ul><ul><ul><li>Many companies are now outsourcing this functions </li></ul></ul>
  42. 42. Offering the correct amount for an IT position <ul><li>Before making the offer </li></ul><ul><ul><li>Make sure the HR and whatever other upper management individual need to approve the final offer are in agreement on the specified range </li></ul></ul><ul><li>Using Agencies </li></ul><ul><ul><li>Be careful when you share the salary range with any agencies you use </li></ul></ul><ul><li>Other ideas besides more money </li></ul><ul><ul><li>Consider promising a salary review six months after the person starts </li></ul></ul><ul><ul><li>Make the position and environment sound as exciting and attractive as possible </li></ul></ul><ul><ul><li>Get the candidate to look at the entire package </li></ul></ul><ul><ul><li>Make sure the candidate is fully aware of the company’s benefits program </li></ul></ul><ul><ul><li>Don’t forget to talk about vacation time </li></ul></ul>
  43. 43. DEFINITION of Outsourcing and Offshore Outsourcing <ul><li>Outsourcing </li></ul><ul><li>= when one company makes an agreement with a second company to provide services that the first could provide, but choose not to. </li></ul><ul><li>IT companies often outsource portions of their software development </li></ul><ul><li>Offshore Outsourcing </li></ul><ul><li>= arranging with a second company to provide service that the first company could provide but choose not to - and the second company isn’t located in your own country </li></ul>
  44. 44. Pros and Cons of Offshore Outsourcing <ul><li>PRO </li></ul><ul><li>can be done for less money in other countries. </li></ul><ul><li>gets the benefit of a 24 hours work cycle. It give very positive effect on development time lines </li></ul><ul><li>It’s common now to contract out increasing amount of white collar work like accounting, drug research, technical R&D, and even cartoon animation </li></ul><ul><li>CONS </li></ul><ul><li>Publicity – it will be a significant public relations issue to be dealt with. Many companies going to hide their offshore outsourcing agreements </li></ul><ul><li>Overhead costs involved in establishing a smooth relationship overseas. </li></ul><ul><li>There will be cultural considerations – languages, different laws about hiring and contracting workers </li></ul>
  45. 45. Managerial Styles and Leadership – Information Resources Management (IRM)
  46. 46. Overview <ul><li>Manage information by managing the resources that produce information. </li></ul><ul><li>Manage information processor that transform the input into output </li></ul><ul><li>Type of Information Resources </li></ul><ul><ul><li>Computer hardware, computer software, information specialist, users, facilities, the database and information. </li></ul></ul>
  47. 47. Information Resources Management <ul><li>Conceptually - identifying, acquiring, managing </li></ul><ul><li>IR need to be managed properly. </li></ul><ul><li>IRM is divided </li></ul><ul><ul><li>Strategic Management </li></ul></ul><ul><ul><li>Operational Management </li></ul></ul><ul><ul><li>Resources Management </li></ul></ul><ul><ul><li>Technology Management </li></ul></ul><ul><ul><li>Distributed Management </li></ul></ul>
  48. 48. Cont.. Information Resources Management <ul><li>Strategic Management </li></ul><ul><ul><li>IT must be managed to contribute to a firm’s strategic objective and competitive advantage, not just for operational efficiency or decision support. </li></ul></ul><ul><li>Operational Management </li></ul><ul><ul><li>It and IS can managed by functional and process-based organizational structure and managerial techniques commonly used throughout other business units. </li></ul></ul>
  49. 49. Cont.. Information Resources Management <ul><li>Resources Management </li></ul><ul><ul><li>Data and information, hardware and software, telecommunication and network, and IS personnel are vital organization resources that must be manage like other business asset. </li></ul></ul><ul><li>Technology Management </li></ul><ul><ul><li>All technologies that process, store, and communicate data and information throughout the enterprise should be managed as integrated system of organizational resources </li></ul></ul>
  50. 50. <ul><li>Distributed Management </li></ul><ul><ul><li>Managing the use of IT and IS resources in business units or workgroups is a key responsibility of their managers, no matter their function or level in the organization. </li></ul></ul>Cont.. Information Resources Management
  51. 51. Information Resources Management…cont <ul><li>Resources Management </li></ul><ul><ul><li>Data and information, hardware and software, telecommunication and network, and IS personnel are vital organization resources that must be manage like other business asset. </li></ul></ul><ul><li>Technology Management </li></ul><ul><ul><li>All technologies that process, store, and communicate data and information throughout the enterprise should be managed as integrated system of organizational resources </li></ul></ul>
  52. 52. Information Resources Management…cont <ul><li>Distributed Management </li></ul><ul><ul><li>Managing the use of IT and IS resources in business units or workgroups is a key responsibility of their managers, no matter their function or level in the organization. </li></ul></ul>
  53. 53. Conclusion

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