CHAPTER 4

JOB ANALYSIS: A BASIC HR MANAGEMENT TOOL HR PLANNING RECRUITMENT SELECTION EQUAL EMPLOYMENT HR DEVELOPMENT JOB ANALYSIS HR RESEARCH PERFORMANCE APPRAISAL EMPLOYEE & LABOR RELATIONS SAFETY & HEALTH COMPENSATION AND BENEFIT

COMBINATION OF METHODS JOB ANALYSIS METHOD QUESTIONNAIRES OBSERVATION INTERVIEWS EMPLOYEE RECORDING COMBINATION OF METHODS

JOB DESCRIPTION COMPONENTS JOB IDENTIFICATION DATE OF THE JOB ANALYSIS JOB SUMMARY DUTIES PERFORMED

EDUCATIONAL REQUIREMENTS JOB SPECIFICATION: A DOCUMENT CONTAINING THE MINIMUM ACCEPTABLE QUALIFICATIONS, INCLUDING: K EDUCATIONAL REQUIREMENTS A EXPERIENCE S PERSONALITY TRAITS O PHYSICAL ABILITIES

HUMAN RESOURCES PLANNING MODEL Lead to Resulting in EMPLOYMENT FORECASTING SUPPLY ANALYSIS BALANCING SUPPLY & DEMAND CONSIDERATIONS Top-down and bottom-up technique Recruiting or reduction Internal and external considerations internal external

Approaches to Human resources planning DISTINGUISHING CHARACTERISTICS approach used focus upon conducted by techniques used seeks to reconcile involves TOP DOWN Quantitative Management needs Professional planners Statistical and mathematical Supply of human resources with demand Forecasting HR shortages, surpluses, career paths, and blockages Qualitative Employee needs Human resources practitioners Counseling/training/ development Employee personal characteristics Appraisal of performance, promotability, management, and career development BOTTOM UP

CHAPTER 5

STRATEGIC PLANNING IS THE PROCESS BY WHICH TOP MANAGEMENT DETERMINES: Objectives & Overall organizational purposes, How they are to be achieved

THE STRATEGIC PLANNING AND IMPLEMENTATION PROCESS INVOLVES: Mission determination Environmental assessment Objective setting Strategy setting

POSSIBLE ACTIONS WHEN CONFRONTED WITH A SURPLUS OF EMPLOYEES Restricted hiring Reduced hours Early retirement Layoffs

Human resource Planning Strategic Planning Human resource Planning Forecasting Human resource requirements Comparing requirements and availability Forecasting human resource availability Demand = supply Surplus of workers Shortage of workers No action Restricted hiring , reduced hours, Early retirement, layoffs, downsizing recruitment selection

THE HR PLANNING PROCESS: the systematic review of human resource requirement to ensure that: The required number of employees With the required skills Are available when needed

FORMULATING STRATEGY & IMPLEMENTATION MISSION DETERMINATION ENVIRONMENTAL ASSESSMENT External Internal Objective setting Strategy setting STRATEGY IMPLEMENTATION

THE LEVELS OF STRATEGIC PLANNING Corporate-level strategic planning Business-level strategic planning Strategic business unit (SUB) Functional-level strategic planning

THE LEVELS OF STRATEGIC PLANNING CORPORATE LEVEL Board of directors chief executive officer VP finance VP HR Other VPs BUSINESS LEVEL Product division A Product division B Other divisions FUNCTIONAL LEVEL HR manager Product manager Marketing manager Finance manager

CHAPTER 6

THE RECRUITMENT PROCESS HR Planning Alternatives to recruitment Recruitment Internal sources External sources Internal methods External methods Recruited individuals

ALTERNATIVES TO RECRUITMENT outsourcing contingent workers Employee leasing overtime

Recruitment databases/ Automated applicant tracking systems INNOVATIVE EXTERNAL METHODS OF RECRUITMENT Internal recruiting Recruitment databases/ Automated applicant tracking systems Virtual job fairs Sign-on bonuses

Employment agencies private & public CONVENTIONAL EXTERNAL METHODS OF RECRUITING Advertising Employment agencies private & public Recruiters Special events internships

CONVENTIONAL EXTERNAL METHODS OF RECRUITING (CONTINUED) executive search firms professional associations Employee referrals Unsolicited walk-in applicants

EXTERNAL SOURCES OF RECRUITMENT High schools & vocational schools community colleges colleges& universities competitors & other firms unemployed older individuals military personnel self-employed workers