1. Human Resource Staffing and Performance Management MANA 4328 Dennis C. Veit dveit@uta.edu

2. Human Resource Management Planning - Strategic Management Compensation Total Compensation Employee Relations/Equal Employment Recruiting and Selection/Staffing Training and Development –Talent Management Performance Management Risk Management

3. HR Staffing (Talent Management)  Legal Compliance  Determining HR needs  Human resource Planning  Projecting staffing levels - Job Analysis  Developing Competency Based Job Descriptions  Managing competencies  Identifying and recruiting employees  Evaluating candidates  Selection tests  Interviewing  Managing retention

4. Performance Management  Performance management systems  Timing, forms, and outcomes  Managing for employee motivation  Goal setting  Pay for performance  Providing performance feedback

5. “Talent Management”  What is Talent Management?  Defined as the goal-oriented and integrated process of planning, recruiting, developing, managing, and compensation employees.  **Getting the right people in the right job, at the right time, doing their jobs correctly**

6. Staffing and Performance  Labor is the single most significant cost of doing business: payroll and replacement costs.  Business strategies require specific skills and behaviors to be successful.  Employees provide customer service, create value, and execute strategy.  HR practices can be crafted to support certain types of skills and encourage behaviors.  “How do we hire the right people?”

7. Staffing and “Talent Management” (Continued)  Business strategies require specific skills and behaviors to be successful.  Employees provide customer service, create value, and execute strategy.  HR practices can be crafted to support certain types of skills and encourage behaviors.  “How do we ensure we are hiring the right people?”  Using Updated Job Descriptions – Competency based  What is our Staffing Objective:

8. Staffing and “Talent Management” (Continued)  What is our Staffing Objective:  To find more productive ways to do work through!

9. Staffing and “Talent Management” (Continued)  What is our Staffing Objective:  To find more productive ways to do work!  Increased productivity

10. Staffing and “Talent Management” (Continued)  What is our Staffing Objective:  To find more productive ways to do work!  Increased productivity  Flexible workforce

11. Staffing and “Talent Management” (Continued)  What is our Staffing Objective:  To find more productive ways to do work!  Increased productivity  Flexible workforce  Multi-skilled workforce

12. Staffing and “Talent Management” (Continued)  What is our Staffing Objective:  To find more productive ways to do work!  Increased productivity  Flexible workforce  Multi-skilled workforce  Multi-skilled job descriptions

13. “How do we hire the right people?” Traditionally staffing has focused on the match between an applicants skills and experience and the job requirements. Match Person KSA’s Motivation (Competencies) Job Requirements Rewards

14. Person/Job Match Match Impact Person KSA’s Motivation Job Requirements Rewards HR Outcomes Performance Extra Effort Retention Satisfaction Commitment

15. Person/ Organization Match Match Impact Person KSA’s Motivation ATTITUDE Job Requirements Rewards Organization Task Flexibility Values/Culture Career Progression HR Outcomes Performance Extra Effort Retention Satisfaction Commitment

16. Job Descriptions  Identifying Information Job Title Exempt or Non-exempt Full-time or Part-time Gender neutral  Summary Brief description Place in org. structure

17. Job Descriptions  Duties and Responsibilities What does the person do? How do those tasks get done? Under what conditions? Using what materials?  Requirements and Qualifications KSA’s Certifications or degrees Appropriate for the job  A good job description can?

18. Job Descriptions  A good job description can? Serve as the basis for developing structured selection tools that will help you identify the best candidates!

19. Job Descriptions  A good job description can? Serve as the basis for developing structured selection tools that will help you identify the best candidates! Serve as the basis for a performance evaluation system.

20. Job Descriptions  A good job description can? Serve as the basis for developing structured selection tools that will help you identify the best candidates! Serve as the basis for a performance evaluation system. Serve as the basis for providing a starting salary.

21. Job Descriptions  A good job description can? Serve as the basis for developing structured selection tools that will help you identify the best candidates! Serve as the basis for a performance evaluation system. Serve as the basis for providing a starting salary. Serve as a reality check!

22. Job Descriptions  A good job description can? Serve as the basis for developing structured selection tools that will help you identify the best candidates! Serve as the basis for a performance evaluation system. Serve as the basis for providing a starting salary. Serves as a “reality check”! Accurately reflects the work that employees will be expected to perform.

23. Problems with Job Descriptions???  Idea of “qualified” Candidate - Who’s idea? Same context: Singularly focused Job Description What does the person do?

24. Problems with Job Descriptions???  Idea of “qualified” Candidate - Who’s idea? Same context: Singularly focused Job Description What does the person do? How do those tasks get done?

25. Problems with Job Descriptions???  Idea of “qualified” Candidate - Who’s idea? Same context: Singularly focused Job Description What does the person do? How do those tasks get done? Under what conditions?

26. Problems with Job Descriptions???  Idea of “qualified” Candidate - Who’s idea? Same context: Singularly focused Job Description What does the person do? How do those tasks get done? Under what conditions? Using what materials?

27. Problems with Job Descriptions???  Idea of “qualified” Candidate - Who’s idea? Same context: Singularly focused Job Description  Requirements and Qualifications KSA’s

28. Problems with Job Descriptions???  Idea of “qualified” Candidate - Who’s idea? Same context: Singularly focused Job Description  Requirements and Qualifications KSA’s Certifications or degrees

29. Problems with Job Descriptions???  Idea of “qualified” Candidate - Who’s idea? Same context: Singularly focused Job Description  Requirements and Qualifications KSA’s Certifications or degrees Appropriate for the job

30. Uses of Job Descriptions  Explains what the job is expected to do What does the job require? How do you determine pay of the job? Ensure your JD is accurate to attract candidates?  How to make an accurate job description Use Manager Use Employee(s) Check against the market

31. Uses of Job Analysis  Job Analysis is the systematic process of determining the skills, duties, and knowledge required for performing the job in any company

32. Uses of Job Analysis  Job Analysis is the systematic process of determining the skills, duties, and knowledge required for performing the job in any company  It impacts virtually every aspect of HRM, including Planning, recruitment, and selection.

33. Competency Models  “Core Competencies” for sustainable competitive advantage.  More general descriptions that cut across many categories of jobs.  Integrated with selection, training, and performance management. Competencies  Behavioral indicators  Validation

34. Anheuser-Busch Competencies 1. Task force (HR staff and facilitator) identified key business imperatives. HR Staff and consultants Company strategy and business objectives Mission and values 2. Focus groups of managers reviewed competencies Narrowed and prioritized list Confirm or edit 4-5 specific employee behaviors for each competency

35. Anheuser-Busch Competencies 3. Questionnaires sent to supervisors who were asked to rate the frequency that each behavior was exhibited by: Top performers – “role models” Satisfactory or competent employees Employees who need improvement 4. Completed competencies integrated with selection and performance management system.

36. I. Achieving Competitiveness Customer Focus: Aggressively monitors and anticipates customer requirements and responds to them in an appropriate manner. Business Focus: Strategically monitors business performance and environment to enhance competitive position. Innovation and Change: Actively seeks out new ideas and displays creativity in adapting to changing conditions. Results Orientation: Demonstrates the drive and persistence to meet and exceed job goals for self or other. Analysis and Planning: Uses critical thinking to solve problems and develop effective work plans. Systems Thinking: Improves and integrates business process to meet organizational strategic goals. Technical / Functional Expertise: Demonstrates, enhances, and shares job-related knowledge and skills.

37. II. Succeeding Through People Valuing people: Demonstrates respect for others regardless of personal background. Commitment to Development: Develop own and others’ capabilities to better meet organizational needs. Professionalism: Demonstrates candor, composure, and commitment to obligations in work relationships. Empowerment: Delegates or accepts responsibility to expand own capabilities to take appropriate risks and make decisions. Influence: Uses appropriate methods to motivate others. Team orientation: Accepts the team approach and takes necessary action to support its processes and goals.

38. “Team Orientation” Behaviors Individual Contributor  Recognizes that own success is linked to team success.  Supports team roles, norms and decisions.  Speaks up when the team is headed in wrong direction.  Keeps others informed of decisions and information that may affect them. Manager  Creates and monitors teams to meet business objectives.  Sets clear expectations for teams.  Works to build commitment towards common goals.  Provides resources  Recognizes team for accomplishments.  Measures own success by team’s success.

39.  Why use competency models?  Why avoid competency models?

40. Southwest Airlines

41. Recruiters speak in the same near-spiritual terms. What's he looking for in a candidate? "An attitude -- a genuineness -- a sense of what it takes to be one of us." “It takes a special individual to become a Customer Service Agent, and we look for folks who are eager, who are “quick on their feet” with “outside the box” thinking and who have caring, friendly natures. Because we operate almost around the clock (including holidays), Customer Service Agents work unusual hours and are on their feet eight hours a day. Yet, almost all of these Employees will tell you how much they LUV their jobs.” Colleen Barrett

43. Wanted: Customer Service Agent 1.Submit a resume. 2.Attend a Group Information/Screening Session. 3.Attend a one-on-one interview & complete an application. 4.Background check. 5.Drug screening. 6.Job offer - Start date determined - Training scheduled.

44. "Coat of Arms" Applicants fill out and read aloud a questionnaire in which applicants complete statements such as: One time my sense of humor helped me was….. A time I reached my peak performance was……. My personal motto is……

45. “Fallout Shelter” Applicants are told to imagine they are a committee charged with rebuilding civilization after a just-declared nuclear war. They're given a list of 15 people from different occupations: nurse, teacher, all- sport athlete, biochemist, pop singer. They have 10 minutes to make a unanimous decision about which 7 can remain in the only available fallout shelter.

46. “Fallout Shelter” The answers don’t matter.... The test is about the interaction... As the candidates debate, evaluators watch from across the room and grade each person on a scale from "passive" to "active" to "leader."

47. Southwest’s reputation for service and “Fun Place to Work” More than 34,000 total Employees Southwest received 212,357 resumes and hired 908 new Employees in 2010 Hires about.5% of applicants – that is they hire 4.4 per 1000 applicants. Support Business Strategy

48. Become a SWA Customer Service Agent? All SWA Employees and their family members have FREE UNLIMITED travel anywhere Southwest Airlines flies! As a SWA Employee you will receive Profit Sharing... and Southwest Airlines has had 31 consecutive years of profit! FABULOUS Medical, Dental and Vision plans for all Employees! Dollar for dollar match in 401K - up to 7.3%! Casual uniform environment, which means you can wear tennis shoes! The Southwest Airlines University offers Career Development classes! Chili Cookoffs, Holiday Celebrations, Deck Parties, Golf Tournaments and more for all SWA Employees and their family members.

49. Entry Level Jobs at SWA Customer Service Agents First Year$9.00/hr Second Year$10.00/hr Flight Attendants 1st 6 Months $14.67/Trip* 2nd 6 Months$14.90/Trip* 2nd Year$17.34/Trip* *one trip = 243 miles

50. Results 31 consecutive profitable years. Southwest has ranked number one in fewest Customer complaints for the last 13 consecutive years as published in the DoT’s Air Travel Consumer Report. Among all industries in 2003, FORTUNE has listed Southwest Airlines as number two among America’s Top Ten most admired corporations. According to the April 2003 issue of FORTUNE, Southwest is an employer of choice among college students.