1. Human Resources Management Workshop
Vietnam National University
April 20-21, 2015

2. Objectives    Job analysis and job description
Increase knowledge about Human Resources (HR) practices in Canada and internationally with a focus on:
Identify HR Practices that could be adapted at VNU
Job analysis and job description 
Recruitment and selection 
Performance assessment 

3. Drivers of change in HR Practices in Canada
Competitiveness…. Flatter organizations, efficient processes, a flexible and motivated workforce
Limits on state budgets:… Largest investments are in salaries and benefits.
Performance of people is critical to survival
Changing demographics… Aging workforce, women in the workplace, a new generation of talent with high expectations of career growth, level of autonomy and initiative, opportunities to learn, and voice in decision making.
Competition for talent... HR practices that can attract and retain the best talent that also has IT, English language skills and ability to learn.

4. HR practices in different & evolving contexts
Dimensions
State management
Personnel Management
Human Resources
Employment status
Lifetime employment
“Permanent” and fixed term contracts
Fixed term contracts +
Sessional/casual
Recruitment and staffing
State institutions
Internal:
Centralization in
HR departments
Strategic HR
Decentralization to line managers
Compensation linked to…
Government wage scales
Institutional performance
Individual performance
Training & Development
Controlled access to courses
Ongoing plan: linked to job requirements

5. An integrated model of HR Management

6. Key HR management tools
Job Descriptions
Key HR management tools

7. WHY good job descriptions are important
They help each employee understand their duties and responsibilities
They are the foundation of most HR management activities:
Recruitment and selection
Orientation and training
Supervision
Compensation
Performance Management

8. Steps to develop Job Descriptions
Job Analysis
Job Design
Obtaining approval for the job, classification and compensation levels
Writing the job description

9. Job Analysis – Systematic collection of information to understand & describe a job
Functions of the position and role in the university
Major responsibilities including percentage of time devoted to each group of tasks
Level of freedom to take action and make decisions with or without supervision, and how results of the work impact the department or university as a whole
Knowledge, skills an abilities essential to successful performance in the job
Minimum required qualifications

10. Job Analysis Methods Interviewing employees or managers
Standard Job Analysis Questionnaires (1)
Observation
Activity logs
A combination

11. Job Design
Combining responsibilities and duties into jobs that enhance:
Organizational effectiveness and efficiency
Employee satisfaction
Skills variety
Responsibility for tasks from beginning to end
Importance of tasks to the organization and/or others
Autonomy – amount of freedom to act

12. Writing Job descriptions
 Establish the main tasks and functions that need to be done, in order of importance.
 Group the tasks into meaningful and challenging clusters.
 Describe expectations of staff in the position (link to the University mission, goals, programs & values)
 Identify the knowledge, experience, skills and other characteristics required
 Identify any special working conditions or physical requirements.

13. Good practices
 For consistency, develop job description guidelines and templates for categories of staff and post on the University’s website.
 Involve/support the supervisor and the incumbent of a position that already exists and/or when changing the job description.
 Validate the job description with them to ensure shared understanding and agreement.

14. Good practices  Avoid general statements of tasks or duties
 Use descriptive language, action verbs
 Get inspiration from international standard sample job descriptions for university positions, on the internet
 Establish a committee/Board to review and approve job descriptions and classification levels prior to recruiting

15. Small group work
What aspects (if any) of international HR practices do you find most relevant and of interest for VNU?
What challenges or barriers would there be to adopt and adapt some of these HR practices?
Name up to three steps or actions that could be taken to improve HR practice in Job analysis and descriptions.

16. Attracting the best candidatesv
Attracting the best candidates

17. HR practices to attract the best talent in a competitive environment
Developing a plan to recruit efficiently, including:
The timeframe to fill the position
The size of candidate pool that will be needed (limited or wide)
More appropriate recruitment strategies for the position
Communications processes to inform and contact organizations and networks

18. Recruitment strategies
Use a mix of recruitment strategies:
Internal recruitment: promotions and lateral moves
Employee referrals from their networks
Print advertisements
Internet recruiting and job postings
Recruitment agencies/Executive search firms

19. Effective Job Postings
Are advertisements to attract the best talent to a position.
Paint an attractive yet realistic picture of your organization and position
Are effective when they offer what candidates care about and value
Peak potential candidates’ interest in the role
Encourage candidates to assess whether they have the required qualifications and are the right fit for the position

20. Writing the Three sections: see Template in HR Tools kit 4
A description of your organization, why it is a good place to work and opportunities for development and career progression
Information about the role and minimum qualifications
Information about the application process

21. Good practices
Use plain language rather than sector-specific or HR jargon
Comply with applicable legislation and policy requirements e.g. non discrimination or affirmative action
Advise that only candidates selected for the interview will be contacted
Periodically search for and collect really inspiring Job postings on line, in newspapers, etc.

22. Small group work
What HR practices have proven to be particularly effective to recruit good talent at VNU?
What aspects (if any) of international HR practices do you find most relevant and of interest for VNU?
Name up to three steps or actions that could be taken to improve recruitment practices at VNU

23. Identifying the best person for the job
Selection
Identifying the best person for the job

24. Small group work
What processes and practices are used for selecting candidates for positions at VNU? Who is involved?
What works well i.e. leads to selecting the best candidates for the job?
What issues or challenges need to be addressed to ensure the selection process results in hiring the best candidate for the job?

25. Steps in the selection process in Canadian educational institutions
Plan the process
Review resumes and application forms – eliminate those that do not meet minimum requirements
Short-list candidates to be interviewed
Identify selection techniques to be used: interviews, tests, exercises, presentations, etc.
Develop a schedule and send out invitations

26. Steps in the selection process (cont.)
2. Establish and work with a selection panel
Composition – internal and external
Clarify their roles
Share all relevant information: job description, resumes, selection criteria
Prepare for interviews: folders with information, clarify which panel member will ask each question, etc.

27. Steps in the selection process (cont.)
3. Prepare for the interview
Interview questions to assess candidates against the key requirements of the position – see Sample Interview Questions in HR Tools Kit 5
Candidate Rating Form: criteria for selection, relative weight of each, and a space for comments – see Sample rating form in HT Tools kit 6
Arrangements for tests, presentations, etc.

28. Steps in the selection process (cont)
4. Conduct the interview
An appropriate environment and no interruptions
A professional conversation, same format and same length
Use interview rating guide to evaluate answers by each person
Conclude by thanking the candidate, explain next steps and ask permission to contact references.

29. Steps in the selection process
5. After each interview
Each panel member shares his/her assessment of the candidate
Where there are wide variations, facilitate an exchange to explore reasons for ratings
6. After all interviews are completed
Meet with the panel to review ratings of all candidates and determine the preferred candidate(s) – using the Matrix
Check references of candidates – see Sample Questions

30. Final steps in the selection process
7. Make the decision, review and document it
8. Make the offer
9. Confirm the acceptance in writing and prepare a contract

31. Small Group work
What aspects (if any) of international HR Section practices do you find most relevant and of interest for VNU?
Name up to three steps or actions that could be taken to improve selection practices at VNU
What questions do you still have about HR practices to attract and select the best talent at VNU?

32. Performance Management Encouraging and improving staff performance

33. Performance Management in Canadian educational institutions
Performance management is more than the annual performance evaluation.
It is a continuous process of planning, monitoring and reviewing employee performance.
Its fundamental goal is to promote and improve employee effectiveness
It is part of the culture and expectations of senior management in educational institutions.

34. The Performance Management Cycle

35. Phase 1 - Planning
This is a collaborative effort that involves managers and employees during which they:
Review the job description – and link with organizational goals
Identify 3-5 key measurable and realistic performance objectives for the year.
Identify training objectives to help employees grow skills, knowledge and competencies related to their work
Identify career objectives and plan

36. Phase 2 - Monitor The manager and employee meet regularly to:
Assess and share feedback on progress towards meeting performance objectives
Identify barriers and means to overcome them
Identify any changes required to the work plan.
Determine if any extra support is needed for employees to achieve results.

37. HR skills that supervisors need to develop to monitor performance
Employee coaching
Preparing for the performance review meetings
Listening
Providing constructive feedback – both positive and negative
Action planning
Handling difficult situations

38. Phase 3 Annual Performance Review
A responsibility decentralized to managers.
Managers review, summarize and highlight the employee’s performance.
Includes both employee self-assessment, and supervisor/manager assessment. May also include peer review.

39. Role of HR departments
Develop policy, procedures and forms for performance reviews – including rating scales
Train manager to manage employee performance
Review performance appraisals with senior management, including recommendations for training and increases in salary based on performance

40. Small group work
What aspects (if any) of international HR Performance management practices do you find most relevant and of interest for VNU?
What barriers and challenges do you face to adopt and/or adapt these HR practices in your university?
What actions, if any, could be taken to move towards adaptation of international performance management practices at VNU?

41. Summary and Evaluation
HR Workshop, VNU April 21

42. Individually and in small groups
What are the most important takeaways for you from this workshop? For example, new insights, knowledge, HR tools…
What actions or next steps would you recommend for VNU to move towards international benchmarks in HR management practices?

43. One last thought… “People will forget what you said,
They will forget what you did,
But they will never forget
how you made them feel”