2. Staffing and Training Skills
CHAPTER 10
Staffing and Training Skills

3. Human Resource Planning
HR Planning involves applying the basic planning process to the human resource needs of the organization

4. Human Resource Planning
Job analysis
Determines the skills, personality characteristics, educational background,and training that are necessary to perform a job
Results in
Job description
Job specification

5. Human Resource Planning
Skills inventory
Consolidates information about the organization's current human resources
Seven broad categories of information that may be included in a skills inventory:
Personal data history
Skills
Special qualifications
Salary and job history
Company data
Capacity of individual
Special preferences of individual

6. Human Resource Planning
Forecasting 
All levels of management should be involved in the process
Answers the question, “Where do we want to go?”
Answers the question, “Where do we want to go?”  
Transition
The organization determines how it can obtain the quantity and quality of human resources it needs to meet its objectives
Results in a statement of what the organization’s human resource needs are in light of its plans and objectives

7. Staffing from Internal and External Sources
Advantages
Internal
Morale of promotee
Better assessment of abilities
Lower cost for some jobs
Motivator for good performance
Causes a succession of promotions
Have to hire only at entry level
Disadvantages
Internal
Inbreeding
Possible morale problems of those not promoted
Political infighting for promotions
Need strong management-development program

8. Staffing from Internal and External Sources
Advantages
External
New blood bringing new perspectives
Cheaper and faster than training professionals
No group of political supporters in organization already
May bring industry insights
Disadvantages
External
May not select someone who will fit the job or organization
May cause morale problems for internal candidates not selected
Longer adjustment or orientation time

9. Recruitment A. Job posting and bidding
1. Posting places notices of available jobs in central locations, giving job title, rate of pay, and qualifications
2. Bidding requires employees to bid on seniority, job skills, or other qualifications
B. Advertising
1. Ads placed in ‘help wanted’
2. Applicants are screened by human resources department

10. Recruitment C. Employment agencies D. Internship and co-op programs
1. State employment agencies have lists of people receiving unemployment compensation
2. Private employment agencies charge a fee and are used in hiring skilled personnel
3. Temporary agencies can meet seasonal demands or allow a company to preview the work of an employee before offering a permanent position
D. Internship and co-op programs
1. Co-op programs allow a local college student to alternate terms of work and school
2. Internships normally involve work for a student during the summer
E. Employee referrals
1. Generally informal and by word of mouth
2. May lead to formation of ‘cliques’ if friends and relatives are hired

11. Selecting Personnel Who makes the selection decision?
1. Human resources does the initial screening
2. Immediate supervisor usually makes the final decision subject to management approval

12. Selecting Personnel The selection process
1. Screening from the employment application
a. Screened by the HR department to eliminate unqualified people
b. Should be designed not to discriminate against certain groups
2. Interview by HR department
a. Eliminate additional unsuitable and unqualified applicants
b. Used to explain the job and its requirements to the applicant

13. Selecting Personnel 3. Employment tests
a. The law requires a proven relationship between scoring high on the test and performing better on the job
b. Some types of tests are aptitude, psychomotor, job knowledge, proficiency, interest, and psychological
c. Polygraph tests and drug testing are controversial and should be used only with clear guidelines and appropriate restrictions
4. Background and reference checks
a. Personal and academic references are generally of limited value because applicants usually only list people who will give a positive recommendation
b. Previous employers might give objective information, but they might limit it to employment dates and job title
c. Applicants rejected because of an outside report must be given the name and address of the reporting organization

14. Selecting Personnel 5. Job interview by the supervisor
a. In a structured interview, the supervisor knows in advance what questions are going to be asked, asks the questions, and records the answers
b. An unstructured interview requires more participation by the interviewee
c. Supervisors should be careful about their own personal biases in evaluating the applicant
d. The supervisor should review the previous steps, plan for the interview, try to put the applicant at ease, and take notes
e. Employment interviewing is subject to legal considerations

15. Selecting Personnel 6. Selection decision by the supervisor
a. In some cases, none of the applicants may be satisfactory
b. In most cases, the decision to hire is subject to approval by your supervisor
7. Medical examination
a. Takes place only after a conditional offer of employment
b. May be used to determine eligibility for group insurance and whether the person is physically capable of doing the job
c. Is usually handled by the HR department

16. Orienting the New Employee
Orientation introduces the new employee to the organization and the job
Specific and detailed information should be covered in the orientation program
Good, well-planned orientation programs reduce job learning time, improve attendance, and lead to better performance
The supervisor should have a checklist of items to be covered in the orientation and provide an opportunity for questions

17. Training Employees
Training involves the acquisition of skills, concepts, rules, or attitudes by employees in order to increase their performance
In on-the-job training (OJT) the employee is shown how a job is done and then actually does it under the trainer’s supervision
Figure 10-8 outlines an OJT system called job-instruction-training
In job rotation or cross training, an employee learns several jobs and performs each for a specific length of time
Problems with training the supervisors should look for:
Employees need feedback about their progress in doing the job right
They need time to practice
People learn at different rates. A slow learner will not necessarily be a poor performer
Other training techniques include: vestibule, apprenticeship, and classroom training, and programmed (computer assisted) instruction

18. Steps in Training Employees in Job Skills
Get the trainee ready to learn
Break down the work into components and identify the key points
Demonstrate the proper way the work is to be done
Let the trainee perform the work
Put trainees on their own gradually