1. Staffing

2. HR Staffing  Determining HR needs - Projecting staffing levels - Job analyses - Managing competencies  Identifying and recruiting employees  Evaluating candidates - Selection tests - Interviewing  Managing retention

3. Job Analysis Systematic process for collecting information on the work-related aspects of a job. 1. Work activities – what the worker does, how and why these activities are conducted. 2. Tools and equipment used in performing work activities. 3. Context of the work environment, such as work schedule or working conditions. 4. Requirements for performing the job – KSA’s.

4. Job Analysis Applications  HR Planning  Recruitment: job descriptions and want ads  Selection: job requirements and qualifications  Pricing jobs  Training and Development  Performance Management

5. Types of “Job” Analysis  Job analysis - Task statements - KSA’s  Competency analysis - Competencies - Matrix / Models  Compensation analysis - “Compensable” factors - Hay Process

6. Job Analysis Methods 1. Gather job information  Job documents  Interviews: Critical Incident Technique  Questionnaires: - Task Inventory Analysis (customized) - Position Analysis Questionnaire (off-the-shelf)  Observation: Motion studies  Diaries: Time studies 2. Analyze job information  Create task statements  Create KSA’s or job qualifications 3. Validate job information

7. KSA’s Defined  Knowledge: A body of information (typically of a factual or procedural nature) that required for successful completion of a task.  Skill: An individual’s level of competency or proficiency in performing a specific task. Usually be expressed in numerical terms.  Ability: A more general, enduring trait or capability an individual possesses when he or she first performs a task.

8. 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

9. 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

10. 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.

11. 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.

12. 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.

13. “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.

14.  Why use competency models?  Why avoid competency models?

15. Recruiting

16. Selection: Job Offers Recruitment: Pool of qualified and interested applicants HR Planning: Number of jobs to be filled Job Analysis: Job Descriptions and Minimum KSA’s Process Inputs and Outputs

17. Internal Recruiting  Identifying and attracting applicants from among individuals already holding jobs.  Why recruit internally?  Why NOT recruit internally  Open vs. Closed recruiting - When should you post a job? - When should you NOT post a job?

18. Open vs. Closed Systems  Closed system - Cheaper and less time consuming - Better for targeted searches - Should be used if open postings aren’t really open  Open system - Identify more potential candidates - Less likely to overlook “hidden talent” - Enhances perceptions of fairness

19. External Recruiting  When and How Extensively to Recruit - When do recruiting efforts need to begin? - How large of an applicant pool is needed? - Whenever possible use data from past recruiting efforts  Yield Ratios - Offer information on how many applicants are eliminated (or remain) at each step in the recruitment process so that the proper or necessary size of the applicant pool can be determined.

20. 100501043 Yield Ratios The ratio of applicant inputs to outputs at various points in the recruitment process. Total Applicants Qualified Applicants Invited to Interview Job Offers New Hires Overall Yield: YIELD 50% / 2.0 20% / 5.0 40% / 2.5 75% / 1.33 3% / 33.3

21. External Recruiting Sources  Walk-insBroad  Internet  Print advertisements  Colleges & Universities  Job Fairs  Employment agencies  Temporary agencies  Referrals from current employees  Former employees  HeadhuntersNarrow

22. Deciding on a Source  Quantity of applicants - Large headcount vs. single jobs  Quality of applicants - Specialized skills vs. general skills  Types of people that the media reaches  Location and Relocation  Budget  Diversity

23. Choosing A Message  Amount of contingent pay  Team vs. individual work and appraisals  Promotion opportunities - “Promotes from within” consideration for MBA’s - Retailing jobs – Wal Mart, Home Depot, Target  Details about the company - “Fun place to work” - Environmentally friendly

24. What is Most Important For You?  Interesting work  Wage / Salary  Incentive Pay  Benefits  Growth / Development Opportunities  Job Security  Location

25. “An Army of One”  The new slogan drew sharp criticism from some veterans and analysts who said it emphasized individualism over collective action. - MTV and Comedy Central - Army dragster and NASCAR "I keep telling the old guys like me who are a little concerned about the nontraditional message that we're not recruiting you. Go ask your grandson or granddaughter what turns them on, and that's where you're going to find the Army.” Army Recruiter Teens surveyed said they didn't feel that the Army was "made up of people." They thought joining the Army meant disappearing as a small cog in a large machine.

26. Choosing A Message  Amount, specificity and accuracy of information - “Unlimited growth potential” - Amount of travel required - Nature of the work  Salary included? Benefits described?  Selling the job vs. Realistic job preview - Self-selection - Higher commitment and less turnover

27. Realistic Job Preview Is the Army Stretched Too Thin? Time Aug. 24, 2003 “Peacekeeping is not what the U.S. troops were trained to do. Soldiers whose combat edge has been honed inside an M-1 tank are not well equipped to provide a war's victims with food and water.” "The worst thing you can do, in terms of retention, is to have square pegs stuck in round holes," says David Chu, the Pentagon's personnel chief. "The guy or gal who doesn't get to do what he or she signed up to do is the most dissatisfied soldier."

28. Assessing Recruiting Effectiveness  Cost per hire  Time to hire  Tenure of employees recruited  Job performance of employees recruited  Yield ratios - Applicants per source - Candidates per applicant - Offers per candidate - Acceptance per offer - New hire per acceptance  Measuring effectiveness of advertisements by coding responses.

29. Opportunistic Hiring  Companies need to hunt for talent continuously to capture people when they are ready to make a move. - Identify ideal candidates and court that person. - Hire them for a specific position even if the slot is not currently open. - While they are waiting for that position they can be doing special projects and getting to know the organization.  GE brings in 100 people a year  Within 18 months they are hired from the “bullpen” into line jobs within the different divisions.