Chapter 9 effective workforce actions Human Resource Management activities managers perform to plan for attract develop and retain an Human capital the economic or productive potential of employee knowledge experience and highly educated knowledgeable workers most in demand hard to find easy to lose Knowledge worker someone whose occupation is principally concerned with generating or interpreting information as opposed to manual labor Social Capital the economic or productive potential of strong trusting and cooperative relationships Planning the human resources needed understanding current employee needs job analysis determine by observation and analysis the basic element of a job interview job occupants about what they do observe workflow learn how results are accomplished job description summarizes what the holder of the job does and how and why he or she does it job specification describes the minimum qualifications a person must have to perform the job successfully predicting future employee needs the staffing the organization might needs the likely sources for staffing human resource inventory report listing your organization s employees by name education training languages and other important information Recruitment process of locating and attracting qualified applicants for jobs open in the organization internal recruiting making people already employed by the organization aware of job openings job posting placing info about job vacancies and qualifications on bulletin boards in newsletters and on the organization s intranet advantages greater effort loyalty morale cheaper fewer risks disadvantages restricts competition and limits fresh talent encourages employees to assume longevity creates a vacancy elsewhere advantages specialized knowledge experience fresh viewpoints disadvantages more expensive takes longer higher risk external recruiting attracting job applicants from outside the organization realistic job preview gives a candidate a picture of both positive and negative features of the job and the organization be he or she is hired Selection process screening of job applicants to hire the best candidate background information application forms resumes and reference checks interviewing employment tests unstructured involves asking probing questions to find out when the applicant is like structured asking each applicant the same questions and comparing their responses to a standardized set of answers situational interview focuses on hypothetical situations behavioral interview explores what applicants have actually done in the past ability ex telephone operators assembly line workers military performance job tryout assessment center management candidates participate in activities for a few days while being assessed by evaluators personality ex MBTI integrity tests honesty dependability trustworthiness reliability prosocial behavior reliability degree to which a test measures the same thing consistently validity the test measures what it purports to measure and free of bias Compensation Benefits wages salaries basic wage or salary paid employees in exchange for doing their jobs incentives induce employees to be more productive or to retain attract top performers commissions bonuses profit sharing plans stock options benefits aka fringe benefits additional nonmonetary forms of compensation health insurance disability protection retirement plans holidays off paid leave Orientation helping newcomer fit smoothly into the job and the organization Training refers to educating technical and operational employees in how to better do their current jobs should cover job routine organization s mission and operations organization s work rules and employee benefits 5 step training process assessment is training needed objectives what should training achieve selection which training methods should be used implementation how should training be effected evaluation is the training working types on the job off the job CAI computer assisted instruction computers are used to provide additional help or to reduce instructional time Development educating professionals and managers in the skills they need to do their jobs in the future Performance appraisal assessing an employee s performance and providing them with feedback objective results appraisals based on facts and are often numerical measure results harder to challenge legally subjective based on a manager s perceptions of an employee s traits or behaviors trait appraisal attitude initiative leadership behavioral BARS rates employees gradations in performance according to scales of specific behaviors who should make performances appraisals peers subordinate customers and clients self appraisals 360 degree assessment employees are appraised not only by their managerial superiors but also by peers subordinates and sometimes clients forced ranking all employees within a business unit are ranked against one another and grades are distributed along some sort of bell curve performance management set of processes and managerial behaviors defining monitoring measuring evaluating and providing consequences for performance expectations effective performance feedback formal appraisals conducted at specific times throughout the year and are based on performance measures that have been established in advance informal appraisals conducted on an unscheduled basis and consist of less rigorous indications of employee performance promotion concerned with fairness nondiscrimination others resentments transfer moving sideways disciplining demotion moving downward dismissal layoffs downsizings firings Legal requirements of HR 1 Labor relations National Labor Relations Board enforces procedures whereby employees may vote to have a union and for collective bargaining collective bargaining consists of negotiations between management and employees about disputes over compensation benefits working conditions and job security 2 Compensation Benefits Fair Labor Standards Act of 1983 minimum living stands for workers engaged in interstate commerce including provision of a federal minimum wage 3 Health Safety OSHA views 4 Equal Employment Opportunity enforce antidiscrimination and other employment related Workplace discrimination affirmative action sexual harassment bullying workplace discrimination people are hired or promoted or denied hiring or promotion for reasons not relevant to the job adverse impact an organization uses employment practice or procedure