Bài giảng Principles of Management - Chapter 12 Staffing and Developing Diverse Workforce

Chapter 12Staffing and Developing Diverse WorkforceMcGraw-Hill/IrwinPrinciples of Management © 2008 The McGraw-Hill Companies, Inc., All Rights Reserved.Learning ObjectivesOutline the human resource staffing process.Explain how human resource planning is connected to corporate strategic planning.Describe the steps followed in human resource planning.Discuss the importance of diversity in organizational settings.Explain the value of the employer brand in recruitment.Identify ways to improve the validity of employment interviews.Describe several selection methods for hiring employees.Outline training methods and what managers should do to maximize their effectiveness.Human Resource Staffing ProcessOrganizational strategy and planningPlan human resource needsRecent job applicantsSelect job applicantsDevelop employeesMaintain a diverse workforceHuman Resource Planning ProcessSTEP 1Conduct job analysisStep 2Estimate Future HR demandStep 3Document current HR supplyStep 4 Estimate future Internal HR supply Step 5Estimate future External HR supplyStep 1: Conduct Job AnalysisThe systematic investigation and documentation of duties, tools, equipment, conditions, and competenciesResults in a job descriptionIncludes list of required competencies for the job (job specifications)Allows managers to categorize work so HR planning can identify needs more specificallyStep 2: Estimate Human Resource DemandPredict how many people with what competencies are required at some point in the futureIt relies on organizational strategy, operational plans, and estimates of future demand for the organization’s products or servicesStep 3: Document Current HR SupplyEstimate how much staff will still be employed by the future datesExamine the stock of employees and their credentials and competenciesStep 4: Estimate Future Internal HR SupplyIt can occur on a macro level, micro level, or combination of both levelsMacro level: Managers use estimates of past flows of people through and out of the organizationMicro level: Managers predict and plan for replacement of specific individuals based on their knowledge of those peopleQuestion If an organization wants to be effective, it should rely on the internal HR supply because it maintains the cultural values. Do you agree? Explain.Step 5: Estimate Future External HR SupplyEmployees quit, retire, and move into different jobs, so invariably managers depend on the external labor market for new recruitsDue to every companies dependence on external labor market, managers must anticipate and adjust their strategies accordinglyTop Ten Employers for New College GradsDisneyLockheed MartinDeloitte & ToucheGoldman SachsEnterprise Rent-A-CarState DepartmentRaytheonGeneral ElectricJP MorganAbbott LabsSource: Business Week, September 18, 2006Workforce DiversityDiversity in the workforce is differences in the demographic, cultural, and personal characteristics of employeesSurface-level diversity – observable demographic or physiological differences in peopleDeep-level diversity – differences in the psychological characteristics of employees, including personalities, beliefs, values, and attitudesImportance of DiversityDiversity makes good business senseCompanies with the highest representation of women in their top management teams experiences significantly better financial performanceTeams with some diversity make better decisions about complex problemsDiverse workforce is more likely to understand and respond to the needs of equally diverse customersU.S. Equal Opportunity LawsEqual Pay Act of 1963Civil Rights Act of 1964Age Discrimination in Employment Act of 1967Americans with Disabilities Act of 1990Rehabilitation Act of 1973Civil Rights Act of 1991Family/Medical Leave Act of 1993Question Which of these laws prohibits employment discrimination based on race, color, religion, sex, or national origin?Rehabilitation Act of 1973Civil Rights Act of 1963Americans with Disabilities Act of 1990Family/Medical Leave Act of 1993Myths of RecruitingMyth #3: Companies should appear as attractive as possible during recruitmentMyth #2: Companies should focus recruitment on people with the highest credentialsMyth #1: Companies should attract as many job applicants as possibleActivities that Support an Employer BrandIdentify and develop positive differentiating featuresRaise the company’s public profileUse consistent messages in recruiting and marketingEarn third-party recognitionAttracting the BestDon’t fudge the sales pitchLet them have a lifeNo time clocks, pleaseGive them responsibilityFeedback, and more feedbackGiving back mattersSource: Business Week, September 18, 2006Recruiting ChannelsInternalJob postingsWeekly company newspaperCompany intranetExternalEmployee referralsAdvertisingCampus visitsAgenciesOnline recruiting (e-recruiting)Guerilla recruitingSelectionThe process of deciding which job applicants will make the most suitable employeesRuns along side the recruiting processIn order to know which selections methods to use, management needs to consider the following:What constitutes a “suitable” candidate?How well the selection method measures or predicts that suitability?Popularity and Validity of Selection MethodsSelection MethodPopularityValidityApplication forms, resumes, reference checksHighModerateWork sample testsModerateModerately highUnstructured employment interviewsVery high Low to moderatePatterned behavior description interviewModerateModerately highAbility testsModerateModeratePersonality testsModerately lowLow to moderateEmployers’ Hiring MistakesDo not pre-screen candidatesFail to prepare the candidatesFail to prepare the interviewersRely on the interview to evaluate the candidateDo nothing but talk during an interviewEvaluate personality, not job skills and experienceFail to differentiate the critical job skillsDevelop a small candidate poolSource: humanresources.about.comApplication Forms, Resumes, and Reference ChecksUsually the first information received25% to 50% of application forms contain false informationReference checks are used to minimize false information on application formsEmployee OrientationThe organizations systematic process of helping new employees make sense of and adapt to the work contextProcess of communicating work-related information beginning with recruiting continuing through the beginning of employmentRealistic job preview (RJP) – giving job applicants a balance of positive and negative information about the job and work contextTraining MethodsTraining MethodLectures, reading, discussionsJob rotationAudiovisual materialsSimulations and role-playingComputer-based trainingAction learningCoaching/mentoringSupporting the Training ProcessIs the trainee ready to learn?Managers need to determine if trainees have the prerequisite knowledgeIs the training practice well designed?Important principle of learning – active practice is usually more effective than passive learningIs the trainee’s transfer of learning supported?Relapse prevention – teaching employees to anticipate and overcome obstacles in the workplace that might make it difficult to practice their new skillsTrained Employees?Source: Business Week, July 31, 2006HR: How to Do RightSay the right thingMeasure the right thingGet rid of the “social workers”Serve the businessMake value, not activitySource: Fast Company, August 2005