-
target
- Violated ADA by performing pre-employment medical exam
- valid test: Predicts job performance Correlate with important elements of work behavior
-
Silicon Valley can do better for women
- Bias interrupters (systems that identify bias and intervene to mitigate it)
- Unitive: rank blind resumes
- more diverse teams has higher returns on equity
- need culture disruptors
-
Amazon
- bar raisers: Gained reputation for asking hard questions and identifying successful employees
- want employee to really fit culture, long term
-
Are Workplace Personality Tests Fair?
- Used to streamline hiring process
- EEOC don’t want to discriminate against people with mental disorders like bipolar; yet scoring in the red may suggest the employee may ignore customers
-
Spending on Corporate Training
- Supply chain of skill, Capability gaps
- Number one area of spending is management and leadership
- High performing companies spend more Technology is revolutionizing the market
-
Microsoft abandons stack ranking
- Stack ranking: grade employees against one another and rank them from one to five
- Calibration: to review one another employees’ performance
- Changes were based on feedback and interviews with employees
-
Accenture get rid of annual reviews
- Time and money didn’t achieve better performance
- How do I get the best value out of the time and money we are spending? Regularly support and position workers
- giving people flexibility and freedom
- self-promoting people
-
five step training process
- Analyze the training need
- Design the overall training program
- Develop the course
- Implement training (target group)
- Evaluate the course’s effectiveness
-
interview steps
- structured interview form (train interviewers, ask same qs)
- review background
- establish rapport
- ask q
- close interview
- use mechanical/stats to select
-
Realizing power of talented women
- Most important: senior commitment, focus on a few people processes, and measurement of data
- Winning companies will be those that learn to deploy the entire workforce productively
-
systematic approach to HR
- diagnose (environment)
- evaluate (HR practices)
- Design (recommendations)
- implement (persons responsible)
-
three situational analysis
- environment (political affect HR)
- organization (mission and strategy)
- job
-
diversity
Different perspectives, new opportunities, enhance performance, improves customer responses, adds to products, supported by US laws.
-
Civil right act of 1964
- Reduced discrimination on bases of race, color, religion, gender or national origin
- Disparate or adverse impact
-
bonafide occupational qualification
- a quality or an attribute that employers are allowed to consider when hiring
- qualities that in other contexts would constitute discrimination and thus in violation of civil rights employment law.
-
Civil Rights Act of 1991
- EEOC and courts has authority in handling disparate impact suits
- right of recovery and right to jury trial
-
Sexual harassment handling
- Inform employees of rules
- Establish procedures to detect and handle complaints
- Protection
- Fair system for discipline and punishment
-
Age discrimination in employment
- No discrimination in hiring, retention, compensation for those over 40
- bans mandatory retirement except for selected jobs
-
talent management
end to end process of planning, recruiting, developing, managing, and compensating employees throughout the organization
-
HR planning
- adequate human resources to achieve organization’s objectives what kind of workforce company have and show have?
- attuned to future
- people and goal oriented
-
Balanced scorecard for HR
- quantitative standards used to measure effectiveness of HR activities on employee behaviors and organizational outcomes
- emphasizes critical indicators (based on company’s strategy and competitive demands)
-
strategic management
- framework for long term planning and implementation in company
- kind of people, market, operation and logistics
- start by knowing mission
-
job analysis procedures
- duties and skills required
- kind of person who should be hired
- responsibilities of person holding it
-
uses of job analysis
- recruiting and selection
- performance appraisal
- job evaluation
- compensation
- training requirements
-
job analysis
- identify job
- how to use info
- review background info
- determine which positions to be analyzed
- best data collection method
- collect and analyze data
- write job description and specifications
- do job audit finalize
-
regression analysis
- use data indicators to figure out how many people you need
- develop equation over time
-
job description
basic function for satisfactory performance (activities, most people should go beyond)
-
job specifications
competency based, performance and compensation tied, qualifications
-
job analysis major updating
3-5 years
-
approaches to recruitment
- Develop recruiting culture
- Work closely with educational institutions
- Summer jobs and internships
- Develop own educational institution
- Develop good reputation as employer
-
Employer branding
- Captures essence of employer in a way that engages employees
- Represents core values, organizational approach to work
- uses unique methods to build brand
-
Steps in recruitment
- Analyze the environmental and organizational context
- Conduct job analysis
- Identify recruitment criteria
- Identify sources of recruits and methods for recruiting
- develop plan
- assess
-
counter-cyclical hiring
hire a lot when people aren't hiring
-
contingent emplyees
- hire from another company for a particular amount of time
- don't need to pay benefits
-
recruitment criteria
things you are not willing to train them on
-
big data
maintain employee databases, predict which employees will be most successful
-
what happens when you combine recruitment and selection
too many or too little people
-
selection
- Do job analysis
- Develop criteria
- Choose instruments to measure selection criteria (use multiple)
- Collect data about applicants
- Analyze data to identify preferred candidate
-
concurrent
does it correlate with other personality tests
-
instruments to measure selection criteria
Tests, resumes, interviews, references, honesty tests, drug screening, skills inventory
-
orientation
- Help employee acclimate to new working environment
- High quality engaging orientation
- Develop plan for them to learn their jobs
- Follow up after orientation
-
steps in training
- Conduct situational analysis
- Identify T&D needs
- Set objectives
- Determine training content
- Validate or pilot the training
- Implement and evaluate
-
design training
- trainee readiness
- training relevance
- reinforcement of desired behaviors consideration of individual differences
- different levels of learning are appropriate at different times and require different methods
-
levels of evaluation
overall (training measures, results) program level (reaction, learning, behaviors and results)
-
performance management
- Measuring and providing feedback about employee contributions to the organization
- help them develop
- Critical component of talent management
-
managerial issues of performance evaluation
- Purpose
- Evaluation vs. development
- Participants
- Timing
-
steps in performance appraisal
- Define the job
- Appraise the performance
- Provide feedback
- fit evaluation to the job
-
Graphic rating scale
- Easy and fast to design and complete
- Can measure outcomes or behaviors
- Prone to subjectivity
- Prone to central tendency
-
Behaviorally anchored rating scale
- Focuses on behavior
- States the expected behaviors
- Challenging to construct
- Easy to complete
- Hard to select single most applicable behavior
-
good on boarding
- technology when possible
- engaging employees
- giving you the job to do right away
-
Management by objectives
- Set SMART goals
- Develop plans for how and when objectives will be accomplished
- Decide on criteria for determining how they will be met
-
how is performance management linked to company strategy?
- gives info in performing and implementing strategies
- how well you implemented strategy based on employee competencies
-
rater bias
rate people differently based on age, gender, etc
-
multinationals and performance evaluation
adapt evaluation to culture and still be consistent
-
RC
- apply for awards
- service quality indicators
- humanistic HR (ladies and gentlemen)
- aligns with company culture (aligns with target market, and strategy)
- training (emphasize values, best trainers, CEO, gold standard reinforced at beginning, goal oriented)
-
SG Cowen
- went for top 10-25 schools
- interviewers responsible for interviewees brought to super saturday
- CEO speaks, long hours, multiple interviewers
- cultural fit, diff backgrd, job analysis, recruitment criteria
-
Sodexo
- diversity (education, networks with other companies, diversity officers held accountable and uniform standards)
- schedule of implementation, diversity ambassadors
- set actionable policies
- data collection (cost)
-
infosystem
- rotation of leadership
- high turnover means not good values reflected, not people valued, moral is not good, relationships are strained
- heavily driven by metrics
- campus connect
- sought not only smart, but also problem solvers
- individualized training program for employees
- educational facility
-
Vitality health
- less on system, more on implementation
- think about what's next (training, manager support, clear standards, timing, change culture)
- evaluation needs to align w/ job description
- move to 360 feedback
-
train performance management
- increase reliability of observations
- multi dimensions of work performance
- performance logs
- behavior rather than personalities
- consenus about how to improve
-
performance management problems
- too complicated process
- no impact on job performance
- legal challenges
- no connection with rewards
- rater errors
- rater bias
- unclear standards
- poor communication
-
strategic perspectives of performance management
- what kind of people organization has
- succession plan
- data from outside to help with HR decision making
- implementation (what mangers need to do to execute strategy, implement developmental programs)
-
management by objectives
- joint goal setting
- plans for how and when objectives will be accomplished
- criteria for determining how they will be met
-
T&D and manager's job
- provides orientation
- assess needs
- plans developmental strategies
- provides on the job training
- ensures transfer of training
-
HR and T&D
- orientation
- management development programs
- train
- evaluates
-
types of training and development
- orientation
- employee training (to do the skills they need to do on job)
- management development (impart knowledge, change attitudes, increase skills)
-
importance of T&D
- reduce cost
- increase strategic alignment
- improve performance
-
strategy driven training and development
- relate to overall strategic goals
- set criteria
- align learning with organization structure, culture
- use many channels
- share accountability
- learn by doing
- transferable back to job
- continuous process
-
selection instruments
- reference
- honesty
- skill inventory
- resumes
- interviews
- cognitive, personality tests
-
instruments for selection needs to be
- valid (predictive, content)
- reliable (test-retest)
- cost
- legal
- easy to administer
-
factors affecting interviews
- first impressions
- misunderstanding of the job
- pressure to hire
- nonverbal behavior
- personal characteristics
- interview behavior
-
what should recruitment do
- ensure retention
- lead to desired workforce
- attract qualified candidates
- cost efficiencies
- make sense of strategic plans
-
operational recruitment
- individual attempting to attract the organization and organization attempting to attract individual
- lead to conflicts
- should be realistic
-
realistic recruitment
- not trying to sell
- accurate and complete info about the job
- match individual needs, job requirements and organization's culture
- emphasis on job satisfaction
-
recruitment yield pyramid
ratio of recruitment to actual hired based on historical data
-
use of social media for recruiting
- make sure its right medium
- use current workforce to announce opening
- get info about experience, skills, lifestyle
-
how to measure recruitment effectiveness
-
two types of job analysis
- function: focuses on specific duties and responsibilities
- competency based (focuses on other characteristics to perform the job successfully)
-
how to collect data
- interview job holders
- observe people while they perform jobs
- interview experts
- job holders keep diary
- surveys
- critical incidents
- sample work from job
-
job analysis interview
- work with supervisor to identify best workers
- rapport
- structured
- list duties in order of importance
- review and verify data
-
what is important for strategic planning?
- mission
- environment (SWOT)
- strategic goals
- strategic plan (changes are needed?)
-
HR planning
- adequate HR to achieve organization objectives
- how business changes will likely affect HR
-
what does a balanced scorecard look like
- objective
- actions
- measures (turnover rate)
-
what are parts of organizational analysis
- mission and strategy
- resources
- culture
- structure
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