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Global Business Today, 5e


Staffing and Developing Diverse Workforce Learning Objectives Outline the human resource staffing process. Explain how human resource planning is connected to ... – PowerPoint PPT presentation

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Title: Global Business Today, 5e

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  • Staffing and Developing Diverse Workforce

Learning Objectives
  1. Outline the human resource staffing process.
  2. Explain how human resource planning is connected
    to corporate strategic planning.
  3. Describe the steps followed in human resource
  4. Discuss the importance of diversity in
    organizational settings.
  5. Explain the value of the employer brand in
  6. Identify ways to improve the validity of
    employment interviews.
  7. Describe several selection methods for hiring
  8. Outline training methods and what managers should
    do to maximize their effectiveness.

Human Resource Staffing Process
Organizational strategy and planning
Develop employees
Plan human resource needs
Recent job applicants
Select job applicants
Maintain a diverse workforce
Human Resource Planning Process
STEP 1 Conduct job analysis
Step 2 Estimate Future HR demand
Step 3 Document current HR supply
Step 4 Estimate future Internal HR supply
Step 5 Estimate future External HR supply
Step 1 Conduct Job Analysis
  • The systematic investigation and documentation of
    duties, tools, equipment, conditions, and
  • Results in a job description
  • Includes list of required competencies for the
    job (job specifications)
  • Allows managers to categorize work so HR planning
    can identify needs more specifically

Step 2 Estimate Human Resource Demand
  • Predict how many people with what competencies
    are required at some point in the future
  • It relies on organizational strategy, operational
    plans, and estimates of future demand for the
    organizations products or services

Step 3 Document Current HR Supply
  • Estimate how much staff will still be employed by
    the future dates
  • Examine the stock of employees and their
    credentials and competencies

Step 4 Estimate Future Internal HR Supply
  • It can occur on a macro level, micro level, or
    combination of both levels
  • Macro level Managers use estimates of past flows
    of people through and out of the organization
  • Micro level Managers predict and plan for
    replacement of specific individuals based on
    their knowledge of those people

  • If an organization wants to be effective, it
    should rely on the internal HR supply because it
    maintains the cultural values. Do you agree?

Step 5 Estimate Future External HR Supply
  • Employees quit, retire, and move into different
    jobs, so invariably managers depend on the
    external labor market for new recruits
  • Due to every companies dependence on external
    labor market, managers must anticipate and adjust
    their strategies accordingly

Top Ten Employers for New College Grads
  1. Disney
  2. Lockheed Martin
  3. Deloitte Touche
  4. Goldman Sachs
  5. Enterprise Rent-A-Car
  1. State Department
  2. Raytheon
  3. General Electric
  4. JP Morgan
  5. Abbott Labs

Source Business Week, September 18, 2006
Workforce Diversity
  • Diversity in the workforce is differences in the
    demographic, cultural, and personal
    characteristics of employees
  • Surface-level diversity observable demographic
    or physiological differences in people
  • Deep-level diversity differences in the
    psychological characteristics of employees,
    including personalities, beliefs, values, and

Importance of Diversity
  • Diversity makes good business sense
  • Companies with the highest representation of
    women in their top management teams experiences
    significantly better financial performance
  • Teams with some diversity make better decisions
    about complex problems
  • Diverse workforce is more likely to understand
    and respond to the needs of equally diverse

U.S. Equal Opportunity Laws
  • Equal Pay Act of 1963
  • Civil Rights Act of 1964
  • Age Discrimination in Employment Act of 1967
  • Americans with Disabilities Act of 1990
  • Rehabilitation Act of 1973
  • Civil Rights Act of 1991
  • Family/Medical Leave Act of 1993

  • Which of these laws prohibits employment
    discrimination based on race, color, religion,
    sex, or national origin?
  • Rehabilitation Act of 1973
  • Civil Rights Act of 1963
  • Americans with Disabilities Act of 1990
  • Family/Medical Leave Act of 1993

Myths of Recruiting
Myth 2 Companies should focus recruitment on
people with the highest credentials
  • Myth 1 Companies should attract as many job
    applicants as possible

Myth 3 Companies should appear as attractive as
possible during recruitment
Activities that Support an Employer Brand
  • Identify and develop positive differentiating
  • Raise the companys public profile
  • Use consistent messages in recruiting and
  • Earn third-party recognition

Attracting the Best
  • Dont fudge the sales pitch
  • Let them have a life
  • No time clocks, please
  • Give them responsibility
  • Feedback, and more feedback
  • Giving back matters

Source Business Week, September 18, 2006
Recruiting Channels
  • Internal
  • Job postings
  • Weekly company newspaper
  • Company intranet
  • External
  • Employee referrals
  • Advertising
  • Campus visits
  • Agencies
  • Online recruiting (e-recruiting)
  • Guerilla recruiting

  • The process of deciding which job applicants will
    make the most suitable employees
  • Runs along side the recruiting process
  • In order to know which selections methods to
    use, management needs to consider the
  • What constitutes a suitable candidate?
  • How well the selection method measures or
    predicts that suitability?

Popularity and Validity of Selection Methods
Selection Method Popularity Validity
Application forms, resumes, reference checks High Moderate
Work sample tests Moderate Moderately high
Unstructured employment interviews Very high Low to moderate
Patterned behavior description interview Moderate Moderately high
Ability tests Moderate Moderate
Personality tests Moderately low Low to moderate
Employers Hiring Mistakes
  • Do not pre-screen candidates
  • Fail to prepare the candidates
  • Fail to prepare the interviewers
  • Rely on the interview to evaluate the candidate
  • Do nothing but talk during an interview
  • Evaluate personality, not job skills and
  • Fail to differentiate the critical job skills
  • Develop a small candidate pool

Application Forms, Resumes, and Reference Checks
  • Usually the first information received
  • 25 to 50 of application forms contain false
  • Reference checks are used to minimize false
    information on application forms

Employee Orientation
  • The organizations systematic process of helping
    new employees make sense of and adapt to the work
  • Process of communicating work-related information
    beginning with recruiting continuing through the
    beginning of employment
  • Realistic job preview (RJP) giving job
    applicants a balance of positive and negative
    information about the job and work context

Training Methods
Training Method Training Method
Lectures, reading, discussions Job rotation
Audiovisual materials Simulations and role-playing
Computer-based training Action learning
Supporting the Training Process
  • Is the trainee ready to learn?
  • Managers need to determine if trainees
    have the prerequisite knowledge
  • Is the training practice well designed?
  • Important principle of learning active practice
    is usually more effective than passive learning
  • Is the trainees 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 skills

Trained Employees?
Source Business Week, July 31, 2006
HR How to Do Right
  • Say the right thing
  • Measure the right thing
  • Get rid of the social workers
  • Serve the business
  • Make value, not activity

Source Fast Company, August 2005