1. Selection
1.1. The Process of Allowing Who To Join The Organization.
1.1.1. Starts with Candidates Identified Through Recruitment and Ends With Putting Them in Their Jobs.
1.1.2. Identifing Job-Fit and Organization-Fit
1.1.2.1. Organization-Fit Compatability between people and organizations that occurs while sharing similar fundemental characteristics.
1.2. Benefits
1.2.1. - Identifying top talent efficiently. -Predicting Job Performance. - Enhancing Cultural Fit. - Reducing Uncoscious Bias. -Supporting Data-Driven Decisions - Improving Hiring Efficiency. - Enhancing Experience.
1.3. Steps
1.3.1. 1- Application Form
1.3.1.1. Quickly Collect Verifiabke and Fairly Accurate Historical Data
1.3.1.1.1. - Contact Information. - Work Experience. - Education. - Technical Experience. - Memberships.
1.3.2. 2- Employment Tests
1.3.2.1. '3- Personality Tests
1.3.2.1.1. Big 5 Personality Characteristics
1.3.2.1.2. DISC Personality Model
1.3.2.1.3. Holland's Six Personality Types Personality-Job Fit Person-Job Fit
1.3.2.2. 1- Physical Ability
1.3.2.2.1. Motor Abilities
1.3.2.3. 2- Cognitive Ability
1.3.2.3.1. Intelligence Test
1.3.2.4. 4- Work Sample Tests
1.3.2.4.1. Require Examinee to Perform Tasks Simliar to the Job
1.3.3. 3- Interviews
1.3.3.1. Procedure Designed to Obtain Information From a Person Through Oral Response to Oral Inquires
1.3.3.1.1. Selection Interviews
1.3.3.1.2. Interview Errors
1.3.3.1.3. Interview Reliability
1.3.3.1.4. Conducting Effective Interview
1.3.4. 4- Background Investigation
1.3.4.1. - Call Current or Former Employer or Supervisors by Phone. - Verifing that Information on The Apllication Form is Correct and Accurate. - External Investigations like: Police Records Social Media
1.3.5. 5- Medical and Physical Examination
1.3.6. 6- The Realistic Job Preview (RJP)
1.3.6.1. Like Training Period
2. Training
2.1. Giving New or Current Employees The Skills Needed to Perform Their Jobs.
2.2. Training and Perfomance - Performance Management
2.2.1. Taking and Integerated Goal-Oriented Approach to Assigning Training, Assessing and Rewarding Employees' Performance.
2.3. Employee Orientation
2.3.1. Helping new employees knowing the organization and their jobs
2.3.1.1. Content
2.3.1.1.1. Socialization
2.3.1.1.2. Organization
2.3.1.1.3. Job
2.3.1.1.4. Socialization
2.3.1.2. Process
2.3.1.2.1. 1- Employee Benefit Information 2- Personnel Policies 3- Daily Routine 4- Company, Organization and Operations 5- Safety, Measures and Regulations 6- Facilities Tour
2.3.1.3. Achieves/Enhance
2.3.1.3.1. - Feeling Welcome - Basic Information of job functions - Interpersonal Acceptance Among Coworkers - Accelerating Socialization and Integration - Performance and Productivity Begin Quickly
2.4. Goals and Objectives
2.4.1. - Enhance Employye Quality and Motivation - Improve Productivity - Meet Organization Needs - Meet Individual Needs
2.5. Types
2.5.1. Required and Regular
2.5.1.1. - Wage and Hour Rules - Safety Compliance - Employee Orientation - Driving Provision - Benefits Enrollment - Sexual Harrasment Peevention
2.5.2. Interpersonal and Problem-Solving
2.5.2.1. - Communications - Team Relationships - Problem Analysis - Writing Skills - Coaching Skills - Conflict Resolution
2.5.3. Job and Technical
2.5.3.1. - Customer Service - Equipment Operations - Product Details - Recordkeeping Needs - IT Systems - Telecommunications
2.5.4. Development and Career
2.5.4.1. - Business Trends - Strategic Thinking - Leadership - Change Management - Career Planning - Performance Management
2.6. Process
2.6.1. 1- Training Needs Analysis (TNA)
2.6.1.1. 1- Task Analysis (New Jobs-New Employees)
2.6.1.1.1. Detailed Study of Job Identity and Skills Required
2.6.1.2. 2- Strategy Analysis
2.6.1.2.1. Focuses on Employer's Long Term Training Needs to Fill New Future Jobs.
2.6.1.3. 3- Current Performance Analysis
2.6.1.3.1. Determining Performance Deficiency and Whether it Should Be Resolved by Training or Time
2.6.2. 2- Instructional Design
2.6.2.1. Planning The Overall Training Program including - Training Objectives - Delivery Methods - Peogram Evaluation
2.6.2.1.1. Objectives
2.6.2.1.2. Delivery Methods Learning Styles
2.6.2.1.3. Evaluation of Outcomes
2.6.3. 3- Implementation
2.6.3.1. Types of Learning
2.6.3.1.1. 1- On-The-Job Training (OJT)
2.6.3.1.2. 2- Off-The-Job
2.6.3.1.3. 3- Computerized & Web-Based
2.6.3.1.4. 4- Other Types of Learning
2.6.4. 4- Evaluation
2.6.4.1. Levels
2.6.4.1.1. 1- Pre-Training Evaluation
2.6.4.1.2. 2- Intermediate Training Evaluation
2.6.4.1.3. 3- Post Training Evaluation
2.6.4.2. Training Effort Evaluation
2.6.4.2.1. How To Be Sure Training Caused Results
2.6.4.2.2. Isolating The Effects of Training
2.6.4.2.3. Converting Data to Monetary Values
2.6.4.2.4. Tabulating Program Cost (Direct, Indirect)
3. Appraisl
3.1. Comparison
3.1.1. Performance Appraisl
3.1.1.1. - Setting Work Standards - Assessing Actual Performance - Providing Feedback To Employees to Motivate and Correct Performance
3.1.2. Performance Management
3.1.2.1. - Direction Sharing (Vision, Mission, Strategy) - Goal Alignment - Performance Monitoring - Ongoing Feedback - Coaching and Development Support - Recognition
3.2. Why Appraise Performance
3.2.1. 1- Basis for pay and promotion 2- Integral Role in Performance Management 3- Helps Correcting Deficiencies 4- Useful in Career Planning-Development
3.3. Who Should Do It
3.3.1. 1- Immediate Supervisors
3.3.2. 2- Rating Committees
3.3.2.1. 4 or 5 Supervisors Including Direct Supervisor
3.3.3. 3- Peer Appraisal
3.3.4. 4- Self Ratings
3.3.5. 5- The HR Department
3.3.6. 6- Appraisal By Subordinates
3.3.7. 7- 360-Degree Feedback
3.3.7.1. Means Employer Collects Performance Information From All Levels of Emplyees
3.4. What To Measure
3.4.1. Generic Dimensions
3.4.1.1. Quality, Quantity and timeliness of work
3.4.2. Developing One's Compentencies or Achiecing One's Goals
3.5. Process
3.5.1. Process Steps
3.5.1.1. 1- Establish Performance Standards With Employees 2- Set Measurable Goals 3- Measurement of Actual Performance 4- Compare Actual Performance 5- Discuss Appraisal with Employees 6- If Necessary, Intiate Corrective Actions
3.5.2. Set Effective Performance Appraisl Standards
3.5.2.1. Setting Goals
3.5.2.1.1. SMART Goals
3.5.2.2. Focus on
3.5.2.2.1. Trait
3.5.2.2.2. Behavior
3.5.2.2.3. Outcome
3.5.2.2.4. Potential To Grow
3.5.3. Designing Performance Apprasil
3.5.3.1. Tools
3.5.3.1.1. Graphic Rating Scale
3.5.3.1.2. Behaviorally Anchored Rating Scales (BARS)
3.5.3.1.3. Critical Incident Method
3.5.3.1.4. The Alternation Ranking Method
3.5.3.1.5. Forced Distribution Method
3.5.3.2. Problems & Solutions
3.5.3.2.1. Standards Unclear
3.5.3.2.2. Halo Effect
3.5.3.2.3. Centeral Tendency
3.5.3.2.4. Leniency And Strictness
3.5.3.2.5. Recency Effects
3.5.3.2.6. Bias
3.5.3.3. Guidelines For Effective Appraisals
3.5.3.3.1. - Aware With The Problem - Use The Right Tool - Keep A Diary - Get Agreemets on a Plan - Be Fair
3.5.4. Perform Effective Appraisal Interview
3.5.4.1. Types
3.5.4.1.1. Satisfactory-Promotable
3.5.4.1.2. Satisfactory-Not Promotable
3.5.4.1.3. Unsatisfactory-Correctable
3.5.4.1.4. Unsatisfactory-Not Correctable
3.5.4.2. Guidelines of Conducting
3.5.4.2.1. 1- Talk In Terms Of Objective Work Data
3.5.4.2.2. 2- Don't Get Personal
3.5.4.2.3. 3- Encourage The Person To Talk
3.5.4.2.4. 4- Get Agreement
3.6. How To Criticize Subordinate
3.6.1. 1- Dot It In Manner That Maintain His Dignity and Sense Of Worth
3.6.2. 2- Criticize in Private and Do It Constructively
3.6.3. 3- Give Daily Feedback
3.6.4. 4- Never Say The Person is "Always" Wrong
3.6.5. 5- Criticism Should Be OBjective And Free Of Biases
4. Compensation
4.1. Exhange Relationship
4.1.1. The Employee Provides Time, Talent, Effort And Results. In turn, The Employer Proovides Total Rewards That Are Valued By Employees
4.2. Comparison
4.2.1. Compensation
4.2.1.1. Refers To Exchange in Monetary Terms in Form of Wages, Salary or Tips
4.2.2. Benefit (Indirect Compensation)
4.2.2.1. Exchange in Value (Non-Monetray) As a Part of The Employee's Package For Working
4.2.3. Nonfinancial Recognetion Program
4.2.3.1. Formal Programs Like Employee-Of-The-Month and Social Recognition
4.2.4. Total Rewards System
4.2.4.1. Organization Offers to Its Employees Goes Beyond Financial Givings
4.2.4.1.1. Includes: - Compensations - Benefits - Company Stability - Work Environment - Recognition - Career Advance - Development Opportunities - Work Importance And Value - Organization Culture - Social Interactions - Scope of Authority and Control
4.3. Equity
4.3.1. Ensuring All Individuals And Groups Are Treated in Fair, Defensible and Consistent Manner
4.3.1.1. Internal Equity
4.3.1.1.1. Fairness of Pay Differentials in Different Jobs. Can Be Established By Job Evaluation
4.3.1.2. External Equity
4.3.1.2.1. Fairness Of Organizational Compensation Levels Relative to Other Organizations. Setting Pay Strategy That Meets Labor Market Wages
4.4. Types of Rewards Plans
4.4.1. Performance-Based vs. Membership-Based
4.4.1.1. Performance-Based
4.4.1.1.1. Rewards are tied to specific performance criteria
4.4.1.2. Membership-Based
4.4.1.2.1. Rewards like Cost-of-living benefits and salary increase to all employees
4.4.2. Intrinsic vs. Extrinsic
4.4.2.1. Intrinsic
4.4.2.1.1. Personal Satisfaction, Rewards come from the job itself
4.4.2.2. Extrinsic
4.4.2.2.1. Rewards comes from source outside the job, mainly by management
4.4.3. Financial vs. Nonfinancial
4.4.3.1. Financial
4.4.3.1.1. Direct and indirect financial rewards
4.4.3.2. Nonfinancial
4.4.3.2.1. Make life on the job more attractive
4.4.4. Fixed Pay vs. Variable Pay
4.4.4.1. Fixed Pay
4.4.4.1.1. "Base Pay" is nondiscretionary compensation and doesn't vary according to performance, usually determined by the organization pay structure
4.4.4.2. Variable Pay
4.4.4.2.1. "Pay at Risk" Variable pay changes directly with the level of performance or results achieved, it's one-time payment that must be re-established and re-earned
4.4.5. Competency-Based
4.4.5.1. Rewarded for skills, Knowledge and behaviors.
4.4.5.1.1. - Leadership - Problem Solving - Decision Making - Strategic Planning
4.5. Job Evaluation and Pay Structure
4.5.1. Definition
4.5.1.1. The process whereby an organization systematically establishes its compensation program
4.5.2. Process
4.5.2.1. 1- Job Analysis
4.5.2.1.1. Through job analysis and job content plus an appreciation of worker requirement.
4.5.2.2. 2- Compensable Factors
4.5.2.2.1. What the organization is "Paying For".
4.5.2.3. 3- Developing The Method
4.5.2.3.1. Select a method of appraising the organization's jobs according to the factor chosen
4.5.2.4. 4- Job Structure
4.5.2.4.1. Comparing jobs to develop a job structure, It involves choosingand assining decision makers, reaching and recording decisions, and setting up the job hierarchy.
4.5.2.5. 5- Wage Structure
4.5.2.5.1. Pricing the job structure to arrive at a wage structure
4.5.3. Compensable Factors
4.5.3.1. Definition
4.5.3.1.1. Paid for measurable qualities, features, requirements or constructs theeat are common to a variety of jobs
4.5.3.2. Universal Factors
4.5.3.2.1. - Skill - Effort - Responsibility - Working Condition
4.5.3.3. Custom Factors
4.5.3.4. Sub-Factors
4.5.4. Methods
4.5.4.1. 1- Ranking Method
4.5.4.1.1. A committee places jobs in simple ranking from highest to lowest according to value of the comapny
4.5.4.2. 2- Classification Methods
4.5.4.2.1. Classes or grades are defined to describe group of jobs according to the benchmark jobs
4.5.4.3. 3- Point Method
4.5.4.3.1. Numerical values are assigned to specific job components, sum of values provides quantitative assessment of job's worth, total points are placed in similar pay grades
4.5.4.4. 4- Factor Method
4.5.4.4.1. Evaluators select key jobs in the organization as standards
4.6. Retention & Maintenance
4.6.1. Retention Strategy
4.6.1.1. Aim to ensure that key people stay with the organization and that wasteful and expensive levels of employee turnover are reduced
4.6.2. Analysis
4.6.2.1. Reasons for staying or leaving
4.6.2.1.1. Attitude Surveys
4.6.2.1.2. Exit Interviews
4.6.3. Pay
4.6.3.1. Problems arise because of uncompetitive, inequitable or unfair pay system
4.6.3.1.1. Reviewing pay levels on the basis of market surveys
4.6.3.1.2. Introducing job evaluation or improving an exisitng scheme
4.6.3.1.3. Ensuring employees understand the link between performance and reward
4.6.3.1.4. Reviewing performance-related pay schemes to ensure it operates fairly
4.6.3.1.5. Adapting payment-by-result systems to ensure that employees not penalized when they are engaged on short run
4.6.3.1.6. Tailoring benefits to individual requirements and preference
4.6.3.1.7. Involving employees in developing and operating job evaluation and contingent pay systems
4.6.4. Job Design
4.6.4.1. Dissatisfaction results if jobs are unrewarding in themselves.
4.6.4.1.1. Providing opportunities for learning and growth
4.6.4.1.2. Jobs should be designed to maximize skill variety, task siginifcance, autonomy and feedback
4.6.5. Over-Marketing
4.6.5.1. Creating unrealistic expectation about career development opportunities
4.6.5.1.1. Don't oversell the employee development policy within the firm
4.6.6. Performance
4.6.6.1. Demotivation if they are unclear about their responsibilities or performance standards
4.6.6.1.1. Express performance requirements in terms of hard but attainable
4.6.6.1.2. Encourage managers to praise employees for good performance and regular interpreted feedback
4.6.6.1.3. Performance review techniques
4.6.7. Learning and Development
4.6.7.1. Not giving opportunities to learn and develop. "Induction Crisis" which happens to new employees if they are not given adequate training
4.6.7.1.1. Give employees competence and coofidence to achieve expected performance standards
4.6.7.1.2. Enhance exisitng skills and competencies or developing new ones
4.6.7.1.3. Acquiring and learning the basic skills needed for a good start in their job
4.6.8. Career Development
4.6.8.1. Dissatisfaction with career prosspects. "Cradle to Grave"
4.6.8.1.1. Providing wider experiences
4.6.8.1.2. Systematic procedures for identifying potential, such as assessment or development centers
4.6.8.1.3. Encourging promotion from within
4.6.8.1.4. Developing more quitable promotion procedures
4.6.8.1.5. Providing advice and guidance on career paths
4.6.9. Commitment
4.6.9.1. Can increases by
4.6.9.1.1. Understanding firm's mission, values and strategies
4.6.9.1.2. Communicating with employees
4.6.9.1.3. Constantly seeking and taking the view of people at work
4.6.9.1.4. Providing opportunites for employees to contribute ideas or improving work system
4.6.10. Recruitment, Selction and Promotion
4.6.10.1. Poor selction and promotion decisions
4.6.10.1.1. Ensure that these decisions matches the capactities to fullfill the demand of the work
4.6.11. Lack of Group Cohesion
4.6.11.1. Employee Feels unhappy and isolated if they are not part of cohesive team
4.6.11.1.1. Teamwork
4.6.11.1.2. Team Building
4.6.12. Mangers and Supervision
4.6.12.1. Not providing the leadership they should
4.6.12.1.1. Selecting a well-developed leadership qualities
4.6.12.1.2. Training for resolving conflicts and and dealing with dealing with grievances
5. Strategy
5.1. Definitions
5.1.1. Mission
5.1.1.1. Core Reason of existence of the organization and what makes it unique. "Waht it does and Where it is headed"
5.1.2. Vision
5.1.2.1. General statement of an organization intended directions
5.1.3. Strategic Management
5.1.3.1. The Process of identifying and excuting the organization mission by matching its capabilities with the demands of it environment
5.1.4. Strategic Plan
5.1.4.1. How organization intends to match Stregnths and Weaknesses with Opportunities and Threats
5.1.5. Strategic Planning
5.1.5.1. The Process of defining an organizational strategy and making decisions on allocating the resources to achieve goals setteled
5.2. Process
5.2.1. 1- Define Current Business
5.2.1.1. What Products do we sell and where. And how it differ from competitors
5.2.2. 2- Perform SWOT analysis
5.2.2.1. Are we heading in the right direction?
5.2.3. 3- Formulate New Direction (Strategic Option)
5.2.3.1. What should our new business be?
5.2.4. 4- Translate The Mission Into Goals and Objectives
5.2.5. 5- Formulate Strategies to Achieve The Strategic Goals
5.2.5.1. Managers chosses course of action that will enable the company to achieve its strategic goals
5.2.6. 6- Implement Strategy
5.2.6.1. Translating strategies into actions
5.2.7. 7- Evaluate Performance
5.3. Types
5.3.1. 1- Corporate Strategy
5.3.1.1. Identifies portfolio of the business
5.3.1.1.1. 1- Concentration Strategy
5.3.1.1.2. 2- Diversification Strategy
5.3.1.1.3. 3- Vertical Integration Strategy
5.3.1.1.4. 4- Horizontal Integration-merging
5.3.1.1.5. 5- Consolidation Strategy
5.3.1.1.6. 6- Geographic Expansion Strategy
5.3.2. 2- Competitive Strategy
5.3.2.1. Achieving competitive advantage
5.3.2.1.1. 1- Cost-Leadrship
5.3.2.1.2. 2- Differentiation
5.3.2.1.3. 3- Focus/Niche
5.3.3. 3- Functional Steategy
5.3.3.1. Indetify the basic course of action that each deperatment will follow
5.3.3.1.1. 1- Devise
5.3.3.1.2. 2- Support
5.3.3.1.3. 3- Execution
5.3.4. Strategic Fit
5.3.4.1. All of the firm's activities must be tailored to the chosen strategy
5.4. Strategic Human Resource Management (SHRM)
5.4.1. Defintions
5.4.1.1. Aliging HR Policies and decisions with the organizational strategy and mission
5.4.1.2. Formulating and executing HR policies and practices that produce the employee competencies and behaviors the company needs
5.4.1.3. Keeping a competitive advantage
5.4.1.4. The linear process of attracting talent from the market and ensuring that they are retained, rewarded and developed so that both the employee and the organization reap the fruits of success together
5.4.2. Comparison
5.4.2.1. Strategic HRM
5.4.2.1.1. - Proactive - Data Driven - Strategic Function - Goal-Orientated - Long-Term Objectives
5.4.2.2. Traditional HRM
5.4.2.2.1. - Reactive - Experience Driven - Support Function - Performance Orientated - Short-Term Goals
5.4.3. Steps
5.4.3.1. 1- Identify Company Objectives
5.4.3.2. 2- Evaluate & Analyze Existing HR Capabilities
5.4.3.3. 3- Forecast Company's HR Requirements
5.4.3.4. 4- Determine Tools For Employees For Effective Performance
5.4.3.5. 5- Implement The HRM Strategy
5.4.3.6. 6- Evaluation And Correction
5.4.4. Importance
5.4.4.1. 1- Employee-Organization Bond
5.4.4.1.1. Connecting employees with organizational goals
5.4.4.2. 2- Gaining Competitive Advantage
5.4.4.3. 3- Flexibility
5.4.4.3.1. Adapting to change
5.4.4.4. 4- Enhancing Employee Performance
5.4.4.5. 5- Driving Business Growth
5.4.4.6. 6- Improving Operational Efficiency
5.4.4.7. 7- Friendly Workplace
5.4.5. Implementing
5.4.5.1. 1- Hiring And Recruitment Policies
5.4.5.1.1. Should attract and build more dedicated, accountable and motivated workforce
5.4.5.2. 2- Performance Management
5.4.5.3. 3- Compensation And Benefits
5.4.5.4. 4- Training
6. Job Design & Analysis
6.1. Job Design
6.1.1. Refers to organizing tasks, duties, responsibilities and other elements into a productive unit of work.
6.1.1.1. - Influnce Performance. - Affect Job Satisfaction -Impact Mental and Physical Health.
6.1.2. Work Flow Analysis
6.1.2.1. - Study the way of work (Inputs, Activities and outputs) moves through an organization. - Leads to greater effieciency, and customer satisfaction.
6.1.3. Job-Design Fit (Characteristics): People Charateristics meets Job Characteristics.
6.1.3.1. Job Characteristics
6.1.3.1.1. - Tasks. - Responsibilties. - Working Conditions. - Tools.
6.1.3.2. People Characteristics
6.1.3.2.1. - Interst. - Personality. - Intelligence. -Physical Charateristics.
6.1.4. Hackman's 5 Core Job Characteristics
6.1.4.1. 1- Skill Varity
6.1.4.1.1. Different Skills to do more activities.
6.1.4.2. 2- Task Identity
6.1.4.2.1. Completed Product or Visible Outcomes that Creates Sense of Accomplishment.
6.1.4.3. 3- Task Significance
6.1.4.3.1. Task Performed have meaningful impact on the Organization.
6.1.4.4. 4- Autonomy
6.1.4.4.1. Some More Control Over The Job
6.1.4.5. 5- Feedback From the Job Itself
6.1.4.5.1. Opportunities Shows Workers if the Tasks are Done Properly
6.1.5. Job Design to Increase Motivation
6.1.5.1. Job Enlargement
6.1.5.1.1. - Attempts to make work motivating by adding a same level activities.
6.1.5.2. Job Enrichment
6.1.5.2.1. - Redesigning jobs in a way that increases opportunities to experience more responsibilities, achievement, recognition and growth with less supervision.
6.1.5.3. Job Rotation
6.1.5.3.1. - Diversification movement across more activities to offset bordem and renews enthusoiasm.
6.2. Job Analysis
6.2.1. - The procedure for determining the duties and skill requrements of a job and a person who should be hired.
6.2.2. Used In
6.2.2.1. 1- Job Description
6.2.2.1.1. - A List of Job's duties, Responsibilities, Relationships, Working Conditions and Supervisory Responsibilties.
6.2.2.2. 2- Job Specifications
6.2.2.2.1. - A List of Human Requirements.
6.2.2.2.2. Writing Job Specifications
6.2.2.3. 3- Job Evaluation
6.2.2.3.1. - Specifying The Relative Values of Each Job in The Organization.
6.2.3. Methods
6.2.3.1. 1- Interview
6.2.3.1.1. - Individual or Groups. - Supervision With Knowledge of The Job - Structured (Checklist). - Unstructured (Open-ended)
6.2.3.2. 2- Questionnaires
6.2.3.2.1. Employees answer questionnaires to decsribe their job related duties and responsibilities. - Structed Checklist. - Open Ended Questions.
6.2.3.3. 3- Observation
6.2.3.3.1. Observing and noting the physical activities of emplyoees.
6.2.3.4. 4- Dairy/Log
6.2.3.4.1. Employees Write Down What They Do and Time Spent on Each Activity
6.2.3.5. 5- Other Methods
6.2.3.5.1. 1- Quantitative Method. 2- Postion Analysis Questionnaire. 3- Internet-Based. 4- Multiple Source of Data Collection.
6.2.4. Purpose of Job Analysis
6.2.4.1. 1- Job Desinging and Redsigning, Enrichment and Enlargement.
6.2.4.2. 2- Training and Development Need Analysis.
6.2.4.3. 3- Recuritment and Selction
6.2.4.4. 4- Performance Aalysis.
6.2.4.5. 5- Compensation Management.
6.3. Competency
6.3.1. Compromising and Applying of Knowledge and Skill to Achieve Standard Performance Required in Workplace.
6.3.1.1. - Employee does job well or excellent. - Motiviated and put energy in work.. - The environement enables good performance.
6.3.1.2. Creatiing Compentency-Based Job Descripstion and Job Analysis.
6.3.1.3. Competency Identification and Profiling
6.3.1.4. Assessment Criteria
6.3.2. Mapping Approach
6.3.2.1. 1- Assessment Center
6.3.2.1.1. Identifing potential for growth by using vriety of techniques to evaluate manpower.
6.3.2.2. 2- Critical Incidents Technique
6.3.2.2.1. Set of Procedures for systematically identifying behaviors of individual that may success or fail an organization.
6.3.2.3. 3- Structured Interview Techniques
6.3.2.3.1. Patterned Interview.
7. Planning & Forecasting
7.1. Planning
7.1.1. Employment or Personnel Planning
7.1.1.1. The process of deciding what postions will have to fill and how to fill them
7.1.2. Succession Planning
7.1.2.1. The process of deciding how to fill the most important jobs.
7.1.3. What To Forecast
7.1.3.1. - Overall perosnnel needs. - Environmental factors. - The supply of inside and outside candidates.
7.2. Forecasting
7.2.1. 1- Zero-Based Forecast
7.2.1.1. - Current level of employment - When someone leaves, postion not automatically filled. - Work Spreads among current employees - Outsourcing Hiring.
7.2.2. 2- Bottom-Up Forecast
7.2.2.1. - Each level forecasts its requirements of employees. - Starts for the lowest level to top managers.
7.2.3. 3- Forecasting Labor Needs
7.2.3.1. - Trends ana;ysis according to firm's condition and its need of employees.
7.2.4. 4- Ratio Analysis
7.2.4.1. - Based on Historical ratio between two variables like sales volume and number of employees. - Scatter Plot Diagram.
7.2.5. 5- Computerized Forecast
7.2.5.1. Software that estimates future staffing needs by: - Projecting sales and volume of production. - Staffing levels for direct and indirect staffing - Labor hours and sales projection scenarios.
8. Recuritment
8.1. Finding and/or Attracting Applicants for an Open Position.
8.1.1. Importance
8.1.1.1. - Finding Best Employees takes time and effective for organizational success. - Allows company to fill open position with better talent than competitiors.
8.1.2. Ojectives
8.1.2.1. - Number of Positions to be Filled - Date by which position is filled. - Number of application desired. - Type of applicants (Education, Knowledge, Skills and Diversity). - Job Performance Goals. - Expected New Hire Retention Rate.
8.2. Internal Source of Candidates
8.2.1. Advantages and Disadvantages
8.2.1.1. Advantages: - Knowledge of candidates strengths and weaknesses. - Stronger candidate commitment. - Less Training.
8.2.1.2. Disadvantages: - Failed applicants become discontented. - Time wasted interviewing candidates who will not be considered.
8.2.2. Job Posting
8.2.2.1. Publicizing the open job in the organization.
8.2.3. Rehiring Former Employees
8.2.3.1. Pros. - Familiar with the organization.
8.2.3.2. Cons. - May return with negative attitude.
8.3. Outside Sources of Candidates
8.3.1. 1- Internet-Based Recruiting
8.3.2. 2- Advertising
8.3.2.1. Witing ad using AIDA - Attention - Intrest - Desire - Action
8.3.3. 3- Emplyoment Agencies
8.3.3.1. Why Use
8.3.3.1.1. - No HR Department. - Fill Position Quickly.
8.3.3.2. Avoiding Problems
8.3.3.2.1. - Accurate and Complete Job Description. - Make Sure Test, Apllication Blanks and Interviews are Part of The Agency's Selection Process. - Review Accepted and Rejected Candidates for effectiveness and Faireness of Agency's Screening Process.
8.3.4. 4= Offshoring
8.3.4.1. - Lower Wages. - Lower Costs.
8.3.5. 5- Executive Recruiters (Headhinters)
8.3.5.1. Special Employment Agencies Hired By Employers to Seek Out Top-Management Talent.
8.3.5.1.1. Contingent
8.3.5.1.2. Retained
8.3.6. 6- College Recruting
8.3.6.1. Internships and Job Fair
8.3.7. 7- Employee Referral Campaigns
8.3.7.1. Employer Announce Openings with Awards for Refferals that Leads to Hiring.
8.3.8. 8 - Telecommuters
8.3.8.1. Working From Home.