MOS 1021 HRM Chapter 4 Summary

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Western University
Management and Organizational Studies
Management and Organizational Studies 1021A/B
James O' Brian

MOS 1021 HRM Chapter 4 HRM Close-up: Sean Frisky Let the market drive need to add staff Be responsive but careful at the same time Use newspapers, Internet advertising & referrals to find employees Get to know individuals personality in interview because theyve probably prepared answers o Place less emphasis on credentials & more on person o Hire for attitude & train for skills Find people who work well on a team Introduction Work should be done by people qualified to do work Define core competencies (critical to recruitment & selection process) o Starts with the line manager Process must support operational goals & strategic planning Employee recruiting & selection is one of the top concerns of all levels of management Managers cannot rely solely upon unsolicited applications to fill openings or be slopping in hiring decisions (jobs are harder to staff) Human Resource Planning Essential that an organization look strategically at its people Strategic plans: broader scope, longer time frames, provide overall direction & apply to entire organization o Strategy lies in determining key goals & actions needed to achieve them To link goals to skills, managers need to anticipate current & future needs of company & develop a road map o Ensuring people have right skills for present & future organizational growth Human resource planning: process to ensure people required to run a company are being used as effectively as possible, where & when needed, to accomplish organizations goals o Also called manpower planning or employment planning Linking HR Planning to Strategic Planning Strategic planning used where major objectives are identified & comprehensive plans developed to achieve them o Involved allocation of resources, including people resources (HR planning) Line manager makes plans for business objectives & staffing resources HR plan must assess skills of current employees & attract new employees with necessary skills Through HR planning, all HR processes, systems & practices are aligned with business strategy o Ensure organization has people capabilities to adjust to changes in environment Succession planning: developing future leaders; focusing efforts on training & development programs so leaders have competencies necessary to keep with direction of organization Workforce simulations can test various options to ensure staff planning fits overall strategy Importance of Planning for Staffing Needs Dramatic shifts in composition of labour force affect employee recruitment, methods of employee selection, training, compensation & motivation (requires manager involvement) Company may incur intangible costs from inadequate people planning (ie. low productivity) Planning occurs systematically in medium & larger organizations but on a short-term basis for small organizations Succession planning especially necessary in niche markets & yearly plans according to demand Population pyramid: animated diagram to demonstrate changes in population from which organizations can determine trends in relation to staffing needs (accessible from Stats Can) HR Planning Approaches Trend analysis: quantitative approach to forecasting labour demand on an organizational index projections (ie. sales, units of production) Management forecast: opinions & judgements of people who are knowledgeable about the organizations future needs will develop scenarios used for planning Staffing table: graphic representations of organizational jobs along with the # of employees currently occupying these jobs & future employment needs Markov analysis: method for tracking pattern of employee movements through various jobs; % of employees who remain in each job, are promoted, demoted, transferred or leave Skills inventory: assessment about staff skills compared to key skills & core competencies needed for success (ie. education, experience, skills of staff) Results of HR Planning Outcome is to achieve a useable balance between the demand for & supply of employees Supply & demand of labour is an economic function Ways to deal with an oversupply of labour: o Attrition: natural departure of employees through people quitting, retiring or dying Avoid downsizing by estimating how many people will leave If turnover is high, costs of replacement are twice as high as compensation o Suggest leave of absence without pay, job-sharing, reducing hours or redeploying people to other units in need Ways to deal with a shortage of labour: o Request that employees work extra hours, especially in peak periods (overtime) o Hire part-time staff to cover absences of full-time employees o Temporary employment agencies for short-term staff o Retention strategies o Employee leasing (see Ch. 1) Recruitment Process of locating & encouraging potential applicants to apply for existing or anticipated job openings o Purpose is to have a large pool of potential, qualified applicants Process informs applicants about qualifications required to perform job & career opportunities organizations can offer its employees Biggest challenge is continuing recruitment during difficult economic times Important to also focus on employee retention branding to have a uniform image come into prospective employees minds Recruiting Within the Organization Many companies try to fill job vacancies through promotions & transfers to capitalize on recruitment investment Advantages of recruiting from within: o Promotion rewards employees who know organization & have already contributed o Gives other employees motivation to improve morale o Transfers protect employees from layoff & broaden job experiences o Eliminates orientation & training costs o Employee performance record more accurate predictor of success than resumes Methods of locating qualified internal job candidates: o Human Resource Information Systems (HRIS) Databases that contain complete records & qualifications of each employee User-friendly search engines make it easy to identify potential job candidates Resume-tracking systems allow managers to query online database Allows organization to rapidly screen entire workforce for opening Data can predict career paths of employees (anticipate when & where promotions will happen) Include provisions for recording changes (value dependent on accuracy) o Succession Planning Identifying, developing & tracking key emplo
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