EOM-09_Human Resource and Talent Management

7/30/2019 EOM-09_Human Resource and Talent Management

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Chapter 7

Human Resource and

Talent Management



7-2

Learning Objectives

I. Human Resource Management and Business Strategy.

II. How do Components of Staffing Contribute to Retention?

1. Be aware of the legal aspects of staffing.

2. Explain the importance of strategic human resource planning.3. Present an overview of recruitment and selection.

4. Present an overview of employee orientation, training, anddevelopment.

5.

Explain the basics of a fair and reliable method of evaluating employeeperformance.

6. Summarize the basics of employee compensation.

III. Explain the role of labor unions in human resource

management



7-3

I. Human Resource Management andBusiness Strategy

Human Resource versus Talent Management: A deliberate approach to attract, develop, and retainpeople with the aptitude and abilities to meetcurrent and future organizational needs.

Modern HR professional helps firm attain businessstrategy.

HRM strives to maximize human capital so workersachieve organizational goals.

HR helps build high-performance work practices.

HR practices should lead to sustainable competitiveadvantage.



Selection

Strategic HumanResources Planning

Compensation

Performance Appraisal

Recruitment

Awareness of Legal Aspects of Staffing

Orientation, Training, andDevelopment

II. The Organization Staffing Model

Components of

Staffing Contributeto Retention



7-5

1. Legal Aspects of Staffing

National laws and regulations cover allaspects of staffing. Key national laws:1. The Labour Law (the newest version will

be effective from 01/05/2013)

2. The Civil Servant Law 2012

3. The Labour Union Law

4. The Law of Social and Medical Insurance5. …



1. Determinefuture needs

2. Determinefuture turnover

3. Recruit, hire,or layoff asnecessary

4. Offertraining and

development

StepsInvolved in

Strategic HumanResources

Planning

2. Strategic human resource planning The process of anticipating and providing for the movement of

people into, within, and out of an organization to support the

firm’s business strategy.


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3. Recruitment Purposes and Sources

Finding employeeswho fit well into theculture of the

company

Selling the companyto quality candidates

PurposesInclude . . .

i. Present employees

ii. Referrals by presentemployees

iii. External sources,such as advertisingand placementoffices

iv. Online recruiting

SourcesInclude . . .



4. Getting Hired: A Model for Selection

Applicant isRecruited

PreliminaryScreeningInterview

Completion of ApplicationForm

PsychologicalandPersonality

Testing

PhysicalExamination

ReferenceChecking

Job Interview

Step 1 Step 2 Step 3 Step 4

Step 5Step 6Step 7



Step 4: Psychological Testing

Situational judgment tests measure the

potential for success in situations or scenariosthat describe a dilemma or problemrepresentative of the job under consideration.

Aptitude tests measure the potential for

performing satisfactorily on the job, givensufficient training.

Personality tests measure personal traits andcharacteristics that could be related to job

performance (the big five factors ). Honesty and integrity tests are designed to

measure a person’s honesty or integrity as itrelates to job behavior.

Honesty relates most specifically to lying, whereasintegrity refers to sticking with your principles.



Step 5: The Job Interview

Dual purpose is (a) to size up candidate, and

(b) for candidate to size up the company.

Realistic job preview reveals all the negatives inthe job.

Behavioral interviewing asks about relevant jobbehaviors.

Job simulations give work samples to candidates

Go through the Job Interviewee Checklist(pp.323)

l i i d



5. Employee Training andDevelopment

Employee orientation program helps explain thecompany and culture.

Training focuses on job skills.

E-learning is usually a Web-based form of computer-basedtraining.

Development enhances knowledge and complexunstructured skills.

A development program might help managers become betterleaders or develop multicultural skills.

Needs assessment and selecting an appropriatetraining program

Informal learning takes place in casual interactionsincluding employee chats.



6. Performance Evaluation

A performance evaluation is a formal system formeasuring, evaluating, and reviewing performance.

Three major components of performance are: Task performance ,

Citizenship performance , and

Counter-productivity performance.

Offshoots of performance evaluation

a. Forced rankings and

b. 360 o Feedback Performance Appraisal



a. Forced rankings

Forced rankings: An offshoot of evaluatingemployees against a performance standard inwhich employees are measured against one

another. placing workers in several “baskets,” such as Top 20%.

Forced rankings are controversial.



b. 360 o Feedback Performance Appraisal

A performance appraisal

in which a person isevaluated by a samplingof all the people withwhom he or she

interacts.

Evaluationof Yourself

YourPeers or

Team Membersfeedback

f e e d b a c k

feedback

f e e d b a c k

You

Other

Managers

YourCustomers



6. Performance Evaluation (Cont.)

Workers can be measured on the basis of Traits are stable aspects of people, which

are closely related to personality. Job-relatedtraits include enthusiasm, dependability, and

honesty. Behavior is what people do on the job. Job-

related behavior includes working hard,keeping the work area clean, maintaining a

good appearance, and showing concern forcustomer service.

Results are what people accomplish, theobjectives they attain.



7. Compensation

Types of Pay: Wages are payments to employees for their services, computed on an

hourly basis or on the basis of the amount of work produced.

Salary is an annual amount of money paid to a worker; it does notdepend directly on output or hours worked.

Variable pay looks at performance, and is intended to be motivational- when the amount of money a worker receives is partially dependenton his or her performance.

Job evaluation: the rank-ordering of jobs based on job

content, to demonstrate the worth of one job in comparison toanother.

Stack-ranking is a ranking system that requires managers torank each employee within each unit and distribute raises and

bonuses accordingly.



Employee Benefits

Benefits are any non-cash payment - typically about35% of salary in the USA.

Benefits should ideally be linked to strategy.

Applications in the USA: Consumer-driven health plan is a way to reduce the

cost of healthcare insurance by requiring employees toassume a much larger deductible before receivingreimbursement from the insurance company.

Many companies have reduced benefits to staycompetitive, including use of defined contribution plan[401(k)].

Flexible benefits packages give employee a choice inselecting a combination of benefits.



Usually Mandatory

Social security Workers’ compensation Unemployment compensation

Group life insurance Retirement pensions Paid vacations

Optional but Frequently Offered

Disability insurance Paid sick leave Health insurance

Employee assistance program Paid rest breaks Tuition assistance

Optional but Less Frequently Offered Wellness programs Credit unions Funeral leave

Vision-care plans Parental leave Retirement counseling

Designing the “Right” Package of Benefits


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III.Labor Unions and HRM

Major purposes of a labor union are to attain fairtreatment for workers in such areas as compensation;this includes health and retirement benefits, safe working conditions, working hours, job security, and work-life programs .

In the USA: loss of union membership inmanufacturing but gain in government.

Threat of global outsourcing and bankruptcy

weakens union power.

Many instances exist of healthy partnershipsbetween management and labor unions in which bothsides gain advantage (e.g., Harley-Davidson).

EOM-09_Human Resource and Talent Management

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