TECHNOLOGICAL TRENDS The competition between the producer with technology.

Like the competition to market their product to the consumer. TRENDS IN THE NATURE OF WORK One implication is that technology has also had huge impact on how people work and on the skills and training todays workers need. High Tech Job Knowledge Work and Human Capital Nature of Work : Implication for HR Because of the human resouces function that traditionally recruits, selects, trains, and compensates employees, change like these make employers highly reliant on effective human resources management. The key to efectively utilizing all that new technology is usually not the technology but the people. Workforce Demographic Trends At the same time, workforce demographic trends are making training motifying good employees more of challenge labor force growth is not expected to keep pace with job growth, with an estimated shortfall of about 14 million college educated workers by 2020. JOB ANALYSIS Dessler, The procedure for determining the duties and skill requirement of a job and the kind of person who should be hired for it. Mondy, Systematic process of determining the skills, duties, and knowledge required for performing jobs in organazition. Types Of Job Analysis Information types of information required for job analysis and describe the various job analysis method. Summary of types of data collected through job analysis : 1. Work Activities a. Work activities and processes b. Activity records c. Procedures used

d. Personal responsibility 2. Worker-oriented activities a. Human behaviors b. Elemental motions for methods analysis c. Personal job demands, such as energy expenditure 3. Machines, tools, equipment, and work aids used 4. Job-related tangibles and intangibles a. Knowledge deals with or applied b. Materials processed c. Products made or services performed 5. Work performance a. Error analysis b. Work standards c. Work measurement 6. Job context a. Work schedule b. Financial and nonfinancial incentives c. Physical working conditions d. Organizational and social context 7. Personal requirements for the job a. Personal attributes b. Education and training required c. Work experience Job Analysis Methods Job analysis has traditionally been conducted in a number of different ways because organizational needs and resources for conducting job analysis differ. The most common methods of job analysis are discussed in the following sections:

 Questionnaires may administer a structured questionnaire to emplyees, who identify the tasks they perform. Observation is used primarily to gather information on jobs emphasizing manual skills. Interviews understanding of the job may also be gained through interviewing both employee and supervisor. Employee recording the problem of employees exaggerating job importance may have to be overcome. Combination of methods combination of techniques needed for accurate job descriptions/specifications. Job Description Information obtained through job analysis is crucial to the development of job descriptions. Job description was define as Document that states the tasks , duties , and responsibilities of the job. Parts of job description Job identification : include job title, the department, reporting relitionshhip, job number or code. Date of the job analysis : is placed on the job description to aid in identifying job changes that would make the description obsolete. Job summary : provides a concise overview of the job. Responsibilities and duties : usually one sentence beginning with an action verb adequately expalin duty. Job specification : define as a document containing the minimum acceptable qualification that a person shoul process in order to perform a particular job. Writing job specification: Specification for trained personnel, Specification for untrained personnel, Specification based on judgement, Use common sense Six steps in job analysis: 1. Decide 2. Review 3. Select representative positions 4. Analyze the job

5. Verify the job 6. Develop a job description and job specification Human Resource Planning Human Resource Planning is the systematic process of matching the internal and external supply of people. 2 components of Human Resource Planning are requirements and availability. A requirements forecast involves determination of the number, skill, and location of employees while availability forecast is the determination of whether or not the firm will be able to secure employees with necessary skills. Downsizing Reverse of a company growing and suggests a one-time change in the organization and the number of people employed ( also known as restructuring, and rightsizing.) Workers should understand when they are hired how the system will work in the event of downsizing. Workers may have an accurate perception of their own productivity level and that of their fellow employees.. Therefore, it is important to define accurately both seniority and productivity considerations well in advance of any layoffs. Outplacement A procedure whereby laid-off employees are given assistance in finding employment elsewhere. Services provided by group outplacement include the following : A financial section that covers pension options, social security benefits, expense for interview, salary negotiations. Career guidance, perhaps using aptitude/ interest and personality profile tests and software. Instruction in self- appraisals techniques, which helps in the recognition of the skills, knowledge, experience, and other quality recruiters may require. Tutoring in personal promotional techniques, research, and gaining an entry to potential employers. Help with understanding the techniques that lead to successful interviews. Development of personal action plans and continuing support.

Succession Planning Forecasting the avaibility of inside executive candidates is particulary

important in succession planning the ongoing process of systematically identifiying assessing and developing organizational leadership to enchange performance. RECRUITMENT Recruitment is the proces of attracting individuals on the timely basis in suffecient number, and with appropriate qualification, to apply for job with an organization. Alternative To Recruitment Outsourcing is the process of hiring an external provider to do the work that was previosly done internally. Contigent Workers described as the" disposable american workforce " by a former secretary of labor, work as part - times , temporaries, or independent contractor. Profesional Employer Organization is a company that leases employees to other businesses. Overtime,perhaps the most commonly used alternative to recruitment, especially in meeting short - term fluctuation in work volume is overtime. Recruitment Process Recruitment sources are where qualified candidates are located, such as colleges or competitors. Recruitment methods are the specific means used to attract potential employees to the firm, such as online recruitment

Internal Recruitment Methods Job Posting : procedure for informing employees that job opening exist. Job bidding : procedure that permits employees who believe that they process the required qualifications to apply for a psted job. External Recruitment Sources High Schools and Vacational Schools, Community Colleges, Colleges and Universities, Competitors in the Labor Market, Former Employees, Unemployed, Military Personnel, Self-Employed Workers. Selection the reason organizations use tests is to identify attitudes and job related

skills that interviews cant recognize. Characteristic of Properly Designed Selection Tests: Standardization = uniformity of the procedures and conditions related to admnistering tests. Objectivity = condition that achieved when everyone scoring a given test obtains the same results. Norm = frame of references for comparing an applicant's performance with that of others. Reliability = extent to which a selection test provides consistent results. Validity = extent to which a test measures what it claims to measure.

Selection Decision The final choice is made from among those still in the running after reference checks, selection tests, background investigations, and interview information have been evaluated. The person who makes the final selection is the manager who will be responsible for the new employees performance. Selection Effectiveness Recruiting costs Selection Rate Acceptance Rate Yield Rate Cost/benefit of Recruitment Sources and Methods Time Requires to Hire

Training Training is the process of teaching new employees the basic skills they need to perform their jobs. (Dasler) Training is activities designed to provide learners with the knowledge and skills needed for their present jobs. (Mondy) Factors Influencing Training and Development

Top Management Support Without top management support, training and development program will not succeed. The most effective way to achieve success is for executive to take and active part in the training and provide the needed resources. Commitment from specialist and generalist All managers, whether they are specialist or generalist, should be committed to and involved in the training and development process because they responsible for the training and development. Technological advances Technology dramatically affecting the conduct of all business function. Technology has play a huge role in changing the way knowledge is delivered to employees and change constantly being extended. Organization complexity Employees is confronted with the changing organizations structure . the increasingly rapid changes in technology, products, systems, and method have had a significant impact on job requirements. Learning styles Some generalizations stemming from the behavioral sciences have affected the way firms conduct training . the firm supplies not only individual knowledge but also creates institutional knowledge so that when a employee leaves the organization, another individual in the company prossesses the same knowledge. Other human resource functions Successful accomplishment of other human resource functions can also have a crucial impact on training and development . organizations with competitive pay systems or progressive health and safety programs will find it easier to attract workers who are capable of hitting the ground running, and to retain employees who require less training.

The five steps training process Needs analysis step. Instructional design Validation Implement Evaluation Principle of learning that are useful for training : Make the learning meaningful Make skill transfer easy Motivate the learner

Analize training needs Task analysis A detailed study of a job to identify the specific skills required, especially for new employees. Performance analysis Verifying that there is a performance deficiency and determining whether that deficiency should be corrected through training or through some other means (such as transferring the employee).

Training method On-the-job training (OJT) Having a person learn a job by actually doing the job. OJT methods Coaching or understudy Job rotation Special assignments Advantages Inexpensive Immediate feedback

Steps in On The Job Training (OJT) Step 1: Prepare the learner Step 2: Present the operation Step 3: Do a tryout Step 4: Follow up Apprenticeship training A structured process by which people become skilled workers through a combination of classroom instruction and on-the-job training. Informal learning The majority of what employees learn on the job they learn through informal means of performing their jobs on a daily basis. Job instruction training (JIT) Listing each jobs basic tasks, along with key points, in order to

provide step-by-step training for employees. Lectures Use signals to help listeners follow your ideas. Dont start out on the wrong foot. Keep your conclusions short. Be alert to your audience. Maintain eye contact with the trainees. Make sure everyone in the room can hear. Control your hands. Talk from notes rather than from a script. Break a long talk into a series of five-minute talks. Programmed Learning Programmed instruction (PI) A systematic method for teaching job skills involving: Presenting questions or facts Allowing the person to respond Giving the learner immediate feedback on the accuracy of his or her answers

Advantages Reduced training time Self-paced learning Immediate feedback Reduced risk of error for learner

Literacy training techniques Audiovisual-based training To illustrate following a sequence over time. To expose trainees to events not easily demonstrable in live lectures. To meet the need for organizationwide training and it is too costly to move the trainers from place to place. Simulated training Training employees on special off-the-job equipment so training costs and hazards can be reduced. Computer-based training (CBT) Electronic performance support systems (EPSS) Learning portals Computer Based Training Advantages Reduced learning time Cost-effectiveness

Instructional consistency Types of CBT Intelligent Tutoring systems Interactive multimedia training Virtual reality training

Distance and Internet-Based Training Teletraining A trainer in a central location teaches groups employees at remote locations via TV hookups. of

Videoconferencing Interactively training employees who are geographically separated from each otheror from the trainervia a combination of audio and visual equipment. Training via the Internet Using the Internet or proprietary internal intranets to facilitate computer-based training.

Electronic Performance Support Systems (EPSS)

Sets of computerized tools and displays that automate training, documentation, and phone support, integrate this automation into application and provide support thats faster, cheaper, and more effective than traditional methods Development Dasler: Development is learning that goes beyond todays job and has a more long-term focus. Manajerial On The Job Training Job rotation Moving a trainee from department to department to broaden his or his experience and identify strong and weak points. Coaching/Understudy approach The trainee works directly with a senior manager or with the person he or she is to replace; the latter is responsible for the trainees coaching. Action learning Management trainees are allowed to work full-time analyzing and solving problems in other departments. Off-the-Job Techniques Management Training and Development

 Case study method Managers are presented with a description of an organizational problem to diagnose and solve. Management game Teams of managers compete by making computerized decisions regarding realistic but simulated situations. Outside seminars Many companies and universities offer Web-based and traditional management development seminars and conferences. Role playing Creating a realistic situation in which trainees assume the roles of persons in that situation. Behavior modeling

Corporate universities Provides a means for conveniently coordinating all the companys training efforts and delivering Web-based modules that cover topics from strategic management to mentoring. In-house development centers A company-based method for exposing prospective managers to realistic exercises to develop improved management skill Executive coaches An outside consultant who questions the executives boss, peers, subordinates, and (sometimes) family in order to identify the executives strengths and weaknesses. Counsels the executive so he or she can capitalize on those strengths and overcome the weaknesses. Using Organizational Development Organizational development (OD) A special approach to organizational change in which employees themselves formulate and implement the change thats required.

Evaluating the Training Effort Designing the study Time series design Controlled experimentation Training effects to measure Reaction of trainees to the program Learning that actually took place Behavior that changed on the job Results that were achieved as a result of the training

Summary of HRM

Created by Erviliana Refra 022101061

TRISAKTI UNIVERSITY FACULTY OF ECONOMY