Staffing: Human Resource

Management
Management Essentials

Management involves setting goals and

allocating scarce resources to achieve
them.

Management is the process of

efficiently achieving the objectives of
the organization with and through
people.
Management Essentials

Primary Functions of Management

Planning establishing goals

Organizing determining what activities

need to be done

Leading assuring the right people are on

the job and motivated

Controlling monitoring activities to be

sure goals are met
Why is HRM Important to an
Organization?

The role of human resource managers has

changed. !M jobs today re"uire a new level
of sophistication.

Federal and state employment legislation has

placed new re"uirements on employers.

#obs have become more technical and s$illed.

Traditional job boundaries have become blurred

with the advent of such things as project teams
and telecommuting.

%lobal competition has increased demands for

productivity.
Why is HRM Important to an
Organization?

The &trategic 'ature !M must be

a strategic business partner and represent

employees.

forward(thin$ing) support the business

strategy) and assist the organization in
maintaining competitive advantage.

concerned with the total cost of its function

and for determining value added to the
organization.
Why is HRM Important to an
Organization?

!M is the part of the organization

concerned with the *people+ dimension.

!M is both a staff) or support function

that assists line employees) and a
function of every manager,s job.
Why is HRM Important to an
Organization?

!M -ertification

-olleges and universities offer !

programs.

The Society for Human Resource

Management and Human Resource
Certification Institute offer professional
certification.
Why is HRM Important to an
Organization?
Four asic
functions:

&taffing

Training and
.evelopment

Motivation

Maintenance
Why is HRM Important to an
Organization?
Four asic
functions:

%aining People

Preparing them

&timulating
them

/eeping them
Ho! E"ternal Influences #ffect
HRM

&trategic 0nvironment

%overnmental 1egislation

1abor 2nions

Management Thought
Ho! E"ternal Influences #ffect
HRM

!M &trategic 0nvironment includes3

%lobalization

Technology

4or$ force diversity

-hanging s$ill re"uirements

-ontinuous improvement

4or$ process engineering

.ecentralized wor$ sites

Teams

0mployee involvement

0thics
Ho! E"ternal Influences #ffect
HRM

%overnmental 1egislation

1aws supporting employer and employee

actions

1abor 2nions

5ct on behalf of their members by

negotiating contracts with management

06ist to assist wor$ers

-onstrain managers

5ffect non unionized wor$force

Ho! E"ternal Influences #ffect
HRM

Management Thought

Management principles) such as those

from scientific management or based on
the Ha!thorne stu$ies influence the
practice of !M.

More recently) continuous improvement

programs have had a significant influence
on !M activities.
Staffing Function #cti%ities

Employment planning

ensures that staffing will contribute to the

organization,s mission and strategy

Job analysis

determining the specific s$ills) $nowledge

and abilities needed to be successful in a
particular job

defining the essential functions of the job

Staffing Function #cti%ities

Recruitment

the process of attracting a pool of "ualified

applicants that is representative of all
groups in the labor mar$et

Selection

the process of assessing who will be

successful on the job) and

the communication of information to assist

job candidates in their decision to accept
an offer
&oals of the 'raining an$
(e%elopment Function

5ctivities in !M concerned with

assisting employees to develop up(to(
date s$ills) $nowledge) and abilities

Orientation and socialization help

employees to adapt

Four phases of training and development

0mployee training

0mployee development

7rganization development

-areer development
&oals of the 'raining an$
(e%elopment Function

Employee Training To get better skills for

current job

Employee Development Develop additional

competencies to ensure the future internal
human resource requirements

Career Development Assist employees to

advance their ork lives and help them
reali!e their career goals

"rgani!ation Development #acilitates

$ystem ide changes in organi!ation and

To change the attitude and values of

employees foreseeing strategic direction
'he Moti%ation Function

5ctivities in !M concerned with helping

employees e6ert at high energy levels.

8mplications are3

8ndividual

Managerial

7rganizational

Function of two factors3

5bility

4illingness

!espect 8nvolving employees in decision

that affect them) listening to them
'he Moti%ation Function

Managing motivation includes3

#ob design

&etting performance standards

0stablishing effective compensation and

benefits programs

2nderstanding motivational theories

'he Moti%ation Function

Classic %otivation Theories

Hierarchy of Needs %aslo

Theory X Theory Y %c&regor

Motivation Hygiene 'er!berg

Achievement, Affiliation, and Power Motives

%cClelland

Eqity Theory Adams

E!"ectancy Theory ( )room

Ho! Important is the
Maintenance Function

5ctivities in !M concerned with maintaining

employees, commitment and loyalty to the
organization.

ealth

&afety

-ommunications

0mployee assistance programs

0ffective communications programs provide

for 9(way communication to ensure that
employees are well informed and that their
voices are heard.
'ranslating HRM Functions
into )ractice

Four Functions3

0mployment

Training and development

-ompensation:benefits

0mployee relations
'ranslating HRM Functions
into )ractice

Employment ( 0mployment specialists3

coordinate the staffing function

advertising vacancies

perform initial screening

interview

ma$e job offers

do paperwor$ related to hiring

'raining an$ (e%elopment

help employees to ma6imize their potential

serve as internal change agents to the

organization

provide counseling and career development

'ranslating HRM Functions
into )ractice

Compensation an$ *enefits

establish objective and e"uitable pay

systems

design cost(effective benefits pac$ages

that help attract and retain high("uality
employees.

help employees to effectively from now

The prime 5nd that utilize their benefits)
such as by providing information on
retirement planning.
'ranslating HRM Functions
into )ractice

Employee Relations involves3

communications

fair application of policies and procedures

data documentation

coordination of activities and services that

enhance employee commitment and
loyalty

Employee relations should not be confused

with labor relations) which refers to !M in
a unionized environment.
'ranslating HRM Functions
into )ractice

Purpose and 0lements of !M

-ommunications

/eep employees informed of what is

happening and $nowledgeable of policies
and procedures.

-onvey that the organization values

employees.

;uild trust and openness) and reinforce

company goals.
'ranslating HRM Functions
into )ractice

0ffective -ommunication programs

involve3

Top Management -ommitment

0ffective 2pward -ommunication

.etermining 4hat to -ommunicate

5llowing for Feedbac$

8nformation &ources
(oes HRM Really Matter?

!esearch has shown that a fully functioning

! department does ma$e a difference.

7rganizations that spend money to have

"uality ! programs perform better than
those who don,t.

Practices that are part of superior !

services include3

rewarding productive wor$

creating a fle6ible wor$(friendly environment

properly recruiting and retaining "uality wor$ers

effective communications
HRM in an Entrepreneurial
Enterprise

%eneral managers may perform !M

functions) !M activities may be
outsourced) or a single generalist may
handle all the !M functions.

;enefits include

freedom from many government regulations

an absence of bureaucracy

an opportunity to share in the success of

the business
HRM in a &loal +illage

!M functions are more comple6 when

employees are located around the
world.

-onsideration must be given to such

things as foreign language training)
relocation and orientation processes)
etc.

!M also involves considering the

needs of employees, families when they
are sent overseas.
HR an$ Corporate Ethics

!M must3

Ma$e sure employees $now about

corporate ethics policies

Train employees and supervisors on how

to act ethically
2M5' !0&72!-0 P15''8'%
Intro$uction

Human resource planning

is a process by which an
organization ensures that

it has the right number and

$inds of people

at the right place

at the right time

capable of effectively and

efficiently completing those
tas$s that will help the
organization achieve its overall
strategic objectives.
Intro$uction

1in$ed to the organization,s

overall strategy and planning to
compete domestically and
globally.

7verall plans and objectives must

be translated into the number and
types of wor$ers needed.

&enior !M staff need to lead top

management in planning for !M
issues.
#n Organizational Frame!or,

5 mission statement defines what

business the organization is in)
including why it e6ists and who its
customers are.

&trategic goals

&et by senior management to establish

targets for the organization to achieve.

%enerally defined for the ne6t <(9= years.

#n Organizational Frame!or,

-orporate assessment

%ap or &47T >&trengths(4ea$nesses(

7pportunities(Threats? analysis determines
what is needed to meet objectives.

Strengths and !ea,nesses and core

competencies are identified.

!M determines what $nowledge) s$ills

and abilities are needed by the
organization,s human resources.
#n Organizational Frame!or,
-in,ing Organizational Strategy to
Human Resource )lanning

0nsures that people are available

to meet the re"uirements set
during strategic planning.

5ssessing current human

resources

5 human resources inventory report

summarizes information on current
wor$ers and their s$ills.
-in,ing Organizational Strategy to
Human Resource )lanning

Human Resource Information

Systems >!8&? are
increasingly popular
computerized databases that
contain important information
abut employees.
-in,ing Organizational Strategy to
Human Resource )lanning

5ssessing current human resources

Succession planning

includes the development of replacement

charts

portray middle(to(upper level management

positions that may become vacant in the near
future

lists information about individuals who might

"ualify to fill the positions
-in,ing Organizational Strategy to
Human Resource )lanning

.etermining the .emand for 1abor

5 human resource in%entory can be

developed to project year(by(year
estimates of future !M needs for every
significant job level and type.

Forecasts must be made of the need for

specific $nowledges) s$ills and abilities.
*
-in,ing Organizational Strategy to
Human Resource )lanning

Predicting the Future 1abor &upply

5 unit,s supply of human resources comes

from3

new hires

contingent wor$ers

transfers(in

individuals returning from leaves

Predicting these can range from simple to

comple6.

Transfers are more difficult to predict since

they depend on actions in other units.
-in,ing Organizational Strategy to
Human Resource )lanning

Predicting the Future 1abor &upply

.ecreases in internal supply come about

through3

!etirements

.ismissals

Transfers(out

1ay(offs

@oluntary "uits

&abbaticals

Prolonged illnesses

.eaths
-in,ing Organizational Strategy to
Human Resource )lanning

!etirements are the easiest to forecast.

7ther factors are much more difficult to

project.

.ismissals) transfers) lay(offs) and

sabbaticals are more easily controlled by
management.
-in,ing Organizational Strategy to
Human Resource )lanning

4here 4ill 4e Find 4or$ers

migration into a community

recent graduates

individuals returning from military service

increases in the number of unemployed

and employed individuals see$ing other
opportunities) either part(time or full(time

The potential labor supply can be

e6panded by formal or on(the(job
training.
-in,ing Organizational Strategy to
Human Resource )lanning

Matching 1abor .emand and &upply

0mployment planning compares forecasts

for demand and supply of wor$ers.

&pecial attention should be paid to current

and future shortages and overstaffing.

(ecruitment or $o!nsizing may be used

to reduce supply and balance demand.

Rightsizing involves lin$ing staffing levels

to organizational goals.
-in,ing Organizational Strategy to
Human Resource )lanning
Employment )lanning an$
the Strategic )lanning )rocess
.o #nalysis

.o #nalysis is a systematic
e6ploration of the activities within a job.

8t defines and documents the duties)

responsibilities and accountabilities of a
job and the conditions under which a
job is performed.
*
.o #nalysis

.o #nalysis Metho$s

Oser%ation metho$ job analyst

watches employees directly or reviews film
of wor$ers on the job.

In$i%i$ual inter%ie! metho$ a team of

job incumbents is selected and e6tensively
interviewed.

&roup inter%ie! metho$ a number of

job incumbents are interviewed
simultaneously.
.o #nalysis

.o #nalysis Metho$s

Structure$ /uestionnaire metho$

wor$ers complete a specifically designed
"uestionnaire.

'echnical conference metho$ uses

supervisors with an e6tensive $nowledge of
the job.

(iary metho$ job incumbents record

their daily activities.

The best results are usually achieved

with some combination of methods.
.o #nalysis
.o #nalysis

Structure$ .o #nalysis 'echni/ues

.epartment of 1abor,s #ob 5nalysis

Process3

8nformation from observations and interviews is

used to classify jobs by their involvement with
data) people and things.

8nformation on thousands of titles available on

7A'et 7n1ine which is the .epartment of
1abor,s replacement for the .ictionary of
7ccupational Titles.
.o #nalysis

.o (escriptions

4ritten statement of what jobholder does) how it is

done) under what conditions and why.

-ommon format3 titleB dutiesB distinguishing

characteristicsB environmental conditionsB authority
and responsibilities.

2sed to describe the job to applicants) to guide

new employees) and to evaluate employees.

8dentification of essential job functions is needed

to assure compliance with 5mericans with
.isabilities 5ct.
.o #nalysis

.o Specifications

&tates minimum acceptable "ualifications.

2sed to select employees who have the

essential "ualifications.
.o #nalysis

.o E%aluations

&pecify relative value of each job in the

organization.

2sed to design e"uitable compensation

program.
.o #nalysis

'he Multi0facete$ 1ature of .o

#nalysis

5lmost all !M activities are tied to job

analysis.

#ob analysis is the starting point for sound

!M.
.o #nalysis

#ob 5nalysis and the -hanging 4orld of

4or$

%lobalization) "uality initiatives)

telecommuting) and teams re"uire
adjustments to the components of a job.

Today,s jobs often re"uire not only

technical s$ills but interpersonal s$ills and
communication s$ills as well.
Recruiting: Human
Resource Management
Intro$uction

Recruiting

7nce an organization identifies its

human resource needs through
employment planning) it can begin the
process of recruiting potential
candidates for actual or anticipated
organizational vacancies.

Admitting only those applicants ho are

likely to behave+ acquire skills and sho
attitudinal commitments in line ith the
organi!ation,s strategy-

.ight ones to admit

"rgani!ation needs a ay of differentiating

beteen applicants+ avoiding the costs of
the rong ones-
Intro$uction

Recruiting brings together

those with jobs to fill and
those see$ing jobs.
Recruiting &oals

To provide information that will attract a

significant pool of "ualified candidates
and discourage un"ualified ones from
applying.
Recruiting &oals

Factors that affect recruiting efforts

7rganizational size

0mployment conditions in the area

4or$ing conditions) salary and benefits

offered

7rganizational growth or decline

Recruiting &oals

-onstraints on recruiting efforts

include3

7rganization image

#ob attractiveness

8nternal organizational policies

%overnment influence) such as

discrimination laws

!ecruiting costs
Recruiting: # &loal
)erspecti%e

For some positions) the whole world is a

relevant labor mar$et.

Home-country nationals are recruited

when an organization is searching for
someone with e6tensive company
e6perience to launch a very technical
product in a country where it has never
sold before.
Recruiting: # &loal
)erspecti%e

Host-country nationals >-'s? are

targeted as recruits when companies
want each foreign subsidiary to have its
own distinct national identity.

8n some countries) laws control how

many e6patriates a corporation can
send.

-',s minimize potential problems with

language) family adjustment and hostile
political environments.
Recruiting: # &loal
)erspecti%e

!ecruiting regardless of
nationality may develop an
e6ecutive cadre with a truly
global perspective.
Recruiting Sources

&ources should match the position to be

filled.

The 8nternet is providing many new

opportunities to recruit and causing
companies to revisit past recruiting practices.

Sources3

8nternal &earches

0mployee !eferrals:
!ecommendations

06ternal &earches

5lternatives
Recruiting Sources
The internal search

7rganizations that promote

from within identify current
employees for job openings3

by having individuals bid for

jobs

by using their ! management

system

by utilizing employee referrals

Recruiting Sources
The internal search

Advantages of promoting from within include

good public relations

morale building

encouragement of ambitious employees and

members of protected groups

availability of information on e6isting employee

performance

cost(savings

internal candidates, $nowledge of the organization

the opportunity to develop mid( and top(level

managers
Recruiting Sources
The internal search

Disadvantages include3

possible inferiority of internal candidates

infighting and morale problems

potential inbreeding
Recruiting Sources
Employee referrals2recommen$ations

-urrent employees can be as$ed to

recommend recruits.

Advantages include3

the employee,s motivation to ma$e a good

recommendation

the availability of accurate job information for the

recruit

0mployee referrals tend to be more acceptable

applicants) to be more li$ely to accept an offer and
to have a higher survival rate.
Recruiting Sources
Employee
referrals2recommen$ations

Disadvantages include3

the possibility of friendship

being confused with job
performance

the potential for nepotism

the potential for adverse impact

Recruiting Sources
E"ternal searches

Advertisements: Must decide type and

location of ad) depending on jobB decide
whether to focus on job >job description? or on
applicant >job specification?.

Three factors influence the response rate3

identification of the organization

labor mar$et conditions

the degree to which specific re"uirements are

listed.

*lin$ o" a$s don,t identify the organization.

Recruiting Sources
E"ternal searches

Employment agencies:

Public or state employment services focus

on helping unemployed individuals with
lower s$ill levels to find jobs.

Private employment agencies provide

more comprehensive services and are
perceived to offer positions and applicants
of a higher caliber.

Fees may be paid by employer) employee or

both.
Recruiting Sources
E"ternal searches

Employment agencies:

Management consulting) e6ecutive

search or headhunter firms specialize in
e6ecutive placement and hard(to(fill
positions.

-harge employers up to C<D of the first

year salary

ave nationwide contacts

.o thorough investigations of candidates

Recruiting Sources
E"ternal searches

Schools, colleges, and

universities:

May provide entry(level or

e6perienced wor$ers through
their placement services.

May also help companies

establish cooperative education
assignments and internships.
Recruiting Sources
E"ternal searches

Professional organizations:

Publish rosters of vacancies

Placement services at meetings

-ontrol the supply of prospective

applicants

Professional organizations also include

labor unions.
Recruiting Sources
E"ternal searches

nsolicited applicants !"al#-

ins$: May provide a stoc$pile of
prospective applicants if there are
no current openings.

%y&erspace Recruiting: 'early

four out of five companies use the
8nternet to recruit employees.
-ommercial job(posting services
continue to grow.
Recruiting Sources
Recruitment alternati%es

'emporary help services

Temporary employees help organizations meet

short(term fluctuations in !M needs.

7lder wor$ers can also provide high "uality

temporary help.

Employee leasing

Trained wor$ers are employed by a leasing

company) which provides them to employers when
needed for a flat fee.

Typically remain with an organization for longer

periods of time.
Recruiting Sources
Recruitment alternati%es

(ndependent contractors

.o specific wor$ either on or off the

company,s premises.

-osts of regular employees >i.e. ta6es and

benefits costs? are not incurred.
Meeting the Organization

@iew getting a job as your job at the moment.

Preparing Eour !esume

2se "uality paper and easy to read type.

Proofread carefully.

8nclude volunteer e6perience.

2se typical job description phraseology.

2se a cover letter to highlight your greatest

strengths.

.on,t forget about networ$ing as an e6cellent

way of gaining access to an organization.
Selection: Human Resource
Management
'he Selection )rocess
The selection process typically consists
of eight steps3
F. initial screening interview
9. completion of the application form
C. employment tests
G. comprehensive interview
<. bac$ground investigation
H. conditional job offer
I. medical:physical e6am
J. permanent job offer
'he Selection )rocess
'he Selection )rocess

Initial Screening

8nvolves screening of in"uiries and

screening interviews.

#ob description information is shared along

with a salary range.
'he Selection )rocess
-ompleting the #pplication Form: /ey
8ssues

%ives a job(performance(related synopsis

of what applicants have been doing) their
s$ills and accomplishments.
'he Selection )rocess
-ompleting the #pplication Form: /ey
8ssues

-egal consi$erations

7mit items which are not job(relatedB e.g.)

se6) religion) age) national origin) race) color)
and disability.

8ncludes statement giving employer the right

to dismiss an employee for falsifying
information.

5s$s for permission to chec$ wor$

references.

Typically includes *employment(at(will+

statement.
'he Selection )rocess

Weighte$ application forms

8ndividual items of information are

validated against performance and
turnover measures and given
appropriate weights.

.ata must be collected for each job

to determine how well a particular
item >e.g.) years of schooling)
tenure on last job? predicts success
on target job.
'he Selection )rocess
-ompleting the #pplication Form: /ey
8ssues

Successful applications

8nformation collected on application forms

can be highly predictive of successful job
performance.

Forms must be validated and continuously

reviewed and updated.

.ata should be verified through

bac$ground investigations.
'he Selection )rocess
Employment 'ests

0stimates say H=D of all organizations

use some type of employment tests.

Performance simulation tests3 re"uires the

applicant to engage in specific job
behaviors necessary for doing the job
successfully.

!or" sampling3 #ob analysis is used to

develop a miniature replica of the job on
which an applicant demonstrates his:her
s$ills.
'he Selection )rocess
Employment 'ests

#ssessment centers3 5 series of tests and

e6ercises) including individual and group
simulation tests) is used to assess
managerial potential or other comple6 sets
of s$ills.

$esting in a global arena3 &election

practices must be adapted to cultures and
regulations of host country.
'he Selection )rocess
Comprehensi%e
Inter%ie!s:

8nterviews involve a
face(to(face meeting
with the candidate to
probe areas not
addressed by the
application form or tests.

They are a universal

selection tool.
'he Selection )rocess
Comprehensi%e Inter%ie!s:

Inter%ie! Effecti%eness

8nterviews are the most widely used

selection tool.

7ften are e6pensive) inefficient) and not

job(related.

Possible biases with decisions based on

interviews include prior $nowledge about
the applicant) stereotypes) interviewee
order.
'he Selection )rocess
Comprehensi%e Inter%ie!s:

Inter%ie! Effecti%eness

%mpression management) or the applicant,s

desire to project the *right+ image) may
s$ew the interview results.

8nterviewers have short and inaccurate

memories3 note(ta$ing and videotaping
may help.
'he Selection )rocess
Comprehensi%e Inter%ie!s:

Inter%ie! Effecti%eness

Structured intervie&s use fi6ed "uestions

designed to assess specific job(related
attributes

More reliable and valid than unstructured

ones.

;est for determining organizational fit)

motivation and interpersonal s$ills.

0specially useful for high(turnover jobs and

less routine ones.
'he Selection )rocess
Comprehensi%e Inter%ie!s:

;ehavioral 8nterviews

-andidates are observed not only for what

they say) but how they behave.

!ole playing is often used.

'he Selection )rocess
Comprehensi%e Inter%ie!s:

Realistic .o )re%ie!

!#P,s present unfavorable as well as

favorable information about the job to
applicants.

May include brochures) films) tours) wor$

sampling) or verbal statements that
realistically portray the job.

!#P,s reduce turnover without lowering

acceptance rates.
'he Selection )rocess
*ac,groun$ In%estigation3

@erify information from the application

form

Typical information verified includes3

former employers

previous job performance

education

legal status to wor$

credit references

criminal records
'he Selection )rocess
*ac,groun$ In%estigation

3ualifie$ pri%ilege

employers may discuss employees with

prospective employers without fear of
reprisal as long as the discussion is about
job(related documented facts.

7ne(third of all applicants e6aggerate

their bac$grounds or e6periences.

5 good predictor of future behavior is an

individual,s past behavior.
'he Selection )rocess
*ac,groun$ In%estigation Metho$s:

%nternal investigation3 chec$s former

employers) personal references and
possibly credit sources.

E'ternal investigation3 2ses a

reference(chec$ing firm which may
obtain more information) while
complying with privacy rights.
'he Selection )rocess

*ac,groun$ In%estigation

(ocumentation) including whom called)

"uestions as$ed) information
obtained:not obtained) is important in
case an employers, hiring decision is
later challenged.
'he Selection )rocess
Con$itional .o Offers3

7ffers of employment made

contingent upon successful
completion of bac$ground chec$)
physical:medical e6am) drug test)
etc.

May only use job(related

information to ma$e a hiring
decision.
'he Selection )rocess
Me$ical2)hysical E"amination

&hould be used only to determine if the

individual can comply with the essential
functions of the job.

#mericans &it) (isabilities #ct re"uires

that e6ams be given only after
conditional job offer is made.
'he Selection )rocess
.o Offers

5ctual hiring decision generally made

by the department manager.

-andidates not hired deserve the

courtesy of prompt notification.
'he Selection )rocess
'he Comprehensi%e #pproach

%omprehensive selection approach

puts applicants through all the steps in
the selection process before ma$ing a
decision.

5ssesses both strengths and

wea$nesses and is considered more
realistic.
'he Selection )rocess
1o! It4s 5p to the Can$i$ate

The candidate now has to decide

whether this is the job for him or her.

5pplicants who are not hired this time

will still form an impression about the
company.

Management should assure the

selection process leaves them with a
favorable impression of the company.
Selection for Self0Manage$
'eams

8f teams are given management

responsibilities) it ma$es sense
for them to select their own
members.

Team members bring to the

selection process varied
e6periences and bac$grounds.

Team members need training in

selection and interviewing
techni"ues.
Selection From a &loal
)erspecti%e

&election criteria for international

assignments includes

interest in wor$ing overseas

ability to relate to different cultures and

environments

supportiveness of the candidate,s family

4omen e6ecutives have done well

abroad in 5sia and 1atin 5merica)
despite past reluctance to assign them
to these countries.
Final 'houghts: E"celling at
the Inter%ie!

&uggestions for ma$ing your interviews as an

applicant successful are3

.o some homewor$ on the company.

%et a good night,s rest the night before.

.ress appropriately.

5rrive for the interview a few minutes early.

2se a firm handsha$e.

Maintain good eye contact.

Ta$e the opportunity to have practice interviews.

Than$ the interviewer at the end of the interview

and follow up with a than$ you note.
Human Resource
Management: $ociali!ing+ "rienting+
and Developing Employees
Intro$uction

Socialization* training and

development are all used to help new
employees adapt to their new
organizations and become fully
productive.

8deally) employees will understand and

accept the behaviors desired by the
organization) and will be able to attain
their own goals by e6hibiting these
behaviors.
'he Insi$er0Outsi$er )assage

Socialization

5 process of adaptation to a new

wor$ role.

5djustments must be made

whenever individuals change jobs

The most profound adjustment

occurs when an individual first
enters an organization.
'he Insi$er0Outsi$er )assage
The assumptions of employee
socialization3

&ocialization strongly influences employee

performance and organizational stability

Provides information on how to do the job

and ensuring organizational fit.

'ew members suffer from an'iety) which

motivates them to learn the values and
norms of the organization.
'he Insi$er0Outsi$er )assage
The assumptions of employee
socialization3

&ocialization is influenced by subtle

and less subtle statements and
behaviors e6hibited by colleagues)
management) employees) clients
and others.

8ndividuals adjust to new situations

in remar$ably similar ways.

5ll new employees go through a

settling(in period.
'he Insi$er0Outsi$er )assage
The &ocialization Process

)rearri%al stage3
8ndividuals arrive with a set
of values) attitudes and
e6pectations which they
have developed from
previous e6perience and the
selection process.
'he Insi$er0Outsi$er )assage

The &ocialization Process

Encounter stage3
8ndividuals discover how
well their e6pectations
match realities within the
organization.

4here differences e6ist)

socialization occurs to
imbue the employee with
the organization,s
standards.
'he Insi$er0Outsi$er )assage
The &ocialization Process

Metamorphosis stage3 8ndividuals have

adapted to the organization) feel accepted
and $now what is e6pected of them.
'he Insi$er0Outsi$er )assage
# Socialization )rocess
'he )urpose of 1e!0Employee
Orientation

7rientation may be done by the supervisor)

the !M staff or some combination.

Formal or informal) depending on the size of

the organization.

-overs such things as3

The organization,s objectives

istory

Philosophy

Procedures

!ules

!M policies and benefits

Fellow employees
'he )urpose of 1e!0Employee
Orientation

1earning the 7rganization,s Culture

-ulture includes long(standing) often

unwritten rules about what is appropriate
behavior.

&ocialized employees $now how things are

done) what matters) and which behaviors
and perspectives are acceptable.
'he )urpose of 1e!0Employee
Orientation
The -07,s !ole in 7rientation

&enior management are often visible

during the new employee orientation
process.

-07s can/

4elcome employees.

Provide a vision for the company.

8ntroduce company culture (( what matters.

-onvey that the company cares about

employees.

5llay some new employee an6ieties and help

them to feel good about their job choice.
'he )urpose of 1e!0Employee
Orientation
HRM4s Role in Orientation

Coordinating Role3 !M
instructs new employees
when and where to reportB
provides information about
benefits choices.

Participant Role3 !M offers

its assistance for future
employee needs >career
guidance) training) etc.?.
Employee 'raining
(efinitions

Employee training
a learning e6perience designed to
achieve a relatively permanent
change in an individual that will
improve the ability to perform on the
job.

Employee development
future(oriented training) focusing on
the personal growth of the
employee.
Employee 'raining
.etermining training needs

&pecific training goals should be based on3

organization,s needs

type of wor$ to be done

s$ills necessary to complete the wor$

8ndicators of need for more training3

drops in productivity

increased rejects

inade"uate job performance

rise in the number of accidents

Employee 'raining

.etermining training needs

The value added by training

must be considered versus the
cost.

Training goals should be

established that are tangible)
verifiable) timely) and
measurable.
Employee 'raining
(etermining 'raining 1ee$s
Employee 'raining

On0the06o training metho$s

#ob !otation

2nderstudy 5ssignments

Off0the06o training metho$s

-lassroom lectures

Films and videos

&imulation e6ercises
Employee (e%elopment

This future(oriented set of

activities is predominantly an
educational process.

5ll employees) regardless of

level) can benefit from the
methods previously used to
develop managerial
personnel.
Employee (e%elopment
0mployee development methods

Job rotation involves moving

employees to various positions in
the organization to e6pand their
s$ills) $nowledge and abilities.

#ssistant+to positions allow

employees with potential to wor$
under and be coached by
successful managers.
Employee (e%elopment
0mployee development methods

Committee assignments provide

opportunities for3

decision(ma$ing

learning by watching others

becoming more familiar with organizational

members and problems

Lecture courses and seminars benefit from

today,s technology and are often offered in
a distance learning format.
Employee (e%elopment
0mployee development methods

Simulations include case studies) decision

games and role plays and are intended to
improve decision(ma$ing.

Outdoor training typically involves

challenges which teach trainees the
importance of teamwor$.