Chapter 8

1. Chapter 8 Organizing People

2. Objectives • Outline the human resource planning process • Define job analysis, job description, job specification, and skills inventory • Distinguish between different types of employment interviews • Explain the difference between formal and informal work groups • Define and Recognize groupthink • Discuss the concept of team building

3. Management Skills • If you were publishing a list of the 10 best companies to work for in your town, what things would you take into consideration? • Make a List! (Groups)

4. Meeting Personnel Needs What kind of experiences have you had applying for jobs?

5. Why is this important? A “successful” manager must develop effective processes to select, train, and maintain employees…

6. How Companies Select Employees Human Resources (HR) • A department that recruits employees, manages training and compensation, and plans for future personnel

7. Staffing • All organizations run on the skills and efforts of people • Staffing involves securing and developing people • To perform jobs created by organization • Goals: • Obtain the best available people • Develop the skills and abilities of those people

8. Job Analysis • Job Analysis is the process of determining, through observation and study, the pertinent information relating to the nature of a specific job • Leading to: • Job Descriptions • Job Specifications

9. How Companies Select Employees Job Description • Written statement identifying the tasks, duties, activities, and performance results required for specific job • Used to develop fair and comprehensive compensation and reward systems • Used to help recruiters to attract candidates

10. How Companies Select Employees Job Specification • Written statement identifying the abilities, skills, traits, or attributes necessary for successful performance for specific job • Used to identify the qualifications of an individual who could perform the job

11. How Companies Select Employees • Skills Inventory • Contains basic information about each employee • Gives a comprehensive picture of the individual

12. Skills Inventory • Six categories may be included • Skills • Education, job experience, and training • Special Qualifications • Memberships in professional groups, achievements • Salary and job history • Present salary, past salary, dates of raises, jobs held • Company data • Benefit plan, retirement information, & seniority • Capacity of person • Scores on test and health information • Special preferences • Location or job preferences

13. How Companies Select Employees THINGS LISTED ON A JOB DESCRIPTION: • Essential job functions • Knowledge and critical skills • Physical demands • Environmental factors • Any information that may be necessary to clarify job duties or responsibilities SAMPLE: Title: Receptionist Duties and responsibilities: Receives and directs phone calls, greets visitors, receives and sorts mail and packages, orders office and kitchen supplies, key documents when required Qualifications: High school graduate. Needs good communication skills and ability to get along with people. Keying speed of 45 words per minute. Experience desirable but not necessary. Salary: $20,000- $25,000, depending on experience

14. Human Resource Planning • Involves getting the right number of qualified people into the right job at the right time • Two Questions Addressed • Where are we now? • Applying Job Analysis & Skills Inventories • Where do we want to go? • FORECASTING- Attempts to answer this question with regard to the organization’s HR needs. • The process that attempts to determine future needs in light of objectives

15. Human Resource Planning • FORECASTING- The process that attempts to determine future needs in light of objectives • Many Variables: • Sales projections • Skills required • Composition of current workforce • Technology changes • Economic conditions • Largely intuition: experience/judgment

16. Human Resource Planning • TRANSITION- The final step of human resource planning • How the organization determines how it can obtain the quantity and quality of employees its needs to meet objectives • Several activities in transition • Recruiting and selecting • Training and developing • Promoting or transferring • Laying off or discharging

17. Recruiting • Recruiting: involves seeking and attracting a supply of people from which qualified candidates for job vacancies can be selected • Effective recruiting is one of the best resources in a company • Promotion from within is popular in growing and expanding companies

18. Alternatives to Adding Staff Freelancers * Interns * Temporary Workers * Employee Leasing

19. Freelancers • Provide by hourly basis or by the job • Used when full time employment is not needed • Examples: Bookkeepers, accountants, lawyers, graphic designers, window display artists, advertising copywriters, and photographers

20. Interns • Often students, who will work for little or no pay in order to gain experience in a particular field • Found in local colleges, and high schools • Paid Internships are possible!

21. Temporary Workers • Can be used for long periods of time • Alternative to full time hiring • Paid a workers salary plus a fee to the agency who supplies the worker • Ex: Seasonal, substitute for injured or sick workers on leave • Fastest growing areas of recruitment • Biggest problem: Lack of commitment

22. Employee Leasing • Employee Leasing Companies and Professional Employer Organizations (PEOs) • Provide permanent staff at client companies • Issue paychecks • Take care of personnel matters • Ensure compliance with regulations • Provide benefits • Supply highly trained employees under contracts with company, not client

23. How Companies Recruit Employees College Placement Centers Classified Ads Get the readers attention Stimulate the reader’s interest Present a solid specific fact End ad with a call to action Most college and universities have them and persons specifically to do it Collect info on career and employment opportunities Make them available to students or graduates for internships No fee is charged Ask colleges for a list of partnerships Find employees for businesses and other institutions Try to match people with jobs their looking for to the right business Charge a fee when they are successful Employment Agencies

24. How Companies Recruit Employees Referrals World Wide Web Often businesses except referrals from reliable sources on a good applicant for a job their offering On the world wide web mostly all companies use their business web sites to post job availability and have online applications Also businesses can mention their location for people to apply Online Job Search Databases Post Classified Ads and Resumes www.monster.com www.careerpath.com www.careerbuilder.com

25. Web Quest: Research and Find • Find a Placement Center for the College or University of your choice • Printout the main webpage with contact information • Printout their services and the requirements for using their services • Printout: Any other opportunities available from the center?

26. The Selection Process Four Major Steps: • 1. Preliminary Screening • 2. Testing • 3. Employment Interview • 4. Personal Judgment

27. The Selection Process • Standard Selection Procedures • 1. Preliminary screening • HR Department will sort out hundreds of letters and resumes in response to one classified ad • I.E. – Southwest Airlines receives 129,000 resumes and hires approximately 3,411 people every two years • Applicant pool is narrowed and input from team members is given (Undergraduate and Graduate GPA, Experience) • Check applicant’s references and credentials • Call for an interview

28. The Selection Process • 2. Testing • Used to differentiate applicants with similar credentials • Provides a uniform evaluation of the qualifications of a prospective employee

29. The Selection Process • Predictive Index (PI) • 10-minute personality test is used for effectively hiring and working with employees • Identifies an individual’s strengths and weaknesses • Over 3,000 companies use it (IKEA, Budget Rent-A-Car, colleges, professional sports teams) • Validity and Reliability of Test • Factors relevant to the job • Group of people taking test under similar circumstances get similar results • Remove the element of chance

30. The Selection Process Common Employment Tests

31. The Selection Process • Validity and Reliability of Test • Refers to the consistency or reproducibility of the result of a test • Three major methods commonly used to test reliability of testing • Test-Retest • Testing degree of similarity in scores • Parallel forms • Giving two versions of the same test and looking at how scores coincide

32. The Selection Process • What affects it?? • Civil Rights Act- Title VII • Title VII prohibits intentional discrimination based on race, color, religion, sex, or national origin. • Title VII prohibits both “disparate treatment” and “disparate impact” discrimination. • The Americans with Disabilities Act (ADA) • Use employment tests that screen out or tend to screen out an individual with a disability or a class of individuals with disabilities unless the test, as used by the employer, is shown to be job-related and consistent with business necessity. • The Age Discrimination in Employment Act (ADEA) • The ADEA prohibits disparate treatment discrimination, i.e., intentional discrimination based on age. For example, the ADEA forbids an employer from giving a physical agility test only to applicants over age 50, based on a belief that they are less physically able to perform a particular job, but not testing younger applicants.

33. Background/Reference Checks • Background and Reference Checks • Fall into 3 categories: • Personal • Academic • Past-employment • Contacting personal and academic is generally of limited value • Few people will list someone who will give a bad reference • Best is past employers • Beware!! Limited information will be divulged

34. The Selection Process • Standard Selection Procedures • 3. Employment interview • Allow the employer to learn more about the applicant than can be conveyed in a resume or cover letter • Preparing for an Interview • Setting aside space - Privacy • Putting the applicant at ease – Small talk, Refreshment, Interviewer should be outgoing trained in interviewing skills • Taking control over the interview – take notes to record important points, encourage applicant to talk, but control the direction of discussion

35. The Selection Process • Standard Selection Procedures • 3. Employment interview • Structured Interview • Prepare a list of questions when interviewing many applications for one position • Provides uniform information for each applicant • Remind the applicant to cover each question • Where do you want to be in five years? • What are your strengths in working with others?

36. The Selection Process • Standard Selection Procedures • 3. Employment interview • Unstructured Interview • A conversation between employer and applicant in a relaxed environment • Ask open-ended questions • Why did you leave your previous job? • Tell me about yourself • Applicant has the opportunity to ask questions about the organization • Not always reliable interviews • Pertinent questions may not be covered and bias is a possibility

37. The Selection Process • Standard Selection Procedures • 3. Employment interview • First Impressions on personal attributes can be taken into consideration • Halo Effect • Single characteristic dominates the interviewer’s impression of the applicant • (I.E.) - Pleasant Personality dominates the perception of the applicant and other concerns are overlooked • Doesn’t indicate if the candidate is qualified • Applicant with a pleasant personality in an interview is common

38. The Selection Process • Standard Selection Procedures • 4. Personal judgment • Choosing which individual gets the job • Employer must make a value judgment as to which applicant would be most successful • Follow the selection procedures for effective decision • What if no applicants are qualified? • Offer a higher salary or better benefits to attract more applicants • Re-advertise in a different newspaper or Web site

39. Legal Considerations in Selection The Wrong Questions Due to federal law, certain questions cannot be asked of job candidates. Questions to avoid when interviewing candidates include: • Age (may ask if they are older than a certain age if it is a requirement to of the job [i.e.-school bus driver, forklift operator] • Date of birth • Religion or church affiliation • Father's surname or mother's maiden name • Marital status

40. Legal Considerations in Selection The Wrong Questions Questions to avoid when interviewing candidates include: • What languages they speak (unless it is a job requirement) • How many children they have, their children's ages and who will care for the children while applicant is working • Financial information not related to compensation • If they served in the military of any foreign country • If they have ever been arrested? (may ask if they have been convicted of a felony/misdemeanor)

41. Web Quest: Legal Cases • Research Online the following cases: • Summarize your findings • Use the handout Griggs v. Duke Power Company and Albemarle Paper Company v. Moody

42. Legal Considerations in Selection Griggs v. Duke Power Company • African American employees at a power-generating plan objected to the requirement of a high-school diploma or passing an intelligence test as conditions of employment in or transfer to jobs at the plant • Court decided if a test negatively impacts female or minority group applicants, then company must prove validity and prevalence to job requirements • Even if a company does not mean to discriminate, if may unintentionally select an unfair test Findlaw.com source: GRIGGS v. DUKE POWER CO., 401 U.S. 424 (1971)

43. Legal Considerations in Selection Albemarle Paper Company v. Moody • North Carolina paper mill was seeking the reversal of a Court of Appeals decision that eliminated its testing program and awarded back pay to a group of African American employees • Managers argued that in addition to creating diversity programs, they had statistical proof that their testing was job-related • Lower court noted that they had made efforts to deal with segregation • Supreme Court agreed with Court of Appeals that the intentions of the company were not the main issue • It held that it was not enough to show that the best workers did well on the tests, or that a testing program improved the overall quality of the work force. • Any tests had to be specifically related to performing the job in question. Findlaw.com source: ALBEMARLE PAPER CO. v. MOODY, 422 U.S. 405 (1975)

44. Interview Questions: Groups • Write out 15 questions to ask a potential employee. • The Job: • Entry Level College graduate position in a large corporation as a Manager

45. Transfers, Promotions, and Separations HR Department must account for employees leaving positions, as well as new employees being hired Transfers • Moves an employee into another position within the company • Generally maintains the same level of responsibility and pay • Employee can learn different functions within organization

46. Transfers, Promotions, and Separations Promotions • Moving to a position of greater responsibility with higher status and pay • Merit-based and encourage performance • Considerations: • Merit, seniority, or length of service • Performance in current job • How they will adapt to new job (aptitudes and interest) • Peter Principle– possible for employees to be promoted until they reach a level at which they can no longer perform • Employee has “risen to her level of incompetence” • Will gain a mediocre employee and lose a competent one through inappropriate promotion

47. Transfers, Promotions, and Separations Separations - Final way in which an employee leaves a position • Voluntary – employee resigns • Exit Interview – pinpoints reasons why an employee is leaving • Involuntary – employee is laid-off or terminated • Layoffs – there is not enough work for all employees • Result of downsizing to increase efficiency • Employee can be called back • Termination – employee is asked to leave because of poor performance or failure to follow company rules • Failures from previous actions of training, counseling, and/or disciplinary action • Last result • Possible reassignment to a less stressful job will eliminate the waste of company resources and time invested in hiring and training that individual

48. Mr. Sherpinsky Understand works groups and teams

49. How Groups Behave • Brainwrite/Brainstorm: • What are the pros and cons of group work? • What kinds of group work have you experienced?

50. Why is this important? “To supervise groups effectively, managers must understand the dynamics of group behavior”