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HUMAN RESOURCES MANAGEMENT SYSTEMS

HUMAN RESOURCES MANAGEMENT SYSTEMS

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HUMAN RESOURCES MANAGEMENT SYSTEMS

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  1. HUMAN RESOURCES MANAGEMENT SYSTEMS Staffing Chapter 9 Copywrite C 1999 PMi www.pmihrm.com

  2. Human Resources Management Systems: A Practical Approach • By Glenn M. Rampton, Ian J. Turnbull, J. Allen Doran ISBN 0-459-56370-X Carswell Copywrite C 1999 PMi www.pmihrm.com

  3. Introduction An HRMS is an important support tool for staffing personnel to: identify human resources needs and priorities; effectively and efficiently filling these needs now and into the future; and, present a professional public image. Copywrite C 1999 PMi www.pmihrm.com

  4. Staffing Model • Staffing specialists often see their jobs as consisting of the functions outlined in the boxes of level 3 of the staffing model. • In earlier classes we have discussed the importance of human resources personnel adopting a broader perspective of their domain. • Staffing is no exception. Copywrite C 1999 PMi www.pmihrm.com

  5. Need for a Strategic Focus Staffing specialists must understand the external labour market, as well as its socio-demographic context, and evolving legal requirements. This is necessary if effective and efficient recruitment strategies are to be developed, in accordance with organizational needs, and legislative requirements, such as pay or employment equity. Copywrite C 1999 PMi www.pmihrm.com

  6. HRMS in Staffing An HRMS must be structured to contain information, do analyses, and prepare reports that are useful in the organization's larger strategic planning processes. The nature and form of this support, information, analyses and reports should depend on organization requirements. Copywrite C 1999 PMi www.pmihrm.com

  7. HRMS Requirements for Staffing The organization's human resources requirements should be reflected in job descriptions. In keeping with employment equity legislation, the minimal criteria (e.g., skill, experience,qualifications) required for each position are recorded on these job descriptions as "bona fide occupational requirements" Essential job profile information on each position in the organization may be contained in the HRMS position module. Copywrite C 1999 PMi www.pmihrm.com

  8. HRMS Requirements for Staffing When a vacancy is determined, and hiring is authorized, staffing specialists should check to ensure that job descriptions/job requirements for the position are there and up-to-date. This information, along with documented bona fide occupational requirements is then incorporated into a job posting along with any advertising that may need to be done depending on how widely it is felt that the jobs should be advertised. Copywrite C 1999 PMi www.pmihrm.com

  9. HRMS Requirements for Staffing Some organizations may fill greater or lesser proportions of their vacancies through internal promotion. Such decisions may be made on the basis of information from succession planning supported by documented performance and personnel evaluation information. Copywrite C 1999 PMi www.pmihrm.com

  10. HRMS Information for Staffing All recruiting and selection processes should be conducted objectively and fairly, based on BFORs: to ensure the most effective use of human resources; • to fulfil employment equity requirements; and, • to ensure morale and confidence is maintained in the system - i.e., to ensure that what is done is not only fair and objective, but that it is seen as being fair and objective. Copywrite C 1999 PMi www.pmihrm.com

  11. HRMS Information for Staffing Once the individual is selected, he or she will normally pass through an orientation phase in which the individual will accept a formal letter of offer, be briefed about and signed on to benefits programmes, be entered on payroll, etc.; prior to being employed on-the-job. All of these may be automated with to a greater of lesser extent, with the support of an HRMS. Copywrite C 1999 PMi www.pmihrm.com

  12. Monitoring Staffing Staffing is a very dynamic area in many organizations, The quality of selection decisions is improved when individuals have access to feedback as to the consequences of their decisions, in this case, the performance in training, or on the job, of the individuals that they were involved with assessing, or selecting. Copywrite C 1999 PMi www.pmihrm.com

  13. Question 1 If those responsible for the staffing function are to keep aware of human resources trends in the organization, they will probably require regular reports from the HRMS on these trends. What sort of information should be in these reports? Copywrite C 1999 PMi www.pmihrm.com

  14. Question 2 The most important aspect of any staffing programme is establishing the objectives, or requirements of the programme. What demands for the need for more accuracy and accountability in the definition and use of bona fide occupational requirements for each job, make on an organization’s HRMS? Copywrite C 1999 PMi www.pmihrm.com

  15. Question 3 It is generally contrary to the employment equity legislation in most jurisdictions to collect information on designated equity classification (age, sex, race, religion, disability, sexual preference, etc.) and maintain it in such a way that it could in any way influence selection, or other administrative decisions. Yet the organization must collect and store such information to prepare and implement employment equity plans in accordance with the legislation. How can one resolve this apparent contradiction? Copywrite C 1999 PMi www.pmihrm.com

  16. Question 4 Why is it important to have effective staffing programme monitoring procedures? What information should be included in such a programme? Who should this information go to, and how should it be use? Copywrite C 1999 PMi www.pmihrm.com