Attracting the Best Available Job Applicants

1. Attracting the Best Available Job Applicants

2. Management Functions of the Human Resource Specialist • Procuring Human Resources • Planning for present & future needs • Organizing by determining job specific employee demand in your market • Leading by recruiting qualified applicants • Controlling by selecting most qualified applicant

3. Management Functions of the Human Resource Specialist • Overseeing Human Resources • Leading by developing employee skills • Controlling by developing reinforcement systems • Encourage desirable behaviors • Discourage undesirable behaviors • Organizing by evaluating employee performance • Controlling by designing equitable compensation programs

4. The Human Resource Challenge • Eliminate unsuitable & unqualified applicants without increasing employer exposure to liability

5. Steps in Disciplining Errant Employee Behavior • Confrontation • Employee response • Problem definition • Formulation of options • Possible options (i.e. behavioral contracting) • Employee directed steps • Timeline for correction • Milestones

6. Steps in Disciplining Errant Employee Behavior • Drafting the behavioral contract • Criteria for conduct • Review points • Signing & implementing agreement • Written & verbal commitment • Solidifying agreement

7. Steps in Disciplining Errant Employee Behavior • Period of observation • Supervisor availability • Normalizing work environment • Completion of contract period • What to do with contract • What about recurrences

8. Steps in Disciplining Errant Employee Behavior • The bottom line on behavioral contracting • Why PEPs are preferred • Methodology: Pre-Employment Pathways • History of PEPs • The early use of decision trees

9. Objective Employee Assessments

10. Ultimate Goals of an Organization • P • CO • G • S • HC • LC

11. Employee Assessments • Purpose of evaluations • Achieving bottom line organizational goals • Rater bias • The scourge of an effective evaluation process • Enter the quartile rating index as one possible solution

12. Benefits of a Quarterly Rating Index Process • Rater bias differentials are minimized • Equitability • Fairness • Encouragement of objectivity • Reassessment of approach by less objective raters • Distinguishes between performers at various levels

13. Employee Service Review Evaluation Criteria Criteria Factors Considered Knowledge of work Understanding of work duties & obligations Understanding of role & relationship to others Competence Employee’s skills: accuracy, effectiveness, neatness Conformance to required standards of position Efficiency Volume, amount, & speed of work output Doing what is expected of position

14. Employee Service Review Evaluation Criteria Criteria Factors Considered Judgment Ability to plan & make logical decisions Offer sound opinions & decisions Cooperation Ability to work with others/teams Effectiveness in working with others/teams Ability to supervise Supervisor: demonstrated ability others to foster stability & consistency Non-Supervisor: supervisory potential

15. Employee Service Review Evaluation Criteria Criteria Factors Considered Responsibility Acceptance of accountability Willingness to assume more responsibility Dependability Punctuality & accounting for full day’s work Consistently meets obligations

16. Example of Rating Variation Between Two Supervisors Employing ESR

17. Example of Salary Increase Application Using Quartiles

18. Range of Salary Increases for Employees Under Each of Two Raters Using Quartile Rating Index