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1、Lecture FourAttracting Human Resources:Job Design,Employee Recruitment and SelectionIssues:1.What are the three ways in which effective HR planning can enhance a firms competitive advantage?2.What is human resource planning?3.Why shall all managers pay attention to HRM?4.What is Job analysis?5.Why d

2、o we need Job description?6.What criteria de we consider when we recruit expatriates?7.How to conduct job interviews?HRM PracticesPre-Selection PracticesHR planningJob analysisSelection PracticesRecruitmentSelectionPost-Selection PracticesTraining/developmentPerformance appraisalCompensationProducti

3、vity improvementprogramsPractices Affected by External FactorsWorkplace justiceUnionsSafety and healthInternationalEmployee-Centered OutcomesCompetenceMotivationWork-related attitudesOrganization-Centered OutcomesOutputRetentionLegal complianceCompany imageCompetitiveAdvantageCost leadershipProduct

4、differentiationI.Three ways in which effective HR Planning can enhance a firms competitive advantage1.Links HRM practices to organizational goals2.Serves as a building block for future HRM practices3.Avoids the consequences associated with the failure to plan for human resources(e.g.,responding reac

5、tively,rather than proactively)II.What is HR Planning?HR planning is a process that-enables organizations to anticipate their future HRM needs-identifies practices that will help them meet those needs.1.Why do some companies avoid HR planning?Some companies see HR planning as too difficult and frust

6、rating.Others simply dont see the need for it.2.What is Strategic PlanningStrategic planning refers to a process in which a company specifies its overall purposes and objectives,and indicates how these are to be achieved.The strategic planning process typically consists of the following activities:1

7、.Determine the organizational mission.2.Scan the organizational environment.3.Set strategic goals.4.Formulate a strategic plan,part of which addresses human resource needs.3.Demand Forecasting:DefinitionDemand forecasting is a process used in HR planning that entails predicting the number and types

8、of people the organization will need at some future point in time.Demand Forecasting:Approaches1.Statistical approaches Using a statistical approach,an organization predicts needed workforce size on the basis of certain business factors.Most commonly used methods are as follows:2.trend analysis:past

9、 business trends3.ratio analysis:btw business factor&4.employees needed5.regression analysis:determine the number of employees needed for the future.Demand Forecasting:Approaches+Judgmental Approaches They involve the use of human judgment,rather than a manipulation of numbers.The most commonly used

10、 judgmental techniques are:group brainstorming sales force estimates4.Supply Forecasting:DefinitionSupply forecasting is a process used to estimate which organizational positions will be filled at some future point in time.5.Outcomes of the HR Planning ProcessWhen the HR planning process is complete

11、d,a firm must establish and implement HRM practices to help it meet its HR needs.We will focus on specific HRM practices designed to help organizations deal with anticipated oversupplies and undersupplies of personnel.6.Dealing with an Oversupply of PersonnelWhen an organizations strategic plan call

12、s for restructuring,the HRM response is usually one of downsizing.Downsizing often means layoffs.Because of the negative outcomes that are often associated with layoffs,employers are encouraged to seek alternatives,such as hiring freezes,early retirements,restricted overtime,job sharing,pay reductio

13、ns and the like.7.Dealing with an Undersupply of PersonnelIn face of a possible undersupply of personnel at some future point in time,the organization has the following options to resolve the problem.+hiring additional workers+improving the productivity+improving retention rates+using overtime,addit

14、ional shifts,job reassignments or temporary workers.8.What are the likely consequences when HR planning is omitted?An organization may be unable to correctly anticipate an increase in its future demand for personnel.At best,such a company would be forced to recruit personnel at the last minute and m

15、ay thus fail to find the best candidate.At worst,the company may become seriously understaffed.This understaffing could cause existing employees to experience a great deal of stress as they attempt to meet the additional demand without adequate resources and assistance.And if the needed work is not

16、getting done,the firm may ultimately experience an increase in back orders which cause a decrease in customer good will,an increase in competition,and a loss of market share.III.Job Analysis:The most Basic Human Resource Management ToolTask Responsibilities Duties|Job DescriptionJob Analysis Job Spe

17、cifications|Knowledge Skills Abilities+HR Planning+Recruitment+Selection+Training&Development+Performance Appraisal+Compensation&Benefits+Safety&health+Employee&Labor+Relations+HR Research+Equal EmploymentJob Analysis and Other HR ActivitiesJob AnalysisJob DescriptionsJob SpecificationsUnion Relatio

18、nsHR PlanningHealth,Safety and SecurityPerformance AppraisalRecruitingSelectionTraining and DevelopmentCompensationTypical Job Analysis ProcessAIdentify Jobs and Review Existing DocumentationBExplain Process to Managers and EmployeesCConduct Job Analysis Using Interview,Questionnaires,or Observation

19、sDPrepare Job Descriptions and SpecificationsEMaintain and update Job Descriptions and SpecificationsNature of Job Analysis-Work activities and behaviors-Interactions with others-Performance standards-Machines and equipment used-Working conditions-Supervision given and received-Knowledge,skills,and

20、abilities neededJob Analysis Job:A grouping of similar positions having common tasks,duties and responsibilities.Task:A distinct identifiable work activity composed of motions.Duty:A large work segment composed of several tasks that are performed by individual.Responsibilities:Obligation to perform

21、certain tasks and duties.Job Analysis1.Position:The task and responsibilities performed by one person;there is a position for every individual in an organization.(A job performed by one person.)2.(In a work group consisting of a supervisor,2 senior clerks,and 4 word processing operators,there are 3

22、jobs and 7 positions)3.Job Analysis:The systematic process of determining the skills,duties,and knowledge required for performing specific jobs in an organization.Job AnalysisThe purpose is to obtain answers to six important questions:1.What physical and mental tasks does the worker accomplish?2.Whe

23、n is the job to be completed?3.Where is the job to be accomplished?4.How does the person do the job?5.Why is the job done?6.What qualifications are needed to perform the job?Job AnalysisComponents Developed by Job Analysis:Job analysis provides the information necessary to develop job descriptions a

24、nd specifications.Job description:A document that provides information regarding the task,duties,and responsibilities of a job.Performance Standards:Indicators of what the job accomplishes and what performance is considered satisfactory in each area of the job description.Job AnalysisJob specificati

25、on:A document that outlines the minimum acceptable qualifications (knowledge,skills,and abilities)a person needs to do the job satisfactorily.-Knowledge,skills,and abilities(KSAs):including education,experience,work skill requirements,personal requirements,mental,and physical requirements,and workin

26、g conditions and hazards.Job Description and SpecificationsPosition Title:Human Resource Assistant Job Number:_Department:Human Resources Grade:6Reports to:Human Resources Manager Status:Nonexempt Class:ClericalGeneral Summary:Provide support for the HR Dept.by maintaining highly confidential person

27、nel records in physical files,updating HR database,and preparing reports.Assists in various projects and,managers some projects in the absence of the HR manager.Essential Job Functions:1.Maintains personnel records in files and updates computer records to ensure compliance with regulations.(55%)2.Re

28、trieves,complies,and prepares various external and internal reports such as regular and enhanced retiree reports for accounting.(15%)3.Answers employee questions regarding HR matters such as benefit inquires and problems.(10%)Job Description and Specifications4.Write,edits,and coordinates printing a

29、nd layout of company newsletter.(5%)5.Attends meetings and conducts off-site business on an as-needed basis.(5%)6.Assists HR manager with projects as needed.(5%)7.Performs other related duties as assigned by management.(5%)Knowledge,Skills,and Abilities:1.Knowledge of HR practices and procedures.2.K

30、nowledge of and skill in using computer software,including WordPerfect or MS Word,and Excel or Lotus.3.Skill in operating various office equipment,such as personal computer,calculator,facsimile,copy machine,camera,document shredder,typewriter,laminator,and Logitech scanner.4.Ability to pay close att

31、ention to detail and coordinate various activities simultaneously.5.Ability to communicate with customers,co-workers,and business contacts in a courteous and professional manner.6.Ability to work with minimal supervision.7.Ability to maintain confidentiality.Job Description and SpecificationsEducati

32、on and Experience:College graduate or equivalent,plus one to two years specialized secretarial training with emphasis in computer.One year experience in HR or related field.Additional training or education helpful.Physical Requirements:0-24%25-49%50-74%75-100%Seeing:xMust be able to read reports and

33、 use computer -Hearing:xMust be able to hear well enough to communicate with co-workers.-Standing/Walking/mobility:xMust be able to stand to open files and operate office machines;mobility between departments and to attend meetings of employees and managers.Job Description and Specifications0-24%25-

34、49%50-74%75-100%Climbing/Stooping/Kneeling:x-Lifting/Pulling/Kneeling:x-Fingering/Grasping/Feeling:xMust be able to write,type,and use phone system.-Physical Dimensions:Medium Work:Exerting up to 50 pounds of force occasionally,and/or up to 20 pounds of force frequently,and/or up to 10 pounds of for

35、ce constantly to move objects.-Note:The statements herein are intended to describe the general nature and level of work being performed by employees assigned to this classification.They are not intended to be construed as an exhaustive list of all responsibilities,duties,and skills required of perso

36、nnel so classified.IV.Employee Recruitment and SelectionThe Recruiting ProcessHuman Resource PlanOngoing General Recruiting VisibilityUsing Requisition,Manager Notifies HR Unit of OpeningHR Recruiter and Manager Review JOB and Needed QualificationsInternal Sources Are Checked(Promotion,Job Posting,e

37、tc.)External Sources UsedSelection ProcessFollow-up and Evaluation and Tie Back to HR PlanRecruiting Evaluation+Quantity of applicants+EEO goals met+Quality of applicants+Cost per applicant hired+Time required to fill openingsEmployment Application Policies-Applications are accepted only when there

38、is an opening-Only persons filling out application blanks are considered applicants-A persons application ceases to be effective after a certain date-Only a certain number of applications will be accepted-People must apply for a specific job,not“any job”Multinational Staffing PoliciesFour Approaches

39、:Ethnocentric Polycentric Geocentric RegiocentricMultinational Staffing PoliciesThe Ethnocentric Approach:All key positions are filled by parent-country nationals.Some Advantages:Parent-country nationals(PCNs)can ensure the subsidiary complies with overall corporate objectives and policies PCNs can

40、maintain good communication,coordination,and control links with corporate headquarters.Multinational Staffing PoliciesSome disadvantages:This policy Limits the promotion opportunities of HCNs,may leads to reduced productivity and increased turnover.The adaptation of expatriates to host country often

41、 take a long time.Income-gap in favor of PCNs is viewed by HCNs as unjustified.Expatriates are also very expensive to maintain in international locations.Multinational Staffing PoliciesThe Polycentric Approach:HCNs are recruited to manage subsidiaries in their own country and PCNs occupy positions a

42、t corporate headquarters.Main advantages:Employing HCNs eliminates language barriers,avoid adjustment problems,removes the needs of expensive cultural training programs.Allowing MNEs to take a lower profile in sensitive political situations.Spending less money to attract high-quality applicants.Givi

43、ng continuity to the management of foreign subsidiaries.Multinational Staffing PoliciesGeocentric:utilizing the best people for the key jobs throughout the organization,regardless of nationality.Some Advantages:Highly competent employees are available not only at headquarters,but also in the subsidi

44、aries;International experience is a condition for success in top positions;Multinational Staffing PoliciesSome Advantages(continued):Managers with high potential and ambition for promotion are constantly ready to be transferred from one country to another;and Competent and mobile managers have an op

45、en disposition and high adaptability to different conditions in their various assignments.Multinational Staffing PoliciesThe Regiocentric Approach:defining as functional rationalization on a more-than-one country basis,one way is to divide its operations into geographical regions and transfer staff

46、within these regions.A U.S.-based firm could create three regions:Asia-pacific America Europe(say a Singaporean to China,a Taiwanese to Japan,and a Korean to Malaysia.)Multinational Staffing PoliciesSome Advantages:Allowing interaction between executives transferred to regional headquarters from sub

47、sidiaries in the region and PCNs posted to the regional headquarters.Moving from a purely ethnocentric or polycentric approach to a geocentric approach.Multinational Staffing Policies Based on top-management attitudes,a multinational can pursue one of several approaches to international staffing.It

48、may even proceed on an ad hoc basis,rather than systematically selecting one of the four approaches.Recruitment:Currently Used Recruitment Methods1.Job Fairs2.Ads on the Internet3.Ads in Trade or Professional Journals4.Professional Recruiters5.Unsolicited Applications6.College Placement Offices7.Emp

49、loyment/Temporary Agencies8.Word-of Month/Networking 9.Internal postings10.Employee Referrals11.newspaper Classified AdvertisementsRecruitment and SelectionThree different types of employees:Parent-country nationals(PCNs)Host-country nationals(HCNs)Third-country nationals(TCNs)Recruitment and Select

50、ionParent-country nationals(PCNs)Advantages:Organizational control and coordination is maintained and facilitated Promising managers are given international experience PCNs may be the best people for the job because of special skills and experiences There is assurance that subsidiary will comply wit

51、h company objectives,policies,and so on.Recruitment and SelectionParent-country nationals(PCNs)Disadvantages:The promotional opportunities of HCNs are limited Adaptation to host country may take a long time PCNs may impose an inappropriate HQ style Compensation for PCNs and HCNs may differ.Recruitme

52、nt and SelectionHost-country nationals(HCNs)Advantages:Language and other barriers are limited Hiring costs are reduced,and no work permit is required Continuity of management improves,since HCNs stay longer in positions Government policy may dictate hiring of HCNs Morale among HCNs may improves as

53、they see career potentialRecruitment and SelectionHost-country nationals(HCNs)Disadvantages:Control and coordination of HQ may be limited HCNs have limited career opportunity outside the subsidiary Hiring HCNs limits opportunities for PCNs to gain foreign experience hiring HCNs could encourage a fed

54、eration of national rather than global units.Recruitment and SelectionThird-country nationals(TCNs)Advantages:Salary and benefit requirements may be lower than for PCNs TCNs may be better informed than PCNs about host-country environmentDisadvantages:Transfer must consider possible national animosit

55、ies(e.g.,India and Pakistan)The host government may resent hiring TCNs TCNs may not want to return to their own countries after assignmentExpatriate Selection Predicting future performance potential when hiring or promoting staff is challenging at the best of times,but operating in foreign environme

56、nts certainly adds another level of uncertainty.Issue of Expatriate Failure:What?A return home before the period of assignment is completedIssue of Expatriate FailureWhy?A selection error?Expatriates Ineffective and poor adjustment?Spouse and family members inability to adjust?Reasons for Expatriate

57、 Failure(in descending order of importance)U.S.Firms Inability of spouse to adjust Managers inability to adjust Other family reasons managers personal or emotional maturity Inability to cope with larger international responsibilityJapanese Firms Inability to cope with larger international responsibi

58、lity Difficulties with new environment Personal or emotional problems Lack of technical competence inability of spouse adjustIssue of Expatriate FailureFailure RateHarzings report:Samples U.S.multinationals (N=80)European multinationals (N=29)Japanese multinationals (N=35)24%of the U.S.firms had rec

59、all rates below 10%59%of the West European,less than 5%76%of the Japanese firms,less than 5%Issue of Expatriate FailureCosts Associated with Expatriate FailureDirect Cost:airfare relocation expenses salary trainingIssue of Expatriate FailureCosts Associated with Expatriate FailureIndirect Costs:loss

60、 of market share difficulties with host-government officials productivity suffer expatriates lose self-esteem,self-confidence,and prestige among peers,decreased motivation,lack of promotional opportunities threatened expatriates family relationshipsSelection Criteria Predicting success factors and d

61、eveloping appropriate selection criteria for international operators has become a critical GHRM issue.Selection Criteria Technical ability(technical and managerial skills)Cross-cultural suitability(cross-cultural management skills)Family requirements(spouse adjustment to foreign environment)Country/

62、cultural requirements(remote area,no females for certain Middle East or South East Asian regions)Selection Criteria MNE requirements(The mode of operation involved,the duration of the assignment,and the amount of knowledge transfer inherent in the expatriates job in the foreign operation)LanguageSuc

63、cessful Expatriate Experience Analysis of Job Requirements Analysis of Country of Assignment Evaluation of Candidate Preparation of Candidate/Family Adequate Length of Assignment Repatriation Preparation Successful Expatriate ExperienceThe 21st-Century Expatriate Manager ProfileCore Skills:-Multidim

64、ensional Perspective-proficiency in line Management-Prudent Decision-Making Skills-Resourcefulness-Cultural Adaptability-Cultural Sensitivity-Ability as a Team Builder-Physical Fitness and Mental MaturityThe 21st-Century Expatriate Manager ProfileAugmented Skills:-Computer literacy-Prudent negotiati

65、ng Skills-Ability as a Change Agent-Visionary Skills-Effective Delegation SkillsBob Staley,Former Vice President of Emerson Electric Group,points out:Managers should be Competent Honest Inspirational Visionary and Engaged inAdvantages and Disadvantages of Internal SourcesAdvantagesDisadvantagesInter

66、nal Sources for Recruiting-Morale promotion-Better assessment of abilities-Lower cost for some jobs-Motivator for good performance-Causes a succession of promotions-Have to hire at entry level-Inbreeding-Possible morale problems of those not promoted-“Political”infighting for promotions-Need for management development programAdvantages and Disadvantages of External Sources-New blood bringing new perspectives”-Cheaper and faster than training professional-No group of political supporters in organ