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HUMAN RESOURCEPOLICY & PRACTICES

CHAPTER 5

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SELECTION PRACTICES

Job AnalysisDeveloping a detailed description of the tasks involved in a

job,determining the relationship of a given job to other jobs,and ascertaining the knowledge,skills and abilities necessary

for an employee to perform the job successfully

Job Description A written statement of whata job holder does, how it is

done, and why it is done

Job SpecificationStates the minimum acceptablequalification that an employee

must possess to perform agiven job successfully

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POPULAR JOB ANALYSIS

METHODS

OBSERVATION

DIARIES

QUESTIONNAIRES

INTERVIEWS

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SELECTION DEVICES

INTERVIEWS

Preparation

Opening

Questioning and discussion

Concluding

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PERFORMANCE SIMULATION

TESTS

Work Sample Tests

Creating a miniature replica of a job to evaluatethe performance abilities of job candidates

Assessment Centers

A set of performance-simulation tests designedto evaluate a candidates managerial potential

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TRAINING AND

DEVELOPMENT PROGRAMS Basic Literacy Skills

Technical Skills Interpersonal Skills

Problem-Solving Skills

Ethics Training?

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TrainingMethods

On-the-job

Training

Off-the-job

Training

FormalTraining

InformalTraining

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Individualizing Formal Training to

Fit the Employees Learning Style

Readings

Participation and Experiential Exercises Lectures

Visual Aids

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CAREER DEVELOPMENT

THE ORGANIZATIONS RESPONSIBILITES

Clearly communicating the organizationsgoals and future strategies

Create growth opportunities

Offer financial assistance

Providing the time for employees to learn

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THE EMPLOYEES RESPONSIBILITIES

Know yourself Manage your reputation Build and maintain network contacts Keep current Balance your generalist and specialist competencies

Document your achievement Keep your options open

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PERFORMANCE EVALUATION PURPOSES OF PERFORMANCE EVALUATION

o To make general human resource decisions

o To Identify training and development needso To validate selection and development programso To Provide feedback to employees

o For reward allocationso To link with employee motivation

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PerformanceEvaluation

Individual

TaskOutcomes

Traits Behaviors

HOW DO WE EVALUATE?

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WHO SHOULD DO THE EVALUATION?

Immediate Superior

Peers

Self-Evaluation

Immediate Subordinates

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Employee

Top Management(InternalCustomer)

ManagerInternalCustomer

Subordinates(Internal

Customers)

Suppliers(External

Customers)

Clients(External

Customers)

Co-Workers/Teammembers

Internal Customers

Other DepartmentRepresentatives

(Internal Customers

360 DEGREEEVALUATIONS

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METHODS OF PERFORMANCE

EVALUATIONWritten Essay

Writing a narrative describing an employees strengths,weaknesses, past performances, potential, and

suggestions for improvement.

Critical Incidents

Evaluating the behaviors that are key in making thedifference between executing a job effectively and executing

it ineffectively.

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METHODS OF PERFORMANCE

EVALUATIONGraphic Rating Scales

An evaluation method in which the evaluator ratesperformance factors on an incremental scale.

Behaviorally anchored rating scale

An evaluation method in which actual job relatedbehaviors are rated along a continuum

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Group Order Ranking

An evaluation method that places employees into aparticular classification, such as quartiles.

Individual Ranking

An evaluation method that rank-orders employeesfrom best to worse.

METHODS OF PERFORMANCE

EVALUATION

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Paired Comparison

An evaluation method that compares eachemployee with every other employee and assigns asummary ranking based on the number of superior

scores that the employee achieves.

METHODS OF PERFORMANCE

EVALUATION

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SUGGESTIONS FOR IMPROVING

PERFORMANCE EVALUATION

Emphasize behaviors rather than traits Document performance behaviors in Diary Evaluate selectively Train evaluators Provide employees with due process

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TEAM PERFORMANCE EVALUATION

Tie the teams results to the organizations goals.

Begin with the teams customers and the work

process the team follows to satisfy customerneeds.

Measure both team and individual performance.

Train the team to create its own measures.

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MANAGING DIVERSITY INORGANIZATIONS

FAMILY FRIENDLY WORKPLACES

Companies that offers an umbrella of

work/family programs such as onsite-daycare,child care and elder care referrals,flexible hours, compressed workweeks, jobsharing , telecommuting, temporary part-timeemployment and relocation assistance for

employees

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MANAGING DIVERSITY INORGANIZATIONS

DIVERSITY TRAINING

Participants learn to value individualdifferences, increase cross-culturalunderstanding, and confrontstereotypes.Workshop include Includesrole-playing exercises, lectures,discussions, and sharing experiences

MENTORING PROGRAMS

A senior employee who does coachingand counselling and/or sponsoring

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MANAGING DIVERSITY IN

ORGANIZATIONSMENTORING PROGRAMS

A senior employee who does coaching andcounselling and/or sponsoring