Transcript Planning for Personnel - Kansas State University

Planning for Personnel
Planning for Personnel
Designing Jobs
Determining human resource needs
 Designing Jobs
 Writing Job Descriptions
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Start with Goals
◦ A strategic plan outlines the desired direction
◦ Goals include the following types:
 Organizational (such as a level of service or
programs to be offered)
◦ ATTRACT MORE OUT OF STATE TOURISTS
◦ Departmental
 Project
Planning for Personnel
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To attract more out of state tourists the
agency might:
◦ build more lodging and campsites if this is determined to
be a barrier
◦ develop more programs (things to do) as attractions
◦ Construct a new attraction (winter sports)
Determine action needed to reach
goal
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To increase lodging for example the agency
may decide to build and operate 60 lodge
units in Alpha Park. To do this the following
tasks are necessary.
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perform market analysis (type of lodging?)
prepare a master site plan
develop construction specifications
develop publicity material
Design and provide food service operation
provide housecleaning service, maintenance,
security
What work activities need done
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Each goal suggests new work (new
facilities to be constructed, new
programs). Can some of this be done by
existing personnel?
◦ Inventory Current Staff for KSA’s to determine
the resources presently available
◦ Can current jobs be modified?
 expand a position to include responsibility for
publicity
 retrain an employee to operate a database
Can this work be done with
existing personnel?
Which activities go together (such as which are
of a programming nature, facility design nature)
◦ which activities use the same space or
resources
◦ which activities require supervision
◦ What KSA’s are needed to accomplish tasks
◦ Who needs to communicate with and work with
whom
Group activities into jobs
The chief executive will decide on mid
level management and specialists
 Mid level managers will do most of work
on designing subordinates jobs
 Personnel units within large agencies have
specialists that would have significant
input
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Who decides on job specs?
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major responsibilities
specific tasks or duties within each area of
responsibility
working conditions (adverse or
hazardous)
machinery or equipment to be operated
KSA’s
Supervision given and received
Key contacts
Prepare a job description
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Determine the major responsibilities to be
performed and % of time spent (example:
recruit/ hire seasonal staff)
◦ Determine specific tasks to be performed
within each area of responsibility
 Specific Task Examples: advertise positions,
review applications, interview, conduct
background checks, complete appropriate
recruitment forms, select and notify applicants,
refer new hires to personnel for payroll form
processing.
Major responsibilities and Tasks
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Instructing subordinates and co-workers
Assigning work
Reviewing work
Planning work of others
Allocating personnel
acting on personnel problems
hiring, promoting & disciplining employees
Examples of Supervision
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Knowledge
◦ the acquired information background a person
must have to perform the job skills
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Skills
◦ capacity to use devices and equipment
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Abilities
◦ capacity to perform based on natural talent or
acquired proficiencies
BFOQ’s and KSA’s
Bonafied Occupational
Qualifications
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Requiring a golf starter to have a college
degree in parks and recreation would not
be a BFOQ.
◦ You must be able to show that someone with
less education could not perform the job
◦ highly unlikely and thus discriminatory
Knowledge
KSA
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clarify work and compensation range
help recruit, test and select employees
help orientate new hires
help prescribe training and development
are compared to output in performance
appraisals
can be construed as employment
contracts
Job descriptions also
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Jobs must be periodically be reviewed to
ensure their accuracy and relevance
◦ Often results in some adjustment to work
Job Analysis
After assembling jobs and describing
them with job descriptions our next step
is to group them into units and establish
the important relationships
 When assigning subordinates to a
supervisor consider
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◦ experience of both, geographic distance,
complexity of job, only one boss,
Organizing Jobs
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Organize by primary purpose
◦ Parks, Recreation, Enterprise
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Organize by specialized skills
◦ programming, purchasing, security, PR
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Organize by Territory
◦ North, South, etc..
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Organized by clientele
◦ teens, seniors, special populations, etc.
Departmentation
Line Personnel are those who are directly
responsible for accomplishing the
agency’s mission
 Staff (specifically support staff) help the
line personnel work more effectively
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◦ staff include receptionists, secretaries,
accountants, custodial
Line and Staff
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Who
Who
Who
Who
Who
is consulted
decides
acts
is informed of the results
reports
Is your chart clear?
Does it explain the following?
The Recruitment
Process
A good staff is your agency’s best asset.
Design jobs to attract quality staff and then
recruit and select the best people possible.
The Recruitment Process
advertising/announcements
application forms
interviewing
selection
orientation
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People working for
other agencies in
similar capacities
People not currently
working for an
agency due to cut
backs, etc.
Students (B.S. and
M.S)
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People working in
unrelated areas but
with qualifications
Respondents to
correspondence
Persons
recommended by
professional
network
Sources of Qualified People
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Have existing employees work harder
◦ pay overtime
◦ hire seasonals to fill in
◦ share former employee’s salary with those left
Contract out work
 Use temporary services
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Alternatives to recruitment
Advantages of Hiring
either within or external
to agency
best policy is to use both
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Within
◦ fosters good morale by
providing career
advancement
◦ agency knows
strengths and
limitations
◦ cheaper
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External
◦ new ideas
◦ oblivious to office
politics; therefore
more able to make
tough decisions
◦ complies with AA
◦ improves likelihood of
optimal match of
desired KSA’s
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NRPA/State affiliate job bulletin (ntl leans
towards directors; state=all.
Electronic or traditional job newsletters
State employment services
Private employment agencies
head hunters
direct mail
professional publications
job marts at conferences, campus
Where to advertise
A reduced version of the job description
that contains information sufficient to
attract qualified applicants.
 explains the position
 identifies necessary qualifications
 tells the applicant how and where to apply
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Job Announcements
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Name of position
EEO statement
Major duties and
responsibilities of
job
Minimum KSA’s
◦ specify education,
experience, and
special
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Where, and to
whom to apply
Salary information
Benefits
Work location
agency and
community
characteristics
Opening/closing
dates
Elements of a job announcement
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illegal
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permanent position
foreman
student
recent college grad
man, woman
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legal
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full-time position
foreman/woman
entry level
college grad, no
experience
◦ applicant, candidate
Legal job advertisement language
reduces cluttered and stacked resumes to
a basic request for factual information
 standardizes the request
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EEO statement
legal to work in U.S.?
current status
job requested and info
KSA’s
on background
employment history
search
authorization
Application forms
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When faced with the arrival of an
application from an extremely qualified
candidate that is late, the agency has two
choices; neither of which is to just accept
it.
◦ extend search, accepting all additional
applications received in the time frame
◦ do not accept
Late application
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means an employer will make additional
efforts to recruit, hire and promote
minorities, women and those in legally
protected groups
◦ prepare a statement (see KSU’s)
◦ profile employee’s to know underutilization
◦ refer to city’s human resource dept for current
guidelines before recruiting a new hire
AFFIRMATIVE ACTION
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no government may treat people
differently because of their race except for
the most compelling reasons.
◦ Questions, but leaves unresolved whether set
aside programs will serve the STRICT
SCRUTINY TEST or compelling test.
◦ Raises the question, Which is the more
important government objective (righting past
wrongs....or... current rights protection).
Affirmative Action Ruling by the
U.S. Supreme Court
Review criteria for selection
 Form an interview team or panel
 Screen applications to 2 or 3 candidates to
interview
 Use a variety of job related (only) questions
◦ open ended
probing
leading
hypothetical
 do not include a test in the interview unless you
have obtained permission from personnel
services
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Interviewing
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Work experience
◦ Why do you want to work for us?
◦ What is your previous work experience?
Education
◦ Highest level achieved?
◦ Any special achievements
Career Plans
◦ What can you contribute to this agency?
◦ What kind of work would you like to be doing in
5 years?
ASK ONLY JOB RELATED QUESTIONS
Structured Interview Guide
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Have you ever been arrested?
birthplace
type of military discharge
age (are you under 18 is OK)
membership in clubs and societies
number of children
marital status
You may not ask
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Director
2-3 days
◦ meet with City manager and other dept
heads.....and staff
◦ meet with Key community people
◦ tour facilities and community
◦ include meals and events
Supervisor
 Laborer
 Seasonal
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3 hrs to 1 day
1-3 hours
15-30 minutes
Interview schedules
At Will Employment
If an employee is not under contract, he or she is an at-will
employee. An employer can dismiss an at-will employee hired
for an indefinite term at any time for any non-discriminatory
reason. Likewise, the at-will employee is free to terminate their
employment at any time. The at-will employment doctrine,
however, is being eroded in many states. Some challenges and
exceptions to at-will employment include: breach of implied
contracts through employee handbooks, public policy violations,
reliance on an offer of employment, and intentional infliction of
emotional distress.
Unfortunately for at-will employees, you can get fired for any
number of job-related, and non-job related reasons; for instance,
your supervisor can fire you if he or she doesn’t like the clothes
you wear, of if you tell lame jokes, or even if you simply rub
your employer the wrong way