Transcript Chapter 12

WORKING WITH EMPLOYEES
A successful manager must develop effective
processes to select, train, and maintain
employees.
How Companies Select Employees
Human Resources (HR)
• A department that recruits employees, manages training
and compensation, and plans for future personnel
HR Functions
• Advertise positions, select from applicants, fill positions
• Develop employee plan in respect to company goals and
business environment
• Create a Job Description
– Written statement identifying the type of work and necessary
qualifications for a job
– Sets the standards against which applicants can be rated
How Companies Select Employees
THINGS LISTED ON A
JOB DESCRIPTION:
1)
2)
3)
4)
5)
Essential job functions
Knowledge and critical skills
Physical demands
Environmental factors
Any information that may be
necessary to clarify job
duties or responsibilities
SAMPLE:
Title: Receptionist
Duties and responsibilities:
Receives and directs phone calls, greets
visitors, receives and sorts mail and
packages, orders office and kitchen
supplies, key documents when required
Qualifications:
High school graduate. Needs good
communication skills and ability to get
along with people.
Keying speed of 45 words
per minute.
Experience desirable but not
necessary.
Salary: $20,000- $25,000, depending on
experience
Alternatives to Adding
Staff
Freelancers
*
Interns
*
Temporary Workers
Freelancers
• Provide services to business by hourly
basis or by the job
• Used when full time employment is not
needed
Interns
• Students, who will work for little or no pay
in order to gain experience in a particular
field
• Found in community, local colleges, and
high schools
Temporary Workers
• Can be used for long periods of time as an
alternative to full time hiring
• Paid a workers salary plus a fee to the
agency who supplies the worker
• Ex: Seasonal, substitute for injured or sick
workers on leave
How Companies Recruit Employees
Get the readers attention
Stimulate the reader’s interest
Present a solid specific fact
End ad with a call to action
Most college and universities have
them
Collect info on career and employment
opportunities
Make them available to students or
graduates
No fee is charged
Ask college to make you business
listed at their placement center
Find employees for businesses and
other institutions
Try to match people with jobs their
looking for to the right business
Charge a fee when they are successful
How Companies Recruit Employees
Often businesses except
referrals from reliable
sources on a good
applicant for a job their
offering
On the world wide web mostly all
companies use their business web
sites to post job availability and
have online applications
Also businesses can mention their
location for people to apply
Online Job Search Databases
Post Classified Ads and Resumes
www.monster.com
www.careerpath.com
www.careerbuilder.com
The Selection Process
Standard Selection Procedures
1.
Preliminary screening
•
HR Department will sort out hundreds of letters and resumes in
response to one classified ad
•
I.E. – Southwest Airlines receives 129,000 resumes and hires
approximately 3,411 people every two years
•
Applicant pool is narrowed and input from team members is given
•
Check applicant’s references and credentials
•
Call for an interview
The Selection Process
Testing Provides Employers with Information
2.
Testing
•
Used to differentiate applicants with similar credentials
•
Provides a uniform evaluation of the qualifications of a
prospective employee
•
Identifies an individual’s strengths and weaknesses
•
Remove the element of chance
The Selection Process
Common Employment Tests
Aptitude Test
Psychomotor Test
Job Knowledge Test
Proficiency Test
Interest Test
Psychological Test
Polygraph Test
Measures capacity to learn a particular subject or skill
Measures strength, dexterity, and coordination
Measures knowledge related to a particular job
Measures performance on a sample of the work required in the
job
Categorizes applicant’s interests relative to the job
Attempts to define personality traits
Records changes in physical response as a person responds to
questions to determine whether responses are truthful
The Selection Process
Standard Selection Procedures
3.
Employment interview

Allow the employer to learn more about the applicant than cannot be
conveyed in a resume or cover letter

Preparing for an Interview
•
Setting aside space - Privacy
•
Putting the applicant at ease – Small talk, Refreshment, Interviewer should
be outgoing trained in interviewing skills
•
Taking control over the interview – take notes to record important points,
encourage applicant to talk, but control the direction of discussion
The Selection Process
Standard Selection Procedures
3.
Employment interview

Structured Interview
 Prepare a list of questions when interviewing many applications for one
position
 Provides uniform information for each applicant
 Remind the applicant to cover each question

•
Where do you want to be in five years?
•
What are your strengths in working with others?
Unstructured Interview
 A conversation between employer and applicant in a relaxed environment
 Ask open-ended questions

Why did you leave your previous job?

Tell me about yourself
 Applicant has the opportunity to ask questions about the organization
 Not always reliable interviews
 Pertinent questions may not be covered and bias is a possibility
The Selection Process
Standard Selection Procedures
4.
Personal judgment

Choosing which individual gets the job

Employer must make a value judgment as to which applicant would be
most successful

Follow the selection procedures for effective decision

What if no applicants are qualified?
 Offer a higher salary or better benefits to attract more applicants
 Re-advertise in a different newspaper or Web site
Legal Considerations in Selection
The Wrong Questions
Due to federal law, certain questions cannot be asked of job candidates.
Questions to avoid when interviewing candidates include:
1.
Age (may ask if they are older than a certain age if it is a requirement to of
the job [i.e.-school bus driver, forklift operator]
2.
Date of birth
3.
Religion or church affiliation
4.
Father's surname or mother's maiden name
5.
Marital status
6.
What languages they speak (unless it is a job requirement)
7.
How many children they have, their children's ages and who will care for the
children while applicant is working
8.
Financial information not related to compensation
9.
If they served in the military of any foreign country
10.
If they have ever been arrested? (may ask if they have been convicted of a
felony/misdemeanor)
Promotions and Separations
Promotions
 Moving to a position of greater responsibility with higher
status and pay
 Merit-based and encourage performance
Separation – employee is laid-off or terminated

o
Layoffs – there is not enough work for all employees
o
o
o
Result of downsizing to increase efficiency
Employee can be called back
Termination – employee is asked to leave because of poor
performance or failure to follow company rules
o
o
o
Failures from previous actions of training, counseling, and/or
disciplinary action
Last result
Possible reassignment to a less stressful job will eliminate the waste of
company resources and time invested in hiring and training that
individual
Training Employees
On-the-Job Training
 Employee works and trains under close supervision until he or she
understands the task and performs it correctly
Job Rotation
 Cross-Training: a form of on-the-job training that exposes employees to
several jobs within an organization
 Perform each job for a fixed period
 Allows employee to master many skills
Percentage of Organizations Using
Various Methods for Employee Training
Video
100%
90%
80%
70%
60%
50%
40%
30%
92% 90%
Lectures
One-on-One Instruction
79%
Role Plays
Simulations/Games
62%
51%
54%
43%
46%
41%
27%
17%
Audio
Slides
Films
Case Studies
Self Assessment
Self-Study Programs
11%
10%
20%
10%
3%
0%
Multimedia
Teleconferencing
Video Teleconferencing
Computer Conferencing
Percentage
Source: Adapted by B. Filipczak, “What Employers Teach,” Training 29, no. 10 (1992) p. 46.
1992 Lakewood Publications, Minneapolis, MN.
How is Performance Measured?
•
Performance measures:
– An employee’s degree of accomplishment and results in job-related tasks
– Effort that an employee exerts on the job
•
Role perception:
– Employee must understand his or her part in an organization
Management By Objectives (MBO)
•Process often used in quality improvement and goal setting
for the whole organization as well as performance
appraisal.
•Empowers employees by involving them in personal goal
setting.
1. Establishes well-defined job objectives
2. Develops an action plan
3. Allows employees to implement the action plan
4. Evaluates achieved performance-based
objectives
5. Takes necessary corrective action
Legal Considerations
Title VII of the Civil Rights Act
 Requires that an organization’s performance appraisal
system be “bona fide.”
 System can’t have disproportionately negative effects upon
minorities, women, or older employees
 An appraisal system that is fair and legal should:
 Be based on Job Descriptions
 Emphasize performance rather than personal traits
 Communicate appraisal results to employees
 Allow employee response
 Train mangers in conducting proper evaluation
 Ensure that appraisals are written and documentation is retained
 Be consistent
Relating Rewards to Performance
Employee rewards should be related to performance
Merit-pay – salary increases are based on performance
appraisals
Other rewards not based on performance
o Across-the-board pay – salary increases of a fixed percentage
o Insurance plans
o
o
o
o
o
o
Paid leave
Sick leave
Personal Leave
Emergency Leave
Paid Vacation Leave
Discounts