Thursday, December 3, 2015

Conducting a Job Analysis (Gary Dessler)

There are six steps in doing a job analysis, as follows.

Step 1: Decide how you’ll use the information Some data collection techniques—like interviewing the employee—are good for writing job descriptions. Other techniques, like the position analysis questionnaire we describe later, provide numerical ratings for each job; these can be used to compare jobs for compensation purposes.

Step 2: Review relevant background information such as organization charts, process charts, and job descriptions.Organization charts show the organization-wide division of  work, and where the job fits in the overall organization. The chart should show the title of each position and, by means of interconnecting lines, who reports to whom and with whom the job incumbent communicates. A process chart provides a more detailed picture of the workflow, particularly the flow of inputs to and outputs from the job you’re analyzing. (In Figure 2, the quality control clerk reviews components from suppliers, checks components going to the plant managers, and gives information regarding component’s quality to these managers.) Finally, the existing job description, if there is one, usually provides a starting point for building the revised job description.

WORKFLOW ANALYSIS AND JOB REDESIGN Job analysis tasks such as reviewing current job descriptions enable the manager to list what a job’s duties and demands are now. Job analysis does not answer questions such as “Should this job even exist?” To answer such questions, one must conduct a workflow analysis. You may then deem it necessary to redesign the job. Workflow analysis is a detailed study of the flow of work from job to job in a work process. Usually, the analyst focuses on one identifiable work process (such as processing an insurance claim), rather than on how the company gets all its work done. The accompanying HR as a Profit Center feature illustrates workflow analysis.

Monday, November 30, 2015

The Basics Of Job Analysis (Gary Dessler)

Talent management begins with understanding what jobs need to be filled, and the human traits and competencies employees need to do those jobs effectively. Job analysis is the procedure through which you determine the duties of the jobs you are analyzing and the characteristics of the  people to hire for them. 

Job analysis produces information for writing job descriptions (a list of what duties the job entails) and job (or “person”) specifications (what kind of people to hire for the job). Virtually every personnel-related action you take—interviewing applicants, and training and appraising employees, for instance—depends on knowing what the job entails and what human traits and skills one needs to do the job well. 
The supervisor or human resources specialist normally collects one or more of the following types of information via the job analysis:

Work activities. First, he or she collects information about the job’s actual work activities, such as cleaning, selling, teaching, or painting. This list may also include how, why, and when the worker performs each activity.

Thursday, November 26, 2015

What Is Talent Management? (Gary Dessler)

Talent management is the goal-oriented and integrated process of planning, recruiting, developing, managing, and compensating employees. When a manager takes a talent management perspective, he or she:

1. Understands that the talent management tasks (including recruiting, training, and paying employees) are parts of a single interrelated talent management process. For example, having employees with the right skills depends as much on recruiting, training, and compensation as it does on applicant testing.

2. Makes sure talent management decisions such as staffing, training, and pay are goal directedManagers should always be asking, “What recruiting, testing, or other actions should I take to produce the employee competencies we need to achieve our strategic goals?”

Monday, November 23, 2015

Strategic Human Resource Management (Gary Dessler)

Managers formulate corporate strategies, and then competitive strategies for each of their businesses. Then, we’ve seen that once a business decides how it will compete, it turns to formulating functional (departmental) strategies to support its competitive aims. One of those departments is human resource management and its functional strategies are human resource management strategies.

What Is Strategic Human Resource Management?

Every company needs its human resource management policies and activities to make sense in terms of its broad strategic aims. For example, a high-end retailer such as Neiman-Marcus will have different employee selection, training, and pay policies than will Walmart. Strategic human resource management means formulating and executing human resource policies and practices that produce the employee competencies and behaviors the company needs to achieve its strategic aims. The following Strategic Context feature illustrates this.

Thursday, November 19, 2015

What Are HR Audits? (Gary Dessler)

Human resource managers often collect data on matters such as employee turnover and safety via human resource audits. One practitioner calls an HR audit “an analysis by which an organization measures where it currently stands and determines what it has to accomplish to improve its HR function.” The HR audit generally involves reviewing the company’s human resource function (recruiting, testing, training, and so on), usually using a checklist, as well as ensuring that the firm is adhering to regulations, laws, and company policies.

In conducting the HR audit, managers often benchmark their results to comparable companies’. Sample measures (metrics) might include the ratio of HR professionals per company employee. HR audits vary in scope and focus. Typical areas audited include the following:

1. Roles and head count (including job descriptions, and employees categorized by exempt/ nonexempt and full- or part-time).

Monday, November 16, 2015

What Do The New Human Resource Managers Do? (Gary Dessler)

For much of the twentieth century, “personnel” managers focused mostly on day-to-day activities. In the earliest firms, they took over hiring and firing from supervisors, ran the payroll department, and administered benefits plans. As expertise in testing emerged, the personnel department played a bigger role in employee selection and training. New union laws in the 1930s added, “Helping the employer deal with unions” to its list of duties. With new equal employment laws in the 1960s, employers began relying on HR for avoiding discrimination claims.
Today, employers face new challenges, such as squeezing more profits from operations. They expect their human resource managers to have what it takes to address these new challenges. 

Let’s look at 10 things today’s HR managers do to deal with these challenges.