Global Business Today, 5e

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12
Chapter

• Staffing and Developing Diverse Workforce

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Learning Objectives

1. Outline the human resource staffing process.
2. Explain how human resource planning is connected
   to corporate strategic planning.
3. Describe the steps followed in human resource
   planning.
4. Discuss the importance of diversity in
   organizational settings.
5. Explain the value of the employer brand in
   recruitment.
6. Identify ways to improve the validity of
   employment interviews.
7. Describe several selection methods for hiring
   employees.
8. Outline training methods and what managers should
   do to maximize their effectiveness.

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Human Resource Staffing Process
Organizational strategy and planning
Develop employees
Plan human resource needs
Recent job applicants
Select job applicants
Maintain a diverse workforce
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Human Resource Planning Process
STEP 1 Conduct job analysis
Step 2 Estimate Future HR demand
Step 3 Document current HR supply
Step 4 Estimate future Internal HR supply
Step 5 Estimate future External HR supply
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Step 1 Conduct Job Analysis

• The systematic investigation and documentation of
  duties, tools, equipment, conditions, and
  competencies
• Results in a job description
• Includes list of required competencies for the
  job (job specifications)
• Allows managers to categorize work so HR planning
  can identify needs more specifically

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Step 2 Estimate Human Resource Demand

• Predict how many people with what competencies
  are required at some point in the future
• It relies on organizational strategy, operational
  plans, and estimates of future demand for the
  organizations products or services

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Step 3 Document Current HR Supply

• Estimate how much staff will still be employed by
  the future dates
• Examine the stock of employees and their
  credentials and competencies

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Step 4 Estimate Future Internal HR Supply

• It can occur on a macro level, micro level, or
  combination of both levels
• Macro level Managers use estimates of past flows
  of people through and out of the organization
• Micro level Managers predict and plan for
  replacement of specific individuals based on
  their knowledge of those people

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Question

• If an organization wants to be effective, it
  should rely on the internal HR supply because it
  maintains the cultural values. Do you agree?
  Explain.

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Step 5 Estimate Future External HR Supply

• Employees quit, retire, and move into different
  jobs, so invariably managers depend on the
  external labor market for new recruits
• Due to every companies dependence on external
  labor market, managers must anticipate and adjust
  their strategies accordingly

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Top Ten Employers for New College Grads

1. Disney
2. Lockheed Martin
3. Deloitte Touche
4. Goldman Sachs
5. Enterprise Rent-A-Car

1. State Department
2. Raytheon
3. General Electric
4. JP Morgan
5. Abbott Labs

Source Business Week, September 18, 2006
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Workforce Diversity

• Diversity in the workforce is differences in the
  demographic, cultural, and personal
  characteristics of employees
• Surface-level diversity observable demographic
  or physiological differences in people
• Deep-level diversity differences in the
  psychological characteristics of employees,
  including personalities, beliefs, values, and
  attitudes

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Importance of Diversity

• Diversity makes good business sense
• Companies with the highest representation of
  women in their top management teams experiences
  significantly better financial performance
• Teams with some diversity make better decisions
  about complex problems
• Diverse workforce is more likely to understand
  and respond to the needs of equally diverse
  customers

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U.S. Equal Opportunity Laws

• Equal Pay Act of 1963
• Civil Rights Act of 1964
• Age Discrimination in Employment Act of 1967
• Americans with Disabilities Act of 1990
• Rehabilitation Act of 1973
• Civil Rights Act of 1991
• Family/Medical Leave Act of 1993

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Question

• Which of these laws prohibits employment
  discrimination based on race, color, religion,
  sex, or national origin?
• Rehabilitation Act of 1973
• Civil Rights Act of 1963
• Americans with Disabilities Act of 1990
• Family/Medical Leave Act of 1993

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Myths of Recruiting
Myth 2 Companies should focus recruitment on
people with the highest credentials

• Myth 1 Companies should attract as many job
  applicants as possible

Myth 3 Companies should appear as attractive as
possible during recruitment
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Activities that Support an Employer Brand

• Identify and develop positive differentiating
  features
• Raise the companys public profile
• Use consistent messages in recruiting and
  marketing
• Earn third-party recognition

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Attracting the Best

• Dont fudge the sales pitch
• Let them have a life
• No time clocks, please
• Give them responsibility
• Feedback, and more feedback
• Giving back matters

Source Business Week, September 18, 2006
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Recruiting Channels

• Internal
• Job postings
• Weekly company newspaper
• Company intranet
• External
• Employee referrals
• Advertising
• Campus visits
• Agencies
• Online recruiting (e-recruiting)
• Guerilla recruiting

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Selection

• The process of deciding which job applicants will
  make the most suitable employees
• Runs along side the recruiting process
• In order to know which selections methods to
  use, management needs to consider the
  following
• What constitutes a suitable candidate?
• How well the selection method measures or
  predicts that suitability?

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Popularity and Validity of Selection Methods
Selection Method Popularity Validity
Application forms, resumes, reference checks High Moderate
Work sample tests Moderate Moderately high
Unstructured employment interviews Very high Low to moderate
Patterned behavior description interview Moderate Moderately high
Ability tests Moderate Moderate
Personality tests Moderately low Low to moderate
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Employers Hiring Mistakes

• Do not pre-screen candidates
• Fail to prepare the candidates
• Fail to prepare the interviewers
• Rely on the interview to evaluate the candidate
• Do nothing but talk during an interview
• Evaluate personality, not job skills and
  experience
• Fail to differentiate the critical job skills
• Develop a small candidate pool

Source humanresources.about.com
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Application Forms, Resumes, and Reference Checks

• Usually the first information received
• 25 to 50 of application forms contain false
  information
• Reference checks are used to minimize false
  information on application forms

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Employee Orientation

• The organizations systematic process of helping
  new employees make sense of and adapt to the work
  context
• Process of communicating work-related information
  beginning with recruiting continuing through the
  beginning of employment
• Realistic job preview (RJP) giving job
  applicants a balance of positive and negative
  information about the job and work context

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Training Methods
Training Method Training Method
Lectures, reading, discussions Job rotation
Audiovisual materials Simulations and role-playing
Computer-based training Action learning
Coaching/mentoring
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Supporting the Training Process

• Is the trainee ready to learn?
• Managers need to determine if trainees
  have the prerequisite knowledge
• Is the training practice well designed?
• Important principle of learning active practice
  is usually more effective than passive learning
• Is the trainees transfer of learning supported?
• Relapse prevention teaching employees to
  anticipate and overcome obstacles in the
  workplace that might make it difficult to
  practice their new skills

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Trained Employees?
Source Business Week, July 31, 2006
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HR How to Do Right

• Say the right thing
• Measure the right thing
• Get rid of the social workers
• Serve the business
• Make value, not activity

Source Fast Company, August 2005