PLANNING (p. 144) 1. What are ways that the organization can ensure that KSAO deficiencies do not occur in its workforce? KSAO is an acronym that stands for Knowledge, Skills, Abilities, and Other attributes. In other words, KSAOs are the things that people need to have in order to do their jobs properly. Therefore, it is important to a firm to ensure that it has as few KSAO deficiencies as possible. There are two main ways to prevent KSAO deficiencies from cropping up in an organization. The first way to prevent this is to make sure that you hire people who have the KSAOs necessary for a job. In order to do this, you need to have a good hiring process. You need to write quality job descriptions that will attract applicants who have the right KSAOs. You need to have a resume review and interview process that further ensures that the applicants with the best KSAOs will be the ones hired. By having these things, you can minimize the KSAO deficiencies in the firm. The second way to prevent such deficiencies is through training. It is important to train employees when they enter your organization and to continue to train them as they work for you. If you train them well, they will have the KSAOs that they need in order to do their job. When their job comes to demand new KSAOs (either because they move to a new job or because your environment changes), training will ensure that they have them. Training, then, can ensure that workers acquire any KSAOs they need but do not already have. 2. What types of experiences, especially staffing related ones, will and organization be likely to have if it does not engage in HR and staffing planning? labor relations issues, legal issues, EEOC compliance issues related to the fair treatment of all employees, privacy issues of the staff, hiring and termination issues related to the fair practice in both situations and equity of pay scales. The choice by an organization to actively employee a qualified Human Resources team that actively participates in HR planning, will enable them to gain control of their organizations future by staying prepared for staffing events such as the ones mentioned in this example above. Being prepared means that the organization will be able to anticipate issues before they arise and make proper changes and take the appropriate courses of action. Through actively staying involved in staffing issues a company will be able to manage through difficult situations much easier than if they ignore the problems and let them explode into full legal nightmares that they have to manage after the fact. 3. Why are decisions about job categories and levels so critical to the conduct and results of HRP? An organization's workforce is an integrated whole, a system. To achieve inter-functional integration, which is required to achieve organizational goals, there must be coordination between jobs laterally, and smoothcommunication vertically among job levels. This means that organizational management has to be attuned to employment gaps (surpluses, shortages, KSAO deficiencies) between job categories and between job levels. This requires knowledge of, and control over, the parts of the workforce and their respective interactions. Decisions made without consideration of these interrelationships between job categories and levels can result in a workforce that is grossly out-of-balance in either a quantitative or a qualitative sense. Decisions made to adjust to employment gaps depend on both internal and external employment sources. For example, poorly conceived decisions can result in an inability to promote from within due to under-staffing, or a lack of personnel training within given job categories or at given levels. Inability to promote from within implies inadequate availability of KSAOs, added cost (due to increased need for outside recruitment), and low morale (no opportunity for employee advancement within the organization) 4. What are the advantages and disadvantages of doing succession planning for all levels of management instead of just top management? Succession plans allow the organization to develop a coherent plan for how management will proceed for the future. Establishing continuity in all positions helps to ensure that the organization does not face critical gaps in mid-level managerial positions. In addition, succession plans can help to identify entry level managers who are likely to be "stars" in the future. These individuals can be put in special fast track positions that help the organization hold on to the valuable KSAOs that these individuals can bring to the organization. 5. What is meant by reconciliation, and why can it be as useful as an input to staffing planning? Reconciliation is the identification of surpluses and shortages between an organization's employment requirements and the organization's available personnel. The reconciliation process reveals employment gaps (shortages and surpluses) by job category and job level, and provides a starting point for taking appropriate action (action plans) to adjust gaps to meet organizational needs. Taking appropriate staffing action is key to achieving this overall HR purpose: Ensuring the organization has the right people (KSAOs and numbers) at the right place (job category, job level, geographical location) and at the right time (internal source, external source) to achieve the overall goals and purposes of the entire organization. 10. What problems might an organization encounter in creating a AAP that it might not encounter in regular staffing planning? An AAP or Affirmative action plan maybe defined as plan that outlines the hiring and development policies such as recruitment, training, promotion and appraisals for employees belonging to for the minority or the protected groups within the organization. On the staffing plan highlights the hiring and selection policies for all the ... JOB ANALYSIS & REWARDS (p. 196) 1. How should task statements be written, and what sorts of problems might you encounter in asking a job incumbent to write these statements? Task statements should be written with specific action verbs and describe what the employee does and what is produced out of this. They should also include what equipment, materials, tools and procedures should be used. Asking job incumbents to write these could be problematic as each incumbent might do their job differently. 2. Would it better to first identify task dimensions and then create specific task statements for each dimension, or should task statements be identified first and then used to create task dimensions? It is better to identify task statements and then create the task dimensions. These task statements can help guide the remainder of the job requirements build the task dimensions. EXTERNAL RECRUITMENT ( p.259) 1.List and briefly describe each of the administrative issues that needs to be addressed in the planning stage of external recruitment. a. Requisition process: i.The act of preparing and issuing a requisition is the step that identifies the specifications for thehire (in terms of the KSAOs, salary, and other details of the hire) and requests top managementto proceed with the hire. ii.The recruitment specialist then determines the number of contacts to be made, which can beestimated from yield ratios if proper records have been kept so that ratios can be calculated basedon history it is also necessary to determine the types of contacts that will have to be made. Thisinvolves identifying the qualifications needed to perform the job, which can be taken from therequirements matrix. iii.Types of contacts can also involve deciding how job applicants search for the focal position andhow the organization should proceed to make contact with potential applicants. b.Recruitment costs: i.The process should be conducted within the guidelines of a recruitment budget. The budget canbe established by a top-down method, whereby top management sets the budget based on thebusiness plan for the organization and on the basis of projected revenues. Alternatively, a bottomup approach can be used. This is a method that starts y costing out the budget based on thespecific needs of each business unit. ii.At this point of the process, the recruits are selected, they are trained and provided with anappropriate reward system. A highly useful management tool for recruitment in the recruitmentguide, which is a formal document that details the process to be followed, based on theorganization's staffing flowcharts. The guide clarifies expectations and operations-steps for therecruiter, add the requesting departments, and is essential for controlling costs, ensuring legalcompliance, and conducting efficient management of the recruitment process. 2. In designing communication messages to be used in external recruiting, what kinds of information should be included? The message should reflect the overall content of the job requirements and job rewards. It should also reflect the availability of the job and the level of importance. It should also be attractive to the specific types of applicants the job requires. 3. What are the advantages of conveying a realistic recruitment message as opposed to portraying the job in a way that the organization thinks that job applicants want to hear? By conveying a realistic recruitment message, this will attract qualified potential candidates for the job as well as help weed out the other applicants who aren't serious about the job. This also saves money on training by not just hiring any applicant. INTERNAL RECRUITMENT ( p.302) 1. Traditional career paths emphasize strict upward mobility within an organization. How does mobility differ in organizations with innovative career paths? Traditional career paths refer to the progressive movement of an employee from a lower managerial position to a higher one. It brings in upward mobility i.e. entry of a person at one level and then climbing high up in the ladder of jobs. This brings in more responsibility in the employee. Traditional career paths are generally a reward for the past continuous and long services of the employee in his organization. There is a different skill set needed by employees depending on the hierarchy they lie in the organist ion. At the lowest levels, task skills are needed. This helps him perform well if he is skilled enough. As a reward and source of retention, following a traditional career path, he gets an upward move to the next level up in the hierarchy. By now, spending enough time in the same company, he is aware of people and processes and develops good interpersonal skills which are needed at this level. At the highest level of management, decision making skills are required. The same employee would be the most suitable candidate because by now he has the longest experience, knows all people and processes and thus can handle the organization well. 2. A sound promotion is important. List the characteristics necessary for an effective promotion policy Some good characteristics of an effective promotion policy are: - Intentions of the policy is clearly communicated. - Consistency of the policy with the goals and thinking of upper management. - The scope of the policy, such as who is the policy covers, is clear. - The responsibilities and opportunities of the employees are defined clearly. - Responsibility of the manager who the employee will report to is defined. - Procedures are clearly described, such as how employees will be notified of openings, time deadlines and data to be supplied by the employee, how requirements and qualifications will be communicated, how the selection process will work, and how job offers will be made. - Rules regarding compensation and advancement are included. - Rules regarding benefits and benefit changes as they relate to advancement are included. 3. Compare and contrast a closed internal recruitment system with an open internal recruitment system - Closed Internal Recruitment System Transfer opportunities are not made public. Manager notifies HR of vacancy, HR searches files for candidates, HR gives lists of candidates to manager, manager interviews candidates, and manager fills position. Employees are not made aware of job vacancies, only those who oversee placement in the HR department, line managers with vacancies, and contacted employees are the only people made aware of promotion or transfer opportunities. - Open Internal Recruitment System Transfer opportunities are made public. Manager notifies HR of vacancy, HR posts job opening internally, HR receives bids from interested applicants, HR screens candidates, HR gives lists of candidates to manager, manager interviews candidates, and manager fills position. - The difference between a closed internal recruitment system and an open internal recruitment system is the number of employees who are told about the vacancy. In a closed system, only a few handpicked candidates are told about the position. In an open system, everyone in the company is made aware of the vacancy. 4.What information should be included in the targeted internal communication message? The information should be modified to a particular audience. The message should describe the incentives to attract experienced internal employees. An internal communication message can be realistic, branded or targeted. A targeted internal message points out how the job matches the needs of the applicant. MEASUREMENT (p. 361) 1. Imagine and describe a staffing system for a job in which no measures are used A staffing system for a job in which no measures are used would be virtually impossible. Measurement is the key in staffing organizations, as it is a method used for assessing aspects within the organization. A system without methods would have no efficient method for determining a framework in the process of selection. 2. Describe how you might go about determining scores for applicants’ responses to (a) interview questions, (b) letters of recommendation, and (c) questions about previous work experience. To determine scores for qualitative responses such as interview questions, letters of recommendations and previous work experience questions, a scale would have to be created. To determine these scores, the answers would have to be looked at subjectively by the reviewer and given a number on a rating scale. Once the answers are given a numerical value, the total score can be compared to other applicants’ scores to determine who may be more valuable to the company. 3. What are the ways in which this information can be collected? Information can be gathered by the job analysis and job description. These two methods will provide the job tasks, qualifications needed and other important information. EXTERNAL SELECTION (p.420) 1. A selection plan describes which predictor(s) will be used to assess the KSAOs required to perform the job. A selection plan can be established in three steps: - The KSAOs are written in the left-hand column. This list comes directly from the job requirements matrix. (Powerpoint: Develop list of KSAOs required for job) - For each KSAO, a "yes" or "no" is written to show whether it needs to be assessed in the selection process. Sometimes the answer is no because the applicant will acquire the KSAO once on the job. (Powerpoint: For each KSAO, decide if it needs to be assessed in the selection process) - Possible methods of assessment are listed for the required KSAO, and the specific method to be sued for each is indicated. (Powerpoint: Determine method(s) of assessment to be used for each KSAO) 2. In what ways are the following three initial assessment methods similar and in what ways are they different: Application blanks, biographical information, and reference reports? Biographical information blanks, application blanks, and reference reports are similar to each other in that they both ask applicants to report- on their background. All three methods can also be used to make initial selection decisions about job applicants. One difference between application blanks and biographical data is that biographical data can be used for substantive selection decisions. Reference reports differ from biodata in that reference checks are used for screening applicants for positions which require integrity and emotional adjustment, whereas biodata is used for a wider range of jobs. In addition, reference reports are obtained through interviews and conversations with references while biodata is collected through a survey. 3. Describe the criteria by which initial assessment methods are evaluated. Are some of these criteria more important than others? The criteria which are commonly used In evaluating various initial assessment methods include: - Frequency of use - Cost - Reliability - consistency of information collected - Validity - relationship between the predictor and performance - Utility - monetary return from using the predictor - Applicant reactions - Adverse impact - disproportionate number of protected class members being rejected using a predictor All of the above are important criteria for evaluating initial assessment methods. However, The three which are of particular significance are reliability, validity, and adverse impact. Reliability and validity of selection methods are absolutely critical because they determine the quality of the information obtained through the use of an assessment method. Adverse impact is also critical because of its legal implications to employers. The costs of legal violations in employment practices can be astronomical. 4. Some methods of initial assessment appear to be more useful than others. If you were starting your own business, which initial assessment methods would you use and why? Based on the evaluation of initial assessment methods presented in Exhibit 9.10, a person starting a business could consider using resumes and cover letters, biodata, initial interviews, and reference checks. The resumes and cover letters would be useful in obtaining information regarding the applicant's perspective of why he/she would be a good candidate for the job. In addition, these methods are inexpensive. Biographical data, although expensive, would provide additional background information which is specifically geared toward the relevant KSAOs for the job. Moreover, research has shown biodata to have high validity. Initial interviews would provide an opportunity for the employer to assess job applicants "in person." This is critical because some individuals may appear highly qualified "on paper," but are less impressive in a face-toface interaction. This would also be a good opportunity for the employer to sell itself to the applicant. Finally, reference checks would be valuable in order to obtain input from other people who are familiar with the job applicant's KSAOs and past job performance. ERTERNAL SELECTION (p.495) 1.Describe the similarities and differences between personality tests and integrity tests. When are each warranted in selection? - Some of the similarities between personality tests and integrity tests include the following: + Both measure traits. + Both use surveys as the primary method of data collection. + Both at least a moderate degree of validity. + Both are susceptible to distortion and faking of responses. - Some of the differences between personality tests and integrity tests include: + Integrity tests assess a more specific trait as opposed to personality tests which are often multidimensional and more diffuse in nature. + Integrity tests would be related to a narrower range of performance dimensions (e.g., dishonest behavior) as opposed to personality tests. Integrity tests would be appropriate to use for jobs where integrity is important such as security guards, bank tellers, etc. Personality tests are useful; for predicting a broader range of performance dimensions for a wide range of jobs and organizations. 2. How would you advise an organization considering adopting a cognitive ability test in selection. The use of cognitive ability tests would be recommended particularly for jobs in which possess moderate to high levels of complexity. However, these tests are valid even for other types of jobs. One of the most attractive aspects of cognitive ability tests is that they have been shown to be valid for a broad range of jobs and organizations. In fact, they are one of the most valid predictors available. Two major concerns with the use of cognitive ability tests are that they: 1. have been shown to have adverse impact on minorities, and 2. applicants tend to react unfavorably toward them. 3. Describe the structured interview, noting characteristics that improve upon the shortcomings of unstructured interviews. The structured interview is a standardized method of assessing the applicant face-to-face with pre-planned, job-related questions. By design and conduct, the structured interview controls for sources of influence (caused by information about the candidate and the job) on the interview process and the interviewer. The purpose of the structured interview is to make this step a rational, objective, and comprehensive as possible in order to make the best match possible between job candidates and the focal job. “Structure” avoids these weaknesses of the unstructured interview: - Unplanned and possibly non-job-related interview content. - Quick and overly superficial interviews. - Causal reasoning that lacks focus and job relevance. - Obtuse questions unlikely to be efficient in surfacing job-related responses. - Speculative questions that may not always be appropriate. - Lack of preparedness on the part of the interviewer. - Final judgments about candidates based on incomplete information. 4. What are the most common discretionary and contingent assessment methods? What are the similarities and differences between the use of these two. - Discretionary assessment method Determines which finals gets a job offer by finding out who's the best fit with the team and organizational culture (Ex. On-site visit) - Contingent assessment method After an offer is made, applicants must pass a contingent assessment to retain the offer Most common: Drug test, medical exams, background checks INTERNAL SELECTION 1. Clarify how internal selection decisions differ from external selection decisions. Organizations are significantly influenced by internal/external selection decisions for the reason that it gives management the option to promote individuals from within the organization or to search for new employees outside the realm of the organizational culture. "For the employer, relying on internal sources offers several advantages. First, it generates applicants who are well known to the organization" (Noe, Hollenbeck, Gerhart, and Wright, 2003, p.43), second, potential applicants have a general idea of the job itself and what the requirements entail. In essence applicants will more than likely have realistic expectations about the job; thirdly filling the position will be a seamless transition that will ultimately eliminate searching for candidates outside the organization. For the most part it would be cost effective to promote from within as opposed to training new staff members to learn various elements of the job. A current staff member is already knowledgeable of job functions and may not require additional training unless there are new systems being implemented. Most organizations are at a competitive advantage when they utilize current staff members. Nevertheless drawing from external sources also has positive advantages in which management will discover talented candidates with fresh insight and a keen sense of innovation that generates a fresh perspective in terms of ensuring the highest level of competitiveness. "An organization that uses only internal recruitment can wind up with a workforce whose members all think alike and therefore may be poorly suited to innovation". 2. What are the differences among peer ratings, peer nominations, and peer rankings? Should they be used? And how this can be used in an organization. - Peer reviews are a method that employers use to obtain feedback from employees concerning another employee. Employees may offer honest feedback considering that they interact daily with the employee under review. They will be able to determine if the employee does not meet the minimum requirements of employment. - Peer Nominations are used as a method to acknowledge a coworkers hard work and dedication to the organization. An employee can nominate someone he/she feels is entitled to some form of recognition. - Peer ranking is a method that allows peers to rate employees according to their job performance or their interaction with other employees. 3. Explain the theory behind assessment centers An assessment center refers to an internal selection method that is employed for selection suitable candidates. The theory behind assessment centers is measuring different kinds of job-related skills and competencies of a candidate. It involves different assessment exercises that provide for evaluation of different competencies such as problem solving abilities, interpersonal skills, written and oral communication. Assessment center help in assessing leadership and managerial competencies for high ranking positions. 4. Evaluate the effectiveness of seniority, assessment centers and job knowledge as substantive internal selection procedures - Assessment center: Multi-day, task based evaluation. + In-basket: prioritizing + leaderless group discussion: leadership, communication, and social skills. Try to be central to the discussion. If there is a disagreement, acknowledge the disagreement and argue your case in a pleasant and professional manner. If necessary, acquiensce in a pleasant and professional manner as well. + case analysis: similar to, but more complex than, case studies you are familiar with. Be sure to identify the core problem and don't focus on the symptoms of the problems. Solutions should cure symptoms by addressing the core problem. - Seniority Seniority - length of service + used more frequently, but generally not valid. + may be the only acceptable assessment method for union environments. + viewed as fair assessment method by other employees + sometimes you don't have a choice. + not necessarily tied to the best KSAOs - Job knowledge tests A valid predictor of job performance when they are well designed + reflects an assessment of previous experiences and current KSAOs. + tests might not be good depending on who makes it. FINAL MATCH (p. 636) 1. If You were the HR Staffing manager for an organization, what guidelines might you recommend regarding oral and written communication with job applicants by members of the organization? 1) Application and resume to be in writing. 2) Job description to be provided to applicant in writing. 3) Interview to be oral. 4) Testing results of applicant's abilities (if applicable) in writing. The guidelines will include following points: Ensure to brief about company's organizational culture Tell clearly about job nature, expectations, roles and responsibilities Do not commit anything regarding acceptance or rejection of application Do not commit on dates or time about next steps of process Not share any information about remuneration of previous employee Do not tell about urgency of hiring in a position as it may impact negotiation 2. What are the advantages and disadvantages of the sales approach in the presentation of the job offer The advantages of the sales approach in the presentation of a job are the offers closes up more quickly and builds a more personal relationship with the potential employee. Disadvantages are that the sales approach is very time consuming and costly. STAFFING SYSTEM MANAGEMENT ( p.681) 1. What are the advantages of having a centralized staffing function, as opposed to letting each manager be totally responsible for all staffing activities in his or her unit Accessibility A centralized HR team is more easily accessible to employees, which equates to more timely responses and resolutions. Employees are able to make a single visit to the centralized human resources office to handle all of their business needs instead of playing phone tag or making multiple trips to speak with HR reps at several site locations. This format pools all HR professionals into one department, making the department as a whole more knowledgeable. HR specialists with expertise in various areas such as payroll, benefits or recruiting are able to share their knowledge with team members, allowing them to better work together as a group and become more cross-functional in handling operational matters. A manager, for example, can resolve staffing, payroll and employee relations concerns with one phone call or visit instead of dividing the concerns among decentralized HR specialists for each issue. Communication A centralized HR team generates more efficient communication and works cohesively on complex matters because there are fewer "hands in the pot." If an employee calls to follow up on a previous request, for example, the HR rep can ask her co-workers for the required information since they are all working in close proximity. If a situation arises that the HR rep is unable to resolve on his own, he can quickly enlist the expertise of a colleague. Operating Costs A measurable advantage of the centralized structure for a human resources department is a reduction in operating costs. Fewer employees are required to run a centralized HR department than decentralized departments, which scatters HR reps in various locations throughout the organization. The cost savings are recognized through payroll, training and facilities, among other things. Flexibility Centralization encourages cross-training, which is a huge advantage when it comes to succession planning. Cross-training equips your HR department with the knowledge and skills they need to handle a wide scope of functions instead of focusing on a limited area of expertise. A well-rounded HR staff is more flexible when it comes to restructuring or reorganization because you have more qualified staff members who are capable of increased responsibility, which offers more room for growth not only as a department but also as an organization.
