Human Resource Management
Week 2
HRM= all the activities associated with the management of work and people in organizations.
Recruitment & Selection
Ensures the company has the right number of people with the necessary competencies in the
right place at the right time.
The workforce provides a unique competitive advantage since people can:
1. Add considerate value
2. Be unique (or at least rare)
3. Be di cult to replicate
Workforce Planning
1. Business Strategy: what are the company's goals and objectives and how can we select the
people that are most likely to contribute to those goals and objectives?
2. Workforce Planning: draw up a plan that ensures that the right number of people with the
necessary skills are employed in the right place at the right time.
3. Job Analysis: gathering detailed information on tasks and responsibilities involved in a job.
4. Recruitment: attracting people, what qualities do people need to have?
5. Selection: picking the candidate that best suits the requirements of the job.
Traditional Workforce Planning
1. Stocktaking: taking stock of what we have and what we
need.
2. Forecasting: predicting future demand for labor and
competencies as well as predicting supply within the
organization and the labor market.
Labor demand= what people we need, related to current and
future business demands. Examining the current situation and
expectations arising from our future business strategy, it’s
possible to come up with a plan for our labor demand.
Labor supply= not only looking at the current workforce
numbers and competencies, but also looking to the external
workforce.
3. Develop Action Plans: planning the needs we have
identi ed in the future. The organization determines whether we
have the competencies we need in our current workforce, whether these can be developed
through learning or whether we need to recruit new workers from outside the organization.
4. Implementation: the actual implementation of the plans.
5. Assess and Adjust: assessing and adjusting the plans if
required.
Job Analysis
A process used to gather detailed information about the
various tasks and responsibilities involved in a position.
Through job analysis, we can identify the knowledge, skills,
abilities, attitudes and behaviours associated with successful
performance in the role. Often used for recruitment and
selection, the outcome of job analysis is a job description or
person speci cation. Job analysis can also be used in
performance management (what performance appraisal
criteria should we use for a particular position), reward
management (compensation plans) and learning and
development (training needs assessment).
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, Recruitment
Recruitment= attracting prospective candidates and
appealing to those who would do well in a speci c
position.
Employer branding= the extent to which an organization is recognized in its own right as a
desirable place to work by internal and external labor markets.
Wide nets approach= used for senior management positions and specialist jobs, you rely more on
recruitment consultants or selection consultants/headhunters.
Trawl nets approach= used for less skilled jobs or generalist positions, you rely more on
advertising on online job boards or university recruitment services.
Selection
Selection= determining which candidates most closely match the speci c requirements.
5 quality selection criteria:
1. Legality/adverse impact= considering the potential for biases to a ect the outcome of a
selection process, legality is a cornerstone in evaluating the quality of selection instruments.
2. Validity= the extent to which a test measures what it intends to measure and whether it does
so e ectively.
3. Reliability= achieved if the selection instrument consistently measures what it sets out to
measure.
4. Generalisability= a selection instrument has a high generalisability if it is broadly applicable to
many di erent people and situations.
5. Utility= concern the overall usefulness of the selection instrument, functioning in the best
possible manner with limited cost and e ort.
E ective job interviews are structured:
-Base interview guidelines on insights from job analysis
-Use a mixture of situational, behavioral and job-related questions
-Evaluate candidate answers on anchored-rating scales
-Interviewers need to be trained
Week 3
Performance Management
Performance management= encompasses all the activities a rm undertakes to improve an
employee’s performance (e.g. goal setting, evaluation, subsequent feedback and decisions about
promotion or dismissal). Important for organizations in order to ensure that they achieve their
business objectives and provides employees with crucial information on their progress which can
drive their engagement and productivity at work.
Purpose of performance management:
1. Strategic: drives organisational growth and productivity by aligning employee actions with
organisational goals.
2. Developmental: provides employees with information on how to develop.
3. Administrative: provides managers with information on how to reward, promote and retain.
Traditional Performance Management Cycle
A cycle of events that unfolds throughout the year. It
starts with making a performance plan in which
organizational goals are translated into individual goals
for employees. The goals set at the beginning are
supposed to direct employee behavior throughout the
year. The goals are reviewed in the middle and the end of
the year.
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Week 2
HRM= all the activities associated with the management of work and people in organizations.
Recruitment & Selection
Ensures the company has the right number of people with the necessary competencies in the
right place at the right time.
The workforce provides a unique competitive advantage since people can:
1. Add considerate value
2. Be unique (or at least rare)
3. Be di cult to replicate
Workforce Planning
1. Business Strategy: what are the company's goals and objectives and how can we select the
people that are most likely to contribute to those goals and objectives?
2. Workforce Planning: draw up a plan that ensures that the right number of people with the
necessary skills are employed in the right place at the right time.
3. Job Analysis: gathering detailed information on tasks and responsibilities involved in a job.
4. Recruitment: attracting people, what qualities do people need to have?
5. Selection: picking the candidate that best suits the requirements of the job.
Traditional Workforce Planning
1. Stocktaking: taking stock of what we have and what we
need.
2. Forecasting: predicting future demand for labor and
competencies as well as predicting supply within the
organization and the labor market.
Labor demand= what people we need, related to current and
future business demands. Examining the current situation and
expectations arising from our future business strategy, it’s
possible to come up with a plan for our labor demand.
Labor supply= not only looking at the current workforce
numbers and competencies, but also looking to the external
workforce.
3. Develop Action Plans: planning the needs we have
identi ed in the future. The organization determines whether we
have the competencies we need in our current workforce, whether these can be developed
through learning or whether we need to recruit new workers from outside the organization.
4. Implementation: the actual implementation of the plans.
5. Assess and Adjust: assessing and adjusting the plans if
required.
Job Analysis
A process used to gather detailed information about the
various tasks and responsibilities involved in a position.
Through job analysis, we can identify the knowledge, skills,
abilities, attitudes and behaviours associated with successful
performance in the role. Often used for recruitment and
selection, the outcome of job analysis is a job description or
person speci cation. Job analysis can also be used in
performance management (what performance appraisal
criteria should we use for a particular position), reward
management (compensation plans) and learning and
development (training needs assessment).
ffi
fi fi
, Recruitment
Recruitment= attracting prospective candidates and
appealing to those who would do well in a speci c
position.
Employer branding= the extent to which an organization is recognized in its own right as a
desirable place to work by internal and external labor markets.
Wide nets approach= used for senior management positions and specialist jobs, you rely more on
recruitment consultants or selection consultants/headhunters.
Trawl nets approach= used for less skilled jobs or generalist positions, you rely more on
advertising on online job boards or university recruitment services.
Selection
Selection= determining which candidates most closely match the speci c requirements.
5 quality selection criteria:
1. Legality/adverse impact= considering the potential for biases to a ect the outcome of a
selection process, legality is a cornerstone in evaluating the quality of selection instruments.
2. Validity= the extent to which a test measures what it intends to measure and whether it does
so e ectively.
3. Reliability= achieved if the selection instrument consistently measures what it sets out to
measure.
4. Generalisability= a selection instrument has a high generalisability if it is broadly applicable to
many di erent people and situations.
5. Utility= concern the overall usefulness of the selection instrument, functioning in the best
possible manner with limited cost and e ort.
E ective job interviews are structured:
-Base interview guidelines on insights from job analysis
-Use a mixture of situational, behavioral and job-related questions
-Evaluate candidate answers on anchored-rating scales
-Interviewers need to be trained
Week 3
Performance Management
Performance management= encompasses all the activities a rm undertakes to improve an
employee’s performance (e.g. goal setting, evaluation, subsequent feedback and decisions about
promotion or dismissal). Important for organizations in order to ensure that they achieve their
business objectives and provides employees with crucial information on their progress which can
drive their engagement and productivity at work.
Purpose of performance management:
1. Strategic: drives organisational growth and productivity by aligning employee actions with
organisational goals.
2. Developmental: provides employees with information on how to develop.
3. Administrative: provides managers with information on how to reward, promote and retain.
Traditional Performance Management Cycle
A cycle of events that unfolds throughout the year. It
starts with making a performance plan in which
organizational goals are translated into individual goals
for employees. The goals set at the beginning are
supposed to direct employee behavior throughout the
year. The goals are reviewed in the middle and the end of
the year.
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