Index
Week 1:
Lecture 1: Staffing and planning
Lecture 2: Diversity
Lecture 3: Job analysis
Lecture 4: Performance appraisal
Lecture 5: External recruitment
Lecture 6: Internal recruitment
Week 2:
Lecture 7: Reliability
Lecture 8: Validity
Week 3:
Lecture 9: Selection - part 1
Lecture 10: Selection - part 2
Week 4:
Lecture 11: Decision making
Lecture 12: Utility
Lecture 13: Adverse impact
Week 5:
Lecture 14: Retention
Lecture 15: Machine learning and AlgBasDM
,Index
Chapters
Chapter 1: Staffing Models and Strategy
Chapter 3: Planning
Chapter 4: Job Analysis and Rewards
Chapter 5: External Recruitment
Chapter 6: Internal Recruitment
Chapter 7: Measurement
Chapter 8: External Selection I
Chapter 9: External Selection II
Chapter 10: Internal Selection
Chapter 11: Decision Making
Chapter 14: Retention Management
Articles
- Keller (2018): Posting and Slotting: how hiring processes shape the quality of
hire and compensation in internal labor markets
- Dana, Dawes & Peterson (2013): Belief in the unstructured interview: the
persistence of an illusion
- Highhouse (2008): Stubborn reliance on intuition and subjectivity in employee
selection
- Leicht-Deobald et al. (2019): The Challenges of Algorithm-Based HR
Decision-Making for Personal Integrity
- Sajjadiani, Sojourner, Kammeyer-Mueller & Mykerezi (2019): Machine Learning to
Translate Applicant Work History Into Predictors of Performance and Turnover
Live lecture notes
- Lecture 1
- Lecture 2
- Lecture 3
- Lecture 4
- Lecture 5
,Lectures
Lecture 1: Staffing and planning
Staffing: the process of acquiring, deploying, and retaining a workforce of sufficient quantity
and quality to create positive impacts on the organization’s effectiveness
- Organizations use multiple interconnected systems (planning, recruitment etc.) and
what happens in one system automatically affects the other systems
- Changes in one part of the staffing cycle affect the other parts of the staffing cycles
(robots in helpdesks require different ways of hiring, by using more and more
specified recruitment sources f.e.)
- Mission/goals and external environment have an influence on the organizational
strategy, as well as on the HR strategy
- This influences specific staffing policies and activities
HR planning:
- Forecast demand of staff for the coming years: how much staff do they need, what
type?)
- Statistical tools: ratio analysis, regression analysis, trend analysis, all use
historical data of the last years to predict the future
- Judgemental tools: top-down in business models: new products are added,
what staff do we need to attain this? This leads to estimates.
- Forecast availability of staff: how much staff will they have based on the staff they
have now
- Statistical tools: Morecov analysis: uses historically patterns of job stability
and movements among employees to predict the availabilities
- Judgemental tools: managers make judgement about expected turnover in
their own departments
- Identify gaps:
- Surplus of staff if you don’t do anything
- Shortage of staff if you don’t do anything
- Make action plans: plans to fill in the gaps
HR planning is proactive rather than reactive
- Proactive: make yourself prepared for what is going to happen (preparing for people
leaving the organization
, - You know upfront that people leave one day, you only don’t know which people leave
and when
- Therefore you need to map individuals out with their skills and competencies, so see
which skills and competencies will be needed one day in vacancies
- Replacement and succession planning
Replacement planning: identifying promotable employees by assessing current
competencies
- Aggregate data: composite of talent availability
Succession planning: process of anticipating and planning to replace an important
employee (i.e. leader) by identifying internal candidates before the current employee leaves
- Assess each promotable employee for competency gaps
- Fill in the gaps with training
- Specific type of replacement training for leaders, goes a little further
In practice there is often no planning (or only succession planning), but just posting or
slotting: ad hoc procedure
- If there is planning: decisions made early on (only 5-20% considered eligible for
succession programs)
- This also have disadvantages:
- Ambition can be reduced when employees are not seen as successor
- Commitment to the organization is also reduces when employees are not
seen as successor
Conclusions
- Staffing is a process in which all elements are interconnected
- Planning is forecasting demand and availability, identify gaps and fill them
- Planning is proactive, not reactive
- Planning contributes to fluent and high quality staffing
- Succession programs: example of good planning. But there are some disadvantages
Lecture 2: Diversity
Diversity planning
Why worry about diversity?
- Business reasons
- Ethical reasons:
- There seem to be unequal changes for different groups of people
- 14,2% of the top CEO in US are women
- Non-western foreigners 3x as often unemployed
- 47% LGBT people experienced discrimination or harassment
- It involves biases
- Often functional: biases often have a function (can protect you from
danger, f.e. lion in the wild)
- But they can interfere with objective decision making
Why do we have biases?
- We have been exposed to examples (male pilots, female stewardesses, female
nurses, male CEO), which forms biases
Week 1:
Lecture 1: Staffing and planning
Lecture 2: Diversity
Lecture 3: Job analysis
Lecture 4: Performance appraisal
Lecture 5: External recruitment
Lecture 6: Internal recruitment
Week 2:
Lecture 7: Reliability
Lecture 8: Validity
Week 3:
Lecture 9: Selection - part 1
Lecture 10: Selection - part 2
Week 4:
Lecture 11: Decision making
Lecture 12: Utility
Lecture 13: Adverse impact
Week 5:
Lecture 14: Retention
Lecture 15: Machine learning and AlgBasDM
,Index
Chapters
Chapter 1: Staffing Models and Strategy
Chapter 3: Planning
Chapter 4: Job Analysis and Rewards
Chapter 5: External Recruitment
Chapter 6: Internal Recruitment
Chapter 7: Measurement
Chapter 8: External Selection I
Chapter 9: External Selection II
Chapter 10: Internal Selection
Chapter 11: Decision Making
Chapter 14: Retention Management
Articles
- Keller (2018): Posting and Slotting: how hiring processes shape the quality of
hire and compensation in internal labor markets
- Dana, Dawes & Peterson (2013): Belief in the unstructured interview: the
persistence of an illusion
- Highhouse (2008): Stubborn reliance on intuition and subjectivity in employee
selection
- Leicht-Deobald et al. (2019): The Challenges of Algorithm-Based HR
Decision-Making for Personal Integrity
- Sajjadiani, Sojourner, Kammeyer-Mueller & Mykerezi (2019): Machine Learning to
Translate Applicant Work History Into Predictors of Performance and Turnover
Live lecture notes
- Lecture 1
- Lecture 2
- Lecture 3
- Lecture 4
- Lecture 5
,Lectures
Lecture 1: Staffing and planning
Staffing: the process of acquiring, deploying, and retaining a workforce of sufficient quantity
and quality to create positive impacts on the organization’s effectiveness
- Organizations use multiple interconnected systems (planning, recruitment etc.) and
what happens in one system automatically affects the other systems
- Changes in one part of the staffing cycle affect the other parts of the staffing cycles
(robots in helpdesks require different ways of hiring, by using more and more
specified recruitment sources f.e.)
- Mission/goals and external environment have an influence on the organizational
strategy, as well as on the HR strategy
- This influences specific staffing policies and activities
HR planning:
- Forecast demand of staff for the coming years: how much staff do they need, what
type?)
- Statistical tools: ratio analysis, regression analysis, trend analysis, all use
historical data of the last years to predict the future
- Judgemental tools: top-down in business models: new products are added,
what staff do we need to attain this? This leads to estimates.
- Forecast availability of staff: how much staff will they have based on the staff they
have now
- Statistical tools: Morecov analysis: uses historically patterns of job stability
and movements among employees to predict the availabilities
- Judgemental tools: managers make judgement about expected turnover in
their own departments
- Identify gaps:
- Surplus of staff if you don’t do anything
- Shortage of staff if you don’t do anything
- Make action plans: plans to fill in the gaps
HR planning is proactive rather than reactive
- Proactive: make yourself prepared for what is going to happen (preparing for people
leaving the organization
, - You know upfront that people leave one day, you only don’t know which people leave
and when
- Therefore you need to map individuals out with their skills and competencies, so see
which skills and competencies will be needed one day in vacancies
- Replacement and succession planning
Replacement planning: identifying promotable employees by assessing current
competencies
- Aggregate data: composite of talent availability
Succession planning: process of anticipating and planning to replace an important
employee (i.e. leader) by identifying internal candidates before the current employee leaves
- Assess each promotable employee for competency gaps
- Fill in the gaps with training
- Specific type of replacement training for leaders, goes a little further
In practice there is often no planning (or only succession planning), but just posting or
slotting: ad hoc procedure
- If there is planning: decisions made early on (only 5-20% considered eligible for
succession programs)
- This also have disadvantages:
- Ambition can be reduced when employees are not seen as successor
- Commitment to the organization is also reduces when employees are not
seen as successor
Conclusions
- Staffing is a process in which all elements are interconnected
- Planning is forecasting demand and availability, identify gaps and fill them
- Planning is proactive, not reactive
- Planning contributes to fluent and high quality staffing
- Succession programs: example of good planning. But there are some disadvantages
Lecture 2: Diversity
Diversity planning
Why worry about diversity?
- Business reasons
- Ethical reasons:
- There seem to be unequal changes for different groups of people
- 14,2% of the top CEO in US are women
- Non-western foreigners 3x as often unemployed
- 47% LGBT people experienced discrimination or harassment
- It involves biases
- Often functional: biases often have a function (can protect you from
danger, f.e. lion in the wild)
- But they can interfere with objective decision making
Why do we have biases?
- We have been exposed to examples (male pilots, female stewardesses, female
nurses, male CEO), which forms biases
