Strategic Human Resource Management HRM530 Designing Productive and Satisfying Work Stewart, G. & Brown, K. (2008). Human resource management, (1st ed.). Hoboken, NJ: John Wiley & Sons. Objectives • Upon completion of this lesson, you will be able to: – Design jobs and tasks that are motivational and flexible and align with the overall Human Resource strategy Work Design • Assigning and coordinating work tasks • Differentiation – Perform specific pieces of the work process • Integration – Employees work together • Work design strategic • Autonomy – Freedom toe determine how to complete work • Interdependence – Extent to which worker’s action affect others Job Analysis Process • Job – collection of tasks • Job analysis – systematic collection of information about the tasks – Job Analysis Process • • • • • • • Step 1: Getting Organized Step 2: Choosing Jobs Step 3: Reviewing Knowledge Step 4: Selecting Job Agents Step 5: Collecting Job Information Step 6: Creating Job Descriptions Step 7: Creating Job Specifications Competency Modeling • Competencies and capabilities to succeed • Broader characteristics • 7 steps – Step 1: Determine the data collection method – Step 2: Collect data – Step 3: Direct observation – Step 4: Develop an interim model – Step 5: test the interim model – Step 6: Validate the model Job Design • Tasks grouped together to define duties • Mechanistic – Scientific management • Motivational – Intrinsic motivation • Perceptual – Simplify mental demands • Biological – Prevent injury Check Your Understanding Improved Family Life • Family-to-work conflict • Work-to-family conflict • Flexible work scheduling – Flextime – Compressed workweek • Alternate work locations – telework Summary • • • • • • Work design practices Efficiency and autonomy Seven steps in job analysis process Competency modeling Approaches to job design Work-to-family and family-to-work conflicts • Flexible scheduling • Alternative work locations Strategic Human Resource Management HRM530 Recruiting Talented Employees Stewart, G. & Brown, K. (2008). Human resource management, (1st ed.). Hoboken, NJ: John Wiley & Sons. Objectives • Upon completion of this lesson, you will be able to: – Develop effective talent management strategies to recruit and select employees Effective Recruiting • Indentifying and attracting employees • Broad scope – Large numbers • Targeted skill scope – Specific characteristics • Internal sourcing – Inside the organization • External sourcing The Planning Process • HR planning – forecasting employment needs – Step 1: Assessing current employment levels – Step 2: Predicting future needs – Step 3: Predicting employee movement – Step 4: Planning external hiring • Act strategic versus react to change Approaches and Procedures • Batch approach – periodic • Flow approach – never-ending • Centralize procedures – HR responsible for recruiting • Decentralize procedures – Individual departments recruit Attractive Characteristics • • • • • • • • Develop a competitive advantage Familiarity Compensation Sincerity, kindness and trust Family-like atmosphere Innovativeness and competence Successful if recommended Interpersonal skills of recruiters Check Your Understanding Determining Recruiting Effectiveness • Common measures of recruiting effectiveness – – – – Cost Time Quantity Quality • Most frequently used measures of recruiting success combine assessments of cost and quantity – Cost per hire – Cost per applicant Summary • Recruiting practices effective when align with HR strategy • Targeted scope versus broad scope • Internal and external recruiting • Human resource planning • Organization characteristics • Measures of recruiting effectiveness
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