FBLA Human Resource Management

Task Analysis

the systematic identification of the fundamental elements of a job, and examination of knowledge and skills required for the job's performance; used for developing institutional objectives, training programs, and evaluation tools

On-The-Job (OTJ) Training

means having a person learn a profession by actually doing it

Computer-Based Training

refers to training methods that use interactive computer-based systems to increase knowledge or skills

Rebranding a Hotel

establishing a new hotel by employing the same staff and management structure but with a new moral code

Job Analysis

the procedure for determining the duties and skill requirements of a particular job and the kind of person who should be hired for it

Job Description

a list of a job's duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities—one product of a job analysis

Job Specifications

a list of a job's "human requirements," i.e. the necessary education, skills, personality, and so on—another product of a job analysis

Go About Something

to continue to do something; to keep busy with something

reactivity BrE /ˌriːækˈtɪvɪti/ ; NAmE /ˌriːækˈtɪvɪti/

the degree to which something reacts or is likely to react

chronological BrE /ˌkrɒnəˈlɒdʒɪkl/ ; NAmE /ˌkrɑːnəˈlɑːdʒɪkl/

(of a number of events) arranged in the order in which they happened

incumbent BrE /ɪnˈkʌmbənt/ ; NAmE /ɪnˈkʌmbənt/

a person who has an official position

Job Summary/Job Description

• general nature of the job

• major functions/activities

Job Identification/Job Description

job title

FLSA status section

preparation date

preparer

Relationships

reports to:

supervises:

works with:

outside the company:

Responsibilities and Duties

major responsibilities and duties (essential functions)

decision-making authority

direct supervision

budgetary limitations

Writing Job Descriptions

1. Decide on a Plan

2. Develop an Organization Chart

3. Use a Simplified Job Analysis Questionnaire

4. Obtain List of Job Duties from Occupational Information Network (O*NET)

5. Compile the Job's Human Requirements from O*NET

6. Finalize the Job Description

Writing Job Specifications

1. Analyze the job and decide how to guage job performance.

2. Select personal traits that you believe should predict successful performance.

3. Test candidates for these traits.

4. Measure the candidates' subsequent job performance.

5. Statistically analyze the relationship between the human traits and job performance.

6. Finalize the Job Specifications

Off-The-Shelf

(of a product) not designed or made to order but taken from existing stock or supplies.

viable BrE /ˈvaɪəbl/ ; NAmE /ˈvaɪəbl/

that can be done; that will be capable of developing and surviving independently

e.g. viable candidates

Personnel Planning

the process of determining an organization's human resource needs

Succession Planning

the process for identifying and developing new leaders who can replace old leaders when they retire or die

Scatter Plot (also called a scatter graph, scatter chart, scattergram, or scatter diagram)

a graph in which the values of two variables are plotted along two axes, with the pattern of the resulting points revealing any correlation present

initiative BrE /ɪˈnɪʃətɪv/ ; NAmE /ɪˈnɪʃətɪv/

a new plan for dealing with a particular problem or for achieving a particular purpose

institutionalize BrE /ˌɪnstɪˈtjuːʃənəlaɪz/ ; NAmE /ˌɪnstɪˈtuːʃənəlaɪz/

• institutionalize somebody : to send somebody who is not capable of living independently to live in a special building (= an institution) especially when it is for a long period of time

• institutionalize something: to make something become part of an organized system, society or culture, so that it is considered normal

metrics BrE /ˈmetrɪks/ ; NAmE /ˈmetrɪks/

a set of statistics used for measuring something, especially results that show how well a business, school, computer program, etc. is doing

centralize BrE /ˈsentrəlaɪz/ ; NAmE /ˈsentrəlaɪz/

centralize something to give the control of a country or an organization to a group of people in one particular place

Foreknowledge BrE /fɔːˈnɒlɪdʒ/ ; NAmE /fɔːrˈnɑːlɪdʒ/

knowledge of something before it happens

discontent BrE /ˌdɪskənˈtent/ ; NAmE /ˌdɪskənˈtent/

discontent (at/over/with something) a feeling of being unhappy because you are not satisfied with a particular situation; something that makes you have this feeling

inbreeding BrE /ˈɪnbriːdɪŋ/ ; NAmE /ˈɪnbriːdɪŋ/

breeding between closely related people or animals

The status quo BrE /ˌsteɪtəs ˈkwəʊ/ ; NAmE /ˌsteɪtəs ˈkwoʊ/

the situation as it is now, or as it was before a recent change

Referrals BrE /rɪˈfɜːrəl/ ; NAmE /rɪˈfɜːrəl/

referral (to somebody/something) the act of sending somebody who needs professional help to a person or place that can provide it

Alternative Staffing

• In-house contingent (casual, seasonal, or temporary) workers employed by the company, but on an explicit short-term basis.

• Contract technical employees supplied for long-term projects under contract from outside technical services firms.

On-Demand Recruiting Services

Provide short-term specialized recruiting to support specific projects without the expense of retaining traditional search firms.

explicit BrE /ɪkˈsplɪsɪt/ ; NAmE /ɪkˈsplɪsɪt/

(of a statement or piece of writing) clear and easy to understand

Benefits of Temps

Increased productivity—paid only when working

Allows "trial run" for prospective employees

No recruitment, screening, and payroll administration costs

temp BrE /temp/ ; NAmE /temp/

a temporary employee in an office

prospective BrE /prəˈspektɪv/ ; NAmE /prəˈspektɪv/

expected to do something or to become something

Costs of Temps

Increased labor costs due to fees paid to temp agencies

Temp employees' lack of commitment to the firm

Invoicing

Make sure the agency's invoice fits your firm's needs.

Time sheets.

The time sheet is a verification of hours worked and an agreement to pay the agency's fees.

Temp-to-perm policy

What is the policy if you want to hire a temp as a permanent employee?

Recruitment of and benefits for temp employees.

How does the agency plan to recruit and what sorts of benefits will it pay?

Dress code.

Specify the attire at each of your offices or plants.

Equal employment opportunity statement.

Get a statement from the agency that it does not discriminate when filling temp orders.

Job description information.

Ensure that the agency understands the job to be filled and the sort of person you want to fill it.

discriminate BrE /dɪˈskrɪmɪneɪt/ ; NAmE /dɪˈskrɪmɪneɪt/

to recognize that there is a difference between people or things; to show a difference between people or things

Concerns of Temp Employees

*Dehumanizing, impersonal, and discouraging treatment

by employers.

• Insecurity about employment and pessimism about the

future.

• Worry about the lack of insurance and pension benefits.

• Being misled about job assignments and whether

temporary assignments are likely to become full-time

positions.

• Being "underemployed" while trying to return to the full- time labor market.

• Anger toward the corporate world and its values;

expressed as alienation and disenchantment.

dehumanize verb (British English also -ise) BrE /ˌdiːˈhjuːmənaɪz/ ; NAmE /ˌdiːˈhjuːmənaɪz/

dehumanize somebody to make somebody lose their human qualities such as kindness, pity, etc

impersonal BrE /ɪmˈpɜːsənl/ ; NAmE /ɪmˈpɜːrsənl/

lacking friendly human feelings or atmosphere; making you feel unimportant

alienation BrE /ˌeɪliəˈneɪʃn/ ; NAmE /ˌeɪliəˈneɪʃn/

the act of making somebody less friendly or sympathetic towards you

disenchantment. BrE /ˌdɪsɪnˈtʃɑːntmənt/ ; NAmE /ˌdɪsɪnˈtʃæntmənt/

the state of no longer feeling enthusiasm for somebody/something; a lack of belief that something is good or worth doing

Ten Things Managers Should Avoid When

Supervising Temporary Employees

1. Train your contingent workers. Ask their staffing agency to handle training.

2. Negotiate the pay rate of your contingent workers. The agency should set pay.

3. Coach or counsel a contingent worker on his/her job performance. Instead, call the person's agency and request that it do so.

4. Negotiate a contingent worker's vacations or personal time off. Direct the worker to his or her agency.

5. Routinely include contingent workers in your company's employee functions.

6. Allow contingent workers to utilize facilities intended for employees.

7. Let managers issue company business cards, nameplates, or employee badges to contingent workers without HR and legal approval.

8. Let managers discuss harassment or discrimination issues with contingent workers.

9. Discuss job opportunities and the contingent worker's suitability for them directly. Instead, refer the worker to publicly available job postings.

10. Terminate a contingent worker directly. Contact the agency to do so.

Terminate BrE /ˈtɜːmɪneɪt/ ; NAmE /ˈtɜːrmɪneɪt/

to end; to make something end

harassment BrE /ˈhærəsmənt/ ; NAmE /ˈhærəsmənt/ ; BrE /həˈræsmənt/ ; NAmE /həˈræsmənt/ [uncountable]

the act of annoying or worrying somebody by putting pressure on them or saying or doing unpleasant things to them

resentment BrE /rɪˈzentmənt/ ; NAmE /rɪˈzentmənt/

a feeling of anger or unhappiness about something that you think is unfair

Executive Recruitment Executive Recruiters (Headhunters)

Contingent-based recruiters

Retained executive searchers

Internet technology and specialization trends

Guidelines for Choosing a Recruiter

1. Make sure the firm is capable of conducting a thorough

search.

2. Meet individual who will handle your assignment.

3. Ask how much the search firm charges.

4. Make sure the recruiter and you agree on what sort of person

you need for the position.

5. Never rely solely on the recruiter to do reference checking.

On-campus recruiting goals

To determine if the candidate is worthy of further consideration

To attract good candidates

On-site visits

Invitation letters

Assigned hosts

Information packages

Planned interviews

Timely employment offer

Follow-up

Employee Referrals

Referring employees become stakeholders.

Referral is a cost-effective recruitment program.

Referral can speed up diversifying the workforce.

Relying on referrals may be discriminatory.

Walk-ins

Seek employment through a personal direct approach to the employer.

Courteous treatment of any applicant is a good business

practice.

Reliability of Testing Are test results stable over time?

Describes the consistency of scores obtained by the same

person when retested with the identical or alternate forms of the same test.

Validity Does the test actually measure what it is intended to measure?

Indicates whether a test is measuring what it is supposed to be measuring.

Types of Validity

Criterion validity Content validity

Criterion BrE /kraɪˈtɪəriən/ ; NAmE /kraɪˈtɪriən/

a standard or principle by which something is judged, or with the help of which a decision is made

Steps in Test Validation

Steps in Test Validation

1. Analyze the Job: predictors and criteria

2. Administer the Test: concurrent or predictive validation

3. Relate Your Test Scores and Criteria: scores versus actual performance

4. Cross-Validate and Revalidate: repeat Steps 3 and 4 with a different sample

concurrent BrE /kənˈkʌrənt/ ; NAmE /kənˈkɜːrənt/

concurrent (with something) existing or happening at the same time

Testing Program Guidelines

1. Use tests as supplements.

2. Validate the tests.

3. Monitor your testing/selection program.

4. Keep accurate records.

5. Use a certified psychologist.

6. Manage test conditions.

7. Revalidate periodically.

Test Takers' Individual Rights

The right to the confidentiality of test results.

The right to informed consent regarding use of these results.

The right to expect that only people qualified to interpret the scores will have access to them, or that sufficient information will accompany the scores to ensure their appropriate interpretation.

The right to expect the test is fair to all. For example, no one taking it should have prior access to the questions or answers.

Defamation

Libeling or slandering of employees or former employees

by an employer.

defamation noun BrE /ˌdefəˈmeɪʃn/ ; NAmE /ˌdefəˈmeɪʃn/

the act of damaging somebody's reputation by saying or writing bad or false things about them

Libeling BrE /ˈlaɪbl/ ; NAmE /ˈlaɪbl/

the act of printing a statement about somebody that is not true and that gives people a bad opinion of them

slandering BrE /ˈslɑːndə(r)/ ; NAmE /ˈslændər/

a false spoken statement intended to damage the good opinion people have of somebody; the legal offence of making this kind of statement

Avoiding Employee Defamation Suits

1. Train supervisors regarding the importance of employee

confidentiality.

2. Adopt a "need to know" policy.

3. Disclose procedures impacting confidentially of information to employees.

Major Types of Tests

Basic skills tests

Job skills tests

Psychological tests

Why Use Testing?

Increased work demands = more testing

Screen out bad or dishonest employees

Reduce turnover by personality profiling

Online tests

Telephone prescreening

Offline computer tests

Virtual "inbox" tests

Online problem-solving tests

Types of Tests Computerized and Online Testing

Specialized work sample tests

Numerical ability tests

Reading comprehension tests

Clerical comparing and checking tests

What Different Tests Measure

• Cognitive abilities *Motor and physical abilities

• Personality and interests *Current achievement

The "Big Five"

Extraversion Conscientiousness Agreeableness Openness to experience Emotional stability/ Neuroticism

Extraversion extroversion noun (also extraversion) BrE /ˌekstrəˈvɜːʃn/ ; NAmE /ˌekstrəˈvɜːrʃn/

the quality of a being lively and confident person who enjoys being with other people

Conscientiousness BrE /ˌkɒnʃiˈenʃəsnəs/ ; NAmE /ˌkɑːnʃiˈenʃəsnəs/

the quality of doing things carefully and correctly

agreeable adjective BrE /əˈɡriːəbl/ ; NAmE /əˈɡriːəbl/

agreeable (to something) willing to do something or allow something

Neuroticism

neurotic adjective /nʊˈrɑt̮ɪk/

caused by or suffering from neurosis not behaving in a reasonable, calm way, because you are worried about something

Work Samples and Simulations Measuring Work Performance Directly

Work samples Management assessment centers Video-based situational testing Miniature job training and evaluation

Miniature BrE /ˈmɪnətʃə(r)/ ; NAmE /ˈmɪnətʃər/ , also /ˈmɪnətʃʊr/

very small; much smaller than usual

/Other Selection Methods -> Investigations and Checks

Reference checks

Background employment checks

Criminal records

Driving records

Credit checks

Why Investigations and Checks?

To verify factual information provided by applicants

To uncover damaging information

Background Investigations and Reference Checks -> Sources of Information

Former Employers Current Supervisors Commercial Credit Rating Companies Written References Social Networking Sites

Limitations on Background Investigations

and Reference Checks

Legal Issues: Defamation Legal Issues: Privacy Supervisor Reluctance Employer Guidelines

Making Background Checks More Useful

1. Include on the application form a statement for

applicants to sign explicitly authorizing a background

check.

2. Use telephone references if possible.

3. Be persistent in obtaining information.

4. Compare the submitted résumé to the application.

5. Ask open-ended questions to elicit more information

from references.

6. Use references provided by the candidate as a source

for other references.

elicit BrE /iˈlɪsɪt/ ; NAmE /iˈlɪsɪt/

elicit something (from somebody) (formal) to get information or a reaction from somebody, often with difficulty

Using Preemployment Information Services -> Acquisition and Use of Background Information

1. Disclosure to and authorization by applicant/employee

2. Employer certification to reporting agency

3. Providing copies of reports to applicant/employee

4. Notice of adverse action to applicant/employee

The Polygraph and Honesty Testing

Generally prohibits polygraph examinations by all private

employers unless:

The employer has suffered an economic loss or injury.

The employee in question had access to the property.

There is a reasonable prior suspicion.

The employee is told the details of the investigation, as well as questions to be asked on the polygraph test itself. Private business exceptions:

Private security employees

Employees with access to drugs

Ongoing economic loss or injury investigations

polygraph noun BrE /ˈpɒliɡræf/ , also /ˈpɒliɡrɑːf/ ; NAmE /ˈpɑːliɡræf/

= lie detector

Honesty Testing Programs:

What Employers Can Do

Antitheft Screening Procedure:

Ask blunt questions.

Listen, rather than talk.

Do a credit check.

Check all employment and personal references.

Use paper-and-pencil honesty tests and psychological tests.

Test for drugs.

Establish a search-and-seizure policy and conduct searches.

Physical Examinations

Reasons for preemployment medical examinations:

To verify that the applicant meets the physical requirements of the position.

To discover any medical limitations to be taken into account in placing the applicant.

To establish a record and baseline of the applicant's health for future insurance or compensation claims.

To reduce absenteeism and accidents.

To detect communicable diseases that may be unknown to the applicant.

absenteeism BrE /ˌæbsənˈtiːɪzəm/ ; NAmE /ˌæbsənˈtiːɪzəm/

the fact of being frequently away from work or school, especially without good reasons compare presenteeism

Substance Abuse Screening

Types of Screening

Before formal hiring

After a work accident

Presence of obvious behavioral symptoms

Random or periodic basis

Transfer or promotion to new position Types of Tests

Urinalysis

Hair follicle testing

Urinalysis urinal noun /ˈyʊrənl/ , /ˈyərənl/

a type of toilet for men that is attached to the wall