HRM L4: Planning & Job Design

(1) HR end to end process

1. attract

2. recruit

3. onboard

4. develop

5. retain

6. transition

(2) HR end to end process

life span of employee / employee life cycle:

1. recruitment / selection

2. onboarding

3. training / development

4. performance management

5. compensation and benefits

6. employee relations

7. compliance

HR process

1. talent accusation

2. performance management

3. termination

voluntary

you resign / it’s your decision to leave the company

involuntary

you get terminated for due reason

talent acquisition

• recruitment

• selection

  • accessing candidate better

  • job fit (look at competencies if suitable) & culture fit (looks at personality if it fits the culture)

• hiring

  • signing of the contract

• onboarding

attrition

• the rate which employees leave the organization

• there is early attrition where candidate does not continue with the interview

performance management

• ensuring the person is kept

• training / mentoring

compensation and benefits

• pay the person you hire

• make sure it motivates him to keep him / do his job well

3 ways to link strategic planning and HRP

1. strategic analysis

2. strategic formulation

3. strategic implementation

strategic analysis

what human resources are needed and what are available?

strategic formulation

what is required / necessary in support of human resources?

strategic implementation

how will the human resources be allocated?

job design

• creating a new job / add duties to an existing job

• identifying tasks, roles, responsibilities and requirements

• need in selection bcs the duties will determine the assessments u will be giving

• need in training / development = what u will train them depends on these

work design

considers how these roles fit into the larger context of teams and the organization

core characteristics

1. skill variety

2. task identity

3. task significance

4. autonomy

5. job feedback

skill variety

range of abilities needed to perform a job

task identity

• extent to which a job involves completing an identifiable piece of work from start to finish, with a visible outcome

• employees are more likely to complete task if they identify with them / have seen them through from start to finish

task significance

• extent to which a job is important to / impacts others within and outside of the organization

• when employees feel that their work is significant to their organization, they are motivated to do well / this will lead to increased employee productivity

autonomy

• measures employees level of freedom / ability to schedule task according to his own approach / strategy

• lower the position, lower the autonomy

job feedback

• degree to which an employee receives direct feedback on their performance

• recurring one on one meetings between employees / managers create consistent avenue for communication including feedback on projects / performance

forecasting

• are you going to grow the business?

• the process of estimating an organization's future staffing needs, including headcount and skill requirements, to ensure the right talent is available at the right time

involves:

• forecasting the demand for labor

• forecasting the supply of labor

• balancing supply and demand considerations

model of HR forecasting

forecasting the supply of employees: internal labor supply

1. staffing tables

2. skill inventories

3. replacement charts

4. succession planning

staffing table

• representation or database containing information about the current or planned staffing of positions within a company

• serves as an overview and planning tool for human resources, enabling organizations to monitor the availability of employees for specific tasks or projects.

skill inventories

files of personnel education, experience, interests, skills, etc., that allow managers to quickly match job openings with employee backgrounds.

replacement charts

listings of current jobholders and persons who are potential replacements if an opening occurs.

succession planning

process of identifying, developing, and tracking key individuals for executive positions.

project based employees

• not your regular employees

• employees hired during a particular project because that’s the only time you need them

• work ends when the project ends

• example: construction worker

contract employees

• employees hired for a fixed period of time based on contract

• work ends when contract period ends

• if u do not regulate them after 6 months, you should terminate the contract

recalling employees

• employees who were temporarily laid off but are expected to return to work when company needs them again

• asking those who left the company to come and work for u sometime

• you will not recall someone you terminated due to misconduct, it’s mostly people those who resigned or needed to let go

• ex: factory workers sent home during low production, but called back when production increases