1.

Choose employment test for particular position, which test

should be most effective
Ability tests: verbal reasoning ability, data checking ability,
numerical ability, sensory or motor skills, spatial or mechanical
ability-Aptitude tests-Personality tests-Group situational tests -Work
sampling (customer service representative, telephone line, creating
a document in Word, or tuning an engine)-Assessment centers
2. Purpose of succession planning
Savings
Effective succession planning activities have a positive impact on in
terms of saving money on external recruitment and training
Beyond Training
For instance, a company at risk of losing a top salesperson without
anybody in line to step into that role is vulnerable. By identifying
these vulnerabilities early, organizations can assess areas that may
be at risk and take steps to identify and train internal successors.
Competency Gaps
An important benefit in strategic succession planning is identifying in
advance where there may be gaps between what employees need to
know and what they currently know--competency gaps.
At the Board Level
At the top levels of the organization succession planning is critical to
ensure that these key positions can be filled by qualified candidates.
Why it is important: A means of ensuring the organization is
prepared with a plan to support service continuity when the
executive director, senior managers or key people leave
A continuing supply of qualified, motivated people (or a process to
identify them), who are prepared to take over when current senior
staff and other key employees leave the organization
An alignment between your organization's vision and your human
resources that demonstrates an understanding of the need to have
appropriate staffing to achieve strategic plans
A commitment to developing career paths for employees which will
facilitate your organization's ability to recruit and retain top-
performing employees and volunteers
An external reputation as an employer that invests in its people and
provides opportunities and support for advancement
A message to your employees that they are valuable
Return in investment of training

program
3. Grievances process (cu ny ko c trong slide)
Step 1: the requirement that the grievance be submitted in writing
using a grievance form. Usually, the supervisor and the union
representative will review the grievance to determine whether it is
valid.
Three possible outcomes may occur at this stage of the process:
The supervisor and the union representative may determine
that no valid grievance exists.
The grievance may be resolved.
The grievance may not be resolved to the employees
satisfaction, and it will move forward to the next step in the process.
The next step typically involves the next level of supervisor in the
company hierarchy. In most union environments, the employee will
be represented by the union and is not present in the review
process. A failure to resolve the grievance will lead to the next step
in the grievance process.
The third step in the process will lead to a review by a higher level
of company management and potentially a higher-level union
representative. Ultimately, the grievance may reach the highest
levels as set forth by the contract.
If the grievance remains unresolved through the highest levels of
management within the company, many procedures include a
provision by which an outside arbitrator may be called in to resolve
the issue. Senior leaders from both sides are typically involved in the
arbitration process.
An effective grievance procedure provides employees with a
mechanism to resolve issues of concern. The grievance procedure
may also help employers correct issues before they become serious
issues or result in litigation.
5 steps:(1) Line manager(2) Labor relation specialist(3) Division
manager/ Plant manager(4) Senior management(5) Arbitration.1
week respond at each step-Binding arbitration-Arbitration cost paid
by loser
Manager and employee discuss grievance->express grievance in
writing->HR discuss->management express decision->union decice-
>the grievence to national union->arbitrator
4. Ranking methods in job evaluation (number of jobs position,
how to use ranking method to evaluate the job, dont ask
about result, talk about how)
Orientation: reduce start up cost, reduce employee turnover, save
time for supervisor, reduce the anxiety of the employee, share
relevant organizational information. Socialize the employee to the
culture off the organization. Build the relationship
5. Exist interview ( reason why employee leave). How to fixed this
problem?
 Reason why employee leave:Job mismatch-Lack of opportunities-
Poor and ineffective leadership-Conflicts with managers-Workload-
Low job satisfaction
Perception of unfair treatment-how to fix:
Offer a competitive benefits package that fits your
employees needs(health insurance, life insurance and a
retirement-savings plan)
Use contests and incentives to help keep workers motivated and
feeling rewarded. Conduct stay interviews. Promote from within
whenever possible. Foster employee development( training to
learn a new job skill) Create open communication between
employees and management(Hold regular meetings) Get managers
involved. Communicate your businesss mission. Offer financial
rewards Make sure employees know what you expect of
them. Hire a human-resources professional.
6. Performance appraisal (pair comparison, describe how to use
this method)
Paired comparison analysis
This form of performance appraisal is a good way to make full use of
the methods of options. There will be a list of relevant options. Each
option is in comparison with the others in the list. The results will be
calculated and then such option with highest score will be mostly
chosen.
In this method, each employee is compared with other employees on
one- on one basis, usually based on one trait only. The rater is
provided with a bunch of slips each coining pair of names, the rater
puts a tick mark against the employee whom he insiders the better
of the two. The number of times this employee is compared as better
with others determines his or her final ranking.
The number of possible pairs for a given number of
employees is ascertained by the following formula:
N (N-1)/2
Advantages and disadvantages of paired comparison
analysis
It is useful where priorities are not clear.
It is particularly useful where you do not have objective data to
base this on.
It helps you to set priorities where there are conflicting demands
on your resources.
This makes it easy to choose the most important problem to solve,
or select the solution that will give you the greatest advantage.
Steps to conduct paired comparison analysis
List the options you will compare (elements as A, B, C, D, E for
example).
Create a table 6 rows and 7 column.
 Write down option to column and row; A to row second, cell first
from left and A to row first, cell second from left; B to row third, cell
first from left and B to row first, cell third from left etc; column
seventh is total point.
Identify importance from 0 (no difference) to 3 (major difference).
Compare element A to B, C, D, E and place point at each cell.
Finally, consolidate the results by adding up the total of all the
values for each of the options. You may want to convert these values
into a percentage of the total score.
Paired comparison in performance appraisal
The term used to describe an appraisal method for ranking
employees.
We use the above model to appraise employee s performance.
7. Overtime paid
Pay for 40 regular work hours: $10/hr x 40hr = $400-bOnus: $30-
Hourly rate: ($400 + $30)/40 = $10.75/hr-Total pay: $400 + $30 +
$96.75 + $107.5 + $129 = $763.25
1. Alignment test - HR strategy
Case 1 (In class) 3 companies 3 different HR practices
recruitment, promotion, pay and benefits, training and development,
work organization and job design, encourage behavior, performance
management, compensation, motivation, retention.
Ask 1 of 3 companies - Describe the HR practice
2. Compensation
Give 1 position
The factor that design compensation of that position (10p):
knowledge, experiences, working condition, financial impact,
skills..

Internal factors:

Ability to Pay: The prosperous or big companies can pay higher

compensation as compared to the competing firms whereas the
smaller companies Business Strategy: In case the company wants
the skilled workers, so as to outshine the competitor, will offer more
pay as compared to the others. Job Evaluation and Performance
Appraisal: The job evaluation helps to have a satisfactory
differential pays for the different jobs.The performance Appraisal
helps an employee to earn extra on the basis of his performance.
Employee: The employee or a worker himself influences the
compensation in one of the following ways. Performance: The better
performance fetches more pay to the employee Experience: expects
to get an increased pay for his experience. Potential:

External Factors:
 Labor Market: The demand for and supply of labor also influences
the employee compensation. Going Rate: i.e. the amount the other
firms are paying for the same kind of work. Productivity: to earn
more, the workers need to work on their efficiencies, that can be
improved by way of factors which are beyond their control.
Cost of Living:
Labor Unions: The powerful labor unions influence the
compensation plan of the company.
Labor laws: There are several laws passed by the Government to
safeguard the workers from the exploitation of employers.
What should the compensation package consist of (5p)(Dont need to
explain a lot, just list it)
3. 1 boring position -> how to motivate it

1. Cross-train employees, which allows you to place in

employees in different roles should an employee call in sick or
resign without notice. Giving employees new tasks to complete
increases their awareness in the workplace and improves motivation
and morale.2. Give your employees new goals, For example,
suppose you tell a cashier to attempt to sell X number of
membership cards during the current week. if you offer the cashier a
gift card to a local restaurant, he likely will become more interested.

3. Create an exciting environment because a dull, uninteresting

work environment fosters a sense of boredom among employees. 4.
Remove the linear aspect of repetitive jobs. Suppose you run a
pizza shop, and the morning preparation always includes making
pizzas, stromboli, lasagna and salad, in that order. If your business or
customers wont suffer from an out-of-order preparation schedule, let
your employees decide the order each day. 5. Give your
employees breaks throughout the day. Without a break or two
during the day, an employee will become bored with his job and put
forth little effort to ensure he completes each task to the best of his
ability.

3. Job Analysis

1. Perform a job analysis of the position. Detail in a written list

each major duty the job requires. For example, a receptionist's major
function is to answer phones but the position may occasionally
require filing documents.2. List the type of expertise or skill
needed for each duty. For example, a sales representative should
have the skill to effectively market your product or service as well as
the ability to successfully close deals.3. Detail the amount of
education and experience required to satisfactorily perform the
duties of the job. 4. Contact other companies in the same
industry and locale to ask about the qualification requirements for
similar positions to make sure you have reasonable expectations.5.
Develop specific education and experience qualifications for job
candidates. Require only those qualifications that are necessary to
successfully perform the employee's tasks

Interview and Selection

1. Write your interview questions based on the job analysis

you have prepared. You may ask about previous work experience
and present on-the-job scenarios to determine if candidates meet
your criteria. 2. Include questions that assess candidates'
abilities in general areas, such as interpersonal skills and self-
motivation. 3. Invite a manager, colleague or employee to sit
on the interview panel with you. If this is not feasible, hire a human
resources firm or an attorney to aid in the interviewing process. 4.
Document each candidate's answers. While maintaining minimal
eye contact, write the details of each interviewee's answer to every
question. 5. Ignore any reference to one of the protected
classes a candidate may make. For example, if a female
interviewee offers the information that she is pregnant and asks
about your leave policy, you can write down the discussion and state
in your notes that it was not a consideration when making your
decision. 6. Compare candidates by reviewing your notes and
those of other interview panel members. 7. Note the reasons
for your selection to show that it was based on the criteria
for the position developed from your job analysis.