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HUMAN RESOURCE
MANAGEMENT
OVERVIEW & APPLICATION
Friday, May 16, 2014
Light the way to
dreams
CONTENT
INTRODUCTION
RECRUITMENT & PLACEMENT
TRAINING & DEVELOPMENT
EMPLOYEE RELATIONS
COMPENSATION & BENEFITS
DONG HANH UOC MO APPLICATION
EXERCISES
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INTRODUCTION
5W + 2H ABOUT HUMAN RESOURCE MANAGEMENT?
LINE AND STAFF MANAGER
HR WORK CHART
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WHAT?
Human resource management (HRM, or simply HR) is
the management of an organization's workforce, or
human resources.
The process of acquiring, training, appraising, and
compensating employees, and of attending to their labor
relations, health and safety, and fairness concerns.

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HRM PROCESS
HUMAN RESOURCE MANAGEMENT PROCESS
TRAINING &
DEVELOPMENT
PERFORMANCE
APPRAISAL
RELATIONS &
REGULATIONS
EMPLOYER
BRANDING
COMPENSATION
ACQUISITION
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HRM SPECIALTIES
Recruiter
EEO coordinator
Labor relations specialist
Training specialist Job analyst
Compensation manager
Human Resource
Specialties
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WHY HRM important?
What is the cost when:
Hire a wrong person?
Lack-of-capability employee?
Demotivated teammates?
Unethical salesman?
Unfair salary?
=> A good system can only run by best people
Getting results is the bottom line of managing, and
that, as a manager [] get those results through
people.
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WHY HRM important?
What is the cost?
Time
Money
Effectively & efficiently
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Line Manager
Is authorized (has line
authority) to direct
the work of
subordinates and is
responsible for
accomplishing the
organizations tasks.
Staff Manager
Assists and advises
line managers.
Has functional
authority to
coordinate personnel
activities and enforce
organization policies.
Line and Staff Aspects
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Line Manager
Placement
Orientation
On-the-job training


Relationship building
Explain policies
Appraising
Evaluation
Line and Staff Aspects
Line Function
Line Authority
Implied Authority
Staff Functions
Staff Authority
Innovator/Advocacy
Functions of
HR Managers
Coordinative
Function
Functional Authority
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RECRUITMENT & PLACEMENT
- STRATEGIC BUSINESS OBJECTIVES & ORGANIZATION CHART
- POSITION DEFINITION
- RECRUTMENT
- SOURCES & MATERIALS
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WHAT?
Job Analysis
The procedure for determining the duties and skill
requirements of a job and the kind of person who should be
hired for it.
Job Description
A list of a jobs duties, responsibilities, reporting
relationships, working conditions, and supervisory
responsibilitiesone product of a job analysis.
Job Specifications
A list of a jobs human requirements, that is, the requisite
education, skills, personality, and so onanother product of
a job analysis.
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Work
activities
Human
behaviors
Human requirements
Job
context
Machines, tools,
equipment, and work aids
Performance standards
Information Collected
Via Job Analysis
Information
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Recruitment
and selection
Compensation
EEO
compliance
Discovering unassigned
duties
Performance appraisal
Training
Information Collected
via Job Analysis
Uses
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1
2
3
4
5
Steps in doing a job analysis:
Review relevant background information.
Decide how youll use the information.
Select representative positions.
Actually analyze the job.
Verify the job analysis information.
6
Uses
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Interviews Questionnaires Observations
Methods for Collecting Job Analysis Information
Diaries/Logs
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RECRUITMENT
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Planning and Forecasting
Trend analysis Ratio analysis
Forecasting Tools
Scatter plotting
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Internal Recruiting
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External Recruiting
Factors In Supply of Outside Candidates
General economic conditions
Expected unemployment rate
Sources of Information
Periodic forecasts in business publications
Online economic projections
U.S. Congressional Budget Office (CBO)
U.S. Department of Labors O*NET
Bureau of Labor Statistics (BLS)
Other federal agencies and private sources
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External Recruiting
External Factors Affecting Recruiting
Supply of workers
Outsourcing of white-collar jobs
Fewer qualified candidates
Other Factors Affecting Recruiting Success
Consistency of recruitment with strategic goals
Types of jobs recruited and recruiting methods
Nonrecruitment HR issues and policies
Successful prescreening of applicants
Public image of the firm
Employment laws
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External Recruiting
16%
75%
67%
50%

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Comperison
Foreknowledge of
candidates strengths
and weaknesses
More accurate view of
candidates skills
Candidates have a stronger
commitment
to the company
Increases employee morale
Less training and
orientation required
Failed applicants become
discontented
Time wasted interviewing
inside candidates who will
not be considered
Inbreeding strengthens
tendency to maintain the
status quo
Advantages Disadvantages
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Comperison
1
2
3
4
5
Advertising
Recruiting via the Internet
Employment Agencies
Temp Agencies and Alternative
Staffing
Offshoring/Outsourcing
6
7
8
9
On Demand Recruiting Services
(ODRS)
Executive Recruiters
College Recruiting
Referrals and Walk-ins
Locating Outside Candidates
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INTERNET
Advantages
Cost-effective way to publicize job openings
More applicants attracted over a longer period
Immediate applicant responses
Online prescreening of applicants
Links to other job search sites
Automation of applicant tracking and evaluation
Disadvantages
Exclusion of older and minority workers
Unqualified applicants overload the system
Personal information privacy concerns of applicants
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INTERNET
No HR department: firm lacks recruiting and
screening capabilities to attract a pool of qualified
applicants.
To fill a particular opening quickly.
To attract more minority or female applicants.
To reach currently employed individuals who are
more comfortable dealing with agencies than
competing companies.
To reduce internal time devoted to recruiting.
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INTERNET
Give agency an accurate and complete job
description.
Make sure tests, application blanks, and interviews
are part of the agencys selection process.
Review candidates accepted or rejected by your
firm or the agency for effectiveness and fairness of
agencys screening process.
Screen agency for effectiveness in filling positions.
Supplement the agencys reference checking by
checking the final candidates references yourself.
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Employee Referrals & Walk-ins
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.
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Employee Referrals & Walk-ins
Applicants
education and
experience
Applicants
prior progress
and growth
Applicants
employment
stability
Uses of Application Form
Information
Applicants
likelihood of
success
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Employee Referrals & Walk-ins
Educational
achievements
Arrest
record
Notification in case
of emergency
Membership in
organizations
Physical
handicaps
Marital
status
Housing
arrangements
Areas of
Personal
Information
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TESTING & SELECTION
- ABILITY & COGNITIVE TEST
- WORK SAMPLES
- SIMULATION & ASSESSMENT CENTER
- INTERVIEWS
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Testing & selection
Reliability
Describes the consistency of scores obtained by the
same person when retested with the identical or
alternate forms of the same test.
Are test results stable over time?
Validity
Indicates whether a test is measuring what it is
supposed to be measuring.
Does the test actually measure what it is intended
to measure?
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Testing & selection
1
Relate Your Test Scores and Criteria: scores versus actual
performance
Choose the Tests: test battery or single test
Steps in Test Validation
Analyze the Job: predictors and criteria
Administer the Test: concurrent or predictive validation
2
3
4
Cross-Validate and Revalidate: repeat Steps 3 and 4 with a
different sample
5
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Testing & selection
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.
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Testing & selection
Online tests
Telephone prescreening
Offline computer tests
Virtual inbox tests
Online problem-solving tests
Types of Tests
Specialized work sample tests
Numerical ability tests
Reading comprehension tests
Clerical comparing and checking tests
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Testing & selection
Cognitive
abilities
Motor and
physical abilities
Personality
and interests
What Different Tests Measure
Current
achievement
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Testing & selection
Extraversion
Emotional stability/
Neuroticism
Agreeableness
Openness to
experience
Conscientiousness
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Testing & selection
Work
samples
Management
assessment
centers
Video-based
situational
testing
Measuring Work Performance
Directly
Miniature job
training and
evaluation
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Testing & selection
Former Employers
Current Supervisors
Written References
Social Networking Sites
Commercial Credit
Rating Companies
Sources of
Information
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Interviews
Selection Interview
Appraisal Interview
Exit Interview
Types of
Interviews
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Interviews
Interview
structure
Interview
administration
Selection Interview
Characteristics
Interview
content
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Interviews
Use objective/job-related questions
Standardize interview administration
Use multiple interviewers
Avoiding
Discrimination
in Interviews
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Interviews
Situational
interview
Behavioral
interview
Job-related
interview
Types of Questions Asked
Stress
interview
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Interviews
Unstructured
sequential interview
Panel
interview
Phone
interviews
Video/Web-assisted
interviews
Computerized
interviews
Mass
interview
Structured
sequential interview
Ways in Which
Interview Can
be Conducted
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Interviews
Nonverbal behavior
and impression
management
Applicants personal
characteristics
Interviewers
inadvertent behavior
Factors Affecting
An Interviews
Usefulness
First impressions (snap
judgments)
Interviewers
misunderstanding
of the job
Candidate-order
(contrast) error and
pressure to hire
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Interviews
The Structured Situational Interview
Use either situational questions or behavioral
questions that yield high criteria-related validities.
Step 1: Analyze the job.
Step 2: Rate the jobs main duties.
Step 3: Create interview questions.
Step 4: Create benchmark answers.
Step 5: Appoint the interview panel and conduct
interviews.
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Interviews

1
2
3
4
5
Being Systematic and Effective
Structure the interview.
Know the job.
Get organized.
Establish rapport.
Ask questions.
6
Take brief, unobtrusive notes.
7
Close the interview.
8
Review the interview.
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TRAINING & DEVELOPMENT
- ORIENTATION
- TRAINING PROCESS
- DEVELOPMENT & SUCCESSION: CAREER DEVELOPMENT
- PERFORMANCE MANAGEMENT & APPRAISAL
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Training & Development
Company organization
and operations
Safety measures
and regulations
Facilities
tour
Employee
Orientation
Employee benefit
information
Personnel
policies
Daily
routine
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Training & Development
1
2
3
4
The Four-Step Training Process
Instructional design
Needs analysis
Program implementation
Evaluation
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Training & Development
Make the Learning Meaningful
1. At the start of training, provide a birds-eye view
of the material to be presented to facilitate learning.
2. Use a variety of familiar examples.
3. Organize the information so you can present it logically,
and in meaningful units.
4. Use terms and concepts that are already familiar
to trainees.
5. Use as many visual aids as possible.
6. Create a perceived training need in trainees minds.
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Training & Development
Task Analysis:
Assessing new employees
training needs
Performance Analysis:
Assessing current employees
training needs
Training Needs
Analysis
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Training & Development
On-the-Job Training
Apprenticeship Training
Informal Learning
Job Instruction Training
Lectures
Programmed Learning
Audiovisual-Based Training
Vestibule Training
Teletraining and
Videoconferencing
Electronic Performance
Support Systems (EPSS)

Computer-Based Training
(CBT)
Simulated Learning
Internet-Based Training
Learning Portals
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Training & Development
1
2
3
4
Creating a Training Program
Use a detailed job description
Set training objectives
Develop an abbreviated task
analysis record form
Develop a job instruction sheet
5
Compile training program for the job
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Training & Development
Assessing the
companys strategic
needs
Developing the
managers and
future managers
Long-Term Focus of
Management Development
Appraising
managers current
performance
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Training & Development
1
Begin management development
Review firms management skills inventory
Steps in the Succession Planning Process
Anticipate management needs
Create replacement charts
2
3
4
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Training & Development
Job
rotation
Coaching and
understudy
Managerial On-the-Job Training
Action
learning
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Training & Development
Job
rotation
Coaching and
understudy
Managerial On-the-Job Training
Action
learning
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EMPLOYEE RELATIONS
- ETHICS & FAIR TREATMENT
- DISCIPLINE & DISMISSALS
- LABOR RELATIONS & COLLECTIVE BARGAINING
- LAW & REGULATIONS
- SAFETY & HEALTHS
- CULTURE & INTERNAL COMMUNICATIONS
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COMPENSATION & BENEFITS
- PAY PACKAGES
- CASH- & NON-CASH BASED COMPENSATION
- RECOGNITION PROGRAMS
- INSURANCES
- LEAVES
- FAMILY-BASED INCENTIVES
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Trends of HR
Transactional HR
group
Corporate
HR group
Embedded
HR unit
New HR Services Groups
Centers of
Expertise
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Factors of HRM
Globalization
and Competition Trends
Technological Trends
Indebtedness
(Leverage) and
Deregulation
Trends in the Nature of
Work
Workforce and
Demographic Trends
Economic Challenges
and Trends
Trends in HR
Management
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HR Specialties
Recruiter
EEO coordinator
Labor relations
specialist
Training specialist Job analyst
Compensation
manager
Human Resource
Specialties