英文修订版041510

HumanResourceManagementInstructor:Prof.GUQinxuanAntaiCollegeofEconomics&ManagementShanghaiJiaoTongUniversity1.OverviewvMain modules of HRM vDefinition&characteristics of HRMvHR Managers&The ResponsibilitiesvHR Professional CompetenciesvHRM,Competitive Advantage&StrategyAcquirement&DeploymentPlanningSecurityMaintenanceTraining&DevelopmentJob AnalysisHRPlanningSafety&HealthLaborRelationsSelectionRecruitmentOrientation&TrainingCompensationManagementPerformanceManagement DeploymentCareerDevelopmentHRMWhat to be learned?DefinitionofHumanResourceManagement(HRM)Itsnotonlyanewsystem,butalsoanewwayofthinkingtoacquire,develop,operateandmotivateandgetthepromiseofcompanysmajorresources-thosewhoareinandworkforthecompany.Characteristics of HRM,Compared to Personnel Management,vStrategicvDecisivevSystematicAttractingRetainingMotivatingDevelopingPeople who perform HRM activitiesvLine ManagersvHR ProfessionalsHow to divide the work of the two kinds of managers?Discussion?LineManagersperformjobinterviewperformemployeeorientation,coachingandon-jobtrainingperformperformanceappraisalprovidesuggestionsonpayperformdisciplinaryprogramsperformaccidentsurveyHandlecomplainsanddiscontentHRM ProfessionalssetupHRMprocedures/processesdevelop/selectHRMpolicies/systemsinspect/appraiseHRMpracticessupport/assistlinemanagersWhat competencies do HRM professionals need?HRM Professional CompetenciesHonestyAbilityofChangeManagementAbilityofCultureManagementHRMBusinessKnowledgeWhich one is more important?HRM&CompetitiveAdvantageWhat is competitive advantage?CostLeadershipDifferentiationHRM&Sustainable Competitive AdvantageHRM&BusinessStrategyHuman ResourceWhat kind of talents do we need?What type of structure do we need to achieve the goal?To what extent,do these strengths,weaknesses,opportunities and threats relate to the competencies and qualifications of the personnel?To what extent,do these problems impact HRM and the structure of enterprise?To what extent,are employees qualification,motivation，commitment and attitude helpful or harmful to the success of enterprise?EnterpriseWhat kind of enterprise is it?Where shall we go?What are our strengths,weaknesses,opportunities and threats?What are the main strategic problems facing the enterprise?What is the critical factor of achieving the goal?2.Job Analysis(JA)vImportance of job analysisvConcept of job analysis and relevant termsvMethods of job analysisvJob descriptions and how to write itvTrends of job analysisWhy is JA so important?Job AnalysisRecruitmentOrganization developmentHR Planning,training and developmentJob evaluation and ratingPerformance appraisal/PaymentEqual Employment，Employees and Labor Relations，Safety and HealthWhat is JA?Theprocessofcollectingandanalyzinginformationaboutjobinasystematicalway.Indentify,clarifyanddescribetasks,responsibilities,duties,qualificationsandrequirementsofjob.Literallyidentifyandclarifytherequirementofthejobholder.Terms related to Job AnalysisPositionJobAnalysisJobTaskJobSpecificationJobDescriptionWhat does JA do:6W2HWHO:whoisthejobholderandthequalificationWHAT:whattobedone,whatresponsibilitiestotakeWHOM:doitforwhom,internal&externalcustomers,supervisors&subordinates,co-workersWHY:whytodoit,incentivesandmeaningsWHEN:timeofworkWHERE:workplaceandcontextHOW:howtodothework,proceduresandnormsHOWMUCH:rewardsforthisjobTheProcessofJobAnalysisSources of DataRelevantemployeesRelevantinternaldocumentsIndustrialbenchmarkRelevantexternalpeopleMethods of Data CollectingInterviewQuestionnaireObservationDiaryCritical IncidentMethod based on competency analysisFunctional job analysisJob InformationThepurposeofthejobTasksResponsibilitiesanddutiesRelationshipsProceduresPerformancestandardsAuthorities&obligationsContextKnowledge,skills,experience,personalitiesrequiredJob DescriptionJobsummaryDutiesandtasksKPIOrganizationStructureChartKnowledge,skills,experience,personalitiesrequiredHR FunctionsOrganizational ManagementvInterviewvQuestionnairevDiaryvCritical Incident Popular Methods of JAInterview:ProceduresPreparationInterviewer trainingConduct interviewInformationcleaning andidentificationInterviewmethod&outlineQuestionnairePosition Analysis Questionnaire(6factors;187items)vInformation inputvMental processes vWork output vInterpersonal Relationships vJob contextvOther job characteristics Management Position Description Questionnaire(main factors)vDecision makingvPlanning and organizingvAdministrationvControlvInspectvCounseling and innovationvContactvCoordinatevRepresentabilityvMonitoring business indexvOrganization structurechartvKnowledge/skill/abilityWorking diariesvPosition？vDiarywriter？vContentsofdiaries？CriticalIncidentMethodSpecificaimObservablebehaviorResultofbehavior+-Howtoidentifycriticalincident?How to write job description?vJobtitleandothercodevMissionvTasksvInvolvingtasksinthefunctionvJobspecification(person,matchofpersonandjob/organization)How to descript?vJobtitleandothercodeJobTitle:ProductEngineeringJobCode:G023Headcount:2JobGrade:Department:MarketingSupervisor:MarketingManagerJob TitleDepartmentJob CodePostJob GradeIncumbentNameTerm of Labor ContractJob DescriptionvDescriptionofMissionA HR Manager:responsibleforHRM,provideeffectiveHRsupportandserviceAn Asset Business Manager of Bank:Accordingtothegoalofcorporateassetsbusiness,developnewproductandimproveexistingproduct,supportandparticipateinproductselling,advancecompetitivenessofproducttopromoteselling.vDescriptionofTaskoTheverbaltodescribethetaskshouldbespecificoEachtaskhasoneactionandoneobjectoIfpossible,usequantitativewordoUsethewordsfamiliartoincumbentCounsel Answer Appoint Order Direct Appraisal Arbitrage Distribute Assist Participate Etc.vIncludetasksinthedescriptionoffunctionoDescriptionofsubstantialactivityoDescriptionofcontactoDescriptionofcontextoDescriptionofworkoutputvJobSpecificationExplicit FactorsKnowledgeSkillAbilityExperienceImplicit FactorsAttitudeValueMotivationOther personal characteristicsThe new trend of job analysisIntra-Role Job-PerformanceExtra-Role Job-OCBOthersCase of Job AnalysisDiscussion and Analysis3.HR PlanningvConcept and Meaning of HR PlanningvProcess of HR PlanningvForecast of HR DemandvForecast of HR SupplyvEquilibrium of HR Demand&SupplyWhatisHRPlanning?Itstheprocesstoforecasttasksandenvironmentalrequirementsoforganization,andstaffingtoachievethetasksandmeettherequirements.Why HR planning?vTofacilitateenterprisetoadapttointernalandexternalchanges.vTolayasolidfoundationofusinganddevelopingemployees.Process of HR PlanningHRDemandAnalysisHRSupplyAnalysisIdentifyEnterpriseMission&GoalImplementpracticeControlandappraiseHRPlanningQuantitativePlanningQualitativePlanningPlanningofstructureHR Demand Forecast*Forecast of quantity*Forecast of quality*Forecast of StructureAgeEducationMajorSkillGender-Methods of quantitative forecastvExpertforecastingmethodvWorkloadforecastingmethodvRegressionforecastingmethodDemand forecastDemand forecastTurnover RateTotalnumberofemployeeleftthismonth(year)Totalnumberofemployeethismonth(year)100Demand forecastDemand forecastAbsenteeism RateWorkdayofabsenceofaperiodAveragenumberofemployees workday 100Demand forecastCompetency:A combination of techniques,A combination of techniques,knowledge,values,self-image,motives and so on knowledge,values,self-image,motives and so on which can distinguish high performance from which can distinguish high performance from average performance.average performance.Observable and measurableBehavior characteristics can be improved and developedBase on current and future business needKey factors driving high performanceKnowledge:The total information individual has of a specific areaSkill:The way and approach individual use his knowledgeSocial Role:The image individual gives in societySelf-image:Individual image positioning Personality:Temper or temperament leading to behaviorMotivation:Need or thought driving the continuous behaviorCompetency ModelIcebergSkillSelf-imageKnowledgeSocialRolePersonality/MotivationOnionCompetency ModelEmotionalQuotient(EQ)KnowledgeSkillSocial Role:Self-imagePersonalityMotivationEQInternalflowandtransferofpersonnelImportfromoutsideExport/RetirePromotionPromotionLeave/ExitExit招工招工High-leveldecision-makingTechnicianManagementOperationStaff(Energynot-required)OperationStaff(Energyrequired)HR Supply ForecastMarkov analysisP11P12.P1kP21P22.P2kP=(N1N2N3).Pk1Pk2PkkHR Supply Forecast-Succession planning of Manager事业部会计经理吴民C/2事业部经理纪生A/1事业部计划经理商建A/1李理B/1技术顾问胡桐B/2西部地区经理王中A/2陈亿C/4中心地区经理章华A/1北部中心经理赵江B/2东部地区经理姜新B/3张力A/2经理洪峰A/2卫戍B/3经理助理A,promotablenowB,needingdevelopmentC,Notfittedtoposition1.superiorperformance2.Aboveaverageperformance3.Acceptableperformance4.PoorperformanceSuccessionplanningHumanResourcesPlanningModelForecast DemandConsiderationsProduct/servicedemandEconomicsTechnologyFinancialresourcesAbsenteeism/turnoverOrganizationalgrowthManagementphilosophyForecast SupplyInternalStaffing tablesMarkov analysisSkills inventory(Management inventoryReplacement chartsSuccession planningExternalDemographicchangesEducationLabormobilityUnemploymentrateBalance Demand and SupplyShortage(Recruitment,overtime,redesignwork,outsourcing,contingentworkers)(Fulltime，Parttime，Recalls)Surplus(restrictedhiring,termination,degrade,retirement,temporarylayoff、downsizing)4.HR Obtaining vProcessofRecruitmentvRecruitingChannelsandTheirFeaturesvMethodsofJobInterviewvMethodsofKnowledge/SkillTestsvMethodsofmentaltestsvEffectivenessofSelectionFactorsneedtobeconsideredinselectingPositionrequirement?HRstrategy?Corporateculture?RecruitmentProcessHRPlanningAlternativeforrecruitingRecruitingInternalExternalInternalapproachExternalapproachHiringRecruitmentchannelInternalExternalInternalapproachesPromotionTransferRehiringExternalapproachesAdvertisementSchoolJob-introduction agency(Job Hunter)InternetRecommendation(RJP:RealisticJobPreview)CompareInternal&ExternalApproachInternalExternalAdvantagesKnowapplicantsbetter;Shortertimeneededforapplicanttoadapt;Goodformorale;IncreasetheROIofemployeesBigtalentpool;MorechoiceDisadvantages Smalltalentpool;Internalundesirablecompetition;“Inbreeding”Difficulttoselect,appraise;Highcost;Longertimeneededforapplicanttoadapt;DiscourageinternalstaffSelectingProcessMethodProcessResume,backgroundinvestigationFirstroundinterviewTest(Knowledge/skill,mental)SecondroundinterviewMedicalorotherexaminationProbationselectionprimaryselectionMethodResumeJobInterviewTestProbationResumevPersonalInformationvEducation&TrainingvWorkingExperiencevOtherrelatedabilityandspecialtyvExpectationandrequirementvReferenceandannouncementAsanHRManager,howdoyouthinkaboutjobinterview?approach,communication,understanding,image,etc.Job InterviewExampleofInterviewScoringScoreItem5Verysatisfying4Satisfying3Average2Unsatisfying1VeyunsatifyingRemarksImage/appearanceBehaviorCommunicationExperienceKnowledgeAttitudePersonalityTypes of Job Interviewstructuredinterviewvs.unstructuredinterviewindividualinterviewvs.groupinterviewnormalinterviewvs.stressinterviewfirstinterviewvs.secondinterviewProceduresPreparation(JA、mainresponsibilities,properinterviewsite,time)BuildharmoniousatmosphereQ&AEndinginterviewReviewandappraiseinterviewMain contentPersonalinformationEducationbackgroundWorking experienceJob seeking motives or reasonsWorkingrequirementsSpecialty,interestandhobbyExpectationorrequirementWhat problems should be noticed?Anytechniques?ExerciseTestWorkrelatedknowledge&skilltestPsychologicaltestWorkrelatedknowledge&skilltestvOraltestorwrittentestvWorkSamplingvAssessmentCenterAssessment Centerin-basketnon-leadergroupdiscussionroleplaybusinessgamephoneinterviewspeechcasestudybehaviororientedinterviewFeatures of Assessment CentervHigheffectivenessvHighcostvDifficulttodesignvExpertsneededNo-leaderGroupDiscussionExercisePsychologicalTestPersonalityAttitudeIntelligenceAbilityvTemperamentvExtroversionvs.IntroversionvPersonalityvManagerialpersonalityPersonalityMeasurement of personalitySelf-reportProjectionCognitionTest(Spatial/Numerical/Verbal)Pleasefindtheorderlinessofthefollowingnumbersandfilltheblanks.1、21，18，15，12，？()2、18，17，15，14，11，？()3、3，8，5，10，7，？()4、1，3，9，27，？()5、47，38，30，23，17，？()EffectiveStaffingHR StrategyPositionCultureRewardPersonality Knowledge/SkillMotivationAttitudeResultsAttractionPerformanceAttendanceSatisfactionOthersInfluenceMatch5.Performance ManagementvConcepts of Performance,Performance Management,Performance AppraisalvPerformance Management SystemvPerformance Appraisal and MethodsvPerformance Appraisal InterviewvMain Factors of Designing Performance AppraisalvNew Trends of Performance AppraisalThinkingPerformance management of sales:what will do if he does a good job?(Choose 3 from following)(1)Appraiseforhisperformance；(2)Callotherstolearnfromhim；(3)Promotehimtosalesmanager；(4)Givehimsalesaward；(5)Remindhimofhealth；(6)Advisehimtodomedicalcheck；(7)Requirehimtodomedicalcheckintheappointedhospitalandsubmitmedicalreport；(8)Discusshealthylifeandworkstylewithhim.What is performance？Two respect:Oneisoutputofemployees;Otherisbehavior,attitude,qualificationinfluencingoutput.What is performance management?Combiningorganizationperformanceandindividualperformanceandputtingindividualperformancemanagementontostrategiclevel by goal/planning,instruction/coach,appraisal/examination,reward/feedback,improvement/advancement,achieveperformancegoalwithemployeestoachievestrategicgoaloforganization.systematicobjectivecommunicationprocessPerformance management systemClarifyorganizationstrategyandgoalClarifyperformancemanagementgoalPerformancePlanningPerformanceAppraisalPromotingperformanceImprovementandupdatingWhat is performance appraisal?Performanceappraisalisaprocesstoidentify,appraiseandfeedbacktheperformance.Aformaldiscussionbetweensupervisorandsubordinate;Gettoknowsubordinatescurrentperformanceandreason;Discusshowtomakesubordinatemoreeffectively;Benefitsubordinates,supervisorandorganization.ChangethinkingofemployeesbyperformanceappraisalWhatever is important is measuredWhatever is rewarded is measuredWhatever is measured is achievedWhatever is achieved is rewardedEffectsofPerformanceAppraisalEffectsofPerformanceAppraisalOthersMotiveCounselHR PlanningAward&punishment TrainingStaffingPromotionCommonproblemsinappraisalUnclear standards(qualitative,general,vague)Unscientific methods(unpractical)Done for showDepend on leaders or relationshipsThe results not appliedLack of feedbackFactors influence appraisal resultvRecognition and attitude to appraisal of organizationvIndex and criterion of appraisalvMethods of appraisalvCharacteristics of reviewees(recognition,attitude and skill)vCharacteristics of reviewers(qualification and skill)Halo effect Recency effect Central tendency Emotional effectEffect of hintStrictness/LeniencyLike me effect Bandwagon effectMethods of Performance AppraisalvComparison methodvList method(Check list)vGraphic rating scale methodvBehaviorally anchored rating scales(BARS)vManagement by objectives(MBO)vKPIvBalanced Scorecard(BSC)v360 degreesvCITvEssay methodRanking methodPaired comparison methodForced distribution methodGraphic rating scale methodItemsScoreExcellent Good Average Need to Improve BadKnowledgeCommunicationTeamworkInterpersonalSkillsIntiativeOutput543215432154321543215432154321e.g.1:analysisListperformanceindexandrateeveryindexe.g.2:analysisItems5 4 3 2 1WeightRemarksKnowledgePerformanceInitiativeTeam workKey points of graphic rating scale methodDistract dimensions or factors of appraisal;Rate each dimension with scale like:very good,good,average,bad,very bad;Weigh each dimension;Combine other methods such as KPI,MBO.MBOPrepareforobjectivesettingofnextstageSupervisorappraisessubordinatesperformanceaccordingtoexistingcriterionSupervisorandsubordinatediscussobjectAgreeonthecriterionSupervisorsuggestsontheexecutionifneedSubordinateexecutestheobjectiveSMARTSpecial Measurable Attainable Relevant Time-bound FEWFocused targetsEmpowerment LeverWeighted gradePerformance Appraisal under MBOnewinputdeleteimproperindexenterpriseperformanceappraisalCommon goal of enterprise:enterpriseperformanceappraisalindexDepartment goal:departmentperformanceappraisalindexSupervisor lists objectiveandsuggestperformanceappraisalindexSubordinate lists objective andsuggestperformanceappraisalindexAgreeonobjectiveandindexMid-appraisalandmid-feedbackaccordingtotheobjectiveTerminalappraisalaccordingtoobjectiveoramendedobjectiveMBOStrength:Weakness:KPIStrategic GoalEnterpriseKPIDepartmentKPIPositionKPIEnterpriseKRADepartmentKRAPositionKRASMARTInternal Business ProcessTo satisfy stock holders and customers,what should we specify in business process?objective appraisal index planFinanceTo do a good job in finance,what should we show to stock holders?objective appraisal index planLearning&GrowthTo achieve our expectation,how should we change and improve?objective appraisal index planCustomerTo achieve our expectation,what should we show to customers?objective appraisal index planStrategy&VisionLogical of BSCStock-holderSatisfactionfinanceindex，tosatisfystockholdersneedstomeettheperformanceindex；CustomerSatisfactiontosatisfystockholders,tosatisfycustomersisamust.Thoseareopportunitieswheretheyarentsatisfied;InternalBusinessProcesstosatisfycustomer,wehavetoimproveinternalbusinessprocess；Learning&Growthtoimproveinternalbusinessprocess,wemustlearnandgrow.Indicates:Financial&non-financial factorsResult&driving factorsInternal&external factorsFor performanceDesign Philosophy of BSCDesign Philosophy of BSCAs a part of appraisal system,BSC:Balances different strategic index to coincide the objectives;Reflects main factors influencing the strategic success of enterprise;Unveils the cause and effect relationship between indices and point out how non-financial indices influence long-term financial objective;Encourages employees work for biggest benefits of enterprise;Makes organization cohesive by facilitating communication.Therefore,when using BSC,managers have to choose a Therefore,when using BSC,managers have to choose a set of indexset of index360superiorsubordinateFocuspersonZhangJiangLuo,ChenChen,ZhangZhangWhyis360?Howtousecolleaguecolleague11KeyManagementCompetenciesAchievement-orientationDecisiveandconfidentTalentcultivatingAnalyticalthinkingCustomer-orientationCommandingConceptualthinkingTeamworkingTeamleadingInfluencingandpersuadingInitiativeExamplePotentialreviewersandtheirfeaturesLine supervisor or manager?Superior manager?Reviewees?Peers?Subordinates?Clients or customers?External experts or consultants?RoleinperformanceappraisalReviewer:Reviewee:TopManagement:HRDepartment:AppraisalInterviewWhy?How?Thinking of Appraisal InterviewerSelf(Askyourself)DoIwantdifferenttreat?CanIchange?Isithelpfultofeedback?HowcanIfeedbackeffectively？ToothersValueoffeedbacktoreceiverAcceptabilityUsenon-verbalhintAvoidAmbiguouswordsWordsneedexplanationContent(focuson):AccuracyRelevantmaterialsanddataSpecificbehaviorPositiveandnegativesidesofbehaviorCommonideasandviewsAppraisalInterview:3waysInformandsellInformandlistenSolveproblemNotificationforAppraisalInterview:vBuild trustful atmospherevSpecify purpose of interviewvExplain result or explanation of scoring according to existing standards and objectivesvAffirm strengths and achievements,point weakness,and provide advice and methodsvUse listening skillsvEncourage reviewee to speak outvDiscuss next objective and action plan to achieve objectivevNot preach,no looking backwardMainFactorsconsideredinDesigningAppraisalPlanObjectandpurposeMethodStandard(index)ReviewerCycleandtimeFeedbackApplicationofresult(award,punishmentandtraining,etc.)NewtrendsofperformanceappraisalTurnfrompast-orientationtofuture-orientation,focusonemployeeslong-termvaluestoteaminsteadofonpastandcurrentvalues.Turnfromfocusonindividualperformancetoonbothindividualandteamperformance.Emphasizeparticularlyonteam-orientedbehaviorinappraisalfactorstomaximize“teamoutput.6.Training6.TrainingvImportanceofTrainingvTrainingSystemvTrainingMethodsvTrainingEffectivenessAppraisalTrainingiseverimportant.vChallengesininformationagevNewconceptoflearningorganizationvDownsizingoforganiz