Dessler15e - HRM - Ch01 (9 Files Merged)

Human Resource Management
Fifteenth Edition
Chapter 1
Introduction to
Human Resource
Management
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
Learning Objectives (1 of 2)
1-1. Explain what human resource management is
and how it relates to the management
process.
1-2. Briefly discuss and illustrate each of the
important trends influencing human resource
management.
1-3. List and briefly describe “distributed HR” and
other important aspects of human
management today.
1-4. List at least four important human resource
manager competencies.
1-5. Outline the plan of this book.
I.
Explain what human resource
management is and how it
relates to the management
process.
What Is Human Resource
Management? (1 of 2)
• The Management Process
– Planning
– Organizing
– Staffing
– Leading
What Is Human Resource
Management? (2 of 2)
The topics we’ll discuss should therefore provide
you with the concepts and techniques every
manager needs to perform the “people” or
personnel aspects of management.
Why Is Human Resource Management
Important to All Managers?
• To Avoid Personnel Mistakes
• To Improve Profits and Performance
• You May Spend Some Time as an HR Manager
• HR for Small Business – you may end up as your
own human resource manager
Line and Staff Aspects of Human
Resource Management
• Authority is the right to make decisions, to direct
the work of others, and to give orders. Managers
usually distinguish between line authority and staff
authority.
Line and Staff Managers
• Line authority
gives you the right
to issue orders
• Staff authority
gives you the right
to advise others in
the organization
Line Manager’s HR Management
Responsibilities (1 of 3)
• Placing the right
person in the right job
• Starting new
employees in the
organization
(orientation)
• Training employees for jobs that are new to them
• Improving the job performance of each person
• Gaining creative cooperation and developing
smooth working relationships
• Interpreting the company policies and procedures
• Controlling labor cost
• Developing the abilities of each person
• Creating and maintaining departmental morale
• Protecting employees’ health and physical
conditions
The Human Resources Department
FIGURE 1-1 Human Resource Department Organization Chart Showing Typical HR

Job Titles
Source: “Human Resource Development Organization Chart Showing Typical HR Job Titles,”
www.co.pinellas.fl.us/persnl/pdf/orgchart.pdf. Courtesy of Pinellas County Human Resources. Reprinted
with permission.
New Approaches To Organizing HR
• Reorganizing the HR function of how it is
organized and delivers HR services
– Shared Services (Transactional) HR teams
– Corporate HR teams
– Embedded HR teams
– Centers of expertise
II.
Trends Shaping Human
Resource Management
Trends in Human Resource
Management
• Workforce Demographics and Diversity Trends
• Trends in How People Work
• Improving Performance at Work: HR as a Profit
Center
• Globalization Trends
• Economic Trends
• Technology Trends
More on HR Technology Trends
• There are 5 main types of digital technologies
driving HR professionals to automation:
– Social Media
– Mobile Applications
– Gaming
– Cloud Computing
– Data Analytics (as known as Talent Analytics)
III.
Today’s New Human Resource
Management
Today’s New Human Resource
Management
• A Brief History of Personnel/Human Resource
Management
• Distributed HR and the New Human Resource
Management
• Trends Shaping HR: Digital and Social Media
A Quick Summary
FIGURE 1-4
What Trends Mean
for Human Resource
Management
HR and Strategy
Strategic Human Resource Management
• Strategic human resource management –
means formulating and executing human resource
policies and practices that produce the employee
competencies and behaviors that the company
needs to achieve its strategic aims.
Improving Performance: The Strategic
Context
Building L.L. Bean
Let’s take a look at the heart of their strategy.
HR and Performance
The Human Resource Manager is expected to
spearhead employee performance.
Three Levers can be applied to do so:
1. Department Lever
2. Employee Cost Lever
3. Strategic Results Lever
HR and Evidence Based Management
• Evidence-based human resource
management – is the use of data, facts,
analytics, scientific rigor, critical evaluation, and
critically evaluated research/case studies to
support human resource management proposals,
decisions, practices, and conclusions.
HR and Adding Value
• Adding value – means helping the firm and its
employees improve in a measurable way as a
result of the human resources manager’s actions.
HR and Performance and
Sustainability
• It is about measuring companies in terms of
maximizing profits but also on their environmental
and social performance as well.
HR and Employee Engagement
• Employee engagement – refers to being
psychologically involved in, connected to, and
committed to getting one’s job done.
IV.
The New Human Resource
Manager
The New Human Resource Manager
The Society of Human Resource Management
(SHRM) has a new “competency model” called the
SHRM Body of Competency and Knowledge that
itemizes what a New HR Manager needs
• What should they be able to exhibit?
• What basic functional areas of HR should they
have command?
The Skills of the New HR Manager
HR managers can't
just be good at
traditional personnel
tasks like hiring and
training, but must
"speak the CFO's
language" by
defending human
resource plans in
measurable terms.
Human Resource Manager
Certification
• HRCI Certifications
– PHR – Professional in Human Resources
– SPHR – Senior Professional in Human Resources
• SHRM now has its own competency and
knowledge based testing
V.
The Plan of this Book.
The Basic Themes and Features
Themes and features are used to highlight
particularly important issues and provide continuity
from chapter to chapter.
Practical Tools for Every Manager
• Human resource management is the responsibility
of every manager—not just those in human
resources.
• Managers use HR techniques to improve
performance, productivity, and profitability
Chapter Contents Overview
There are 5 parts to this book
Part 1: Introduction
• Chapter 1 – Introduction to Human Resource
Management
• Chapter 2 – Equal Opportunity and the Law
• Chapter 3 – Human Resource Strategy and
Analysis
Part 2: Recruitment, Placement, and
Talent Management
• Chapter 4 – Job Analysis and the Talent
Management Process
• Chapter 5 – Personnel Planning and Recruiting
• Chapter 6 – Employee Testing and Selection
• Chapter 7 – Interviewing Candidates
Part 3: Training and Development
• Chapter 8 – Training and Developing Employees
• Chapter 9 – Performance Management and
Appraisal
• Chapter 10 – Managing Careers and Retention
Part 4: Compensation
• Chapter 11 – Establishing Strategic Pay Plans
• Chapter 12 – Pay for Performance and Financial
Incentives
• Chapter 13 – Benefits and Services
Part 5: Enrichment Topics in Human
Resource Management
• Chapter 14 – Building Positive Employee Relation
• Chapter 15 – Labor Relations and Collective
Bargaining
• Chapter 16 – Safety, Health, and Risk
Management
• Chapter 17 – Managing Global Human Resources
• Chapter 18 – Managing Human Resources in
Small and Entrepreneurial Firms
The Topics are Interrelated
• Human Resource Management 15th edition
chapter topics are interrelated. The themes and
features highlighted throughout the book also
provides a continuity from chapter to chapter.
Chapter 1 Review
What you should now know….
Copyright
Fifteenth Edition
Chapter 3
Human Resource
Management
Strategy and
Analysis
3-1. Explain with examples each of the seven steps
in the strategic management process.
3-2. List with examples the main types of
strategies.
3-3. Define strategic human resource
management and give an example of strategic
human resource management in practice.
3-4. Give at least five examples of HR metrics.
3-5. Give five examples of what employers can do to
have high-performance systems.
3-6. Describe how you would execute a program to
improve employee engagement.
I.
Explain with examples each of
the seven steps in the strategic
management process.
The Strategic Management Process (1 of 2)
The Management Planning Process
• The Hierarchy of Goals
• Policies and Procedures
Figure 3-1 Sample Hierarchy of Goals Diagram for a Company
What is Strategic Planning?
The Strategic Management Process (2 of 2)
Figure 3-2 The Strategic Management Process
II.
List with examples the main
types of strategies.
Types of Strategies
1. Corporate Strategy
2. Competitive Strategy
3. Functional Strategy
Corporate Strategy
• Identifies the portfolio of businesses that, in total,
comprise the company and how these businesses
relate to each other
Corporate-level Strategies
1. Concentration
2. Diversification
3. Vertical Integration
4. Consolidation
5. Geographic expansion
Competitive Strategy
• A strategy that identifies how to build and
strengthen the business’s long-term competitive
position in the marketplace, which is also known
as business-level competitive strategy.
The Three Standard Competitive
Strategies
1. Cost Leadership
2. Differentiation
3. Focus
Functional Strategy
• A strategy that identifies the broad activities that
each department will pursue in order to help the
business accomplish its competitive goals.
Manager’s Role in Strategic Planning
III.
Define strategic human resource
management and give an example
of strategic human resource
management in practice.
Strategic Human Resource
Management
What is Strategic Human Resource
Management?
Strategic human resource management –
means formulating and executing human resource
policies and practices that produce the employee
competencies and behaviors the company needs
to achieve its strategic aims.
IMPROVING PERFORMANCE: The
Strategic Context
The Shanghai Ritz-Carlton

Portman Hotel
Let’s talk about it…
IMPROVING PERFORMANCE: HR As
a Profit Center
The Zappos “WOW” Way
Sustainability and Strategic Human
Resource Management
Strategic Human Resource
Management Tools
• Strategy map
• The HR scorecard
• Digital dashboards
IV.
Give at least five examples of
HR metrics.
HR Metrics, Benchmarking, and
Data Analytics
IMPROVING PERFORMANCE Through HRIS:
Tracking Applicant Metrics for Improved Talent
Management
Let’s talk about it
Benchmarking
Metrics for the SHRM® 2011–2012 Customized
Human Capital Benchmarking Report (1 of 4)
Organizational Data Employment Data
• Revenue • Number of Positions Filled
• Revenue per FTE • Time-to-Fill
• Net Income Before Taxes • Cost-Per-Hire
• Net Income Before Taxes • Employee Tenure
per FTE • Annual Overall Turnover
• Positions Included Within Rate
the Organization's • Annual Voluntary Turnover
Succession Plan Rate
• Annual Involuntary Turnover
Rate
HR Department Data Expectations for Revenue
• Total HR Staff and Organizational Hiring
• HR-to-Employee Ratio • Percentage of Organizations
• Percentage of HR Staff in Expecting Changes in
Supervisory Roles Revenue in 2011 Compared
to 2010
• Percentage of HR Staff in
Professional/Technical Roles • Percentage of Organizations
Expecting Changes in Hiring
• Percentage of HR Staff in
in
Administrative Support Roles
• 2011 Compared to 2010
• Reporting Structure for the Head
of HR
• Types of HR Positions
Organizations Expect to Hire in
2011
HR Expense Data Metrics for More Profitable
• HR Expenses Organizations
• HR Expense to Operating • Total HR Staff
Expense Ratio • HR-to-Employee Ratio
• HR Expense to FTE Ratio • HR Expenses
Compensation Data • HR Expense to Operating
Expense Ratio
• Annual Salary Increase
• HR Expense to FTE Ratio
• Salaries as a Percentage of
• Annual Salary Increase
Operating Expense
• Target Bonus for Non-Executives
• Target Bonus for Non-Executives
• Target Bonus for Executives
Tuition/Education Data Metrics for More Profitable
Organizations
• Maximum Reimbursement
Allowed for Tuition/Education • Target Bonus for Executives
Expenses per Year • Maximum Reimbursement
• Percentage of Employees Allowed for Tuition/Education
Participating in Expenses per year
Tuition/Education • Percentage of Employees
Reimbursement Programs Participating in Tuition/Education
Reimbursement Programs
• Time-to-Fill
• Cost-Per-Hire
• Annual Overall Turnover Rate
Strategy and Strategy-Based
Metrics
What Are HR Audits?
Trends Shaping HR: Digital and
Social Media
Data Analytics
Let’s take a look…
Trends Shaping HR: Science In Talent
Management
Evidence-Based HR and the Scientific Way of

Doing Things
V.
Give five examples of what
employers can do to have high-
performance systems.
High-Performance Work Systems (1 of 2)
High-Performance Work Systems (2 of 2)
• Policies and Practices
• HR measures
• Aspire to encourage employee involvement and
self management
VI.
Describe how you would
execute a program to improve
employee engagement.
Employee Engagement Guide for
Managers: Employee Engagement
and Performance
The Employee Engagement
Problem
What Can Managers Do to Improve
Employee Engagement? (1 of 2)
1. Provide supportive supervision
2. Ensure employees understand how their
departments contribute.
3. See how their efforts contribute to achieving the
company’s goal.
What Can Managers Do to Improve
Employee Engagement? (2 of 2)
4. Ensure employees get a sense of
accomplishment from working at the firm.
5. Ensure employees are highly involved.
6. Employers should hold managers responsible for
Chapter 3 Review
Copyright
Fifteenth Edition
Chapter 4
Job Analysis and
the Talent
Management
Process
4-1. Define talent management and explain why it
is important.
4-2. Discuss the process of job analysis, including
why it is important.
4-3. Explain how to use at least three methods of
collecting job analysis information, including
interviews, questionnaires, and observation.
4-4. Explain how you would write a job description.
4-5. Explain how to write a job specification.
4-6. List some human traits and behaviors you
would want an employee to bring to a job if
employee engagement is important to doing
the job well.
4-7. Explain competency-based job analysis,
including what it means and how it’s done in
practice.
I.
Define talent management and
explain why it is important.
The Talent Management Process
• Decide what positions to fill
• Build a pool of job candidates
• Obtain application forms
• Use selection tools
• Decide to whom to make an offer
• Orient, train, and develop employees
• Appraise employees
• Compensate employees to maintain their motivation
Improving Performance Through HRIS:
Talent Management Software
Talent Management Suite
Let’s take a look..
II.
Discuss the process of job
analysis, including why it is
important.
The Basics of Job Analysis
• Work activities
• Human behaviors
• Machines, tools,
equipment, and work aids
• Performance standards
• Job context
• Human requirements
What Is Job Analysis?
• Job Analysis – is the procedure through which
you determine the duties and skill requirements of
a job and the kind of person who should be hired
for it.
Uses of Job Analysis Information
• Recruitment
and selection
• EEO
compliance
• Performance
appraisal
• Compensation FIGURE 4-2 Uses of Job Analysis Information
• Training
Conducting a Job Analysis
1. How will information be used?
2. Background information
3. Representative positions
4. Collect and analyze data
5. Verify
6. Job description and specification
Processes involved in Job Analysis
• Workflow Analysis
FIGURE 4-3 Process Chart for

Analyzing a Job’s Workflow
Source: Henderson, Richard I.,
Compensation Management in a
Knowledge -Based World, 9th Ed., ©
2003, p.137. Reprinted and Electronically
reproduced by permission of Pearson
Education, Inc., Upper Saddle River, New
Jersey.
Other Processes involved in Job
Analysis
• Business Process Reengineering
– Job Redesign
– Job Enlargement
– Job Rotation
– Job Enrichment
Improving Performance: HR as a
Profit Center
Boosting Productivity Through Work Redesign
III.
Explain how to use at least
three methods of collecting job
analysis information, including
interviews, questionnaires, and
observation.
Methods for Collecting Job Analysis
Information
1. Interviews
2. Quantitative
“position analysis”
questionnaire
3. Additional Things to
keep in mind
The Interview
1. Typical Questions
2. Structure Interviews
3. Pros and Cons
4. Interviewing Guidelines
Questionnaires
Observations
Participant Diary /Logs
Quantitative Job Analysis Techniques
1. Position Analysis Questionnaire
2. Department of Labor (DOL) Procedure
Electronic Job Analysis Methods
IV.
Explain how you would write a
job description.
Writing Job Descriptions (1 of 2)
Diversity Counts
Writing Job Descriptions (2 of 2)
• Job identification
• Job summary
• Responsibilities and duties
• Authority of incumbent
• Standards of performance
• Working conditions
• Job specifications
Job Identification
FIGURE 4-7 Sample Job Description, Pearson Education

Source: Reprinted and electronically reproduced by permission of Pearson
Education, Inc., Upper Saddle River, New Jersey.
Job Summary
SUMMARY (Write a brief summary of job.)
The person in this position is responsible for selling
college textbooks, software, and multimedia products
to professors, via incoming and outgoing telephone
calls, and to carry out selling strategies to meet sales
goals in assigned territories of smaller colleges and
universities. In addition, the individual in this position
will be responsible for generating a designated amount
of editorial leads and communicating to the publishing
groups product feedback and market trends observed
in the assigned territory.
Relationships
Responsibilities and Duties (1 of 6)
PRIMARY RESPONSIBILITIES (List in order of
importance and list amount of time spent on task.)
Driving Sales (60%)
• Achieve quantitative sales goal for assigned territory of
smaller colleges and universities.
• Determine sales priorities and strategies for territory and
develop a plan for implementing those strategies.
• Conduct 15–20 professor interviews per day during the
academic sales year that accomplishes those priorities.
• Conduct product presentations (including texts, software,
and Web site); effectively articulate author’s central vision
of key titles; conduct sales interviews using the PSS
model; conduct walk-through of books and technology.
• Employ telephone selling techniques and strategies.
• Sample products to appropriate faculty, making strategic
use of assigned sampling budgets.
• Close class test adoptions for first edition products.
• Negotiate custom publishing and special packaging
agreements within company guidelines.
• Initiate and conduct in-person faculty presentations and
selling trips as appropriate to maximize sales with the
strategic use of travel budget. Also use internal resources
to support the territory sales goals.
• Plan and execute in-territory special selling events and
book-fairs.
• Develop and implement in-territory promotional campaigns
and targeted email campaigns.
Publishing (editorial/marketing) 25%
• Report, track, and sign editorial projects.
• Gather and communicate significant market feedback and
information to publishing groups.
Territory Management 15%
• Track and report all pending and closed business in
assigned database.
• Maintain records of customer sales interviews and
adoption situations in assigned database.
• Manage operating budget strategically.
• Submit territory itineraries, sales plans, and sales forecasts
as assigned.
• Provide superior customer service and maintain
professional bookstore relations in assigned territory.
Decision-Making Responsibilities for This Position:
Determine the strategic use of assigned sampling budget to
most effectively generate sales revenue to exceed sales
goals.
Determine the priority of customer and account contacts to
achieve maximum sales potential.
Determine where in-person presentations and special selling
events would be most effective to generate the most sales.
Social Media
Social Media helping to democratize HR
Know Your Employment Law
Writing Job Descriptions That Comply with the

ADA
Standards of Performance and
Working Conditions
Improving Performance: HR Tools for
Line Managers and Small Businesses
Using O*NET
Steps in using O*NET to write job
descriptions
Step 1. Review Your Plan
Step 2. Develop an Organization Chart
Step 3. Use a Job Analysis Questionnaire
Step 4. Obtain Job Duties from O*NET
Step 5. List the Job’s Human Requirements from
O*NET
Step 6. Finalize the Job Description.
V.
Explain how to write a job
specification.
Writing Job Specifications (1 of 2)
Writing Job Specifications (2 of 2)
• Trained vs. untrained
• Judgment
• Statistical analysis
• Job Requirement
Matrix
Specifications for Trained versus
Untrained Personnel
Specifications Based on Judgment
Specifications Based on Statistical
Analysis
• Predictor
• Criterion
• Five Step Procedure
The Job-Requirements Matrix
VI.
List some human traits and
behaviors you would want an
employee to bring to a job if
employee engagement is
important to doing the job well
Managers
VII.
Explain competency-based job
analysis, including what it
means and how it’s done in
practice
Using Competencies Models
FIGURE 4-10 HR
Manager
Competency Model
Context
Daimler Alabama Example
How to Write Competencies
Statements
1. Name and brief description
2. Description of the observable behaviors
3. Proficiency Level
Chapter 4 Review
Copyright
Fifteenth Edition
Chapter 5
Personnel
Planning and
Recruiting
5-1. Explain the main techniques used in
employment planning and forecasting.
5-2. Explain and give examples for the need for
effective recruiting.
5-3. Name and describe the main internal sources
of candidates.
5-4. Discuss a workforce planning method you
would use to improve employee engagement.
5-5. List and discuss the main outside sources of
candidates.
5-6. Explain how to recruit a more diverse
workforce.
5-7. Discuss practical guidelines for obtaining
application information.
I.
Explain the main techniques
used in employment planning
and forecasting.
Introduction
The recruitment and selection process is a series of hurdles aimed at selecting

the best candidate for the job.
Workforce Planning and Forecasting
• is the process of deciding what positions the firm
will have to fill, and how to fill them.
Workforce Planning by Towers
Watson MAPS
Source: © Towers Watson 2012.

Used with permission.
Strategy and Workforce Planning
Context
Four Seasons
Forecasting Personnel Needs
(Labor Demands) (1 of 2)
Forecasting Personnel Needs (Labor
Demands) (2 of 2)
1. Trend Analysis
2. Ratio Analysis
3. Scatter Plot
4. Managerial Judgment
Forecasting the Supply of Inside
Candidates (1 of 2)
Forecasting the Supply of Inside
Candidates (2 of 2)
Personnel Replacement Charts
Figure 5-3 Personnel or

Management Replacement
Chart Showing Development
Needs of Potential Future
Divisional Vice Presidents
Forecasting the Supply of Outside
Candidates
Predictive Workforce Monitoring
Profit Center (1 of 2)
Predicting Labor Needs
Matching Projected Labor Supply
and Labor Demand
Succession Planning
II.
Explain and give examples for
the need for effective recruiting.
Why Effective Recruiting Is Important
• The need for effective
recruiting
• What makes recruiting a
challenge?
The Recruiting Yield Pyramid
FIGURE 5-5 Recruiting Yield

Pyramid
Know Your Employment Law (1 of 3)
Recruiting Employees
The Supervisor’s Role
III.
Name and describe the main
internal sources of candidates.
Internal Sources of Candidates
• Finding Internal Candidates
IV.
Discuss a workforce planning
method you would use to
improve employee engagement.
Managers
Promotion from Within
V.
List and discuss the main
outside sources of candidates.
Outside Sources of Candidates
Informal Recruiting and the Hidden
Job Market
• Job openings aren’t publicized
• Jobs are created and become available when
employers come across the right candidates
Recruiting via the Internet
• Pros and Cons
Improving Performance Through
HRIS: Using Applicant Tracking
Applicant Tracking System (ATS)
Let’s take a look …
Trends Shaping HR: Science in Talent
Management
Google’s People Operations (HR)
Improving Online Recruiting
Effectiveness
Ineffective Ad, Recycled Effective Web Ad
from Magazine to the Web (Space Not an Issue)
Process Engineer Pay: $65k–$85k/year Do you want to help us make this a better
Immediate Need in Florida for a world?
Wastewater Treatment Process Engineer. We are one of the top wastewater
Must have a min. 4–7 years Industrial treatment companies in the world, with
Wastewater exp. Reply installations from Miami to London to
[email protected] Beijing. We are growing fast and looking
for an experienced process engineer to
join our team. If you have at least 4–7
years’ experience designing processes for
wastewater treatment facilities and a
dedication to make this a better world, we
would like to hear from you. Pay range
depending on experience is $65,000–
$85,000. Please reply in confidence to
KimGD@ WatersCleanX.com
Social Media
Recruiters Use of Social Media
Advertising
• The Media
• Constructing (writing) The
Ad
Constructing (writing) The Ad
Figure 5-7 Help Wanted Ad
That Draws Attention
Source: “Help Wanted Ad That Draws
Attention”, in Giombetti Associates,
Hampden, MA. Reprinted with permission.
Employment Agencies
• Public
• Nonprofit agencies
• Privately owned agencies
Recruiting Process Outsourcers
Temporary Workers and Alternative
Staffing
• Alternative staffing
• Reason for using
• The Temp Agency
• Temp Employee’s Concern
Contract Employees
Trends Shaping HR: The New
Extended Workforce
Freelance Programmers, Designers or

Marketers
Offshoring and Outsourcing Jobs
Executive Recruiters
• Working with
Recruiters
• Internal Recruiting
Recruiting 101
Recruiting (1 of 2)
1. Referrals and Walk-ins
2. On-Demand Recruiting
Services
3. College Recruiting
Internships
Recruiting (2 of 2)
4. Telecommuters
5. Military Personnel
Profit Center (2 of 2)
Cutting Recruitment Costs
VI.
Explain how to recruit a more
diverse workforce.
Recruiting a More Diverse Workforce (1 of 2)
1. Women
2. Single Parents
3. Older Workers
Diversity Counts
Recruiting a More Diverse Workforce (2 of 2)
4. Minorities
5. The Disabled
VI.
Discuss practical guidelines for
obtaining application
information.
Developing and Using Application
Forms (1 of 2)
• Purpose of Application Forms
• Application Guidelines
Application Forms and EEO Law
Developing and Using Application
Forms (2 of 2)
• Using Application Forms to Predict Job
Performance
• Mandatory Arbitration
Chapter 5 Review
Copyright
Fifteenth Edition
Chapter 6
Employee Testing
and Selection
6-1. Answer the question: Why is it important to
test and select employees?
6-2. Explain what is meant by reliability and
validity.
6-3. List and briefly describe the basic categories of
selection tests, with examples.
6-4. Explain how to use two work simulations for
selection.
6-5. Describe four ways to improve an employer’s
background checking process.
I.
Answer the question: Why is it
important to test and select
employees?
Why Employee Selection Is Important
• Performance
• Cost
• Legal obligations
• Person and job/organization fit
II.
Explain what is meant by
reliability and validity.
The Basic of Testing and Selecting
Employees
• Reliability
• Validity
– Criterion validity
– Content validity
– Construct validity
Test Reliability
• Reliability- is a selection tool’s first requirement. It
is defined as the consistency of scores obtained
by the same person when retested with the
identical tests or with alternate forms of the same
test.
What Can Cause a Test to be
Unreliable?
• physical conditions
• differences in the test taker
• differences in test administration
• the questions may do a poor job of sampling the
material
Reliability Coefficient
Figure 6-1 Test Score Correlation Examples
Test Validity
• Validity- is a selection tool’s defined as the
accuracy with which a test, interview, and so on,
measure what is purports to measure or fulfills the
function it was designed to fill.
How to demonstrate Validity?
1. Criterion Validity
2. Content Validity
3. Construct Validity
Social Media (1 of 2)
Talent Analytics
Evidence-Based HR: How to Validate
a Test (1 of 2)
Step 1: Analyze The Job
Step 2: Choose The Test
Step 3: Administer The Test
Evidence-Based HR: How to Validate
a Test (2 of 2)
Step 4: Relate Your Test Scores and Criteria
Step 5: Cross-Validate and Revalidate
Figure 6-4 Expectancy Chart
Note: This expectancy chart shows
the relation between scores made
on the Minnesota Paper Form Board
and rated success of junior
draftspersons.
Example: Those who score between
37 and 44 have a 55% chance of
being rated high performer and
those scoring between 57 and 64
have a 97% chance.
Bias
Utility Analysis
Profit Center
Using Tests to Cut Cost and Boost Profits
Validity Generalization
Testing and Equal Employment Opportunity
Test Taker’s Individual Rights and
Test Security
Diversity Counts
How Do Employers Use Test at
Work?
III.
List and briefly describe the
basic categories of selection
tests, with examples.
Types of Tests (1 of 2)
1. Test of Cognitive Abilities
• Intelligence tests (IQ)
• Specific cognitive abilities
2. Test of Motor & physical abilities
3. Measuring Personality and Interests
• Interest inventories
Improving Performance: HR Practices
Around The Globe
Testing for Assignments Abroad
Types of Tests (2 of 2)
4. Interest inventories
5. Achievement tests
Computerization and Online Testing
Testing using Computer /Online
Context
Crowdsourcing at Google
IV.
Explain how to use two work
simulations for selection.
Work Samples and Simulations
Using Work Sampling for Employee
Selection (1 of 2)
1. Basic procedure
2. Situational judgment tests
3. Management Assessment Centers
4. Situational Testing and Video-Based Situational
Testing
Using Work Sampling for Employee
Selection (2 of 2)
5. The Miniature Job Training and Evaluation
Approach
6. Realistic Job Preview
7. Choosing a Selection Method
Improving Performance: HR Tools for Line
Managers and Small Businesses
Employee Testing and Selection
V.
Describe four ways to improve
an employer’s background
checking process.
Background Investigations and Other
Selection Method
Why Perform Background
Investigations and Reference
Checks?
Giving References
How to Check a Candidates
Background?
Digital Tools - Background Checks
Using Pre-employment Information
Services
Making the Background Check
More Valuable
The Polygraph and Honesty Testing
• Meet Standards
• Written Honest Test
• Testing for Honesty Guidelines
Graphology
“Human Lie Detectors”
Physical Exams
Substance Abuse Screening and
Drug Testing Legal Issues
Comply with Immigration Law
Chapter 6 Review
Copyright
Fifteenth Edition
Chapter 7
Interviewing
Candidates
7-1. List and give examples of the main types of
selection interviews.
7-2. List and explain the main errors that can
undermine an interview’s usefulness.
7-3. Define a structured situational interview and
explain how to design and conduct effective
selection interviews.
7-4. Discuss how to use employee selection
methods to improve employee engagement.
7-5. List the main points to know about developing
and extending the actual job offer.
I.
List and give examples of the
main types of selection
interviews.
Basic Types of Interviews (1 of 3)
Can be classified
according to:
1. Structure
2. Content
3. Administration
4. Pros & Cons
Structured vs. Unstructured Interviews
• Structured vs.
Unstructured Interviews
• Questions to ask
– Situational
– Behavioral
– Job-related
– Stress
– Puzzle questions
Interview Content What Types of
Questions to Ask
• Questions to ask
– Situational
– Behavioral – (S.T.A.R)
– Job-related
– Stress
– Puzzle questions
How Should We Conduct the
Interview? (1 of 4)
Interview? (2 of 4)
1. One-on-One
2. Sequential
Interview? (3 of 4)
3. Panel
4. Mass
Interview? (4 of 4)
5. Phone
6. Computer-based
7. Web-based Video
Online Video Interview Preparation
• Look Presentable
• Clean Up The Room
• Test First
• Do A Dry Run
• Relax
Trends Shaping HR: Digital and Social
Media
Mobile-based Interviews
Context
Urban Outfitters
II.
List and explain the main errors
that can undermine an
interview’s usefulness.
Avoiding Errors That Can Undermine
an Interview’s Usefulness (1 of 3)
1. Use Structure Interviews
2. Know What to Ask
3. Avoid the Common Interviewing Errors
• First Impression (Snap Judgments)
• Not Clarifying What the Job Requires
• Candidate-Order (Contrast) Error and Pressure to
Hire
• Nonverbal Behavior and Impression Management
• Effect of Personal Characteristics: Attractiveness,
Gender, Race
Diversity Counts
Improving Performance: HR Practice
Around the Globe
Selection Practices Abroad
Interviewer Behavior
III.
Define a structured situational
interview and give examples of
situational questions, behavioral
questions, and background
questions that provide structure.
How to Design and Conduct an
Effective Interview
Designing the Structured Situational
Interview
1. Analyze the job
2. Rate the job’s main duties
3. Create interview questions
4. Create benchmark answers
5. Appoint interview panel and conduct interviews
Improving Performance: HR Tools For
How to Conduct an Effective Interview
Profiles and Employee Interviews (1 of 2)
• Use the same job profile (competencies, traits,
knowledge, and experience) for creating interview
questions as for recruiting
Profiles and Employee Interviews (2 of 2)
Table 7-1 Asking Profile-Oriented Interview Questions
Profile
Component Example Sample Interview Question
Skill Able to use computer drafting Tell me about a time you used CAD Pro
software computerized design software.
Knowledge How extreme heat affects Suppose you have an application where
Hydrochloric acid (HCl) HCl is heated to 400 degrees Fahrenheit at
2 atmospheres of pressure; what happens
to the HCl?
Trait Willing to travel abroad at least 4 Suppose you had a family meeting to attend
months per year visiting facilities next week and we informed you that you
had to leave for a job abroad immediately.
How would you handle that?
Experience Designed pollution filter for Tell me about a time when you designed a
acid-cleaning facility pollution filter for an acid-cleaning facility.
How did it work? What particular problems
did you encounter?
IV.
Discuss how to use employee
selection methods to improve
Managers
Building Engagement: A Total
Selection Program
The Toyota Way
Step 1: an in-depth online application
(20–30 minutes)
Step 2: a 2–5-hour computer-based
assessment
Step 3: a 6–8-hour work simulation
assessment
Step 4: a face-to-face interview
Step 5: a background check, drug screen,
and medical check
Step 6: job offer
Trends Shaping HR: Science in Talent
Management
Google’s Evidence-based Approach to Selection
V.
What are the main points to
know about developing and
extending the actual job offer?
Developing and Extending the Job
Offer
• Judgmental approach
• Statistical approach
• Hybrid approach
The Job offer Main Parameters
• The job offer will include:
– Pay rates
– Benefits
– Actual job duties
• There may be some
negotiations
• When agreement is reached,
the employer will extend a
written job offer to the candidate
Issues to Consider with the Written
Offer
• A job offer letter has the:
– Welcome sentence
– Pay information
– Benefits information
– Paid leave information
– Terms of employment
The Employment Contract
• An employment contract includes:
‒ Duration
‒ Severance provisions
‒ Nondisclosure requirements
‒ Covenants not to compete
‒ Relocation provision
Chapter 7 Review
Copyright
Fifteenth Edition
Chapter 8
Training and
Developing
Employees
8-1. Summarize the purpose and process of
employee orientation.
8-2. Give an example of how to design on
boarding to improve employee engagement.
8-3. List and briefly explain each of the steps in the
training process.
8-4. Explain how to use five training techniques.
8-5. List and briefly discuss four management
development methods.
8-6. List and briefly discuss the importance of the
steps in leading organizational change.
8-7. Explain why a controlled study may be superior
for evaluating the training program’s effect.
I.
Summarize the purpose and
process of employee
orientation.
Orienting and Onboarding New
Employees
The Purpose of Employee
Orientation/Onboarding
• Welcome
• Basic information
• Understanding the organization
• Socialization
The Orientation Process
• Employee handbook
• Orientation technology
II.
Give an example of how to
design on boarding to improve
Managers: Onboarding at Toyota
Onboarding at Toyota
Day 1: Welcome
Day 2: Mutual Respect
Day 3: Team Work
Day 4: Suggestion system
III.
List and briefly explain each of
the steps in the training
process.
Overview of the Training Process
Training and the Law
Aligning Strategy and Training
Improving Performance: The
Strategic Context
The Training Program That Turned Macy’s

Around
The ADDIE Five-Step Training
Process
• Analyze
• Design
• Develop
• Implement
• Evaluate
Conducting the Training Needs
Analysis
• Strategic Training Needs Analysis
• Current Training Needs Analysis
– Task Analysis
– Performance Analysis
Is The Problem Can’t Do or Won’t
Do?
Designing the Training Program (1 of 3)
• Setting learning objectives
• Creating a motivational learning environment
• Make the Learning Meaningful
1. Provide a Bird’s-eye view
2. Use Familiar examples
3. Organize Information
4. Use Familiar terms
5. Use Visual aides
6. Perceived need
Making Skills Transfer Obvious and
Easy
• Similarity
• Practice
• Label
• Attention
• “Heads-up”
• Pace
Reinforce The Learning
• Reinforce correct responses
‒ Schedule
‒ Follow-up assignments
‒ Incentives
• Ensure Transfer of Learning on
the job
• Other issues
Developing the Program
• Assemble training content and materials
• Training Methods
‒ iPads
‒ Workbooks
‒ Lectures
‒ PowerPoint slides
‒ Web- and computer-based activities course
activities
‒ Trainer resources and manuals
‒ Support materials
The Cloud
IV.
Explain how to use five training
techniques.
Implementing Training Programs
• Types of on-the-job training
‒ Coaching or Understudy
‒ Job rotation
‒ Special assignments
Steps in the OTJ Training (1 of 2)
Step 1: Prepare the learner
1. Put the learner at ease.
2. Explain why he or she is being taught.
3. Create interest and find out what the learner already knows about the job.
4. Explain the whole job and relate it to some job the worker already knows.
5. Place the learner as close to the normal working position as possible.
6. Familiarize the worker with equipment, materials, tools, and trade terms.
Step 2: Present the operation

1. Explain quantity and quality requirements.
2. Go through the job at the normal work pace.
3. Go through the job at a slow pace several times, explaining each step.
Between operations, explain the difficult parts, or those in which errors are
likely to be made.
4. Again, go through the job at a slow pace several times; explain the key
points.
5. Have the learner explain the steps as you go through the job at a slow pace.
Steps in the OTJ Training (2 of 2)
Step 3: Do a tryout
1. Have the learner go through the job several times, slowly, explaining each
step to you. Correct mistakes and, if necessary, do some of the complicated
steps the first few times.
2. Run the job at the normal pace.
3. Have the learner do the job, gradually building up skill and speed.
4. Once the learner can do the job, let the work begin, but don't abandon him or
her.
Step 4: Follow-up
1. Designate to whom the learner should go for help.
2. Gradually decrease supervision, checking work from time to time.
3. Correct faulty work patterns before they become a habit. Show why the
method you suggest is superior.
4. Compliment good work.
Apprenticeship Training
• Apprenticeship Training – a structured process by
which people become skilled workers through a
combination of classroom instruction and on-the-job
training.
Informal Learning
Job Instruction Training
• Job Instruction Training (JIT) – listing each job’s
basic tasks, along with key points, in order to provide
step-by-step training for employees.
Lectures
Programmed Learning
• Programmed Learning – a systematic method for
teaching job skills, involving presenting questions or
facts, allowing the person to respond, and giving the
learner immediate feedback on the accuracy of his or
her answers.
Behavior Modeling
1. Modeling
2. Role-Playing
3. Social Reinforcement
4. Transfer of Training
Other Types of Training
• Audiovisual-based
• Vestibule Training
• Electronic Performance Support
System (EPSS)
• Videoconferencing
• Computer-Based Training (CBT)
• Simulated Learning and Gaming
Lifelong and Literacy Techniques
Around the Globe (1 of 2)
Diversity Training at
ABC Virtual Communication, Inc.
Team Training
Other Types of Learning
• Internet-Based training
• Learning Portals / Learning Management
Systems (LMS)
• Virtual classrooms
Mobile Learning
Improving Performance: HR Tools
For Line Managers and Small Businesses
Creating Your Own Training Program
V.
List and briefly discuss four
management development
methods.
Implementing Management
Development Programs
• Strategy’s Role in Management Development
• Succession Planning
Improving Performance Through
HRIS: Succession Systems
Dole Foods
Candidate Assessment and the 9-box
Grid
Managerial On-the-Job Training
and Rotation
• Coaching / Understudy Approach
• Action Learning
Around the Globe (2 of 2)
Global Job Rotation
Off-the-Job Management Training
and Development Techniques (1 of 2)
• Case studies
• Computerized management games
• Outside seminars
• University-Related Programs
• Role-playing
Off-the-Job Management Training
and Development Techniques (2 of 2)
• Corporate Universities
• Executive Coaches
• SHRM Learning System
Leadership Development at GE
Trends Shaping HR: Customized Talent
Management Differential Development
Assignment
Allocating Development
VI.
List and briefly discuss the
importance of the steps in
leading organizational change.
Managing Organizational Change
Programs
Lewin’s Change Process
1. Unfreezing
2. Moving
3. Refreezing
Using Organizational Development
• Organizational Development – is a special
approach to organizational change in which
employees themselves formulate and implement
the change that’s required.
VII.
Explain why a controlled study
may be superior for evaluating
the training program’s effects.
Evaluating the Training Effort
• Designing the study
• Controlled experimentation
• Training Effects to Measure
‒ Reactions
‒ Learning
‒ Behavior
‒ Results
Chapter 8 Review
Copyright
Fifteenth Edition
Chapter 9
Performance
Management and
Appraisal
9-1. Describe the performance appraisal process.
9-2. Define the pros and cons of at least eight
performance appraisal methods.
9-3. Give examples of potential appraisal problems
and how to deal with them.
9-4. List steps to take in the appraisal interview.
9-5. Explain key points in how to use the appraisal
interview to boost employee engagement.
9-6. Explain how you would take a performance
management approach to appraisal.
I.
Describe the appraisal process.
Basics of Performance Appraisal
• The performance appraisal process steps
1. Sets work standards
2. Assesses performance
3. Provides feedback to the employee
Why Appraise Performance?
Five reasons:
1. Used for pay, promotion, and retention decisions
2. Links performance management to company
goals
3. The manager can correct deficiencies and
reinforce strengths
4. With appraisals employee’s can review career
plans
5. Training needs are identified
Defining the Employee’s Goals and
Performance Standards
1. Goals
2. Job dimensions or Traits
3. Behaviors or Competencies
Profit Center
Setting Performance Goals at Ball Corporation
How to set Effective Goals
Who Should Do the Appraising?
1. Peer Appraisals
2. Rating Committees
3. Self Ratings
4. Appraisal by Subordinates
5. 360-Degree Feedback
II.
Discuss the pros and cons of at
least eight performance
appraisal methods.
Techniques for Appraising
Performance (1 of 2)
1. Graphic Rating Scale
2. Alternation Ranking
3. Paired Comparison
4. Forced Distribution
5. Critical Incident Method
Techniques for Appraising
Performance (2 of 2)
6. Narrative Forms
7. Behavior Anchored Rating
Scale
8. Mixed Standards Scales
9. Management by
Objectives (MBO)
Computerized and Web-Based
Performance Appraisal
Many employers today

make use of computerized
or online appraisals for
evaluating employee
performance.
Electronic Performance Monitoring
Additional Techniques
• Conversation Days
• Appraisal in Practice
Trends Shaping HR: Customized
Talent Management
Appraisal Methods being Customized
Context
TRW’s New Global Performance Appraisal /

Management System
III.
Give examples of potential
appraisal problems and how to
deal with them.
Dealing with Rater Error Appraisal
Problems
• Potential appraisal problems
‒ Unclear standards
‒ Halo Effect
‒ Central Tendency
‒ Leniency or Strictness
‒ Recency Effects
Diversity Counts The Problem of Bias
The Need for Fairness (1 of 4)
Figure 9-10 Checklist of Best Practices for
Administering Fair Performance Appraisals
• Base the performance review on duties and standards
from a job analysis.
• Try to base the performance review on observable job
behaviors or objective performance data.
• Make it clear ahead of time what your performance
expectations are.
• Use a standardized performance review procedure for all
employees.
• Make sure whoever conducts the reviews has
frequent opportunities to observe the employee’s
job performance.
• Either use multiple raters or have the rater’s
supervisor evaluate the appraisal results.
• Include an appeals mechanism.
• Document the appraisal review process and
results.
• Discuss the appraisal results with the employee.
• Let the employees know ahead of time how you’re
going to conduct the reviews.
• Let the employee provide input regarding your
assessment of him or her.
• Indicate what the employee needs to do to
improve.
• Train the supervisors who will be doing the
appraisals. Make sure they understand the
procedure to use, how problems (like leniency and
strictness) arise, and how to deal with them.
Appraising Performance
IV.
List steps to take in the
appraisal interview.
Managing the Appraisal Interview
• Appraisal Interview – an interview in which the
supervisor and subordinate review the appraisal
and make plans to remedy deficiencies and
reinforce strengths.
How to Conduct the Appraisal
Interview
• Prepare
• Plan
• Measure Success
• Date to Complete
• Coach
Guidelines to Conducting the
Appraisal Interview
• Objective data
• Don’t get personal
• Encouragement
• Agreement
How to Handle a Defensive
Subordinate
• Recognize behavior
• Never Attack defenses
• Postpone Action
• Recognize Limitations
How to Criticize a Subordinate
How to Handle a Formal Written
Warning
V.
Explain key points in how to
use the appraisal interview to
boost employee engagement.
Managers
• Use the Appraisal Interview to Build Engagement
VI.
Explain how you would take a
performance management
approach to appraisal.
Performance Management
• Performance Management – is the continuous
process of identifying, measuring, and developing
the performance of individuals and teams and
aligning their performance with the organization’s
goals.
Total Quality Management and
Performance Appraisal
• Cease Dependence
• Continuous Improvement
• Extensive Training
• Drive out Fear
• Remove Barriers
• Self Improvement
What is Performance Management?
Social Media
Digital Technology use in Performance

Management
Around the Globe
Performance Management at General Dynamic

Armament Systems (GDAS)
The Managers Role in Performance
Management
Chapter 9 Review
Copyright
Fifteenth Edition
Chapter 10
Managing
Careers
and Retention
10-1. Discuss what employers and supervisors can
do to support employees’ career development
needs.
10-2. Explain why career development can improve
10-3. Describe a comprehensive approach to
retaining employees.
10-4. List and briefly explain the main decisions
employers should address in reaching
promotion and other employee life-cycle career
decisions.
10-5. Explain each of the main grounds for dismissal.
I.
Describe what employers and
supervisors can do to support
employees career development
needs.
Career Management
• Career
• Career Management
• Career Development
• Career Planning
Careers Today
The Psychological Contract
Employee’s Role in Career
Management
Employer’s Role in Career
Management
Employer’s Career Management
Methods
• Training
• Planning Workshops
• Career Coaches
Integrating Talent Management and Career
Succession Planning
Integrated Software
Diversity Counts Toward Career
Success
Diversity Counts (1 of 2)
Figure 10-2 Career Guideline Suggestions for Those with
Disabilities
Strategy Key Import of Strategy
Espousing a positive mind-set and Overcome worries and tocus on
demonstrating extreme tasks at hand
persistence
Sensitizing people to ability over disability: Trounce stereotypes regarding
competence
• Signaling ability by learning new skills
• Signaling ability by helping coworkers

through newly gained skills
• Signaling ability by trying to enhance

performance through feedback seeking
Diversity Counts (2 of 2)
Strategy Key Import of Strategy
Engaging in disability advocacy: Sensitize others to performance
potential of all PWD and help all
• Awareness building PWD
perform
• Influencing organizational policymaking
with regard to accommodation
Building, leveraging, and contributing to Aid general adjustment and career
relevant networks: growth of self and other PWD
• Forming networks comprising PWD
• Seeking mentors who have a disability
• Serving as role models or mentors to

other PWD
Source: “Career Management Strategies of People With Disabilities,” Human Resource Management,
may - June 2014, volume 53, number three, page 455-456. Reprinted by permission from John Wiley &
Sons, Inc. Cleared via Copyright Clearance Center
The Manager as Mentor and Coach
Coaching and Mentoring
1. Set High Standards
2. Invest The Time
3. Actively Steer Protégés
4. Requires Trust
5. Professional Competence
6. Consistency
7. Ability to Communicate
8. Share Control
Context
Cognizant Corporation
II.
Explain why career
development can improve
Managers
1. Career Management
2. Commitment-Oriented
Career Development Efforts
around the Globe
Career Development
at Medtronic
III.
Describe a comprehensive
approach to retaining
employees.
Managing Employee Turnover and
Retention
Profit Center
Turnover and Performance
Managing Voluntary Turnover
A Comprehensive Approach to
Retaining Employees
• Exit Interviews
• Attitude Surveys
• Open door / Hotlines
• Stay Interviews
Social Media
Employee Retention
Job Withdrawal
IV.
List and briefly explain the main
decisions employers should
address in reaching promotion
and other employee life-cycle
career decisions.
Employee Life-Cycle Career
Management
Making Promotion Decisions
1. Is seniority or competence the rule?
2. How should we measure competence?
3. Is the process formal or informal?
4. Vertical, horizontal, or other?
Establish Clear Guidelines for Managing

Promotions
Diversity Counts The Gender Gap
Steps To Eliminate the Barriers for
Women
1. Eliminate Barriers
2. Improve Networking and Mentoring
3. Break The Glass Ceiling
4. Adopt Flexible Career Tracks
Managing Transfers
Managing Retirement
V.
Explain each of the main
grounds for dismissal.
Managing Dismissals
Grounds for Dismissal
1. Unsatisfactory Performance
2. Misconduct
3. Lack of Qualifications for the Job
4. Changed Requirements of the Job
5. Insubordination
Fairness Safeguards
1. Allow a Full Explanation
2. Multistep procedure / Appeal process
3. Person who does the dismissal
4. Severance Pay
Severance Policies
Figure 10-3 Median Weeks of Severance Pay by Job Level
Median weeks of Median weeks of Median weeks of
Severance Calculation severance severance severance
Method for Executives for Managers for Professionals
Fixed 26 6 4
Variable Amount by blank blank blank
employment Tenure
1 year 4 2 2
3 years 7 5 5
5 years 10 7 7
10 years 20 12 10
15 years 26 16 15
Maximum 39 26 24
Source: “Median Weeks of Severance Pay by Job Level”, in “Severance Pay: Current Trends and
Practices,” from Culpepper Compensation Surveys & Services website, July 2007. Copyright © 2012
Culpepper and Associates, Inc., © 2012.
Termination at Will
Avoiding Wrongful Discharge Suits
• Wrongful Discharge – (or termination) occurs
when an employee’s dismissal does not comply
with the law or with the contractual arrangement
stated or implied by the employer.
Security Measures & Supervisor
Liability
The Exit Process and Termination
Interview (1 of 2)
1. Plan the interview carefully
2. Get to the point
3. Describe the situation
4. Listen
5. Review the severance package
6. Identify the next step
The Exit Process and Termination
Interview (2 of 2)
• Outplacement Counseling
• For The Employee
• Exit Interview
• The Exit Process
Layoffs & The Plant Closing Law
Adjusting to Downsizing and Mergers
1. The right people are
released
2. Compliance with Law
3. Just and Fair
4. Security
5. Reducing Uncertainty
Chapter 10 Review
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Human Resource Management

FIGURE 1-1 Human Resource Department Organization Chart Showing Typical HR

Building L.L. Bean

Let’s take a look at the heart of their strategy.

What you should now know….

Figure 3-1 Sample Hierarchy of Goals Diagram for a Company

Figure 3-2 The Strategic Management Process

The Shanghai Ritz-Carlton

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The Zappos “WOW” Way

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Let’s talk about it

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Evidence-Based HR and the Scientific Way of

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What you should now know….

Talent Management Suite

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FIGURE 4-3 Process Chart for

Boosting Productivity Through Work Redesign

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FIGURE 4-7 Sample Job Description, Pearson Education

Social Media helping to democratize HR

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Writing Job Descriptions That Comply with the

Let’s take a look…

Let’s talk about it…

Daimler Alabama Example

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What you should now know….

The recruitment and selection process is a series of hurdles aimed at selecting

Source: © Towers Watson 2012.

Let’s talk about it…

Figure 5-3 Personnel or

Predicting Labor Needs

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FIGURE 5-5 Recruiting Yield

• Pros and Cons

Applicant Tracking System (ATS)

Let’s take a look …

Google’s People Operations (HR)

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Recruiters Use of Social Media

Let’s take a look …

Freelance Programmers, Designers or

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Let’s talk about it…

Cutting Recruitment Costs

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What you should now know….

Figure 6-1 Test Score Correlation Examples

Let’s take a look…

Using Tests to Cut Cost and Boost Profits

Let’s talk about it…

Testing and Equal Employment Opportunity

Testing for Assignments Abroad

Let’s talk about it…

Testing using Computer /Online

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