SELECTING EMPLOYEES AND PLACING THEM IN JOBS
Concepts and brief description:
When recruiting a new employee, HRM need to select the applications and résumés that are sent. Five steps compose the recruitment process.
First of all, the selection of resumes should be done by screening the applications, testing the applicant, interviewing the person, checking on references, and making a decision.
Second, the evaluation process whose applicants will go through should be reliable, legal, valid, generalizable, and of high-utility.
Third, the application should contain the contact information of the applicant, his work experience, his educational background, and his signature.
Fourth, the employment tests should deal with physical ability, cognitive capacity, personality inventories, honesty and drug tests, and medical examinations.
Finally, the way HRM will communicate the decision should include the job responsibilities, the work schedule, the rate of pay, and the starting date, as well as a dead line to accept or refuse the offer.
Emotional hook:
For my first job in America, the rate of pay was not confirmed by HRM. As a consequence, an important misunderstanding appeared the very first month. In many situations, this very point can create unnecessary tensions and problems for a new employee.
Key to elicit discussions:
The strategy HRM choose to recruit employees needs to be tested and confirmed efficient in order to save as much time as possible in order to choose a new employee.
Facilitative questions:
Should HRM use the same strategy to interview every single applicant? How can HRM create tests and strategies which will guarantee that the company hires the right person?
Saturday, January 30, 2010
Tuesday, January 26, 2010
PLANNING FOR AND RECRUITING HUMAN RESOURCES
Concept and brief description:
In order to plan recruitment, HRM should create a strategy. This strategy can be conceived by following three important steps.
First, HRM must determine and evaluate the demand and needs for human resources in the company. HRM has to know which areas are going to require and need work force, or which departments are going to be overstaffed. To anticipate the demand and in the mean time the needs of workers, HRM can use several tools or data such as trend analysis, leading indicators, or transitional matrix.
Second, the chairman office along with HRM should set goals and strategies. They all need to set numerical objectives in order to focus on the same target. They also should identify possible problems and obstacles in order to find a solution to avoid those withdraws or to solve them as efficiently as possible. HRM should also adopt a human resource strategy in order to tackle the needs of human resources and according to the demand of the market.
Third, HRM needs to organize affirmative actions. It is a must for HRM to know and to plan how to deal with diversity in the work force.
Those three steps must be followed in order to be ready to tackle the surprises of the market and to stay competitive.
Emotional hook:
In the hypothesis of a boom in the market, a company which does not have necessary human resources or which did not anticipate this upward in the market will not be able to make as much benefits and to get as many market shares as it could have if it had been prepared and ready to catch up to the demand of the market and customers.
Key to elicit discussions:
It can be hard and complicated for HRM to try to anticipate a demand or need of work force based on theories and averages given by other organisms. HRM can try to plan as well as possible, the anticipations and predictions will rarely be accurate.
Facilitative questions:
How can a company make sure that it will have enough human resources or work force in the case of a sudden boom of the economy of market?
Concept and brief description:
In order to plan recruitment, HRM should create a strategy. This strategy can be conceived by following three important steps.
First, HRM must determine and evaluate the demand and needs for human resources in the company. HRM has to know which areas are going to require and need work force, or which departments are going to be overstaffed. To anticipate the demand and in the mean time the needs of workers, HRM can use several tools or data such as trend analysis, leading indicators, or transitional matrix.
Second, the chairman office along with HRM should set goals and strategies. They all need to set numerical objectives in order to focus on the same target. They also should identify possible problems and obstacles in order to find a solution to avoid those withdraws or to solve them as efficiently as possible. HRM should also adopt a human resource strategy in order to tackle the needs of human resources and according to the demand of the market.
Third, HRM needs to organize affirmative actions. It is a must for HRM to know and to plan how to deal with diversity in the work force.
Those three steps must be followed in order to be ready to tackle the surprises of the market and to stay competitive.
Emotional hook:
In the hypothesis of a boom in the market, a company which does not have necessary human resources or which did not anticipate this upward in the market will not be able to make as much benefits and to get as many market shares as it could have if it had been prepared and ready to catch up to the demand of the market and customers.
Key to elicit discussions:
It can be hard and complicated for HRM to try to anticipate a demand or need of work force based on theories and averages given by other organisms. HRM can try to plan as well as possible, the anticipations and predictions will rarely be accurate.
Facilitative questions:
How can a company make sure that it will have enough human resources or work force in the case of a sudden boom of the economy of market?
Friday, January 22, 2010
ANALYZING WORK AND DESIGNING JOBS
Concepts and brief description:
Concerning work organization, HRM has a lot of important responsibilities. First concerning the work flow, HR needs to analyze the duties which need to be done in order to create and define a job. HRM has to evaluate raw inputs and the equipment and resources required to accomplish that job.
Second, HR has to create a job analysis in order to make sure that the company will attract and recruit the right employee. HR should write a conceive and accurate job description of the tasks, duties and responsibilities that the company seeks.
Third, the job specifications must be clear in order to communicate efficiently the demand of the firm. Those specifications must inform the applicant about the knowledge, skills, and abilities required by the managers. HR must also make sure that the new recruit will have the ability to adapt to change and evolution of the company.
The job design conceived by the HRM should also be efficient. It aims at evaluating the mental capacities, the safety and health of the employee, and of course the motivation. This process is very important because HRM only has a short period of time to gather information and analyze the personality of the person who is going to be hired.
Emotional hook:
In the situation where the recruiting strategy would not be structured and determined, the time, money, and energy used to hire one person would be a waste. If HRM do not exactly know what the company is looking for, what the requirements for this specific job is, and cannot efficiently communicate those expectations, a great deal of time and money would be lost.
Key to elicit discussions:
Do you think that unprepared HRM could attract efficient and qualified employees?
Facilitative questions:
What are the best strategies and behavior HRM should have in order to attract efficient, qualified, and good workers?
Concepts and brief description:
Concerning work organization, HRM has a lot of important responsibilities. First concerning the work flow, HR needs to analyze the duties which need to be done in order to create and define a job. HRM has to evaluate raw inputs and the equipment and resources required to accomplish that job.
Second, HR has to create a job analysis in order to make sure that the company will attract and recruit the right employee. HR should write a conceive and accurate job description of the tasks, duties and responsibilities that the company seeks.
Third, the job specifications must be clear in order to communicate efficiently the demand of the firm. Those specifications must inform the applicant about the knowledge, skills, and abilities required by the managers. HR must also make sure that the new recruit will have the ability to adapt to change and evolution of the company.
The job design conceived by the HRM should also be efficient. It aims at evaluating the mental capacities, the safety and health of the employee, and of course the motivation. This process is very important because HRM only has a short period of time to gather information and analyze the personality of the person who is going to be hired.
Emotional hook:
In the situation where the recruiting strategy would not be structured and determined, the time, money, and energy used to hire one person would be a waste. If HRM do not exactly know what the company is looking for, what the requirements for this specific job is, and cannot efficiently communicate those expectations, a great deal of time and money would be lost.
Key to elicit discussions:
Do you think that unprepared HRM could attract efficient and qualified employees?
Facilitative questions:
What are the best strategies and behavior HRM should have in order to attract efficient, qualified, and good workers?
Sunday, January 17, 2010
HOW TO PROTECT AGAINST DISCRIMINATION SUITS WITH A COMPREHENSIVE EEO POLICY
Concept and brief description:
In 2008, about 100,000 claims were sent to the Equal Employment Opportunity Commission. With the bad shape of the economy and the increasing number of firing, this number is more than likely to increase.
Face to this new tendency, Human Resources Management has the responsibility to find a solution. The best protection against discrimination suits is the creation of a solid and consistently applied policy on Equal Employment Opportunity.
An employer is exposed to the risk of discrimination every single day. An innocent question or comment can be interpreted as discrimination or harassment by the employee. Any question or remark about family, sex, race, age, and religion can lead to a suit for discrimination.
The best way to avoid those situations is to write an anti-discrimination chart for the company. The company and Human Resources must define a purpose, indentify protected groups, provide examples, identify a contact, conclude and anti-retaliation clause, describe the consequences, communicate the policies, and follow the company policy.
By creating those rules and communicating the policies, the company shows that discrimination is not tolerated at work, and that employees are expected to demonstrate diligence towards co-workers, as well as protecting those rights.
Emotional hook:
Try to ask the very same question to five different people about their origins, religion, age, sex, and family. Then, ask them to write their impressions and feelings about being asked this question at work. The feed-back will be very different, some will be positive, others negative. What would be the reasons of those differences of feelings?
Key to elicit discussion:
Every individual is different and unique. It is difficult for a company and its employees to make sure that comments and remarks will not be interpreted the wrong way. A same comment to two different persons can be taken in two very different ways. Employees need to understand the limits and behavior to follow at work in order to avoid discrimination.
Facilitative questions:
How can Human Resources Management make sure that all the policies of the Equal Employment Opportunity are understood and followed by every single employee?
Concept and brief description:
In 2008, about 100,000 claims were sent to the Equal Employment Opportunity Commission. With the bad shape of the economy and the increasing number of firing, this number is more than likely to increase.
Face to this new tendency, Human Resources Management has the responsibility to find a solution. The best protection against discrimination suits is the creation of a solid and consistently applied policy on Equal Employment Opportunity.
An employer is exposed to the risk of discrimination every single day. An innocent question or comment can be interpreted as discrimination or harassment by the employee. Any question or remark about family, sex, race, age, and religion can lead to a suit for discrimination.
The best way to avoid those situations is to write an anti-discrimination chart for the company. The company and Human Resources must define a purpose, indentify protected groups, provide examples, identify a contact, conclude and anti-retaliation clause, describe the consequences, communicate the policies, and follow the company policy.
By creating those rules and communicating the policies, the company shows that discrimination is not tolerated at work, and that employees are expected to demonstrate diligence towards co-workers, as well as protecting those rights.
Emotional hook:
Try to ask the very same question to five different people about their origins, religion, age, sex, and family. Then, ask them to write their impressions and feelings about being asked this question at work. The feed-back will be very different, some will be positive, others negative. What would be the reasons of those differences of feelings?
Key to elicit discussion:
Every individual is different and unique. It is difficult for a company and its employees to make sure that comments and remarks will not be interpreted the wrong way. A same comment to two different persons can be taken in two very different ways. Employees need to understand the limits and behavior to follow at work in order to avoid discrimination.
Facilitative questions:
How can Human Resources Management make sure that all the policies of the Equal Employment Opportunity are understood and followed by every single employee?
Friday, January 15, 2010
PROVIDING EQUAL EMPLOYEMENT OPPORTUNITIES AND A SAFE WORK PLACE
Concepts and brief description:
As seen in the Chapter 2, the labor market has been evolving and changing for the last ten to fifteen years. The new minorities and diversities lead companies and Human Resources to create measures to avoid discriminations at their work places.
Discriminations are various and diverse. The role of Human Resource Managers is to ensure equal employment opportunities. A company has to be fair and give equal rights to its employees, equal salary policies to men and women, as well as equal treatments to workers, no matter their age. A company also must give equal employment opportunities to individuals with disabilities, to Vietnam Veterans, to pregnant women, and to every other person, no regardless to their race, color, religion, sex, and national origins. To guarantee those rights and control discrimination, the US Government created Commissions and means of control.
Even though all the discriminations evocated previously can easily be detected, an employee can still recognize if he or she is a victim of discrimination at work if he goes through disparate treatments (different treatment according to race, sex, age…), or if he or she sees disparate impacts (inequality of employment opportunities depending on the race, age sex…).
However, Human Resources Managers have means and solution to fight discrimination. Companies can create and promote affirmative actions, set up appropriate accommodation for employees with disabilities; they can prevent sexual harassment and value the new diversities which compose the labor force today.
Emotional hook:
Why is fighting discrimination so important legally? How can applying the Equal Employment Opportunity become an advantage and strength for a company?
Key to elicit in discussion:
We see in this chapter that discrimination and Equal Opportunities are now regulated by laws and amendments. However, those laws, which guarantee the freedom and equality of chances, seem to limit and control the free agency that companies have to hire whoever they want.
Facilitative question:
How can a company guarantee Equal Employment Opportunities to individuals who are unique and extremely different in many points to each other?
Thursday, January 14, 2010
TRENDS IN HUMAN RESOURCES MANAGEMENT
Concepts and brief description:
Recent events and market evolutions have contributed to new criterions and strategies to select and hire employees. There are two main changes which lead HR to adapt their recruitment strategies. The first one is the change in the age of internal labor. The average age of employees becomes older and older. The second change deals with the races and genders of the work force. We see more and more immigrants and women in the internal labor force and external labor market.
Those changes create concerns to HR. They have to be careful with the law concerning foreign workers, and need to limit discrimination towards women. They have to create activities and measures to turn the diversity of its labor force into advantages, and to create equal opportunities for all.
Also, with the wide development of computers, new skills are required by employers. HR has to find a new way to recruit qualified and multi-task workers. A problem remains: there is a gap between the skill needed and the skills available on the labor market.
There are also three new trends in the work environment. First, workers are more and more qualified while the work category consistently moves toward the service area. HR must make sure that the labor force is motivated in order to provide a high quality service. Second, employees are given more power. As a consequence, they are accountable for the results and decisions they make. HR has to make sure that employees use their “power” efficiently. Finally, team work is more and more used. HR also has to guarantee that each team uses all the resources, talents, and values available in the group.
Finally, with the increase of competition in the market, HR has to do everything in its power to consistently improve the quality of the production of the company. HR also has to find way to keep the structure flexible, competitive, and efficient.
Emotional hook:
What would happen if HR did not really pay attention to the evolution of the labor market, or if the HR team did not take in consideration the diversity and skills available in the internal force? Furthermore, what if HR did not create any means and ways to keep employees motivated and efficient. Again, imagine if HR recruited unqualified, useless, or incompetent workers. Those three areas are all HR’s responsibilities and deeply determine and influence the future and competitiveness of the company.
Key to elicit in discussion:
We see in this chapter that diversity and motivated employees are very important. However, diversity can create a gap in communication and understanding between employees and managers. The language barrier can sometimes become a problem, and the presence of the opposite sex can lead to problems in a team.
Facilitative question:
How can HRM make sure that they hire the right person, at the right moment, at the right place, and how can they keep every single and unique individual motivated?
Concepts and brief description:
Recent events and market evolutions have contributed to new criterions and strategies to select and hire employees. There are two main changes which lead HR to adapt their recruitment strategies. The first one is the change in the age of internal labor. The average age of employees becomes older and older. The second change deals with the races and genders of the work force. We see more and more immigrants and women in the internal labor force and external labor market.
Those changes create concerns to HR. They have to be careful with the law concerning foreign workers, and need to limit discrimination towards women. They have to create activities and measures to turn the diversity of its labor force into advantages, and to create equal opportunities for all.
Also, with the wide development of computers, new skills are required by employers. HR has to find a new way to recruit qualified and multi-task workers. A problem remains: there is a gap between the skill needed and the skills available on the labor market.
There are also three new trends in the work environment. First, workers are more and more qualified while the work category consistently moves toward the service area. HR must make sure that the labor force is motivated in order to provide a high quality service. Second, employees are given more power. As a consequence, they are accountable for the results and decisions they make. HR has to make sure that employees use their “power” efficiently. Finally, team work is more and more used. HR also has to guarantee that each team uses all the resources, talents, and values available in the group.
Finally, with the increase of competition in the market, HR has to do everything in its power to consistently improve the quality of the production of the company. HR also has to find way to keep the structure flexible, competitive, and efficient.
Emotional hook:
What would happen if HR did not really pay attention to the evolution of the labor market, or if the HR team did not take in consideration the diversity and skills available in the internal force? Furthermore, what if HR did not create any means and ways to keep employees motivated and efficient. Again, imagine if HR recruited unqualified, useless, or incompetent workers. Those three areas are all HR’s responsibilities and deeply determine and influence the future and competitiveness of the company.
Key to elicit in discussion:
We see in this chapter that diversity and motivated employees are very important. However, diversity can create a gap in communication and understanding between employees and managers. The language barrier can sometimes become a problem, and the presence of the opposite sex can lead to problems in a team.
Facilitative question:
How can HRM make sure that they hire the right person, at the right moment, at the right place, and how can they keep every single and unique individual motivated?
Tuesday, January 12, 2010
PERSONAL PRESENTATION
My name is Pierre Stegelitz. I was born on August 17th, 1983 in Nimes, a city in Southern France. I have three sisters and one brother. My family is amazing, but we are all spread out throughout the world. My oldest sister, Vanessa, lives on the French-Spanish border, my brother, Terence, lives in Quebec, my other sister, Catherine, lives here in Lehi, Utah, and finally my parents and my youngest sister, Sophie, live in Tahiti. It is not the best situation for Christmas, but awesome for vacations. I now have three nephews, Lyllian, Joan, and Vincent, and two nieces, Emi and Chloe.
After having lived the fist seventeen years of my life, I move to Montpellier, a bigger city located about thirty miles west of Nimes, where I graduated from high school and went to college for two years. I then was sent to Norway on an LDS mission, where I had a great time.
When I returned to France from my mission, I moved to Paris, France where I started to study and work. I first passed my Associates and gained some work experience by being a Department Store Manager Assistant for two years. Then, I became a representative for a year while I was taking a Bachelor in Management, Business, and Marketing.
After graduating, in September 2008, I moved to Tahiti to live with my parents for four months, and had the best time of my life. In December 2008, I moved to Provo, Utah, where I attended the ESL program for a semester.
By coming here, my goal was to get into a MBA program. I am now taking this class in order to take some prerequisite to qualify to become eligible to enter the MBA program at Brigham Young University or at the University of Utah.
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