Lecture Notes

Week #3

Class Objectives

1.     The foundational role of Job Analysis

2.     How Job Analysis develops Job Descriptions which lead to good compliance

3.     Good JA provides a clear understanding of organizational KSA needs

4.     Great HR meets KSA supply & demands of both organization and workforce

Perfect match between organizational KSA Demands and workforce KSA supply 

Figure 5.1 makes it look simple.

Simply connect the dots between External and Internal recruiting environments alternatives?  Nope.  It’s only the process, its not people.

Problem

Business Savvy, Problem Solving, Critical Thinking, Great Communicating people rule the business world.  In a competitive world organizations with the most of these types of people always win. They win customers and market share.

My question becomes finding these types of people. Notice I said type of people.

Guess what? These type of people have a design. They either designed themselves or somebody else discovers them and helps them meet their design needs.      

The design starts with an ideology, an idea, an intuition, and cognitive itch.  They develop into an ideal type/job (imagination, intuitive interest, fantasy, or inclination). 

Most societies develop people’s ideal type (interest, inclinations) in an iron cage. For example the iron cage of a typical educational system, utilized all over the world, was designed in the era of the iron economy.  And, it worked fabulously for iron mills, all types of mills and factories. My take is that it just doesn’t work so well in the Idea Economy.  

Customer service/retention in an Idea Economy requires Business Savvy, Problem Solving, Critical Thinking, Great Communicating people.  

The old education system gets in the way of peoples ideal type constructs (what they want to do when the grow up) causing most workers to circumvent the systems to meet their needs.   What really happens is a whole lot of people work in jobs they don’t like, don’t feel comfortable in, and don’t maximize their potential/opportunities. 

Great HR recruiters know how to find the right type of people for the job.

Solutions

How do you find Business Savvy, Problem Solving, Critical Thinking, Great Communicating people? (Hint, innovative recruitment process)

Notes:

How can a business develop Business Savvy, Problem Solving, Critical Thinking, Great Communicating people? (Hint, Job Enrichment)

Notes:

How are your Business Savvy, Problem Solving, Critical Thinking, Great Communicating people skills doing?

Notes:

Week 3 Notes

Discuss a working definition of Talent Management
Define Strategic Management 

Discuss Recruitment, process, methods, and resources

Overview of Job Analysis Role in HRM

The Purpose of Job Analysis (6 Questions, page 82)

1.     What physical and mental tasks does the worker accomplish?

2.     When is the job to be completed?

3.     Where is the job to be accomplished?

4.     How does the worker do the job?

5.     Why is the job done?

6.     What qualifications are needed to perform the job?

Two Standard Job Design Resources (1) O*Net, (2) SOC

Job Analysis Basic HR Tool/Resource

·      JA from JD (Job Descriptions) + JS (Job Specifications)

·      JD =’s Task, Responsibilities, Duties

·      JS =‘s KSA (Knowledge, Skills, Abilities)

JA is Foundational for; Staffing, Training and Development, Performance Appraisal, Compensation, Safety and Health, Employee Relations, and Compliance

JA Methods; Questionnaires, Observation, Interview, Employee Recording, Combination, Functional JA, Position Analysis, Guidelines-Oriented JA

Job Description (Figure 4.2 page 88)

JA and the Law; Fair Labor Standards Act, Equal Pay Act, Civil Rights Act, OSHA,  ADA,

Strategic Business Partners (Business environment Savvy)

Strategic Planning, (figure 4.3, page 93)

HRP (figure 4.4, page 95)

Discuss   Succession Planning

Job Design =’s Job Enrichment, Job enlargement, Job rotation

Thinking About Recruitment

·      Traditional  (Labor Market Conditions)

·      Outsourcing

·      Employee Leasing

·      Contingent workforce

HRM Incident #1 and #2 

Week 4 Homework (Due Week 4)

Read chapters 7,8

Chapter 7 answer “Questions for Review” (1, 2, 3, 7, 9)

Chapter 8 answer “Questions for review” (1, 6, 9)

Submit hardcopy prior to start of next class (printed document)

Drawings:  Figure 7.1 (page 177) and Figure 8.1 (page 214) 

Drive Assignment
Due Week of 11/14

Answer all twenty questions located in "The Drive Discussion Guide" (pages 212-215)
Format:  Number and write out each question in italic,write your answers under/after each question.  Single space works, double if you need.  What I am looking for is your mindful perspective to each question. Due 11/14. Submit a paper copy in class.  Length and depth of each answer is your choice. I am looking at how and what you think about these questions.

Pinks video at Ted.com

Introduction: The Puzzle of HR Management

Human beings have a need to be productive. In fact that needs drives them. Organizations that employ them also have a need to be productive. In fact that need drives the organization. The entire puzzle looks pretty easy to understand.




But, its not. This puzzles got millions of pieces and few perfect fits. But the puzzle got people and people need to have a purpose, the secret is to find the right match.

Purpose Centered Work

Two Questions.

Week 3 Homework

Read chapters 4, 5

Chapter 4 answer “Questions for Review” (1, 3, 7, 8, 11)

Chapter 5 answer “Questions for review” (1, 3, 5, 12, 13)

Submit hardcopy prior to start of next class (printed document)

Drawings:  Figure 4.1 (page 83) and Figure 5.3 (page 129)