Learning Outcomes: After reading the chapter, students should be able to: 1. comprehensively describe the pre-hiring, hiring, and post-hiring stages of the employment cycle; discuss contemporary issues in human resource management; and enumerate and explain the traditional and new areas of human resource management. THE PRE-HIRING STAGE This stage includes two important HRM practices, namely, human resource planning (HRP) and task analysis. These practices set the foundation for other HRM Practices. Human resource planning helps managers identify the right number and type of people they need to successfully execute their overall plan within a predetermined period of time. This is done to make sure that there is a match between the qualifications of potential hires and the requirements of the job to avoid workforce shortage or surplus. Suppose that a company’s HR plan estimates that 10 additional information technology experts will be needed by next year, Normally, the firm will hire new information technology graduates to fill the need. Since these experts are in high demand, the firm will then decide to start its recruitment at the start of the academic year, or even earlier, to make sure that they will have the right pool of employees. On the other hand, job analysis is a methodical way of collecting, interpreting, and storing information about specific jobs. These information will help identify the content of the work as well as the worker requirements needed to perform the job. Through the Job analysis, managers will be able to understand the qualifications needed to do the job, know the duties of the incumbents, and describe the nature and conditions of the work to be done, THE HIRING STAGE This stage comprises recruitment and selection practices. It deals with policies.and procedures used by organizations to fill an open position due to resignation, retirement, job abandonment, promotion, or transfer. Recruitment serves as a tool to locate and entice job seekers who are eligible for the job. Recruitment sources could be internal of external. Selection is choosing the best and the most qualified candidate from the poo! of applicants. Selection, to be effective, should abide by legal laws and should rightfully match employees’ skills with the job requirements. 18 Human Resource Management: Principles and PracticesTHE POST-HIRING STAGE The aim of this stage is to implement HRM practices that will improve and sustain employee work performance level. This includes training and development, appraising and managing performance, compensation and benefits; employee safety and health, and separation. Training and development are both learning experiences designed to enhance workers’ capabilities. Training provides employees the opportunity to learn and acquire additional skills and abilities intended for the betterment of what they are currently doing. Development, on the other hand, is more extensive because it prepares employees for a possible upward step to the corporate ladder via intensive management development programs that will squeeze their potentials and skill levels, thus improving the overall organizational performance. For a training and development program to be effective, a firm should start by identifying the training needs of its employees through a training needs assessment instrument, then creating an appropriate instructional design and training method that will fulfill trainees’ needs. Once the training and. development program has been delivered, the firm should conduct an evaluation and follow up the results to make sure that workers brought “back to the floor” what they learned from the training session. ‘ 7 Appraising and managing performance involve assessing employees, past and present performance levels relative to certain performance measures. The purpose of an appraisal system is to determine whether employee performance conforms or deviates from organizational standards. Employees whose performance corresponds to prevalling standards should be encouraged to continue with the appropriate behavior, while those whose performance deviates from the standards should be accorded with the proper’ corrective measures in a respectful and motivating manner. Providing feedback on performance evaluation results should be communicated immediately to the concerned employee so he or she will know his or her strong and weak points, and make necessary adjustments toward overall organizational improvement and success. Compensation consists of the pay and benefits received by employees from their employers in return for their services. Pay comes in the form of either a wage or a salary, Benefits, on the other hand, could be either monetary or non-monetary form of compensation granted to employees over and above their pay. Benefits are classified as those mandated by the law (such as paid vacation and sick leaves, among others) and those coming from the generosity of the company (like clothing allowance, meal subsidy, employee discounts, and others). The goal of a compensation scheme is to motivate and retain the most qualified and competent workers before they are “taken away" by the competition. Enforcing safety and health measures is not only the responsibility of employers or of the human resource department, but that of the entire workforce as well. It is a given fact that a staggering number of workplace accidents and injuries are common and unavoidable within an organization. Thus, to protect the organization and its employees from danger and illness, a company through the initiatives of its human resource management office should create and strictly impose health and safety policies to guarantee that every employee is aware of his or her responsibilities in preventing (if not totally eliminating) and fostering a safe and healthy work environment. PART Il: Stages of the Employment Cycle 19ious personnel is Terminating an employee in the Philippines isa sensitive and seri Ps iss i regular/permanen, itcan bea complicated process, especially after the employee cy Saude : on employment status. The Philippine Constitution says, no involuntelly HIATARE in 7 form shall exist except as punishment for a crime whereof the party ly convicted (Phil. Labor Code). CURRENT TRENDS IN HUMAN RESOURCE MANAGEMENT Human resource management is not just about oer? selection, and compensation. Situations and other consequences outside the control of an organization could have widespread influence on various HRM practices. Take into account for example some direct and negative effects of anti-discrimination laws on a company’s recruitment and selection practices. Prior to the passage of legislative laws and Measures, many business owners employed people whose qualifications could bring their companies to court; therefore, it is expected that they should abide by what is legally mandated by legislative bodies. This clearly implies that companies should set sound and objective selection standards and methods that will accurately measure individual qualifications, Here are some factors that may have greater influence on HRM practices: * An increasing workplace cultural diversity. This happens once a company employs workers with different backgrounds. An emphasis on work and family issues. Several firms are responding to the needs of families by providing managed-care programs, flexible time, and telecommuting. The tremendous growth of part-time and temporary employees. The use of contingent workers is now expanding rapidly. It has extended between industries from manufacturing to services and other occupations. * The dynamic upgrading of technology. Technological advancement can have an enormous influence on HR practices. It allows the company to improve its internal operations and core competencies. In the present time, each part of HR is affected by the power of technologies that further improve people Management and workers, competencies. Thus, it is essential for an HR person to keep up-to-date with technological developments that greatly impact the type of people who manage the business. These developments will help identify and involve the right kind of employees that provide better competitive advantage to any industry. HR: GENERALIST VS SPECIALIST Anybody who aspires to join the field of HRM OF specialist. An HR generalist's job is commonly Organizations. They perform all HRM activities su Preparation of a job analysis including job descripti and selection among others. However, because of t Most HRM generalists are compelled to hire external many functions. For instance, the organization may design its performance appraisal tool or its compen: an HR specialist's job is more focused on a specific May opt to either be a generalist found in small- or medium-sized ch as human resource planning, ion and specification, recruitment, heir overwhelming responsibilities. consultants to help them with thei hire the services of a consultant t0 ‘sation package. On the other hand: HRM task. This is especially true inlarger companies. For example, an individual may assume, the task of a training and development specialist, or a recruitment officer, a payroll head, or a job analyst. The human resource department of the 2ist century will prefer specialization over a generalized and typical one-size-fits-all approach to"people management. This means that the task and accountability that fall into the platter of the human resource director and his or her team will now be dispersed over a functional group of individuals. Nonetheless, regardless of the designation or specialization, HR managers will forever serve as an essential bond between employees and employers. Traditional and new specialty areas in HRM are depicted in Table 3 below: | Training and Development Employee Compensation and Benefits Employee Well- being | Table 3. HRM Tradi TRADITIONAL SPECIALTY ‘AREAS Prepares training needs assessment; creates instructional program; validates, implements, and evaluates the training programs; and assess results, | | | | Writes job descriptions | and job specifications; | designs job evaluation instruments; conducts market surveys | for compensation packages; constructs pay structure; and develops benefits programs. | | Creates committee for | employee health and | safety; designs health and safety programs; establishes a safe and healthy work environment; and implements policies | omeatth and safety ial and New Specialty Areas t | | | | | L NEW SPECIALTY AREAS Work and family life programs Develops and implements family | and work life balance such as flexible | time, compressed | workweek, child | care assistance, and other programs that promote work and famil ly life Cross-cultural | Communicates Orientation organizational rituals, norms, and practices | and distinguishes them from other | nations. | | | | | | Managed Health care expenses Health Care continue to affect a° Programs company’s financial status. In this regard, most companies seek the assistance of experts on managed health care to plan for a better option for its _| employees. PART ll: Stages of the Employment Cycle 2Determines job Diversity Develops Bul vacancies; locates and | Management | for ensuring that attracts qualified job discriminatory candidates; decides practices are recruitment method prevented and to be used; notifies job . that individuals are candidates; meets with given equal chances job candidates; studies to employment curriculum vitae; | regardless of age, prepares for interview | sex, race, and other sessions; administers factors. employment tests; and makes hiring decisions. | ORGANIZATIONAL ETHICS Workplace ethics are statements or rules that determine right or wrong conduct in the workplace. It is at the core of every professional; hence, HR practitioners need to express strong belief of integrity in order to build a work environment characterized by confidence and credibility. Like many other businesspeople, HR professionals must serve with ethical integrity. For example, in recruiting, selecting, training, and terminating employees, HR professionals are encouraged to stick to ethical codes of conduct to direct their manner of handling people. HR professionals and practitioners should be the main players and models of ethical behavior. In today’s highly electronic world, the job of the HR professional/practitioner; in matters of ethics has become even tougher, especially because technology has invaded the worldwide business organizations, and the chances are high that ethical "red fags" will be raised. Notwithstanding the passage of numerous legislation prohibiting unethical practices in the workplace, a good number of employees are still unjustly treated by their employers, and even by their co-employees. In this regard, HR professionals and practitioners must take a firm stand to defend the employees even if it will mean the loss of their job. Above all, HR professionals and practitioners should behave ethically themselves, Should they opt not to do so, they could be the source of the problem and receive much of the blame. CHAPTER SUMMARY 1. The pre-hiring stage includes two important HRM practices: human resource planning and job analysis. These practices set the foundation for other HRM practices. Human resource planning helps managers identify their present and future HR needs in order for the organization to achieve its goals, 2. Job analysis is a methodical way of collecting, interpreting, and storing information about specific jobs, It contains job information and worker requirements needed to perform the job successfully. 22 Muman Bacasiece Management: Princioles and Practices3, The Bi stage deals with policies and procedures used by the organization to fill a vacant position. Recruitment and selection are the HR practices that compose the hire phase. 4, The ost hiring stage aims to implement HRM practices that will improve employees, work performance level. This includes training and development, appraising and managing performance, compensation, employee safety and health, and separation. 5. HRMIs not just about recruitment, selection, and compensation. Itis also concerned with the social, economic, and technological consequences that are beyond the control of organizations. 6. ‘Anybody who aspires to join the field of HRM may choose to be either an HR generalist oran HR specialist. HR generalists perform all HRM practices; while the HR specialist's job is more focused on a certain specialized area of HRM, like for instance, as a training and development specialist or a compensation officer. 7. Nearly all high-level HR persons start their profession specializing in one area of HR management under a department or unit, and ultimately becoming an HR Director «of the organization. 8 Traditional specialty areas of HRM include training and developmerit, employee compensation and benefits, employee-employer relationship, recruitment and selection, employee well-being; newspecialty areas are work and family life programs, cross-cultural orientation, managed-health care, and diversity management. STUDY AND DISCUSSION QUESTIONS 1. Identify and explain the various human resource management practices in the pre- hiring, hire, and post-hiring stages of the employment cycle. 2. - Discuss the differences between a Human Resource Management Generalist and ~ Specialist. 3. Using online resources, identify more new HRM specialty areas and their effects on HRM practices. Present your results to the class. CASE EXERCISE 2 “An Ethical Dilemma” Sharon was a clerk in the Accounting Department. She and her boss, Jim, started dating. Because he was her supervisor, they agreed that they would nottell anyone. Eventually, the relationship ended. Jim felt uncomfortable working with Sharon so he had her transferred to another department despite her objections. Did Jim do the right thing? Why or why not? Defend your answer. PART ll:Stages of the Employment Cycle 23