国外着名HR咨询公司HRM培训（英文版）课件

HumanResourceManagement

PART1HumanResourceManagement

PARTPersonnelManagementtoHumanResourceManagementRecognitionoftheneedtotakeamorestrategicapproachtothemanagementofpeopleBeganinthe1980’sintheUSAUKfollowedquicklyConceptis…‘astrategicapproachtoacquiring,developing,managingandgainingthecommitmentoftheorganisationskeyresource–thepeoplewhoworkforit’Armstrong1991PersonnelManagementtoHumanFeaturesofHRM

ManagementfocussedandtopmanagementdrivenLinemanagementrolekeyEmphasisesstrategicfit–integrationwithbusinessstrategyCommitmentorientedTwoperspectives–‘hard’and‘soft’InvolvesstrongculturesandvaluesFeaturesofHRMManagementfocPerformanceorientedRequiresadoptionofacoherentapproachtomutuallysupportingemploymentpoliciesandpracticesEmployeerelationsorganicratherthanpluralisticOrganisingprinciplesareorganicanddecentralisedFlexibilityandteambuildingimportantpolicygoalsStrongemphasisonqualitytocustomersRewardsdifferentiatedbyskill,competenceorperformanceFeaturesofHRMPerformanceorientedFeaturesoFombrum,TichyandDevannaModel1984SelectionPerformanceAppraisalHRDRewardFombrum,TichyandDevannaModWarwickModelofHRMBusinessStrategyContextInnerContextHRMContentHRMContextOUTERCONTEXTWarwickModelofHRMBusinessSWarwickModel–

contentoftheboxesOutercontext–socio-economic,technical,politico-legal,competitiveInnercontext–culture,structure,politico-leadership,task-technology,businessoutputsBusinessstrategycontext–objectives,productmarket,strategyandtacticsHRMcontext-role,definition,organisation,HRoutputsHRMcontent–HRflows,worksystems,rewardsystems,employeerelationsWarwickModel–

contentofthTheHarvardModelStakeholderIssues:WorkforcecharacteristicsBusinessstrategy&conditionsManagementphilosophyUnionsTasktechnologyLaws&societalvaluesStakeholderInterests:ShareholdersManagementEmployeeGroupsGovernmentCommunityUnionsHRMPolicy:ChoiceEmployeeinfluenceRewardsystemsWorksystemsHumanresourceflowsHROutcomes:CommitmentCongruenceCompetenceCosteffectivenessLTconsequences:IndividualwellbeingOrganisationaleffectivenessSocietalwellbeingTheHarvardModelStakeholderIGuestModelDefinesfourpolicygoalsofHRMFurtherdevelopmentoftheHarvardmodelStrategicintegration–HRMintostrategicplans,inlinedecisions,withinHRpoliciesHighcommitment–strongidentificationwithcompanyHighquality–includingmanagementofpeopleFlexibility–functional,adaptablestructures,capabilitytoinnovateGuestModelDefinesfourpolicySoftHRMStresseshumanaspectEmphasisonHRDParticipationMotivationCommitmentLeadershipHUMANresourcemanagementSoftHRMStresseshumanaspectHardHRMPeopleasaresourceUseddispassionatelyUsedincalculatingrationalmannerHeadcountHumanRESOURCEManagementHardHRMPeopleasaresourceCompetence-BasedHRMDefinitions:Theskills,knowledgeandexperiencethatanindividualbringstotheirrole

IDS1997Basicpersonalcharacteristicsthataredeterminingfactorsforactingsuccessfullyinajoborsituation McClelland1993Underlyingtraits,motives,skills,characteristics

andknowledgerelatedtosuperiorperformance Boyatsis1982Competence-BasedHRMDefinitionUkv.USdefinitionsUS-inputoriented–whattheindividualbringstothejobUK-outputoriented–theskills,attitudesandknowledge,expressedinbehavioursforeffectivejobperformanceOneorboth?Ukv.USdefinitionsUS-inpuLevelsofInfluenceStrategic

Functional

Systems

IndividualLevelsofInfluenceStrategic

ImplicationsatStrategicLevelTheidentificationofcorecompetenciesoftheorganisationwhichconfersustainedcompetitiveadvantageOwnedbymorethanonepersonandgrowthroughuseandexperiencethereforedifficulttoimitateImplicationsatStrategicLeveImplicationsfortheHumanResourceFunctionDevelopmanagerialcompetenceStrategicselectionandstaffingDevelopinternallabourmarketDesignjobsroundcapabilityDevelopindividualcompetenceDevelopculturetofosterinnovationBuildlearningorganisationDeveloporganisationallearningmechanismsImplicationsfortheHumanResImplicationsforHumanResourceSystemsVerticalintegration–linkindividualcompetencetothecorecompetenceoftheorganisationHorizontalintegration–provideaframeworkfortheintegrationofHRsystemscomponentsVitalplayerinthedevelopmentofcorecompetenciesCanbeusedtodevelopindividualHRsystemsImplicationsforHumanResourcRecruitmentandSelectionBasedonpastbehaviourasthemostvalidpredictoroffuturebehaviourBuildingthecompetenceframeworkrequiresmultipleinformationsourcesCompetencespecificationshouldcoverbothtechnicalandpersonal/interpersonalcompetenciesRecruitmentandSelectionBasedDevelopinterviewquestionsthatelicitexamplesofpastbehavioursInassessmentcentrescreatetasksthatrequiredemonstratedcompetenciesUsecompetenciestoselecttestinstrumentsUsecompetenciestoevaluatecandidateperformanceRecruitmentandSelectionDevelopinterviewquestionsthAppraisalSetoutcomeandperformancetargetsforeachcompetenceOutcomelevelsandperformancetargetscanbegradedifdesired.e.gstandardperformance;abovestandard;excellentetcBelowstandardperformancecanbeusedtogeneratedevelopmentneedsAppraisalSetoutcomeandperfoCanprovideforumfortheidentificationofnew/changingcompetencerequirementsCanprovideforumforsettingacquisitionofcompetencetimescalesProvidesaclearandagreedframeworkforperformanceevaluationanddiscussionAppraisalCanprovideforumfortheidenDevelopmentProvidesaframeworkforindividualtrainingneedsNotransferproblemsascompetencecanonlybedemonstratedbyonthejobbehavioursDevelopmentcontributesdirectlytocurrentperformanceEncouragesabroadbasedapproachtodevelopmentactivitiesDevelopmentProvidesaframeworEnsureslinemanagercommitmenttodevelopmentOfferscommonlanguagetoallparticipantsinthedevelopmentprocessOfferstransparentprocesstoallstakeholdersFacilitatesvalidationandevaluationofthedevelopmentprocessDevelopmentEnsureslinemanagercommitmenRewardPromotesflexibilityPromotesadevelopmentfocusedcultureProvidesopportunitiesforadvancementviaskillsProvidesopportunitiesforearningsenhancementonthebasisofskillsandflexibilityratherthanseniorityRewardPromotesflexibilityCanassistinaddressingthetechnical/managerialdivideOffersaroutefortherewardofknowledgeworkersCarrieshigh‘face’validityand‘feltfair’perceptionViacoreorganisationalcompetenciescanlinkrewarddirectlytoorganisationalstrategyRewardCanassistinaddressingthetIntegrationVertical-integrationwithcorporatestrategyHorizontal-theinternalintegrationofthecomponentsofanHRstrategyIntra-gration–theintegrationofthepartsofacomponentofHRstrategye.grewardstrategy–basepay,variablepayandbenefitsallsupporteachotherIntegrationVertical-integraCurrentHRMIssues&DebatesRespondingtoincreasedcompetitionManaginginternationaloperationsRidingthewavesofchangeManagingthechangingrelationshipwiththeworkforceChanginglegislativeandregulatoryframeworksBestpracticeversusbestfitCurrentHRMIssues&DebatesReHRMandCorporateStrategyHRMandCorporateStrategyStrategyDiversityofviewpointsTwodimensionsofagreementDegreeofplanning:deliberate–emergentOutcomes:profitmaximisation–rangeofoutcomes(plural)Fourkeyapproaches(Whittington)StrategyDiversityofviewpointApproachestoStrategy

OutcomesProfitmaximising

PluralDeliberateEmergentClassicalEvolutionary

SystemicProcessualProcessesApproachestoStrategyOClassical:RationalEconomicManApplicationofrationalanalysisSeparationofplanningfromimplementationCommitmenttoprofitmaximisationEmphasisonthelong-termExplicitgoalscascadeddowntheorganisationClassical:RationalEconomicMClassicalandHRMHRMmatchinganddownstreamToolofimplementationHRpoliciesandstrategiesgearedtoachievingprofitmaximisationCritique–productofitstime;looksnaïveintoday'sturbulentandglobalenvironment;stillpursuedinsomesectorswithlongtimehorizons.ClassicalandHRMHRMmatchingEvolutionary:NaturalSelectionEmphasisonenvironmentalfitProfitmaximisationachievedbymarketcompetitionFitdeterminedbychanceratherthanstrategySurvivalbyshorttermstrategiesaimedatcurrentfitStrategyandillusioninunpredictableenvironmentEvolutionary:NaturalSelectioEvolutionary–lawofthejungleHRkeyroleinenvironmentalscanningPoliciesandstrategiesaimedatflexibilityandadaptabilityMatchingmodelCritique–marketsmoreregulatedthanjungle;bygovernment,law,internationalagreementsConceptofflexibilityimportantEvolutionary–lawofthejungProcessual–lifeismessyConceptofboundedrationalitySubjectiveinterpretationofdatathereforestrategyflawedandincompleteWetakethefirstbestoption–sufficingOrganisationsascoalitions–consensusbynegotiationMinimumadaptationforsurvivalratherthanproactivechange–sparecapacityasbufferStrategyacomfortingritualProcessual–lifeismessyConcProcessualandHRMHRpoliciesevolvingandreactiveSoftHRMOD,bestpracticeanddevelopmentofinternalcompetenciesimportantCritique–lacksvision;maynotbeabletorespondquicklyenoughtothreatsProcessualandHRMHRpoliciesSystemic:sociallygroundedManmakesdecisionsbasedonsocialfactorsnoteconomic;SocialnetworksdefinenormsInternalcontextoffirminfluencedbysocialgroups,interests,resourcesandmicro-politicsDifferentformsoforganisationsuccessfulindifferentculturesSystemicperspectiveincludesnationalculture,family,gender,socialgroupsStrategymustbesensitivetotheseSystemic:sociallygroundedManSystemicandHRHRpoliciesandprocesseswillhavetoreflectlocalcultureManagementstyleandstrategiesformotivationandcommitmentreflectlocalandnationalcultureCritique–focusesondifferenceattheexpenseofsimilarityandcross-culturalinfluencesSystemicandHRHRpoliciesandResource-BasedTheoryoftheFirmPlacesHRatheartofstrategyCompetitiveadvantagestemsfromstrategiccorecompetenciesbuiltupovertimeRecognisesimportanceofleadershipinbuildingtopteam;fosteringcreativityandinnovation;facilitatethelearningprocessResource-BasedTheoryoftheFEmphasisesrenewalaspectanddynamiccapabilitiesoftheorganisationCapacityofafirmtorenew,adaptandaugmentitscorecompetenciesovertimeSuccessfulorganisationscombinemultiplemodesofstrategymakingwithhighlevelsofcompetenceandastuteleadershipwithemployeeinvolvementinstrategymakingResource-BasedTheoryoftheFirmEmphasisesrenewalaspectandResource-BasedTheory&HRMBasisforhumanresourceascompetitiveedgeHRMvaluedforgeneratingstrategiccapabilityaswellassupportingstrategyHumancapitaladvantage–gainedthroughresourcingandretentionHumanprocessadvantagegainedbycontinuouslearning,co-operationandinnovationfacilitatedbybundlesofHRstrategiesResource-BasedTheory&HRMBasDefiningStrategic

CoreCompetenciesINTEGRATEDbundleofindividualskills5-15corecompetenciesthenormAmessyaccumulationoflearningincludingtacitandexplicitknowledge–anactivityCorecompetence:

–deliversafundamentalcustomer

benefitDefiningStrategic

CoreCompe-isnoteasilyimitatedbycompetitors

-providesagatewaytonewmarketsContributestostrategyas:

-asasourceofcompetitiveadvantage

-viaalongerlifespanthatasingle

product

-exercisedacrosstherangeof

organisationalactivitiesDefiningStrategic

CoreCompetencies-isnoteasilyimitatedbycoRoleofHRinManaging

CoreCompetenciesIdentifyingcorecompetencies–linkingthemtoindividualsBuildingcorecompetencies–learningandcrossdisciplinecommunicationRoleofHRinManaging

CoreCRoleofHRinManaging

CoreCompetenciesUtilisingcorecompetencies–developingmanagementcapabilityandformsofworkingthatmaximisedeploymentProtectingcorecompetencies–retentionstrategies,protectionduringmajorchange,identifyingownersofcorecompetenceRoleofHRinManaging

CoreCCOMPARATIVEHUMANRESOURCEMANAGEMENTCOMPARATIVEHUMANRESOURCEMANDefinitions‘howthingsaredonearoundhere’

(Drennan,1992)Organisationalculturereferstothepatternofbeliefs,valuesandlearnedwaysofcopingwithexperiencethathavedevelopedduringthecourseofanorganisation’shistory,andwhichtendtobemanifestedinitsmaterialarrangementsandinthebehaviourofitsmembers. (Brown,1995)Definitions‘howthingsaredonOrganisationalCulture-DefinitionsThepatternofbeliefsandassumptionssharedbytheorganisationsmembers,thesebeliefsproducenormsthatshapethebehaviourofindividualsandgroupsAsetofhabitualwaysofthinking,feelingandreactingthatarecharacteristicofthewaysinwhichaspecificorganisationmeetsitsproblemsataparticularpointintimeOrganisationalCulture-DefinLevelsofCultureCulturecanbeconceivedas:

-societalornationalculture

-corporateculture

-homogenousorheterogeneous

subculturesTurner(1971)definedindustrialsub-cultureby:

-distinctivesetofsharedmeanings

-useofsymbolsandrituals

-socialisationsandnorms

-attemptstomanipulatecultureLevelsofCultureCulturecanbAspectsofcultureArtifactsLanguage–jokes,jargon,storiesBehaviourpatterns–rituals,ceremonies,celebrationsNormsofbehaviourHistoryEthicalcodesBasicassumptionsBeliefs,valuesandattitudesSymbolsAspectsofcultureArtifactsModelsofcultureArtifactsBeliefs,values,attitudesBasicassumptionsMostsuperficialmanifestationsofcultureDeepestlevelofculture Schein,1985ModelsofcultureArtifactsBeliOrganisational

CultureArtifacts&creations:Technology;artVisiblebehavioursaudiblebehavioursValuesBasicassumptions:HumannatureHumanactivityRelationshipsPerceivedrealityEnvironmentVisiblebutnotoftendecipherableWhat“oughttobe;norm-basedTakenforgrantedInvisiblePre-consciousOrganisationalCultureArtifactCommonOrganisationStoriesCanemployeesbreaktherules?Isthebigbosshuman?Canthelittlepersonrisetothetop?WillIgetfired?Howwillthebossreacttomistakes?WilltheorganisationhelpmewhenIhavetomove?Howwilltheorganisationdealwithobstacles?CommonOrganisationStoriesCanCULTURE:

Socialisation:learningpre-arrival:“preconception”metamorphosis:“absorb”securitycommitmentproductivityencounter:“provisional”(H&B2002)CULTURE:

Socialisation:learniOrganisationalCultureandtheLifeCycleoftheFirmPhase1-BirthandEarlyGrowthPurpose–fostercohesionduringgrowthNeedforchange–economicorsuccessionStrategies– naturalevolution

- self-guidedevolution

- Managedevolution

- managedevolutionvia

outsidersOrganisationalCultureandtheOrganisationalCultureandtheLifeCycleoftheFirmPhase2–Organisationalmid-lifePurpose–culturedeeplyembedded,maydevelopsub-culturesStrategies–plannedchangeandOD

-technologicalseduction

-scandal,explosionofmyths

-incrementalismOrganisationalCultureandtheOrganisationalCultureandtheLifeCycleoftheFirmPhase3–organisationalmaturityPurpose–sourceofpride,resistantStrategies–coercivepersuasion

-turnaround

-recognition,destruction, re-birthOrganisationalCultureandtheCulture

inorganisations:Handy/Harrison:POWER:ZEUSPERSON:DIONYSUSTASK:ATHENAROLE:APOLLOCultureinorganisations:HandCommunication–HallModel

Arab UKChina GermanyHighcontext LowcontextSocialtrustfirst BusinessfirstValuepersonal Valueexpertiserelationships&goodwill &performanceAgreementbytrust LegalcontractNegotiationslow,ritual Negotiationefficient Communication–HallModel Hofstede’sModelIndividualism

Highpowerdistance

Masculinity

Highuncertaintyavoidance

Shorttermism

Collectivism

Lowpowerdistance

Femininity

Lowuncertaintyavoidance

Longtermism

Hofstede’sModelIndividualism

HRMandCultureChangeHRMandCultureChangeLayersofCultureArtefacts–physicalobjects,behaviourandprocessesEspousedvalues–thoseappearingpubliclyinmissionstatement,policiesUnderlyingassumptions–rarelyarticulated;mayconflictwithespousedvaluesandeachotherLayersofCultureArtefacts–pCultureChangeWhychange?Environmentchanges:

Business–mergers,technology,marketGovernment–laws,H&S,diversity,Demographic–changesinthehumanresourcesavailableCultureChangeWhychange?EnviTheNatureofChangeExternallyimposed

Transformational

Global

Hostile

Largescale

Longterm

StrategicInternallyimposed

Incremental

Local

Positive

Smallscale

Urgent

Operational

TheNatureofChangeExternallyIntroducingCultureChangeCanbeverydifficultCanbealongtermprocessIssuestobeconsideredinchoosing

strategy:

-scale–incrementalorradical

-Locus–organisation,unit,department

-nature–cognitiveandbehavioural

-timescaleIntroducingCultureChangeCanPrinciplesofCultureChangeValuesandassumptionsdefineacceptedandappropriatebehavioursInsuccessfulorganisationscultureisalignedwithstrategyCulturechangemaybedifficultifthecultureisincompatiblewithstrategyCheckstrategybeforeembarkingonculturechangeCanthechangesrequiredbeachievedbyothermeansPrinciplesofCultureChangeVaSeniormanagementmustunderstandtheimplicationsandbecommittedCulturechangemustpayattentiontotheopinionleadersShouldtakeintoaccounttheworksystems,managementstyleandHRpoliciesNewmessagesreinforcedandoldoneseliminatedThedeeperthelevelofculturechangethemoredifficultitwillbePrinciplesofCultureChangeSeniormanagementmustunderstMultipleandsubcultureswillmakeculturechangemoredifficultBehaviouralnormsaretheeasiesttochange,deeperlayersrequireaparticipativeapproachTopdownapproachesaredifficulttosustainovertimeParticipativeapproachesaremoresuccessfulbutdifficulttoimplementandtimeconsumingPrinciplesofCultureChangeMultipleandsubcultureswillApproachestoCultureChange

(Bate)

STEP1ANALYSINGTHECULTUREAnalysisoftheexistingcultureandsettingspecificobjectivesformeasuringsuccessinachievingthedesiredculture.Leadingto:PROGRAMMEDESIGNSTEP2EXPERIENCINGTHEDESIREDCULTUREInvolvementofallworkteamsthrough‘peakexperience’workshops:INDIVIDUALDEVELOPM’TLEADERSHIPDEVELOPMENTACTION-STUDYTASKFORCEWORKTEAMCULTURESApproachestoCultureChange

(STEP3MODIFYINGTHEEXISTINGCULTUREModifyingcriticalculturalinfluencessuchas:Leadershipmodelling WorkteamsInformation/communication PerformancerewardOrganisationalstructures Training&developmentFirstlinesupervision ResultsorientationAndmonitoringtheoutcomesbyRESULTSTRACKINGApproachestoCultureChange

(Bate)

STEP3MODIFYINGTHEEXISTINGSTEP4SUSTAININGTHEDESIREDCULTURESustainedachievementofobjectivesandinternalisationoftheongoingchangeprocess.ApproachestoCultureChange

(Bate)

STEP4SUSTAININGTHEDESIREDWhyPeopleResistCultureChangeSelectiveperceptionHabitSecurityEconomicStatusandesteemWhyPeopleResistCultureChanMulti-culturalOrganisationsAculturethatfostersandvaluesdiversityPluralismasanacculturationprocessFullstructuralintegrationFullintegrationofinformalnetworksAbsenceofinstitutionalisedculturalbiasMinimumofinter-groupconflictduetoproactivemanagementofdiversityMulti-culturalOrganisationsAChangingCultureCultureExitthosewhorejectnewcultureEnter&socialisenewstaff

communicationbehaviourchangeExaminingandJustifyingBehaviourchange= intervention pointChangingCultureCultureExitthBusinessProcessRe-engineeringSTRATEGYSYSTEMSTECHNOLOGYPEOPLEInputsOutputsEnvironmentBusinessProcessRe-engineerinRationalPlanningApproachFeedbackEnvironmentaldevelopmentloopProbleminitialisedDefinetheproblemEvaluationphaseImplementsolutionMonitor/evaluateRationalPlanningApproachFeedSocio-TechnicalApproachesCoreJob Critical PersonalandDimensions Psychological Work States OutcomeSkillvariety Experienced HighTaskidentity meaningfulness intrinsicTasksignificance atwork motivationAutonomy Experienced Highjob Responsibility satisfaction forworkFeedback Knowledgeof lowlabour resultsofwork t/oandabsenceSocio-TechnicalApproachesCoreOrganisationalDevelopmentApproachFormalRelationshipsAimsandobjectivesStrategiesandpoliciesTechnologyandcontrolStructureandstyleAuthorityandadministrativeproceduresInformalRelationshipsFrom:attitudes,perceptions,values,emotions–aboutformalstructuresandpeopleNormativebehaviour,communications,informalinstructions–abouttacticaloperationsoforganisationOrganisationalDevelopmentAppHRLeverageinChangeHRLeverageinChangeTheAcquisitionofHumanResourcesTheAcquisitionofHumanResouRecruitmentandSelection‘Theoverallaimoftherecruitmentandselectionprocessshouldbetoobtainatminimumcostthenumberandqualityofemployeesrequiredtosatisfythemanpowerneedsoftheorganisation’Armstrong1995Therecruitmentandselectionprocess:

-definingrequirements

-attractingcandidates

(recruitment)

-selectingcandidates(selection) -makingthedecisionRecruitmentandSelection‘TheDefinitionofRecruitment‘Searchingforandobtainingpotentialcandidatesinsufficientnumbersandqualitysothattheorganisationcanselectthemostappropriatepeopletofillitsjobneeds’ DowlingandSchuler1990Recruitment=theprocessesusedtoattractapplicationsSelection=theprocessesusedtoidentifythemostsuitablecandidateDefinitionofRecruitment‘SearJobAnalysis‘Theprocessofcollecting,analysing,andsettingoutinformationaboutthejob’Armstrong1992MethodsofJobAnalysis

-refertoexistingjobdescription

-interview

-selfanalysis

-questionnaire

-checklist

-criticalincidenttechnique

-repertorygrid

JobAnalysis‘TheprocessofcoWritingJobDescriptionsIncludebasicdetails–title,locationetcIncludeasummaryofthejobListaselectionofthemaindutiesCovertherangeofthejobUseactiveverbs–toissueetcBepreciseAvoidvagueandmisleadingwordsWritingJobDescriptionsIncludExampleofaJobDescriptionJobTitle: PersonnelAssistantDepartment:HumanResourcesSummary: Responsibleforrecruitmentandother HumanResourcesactivityDuties:ManagingtherecruitmentofstaffInterviewingcandidatesMaintenanceofpersonnelrecordsRuntheinductionprogrammeIssuingcontractsofemploymentAdvisemanagersBookingtrainingcoursesExampleofaJobDescriptionJo

Competency‘Anunderlyingcharacteristicofapersonwhichresultsineffective/superiorjobperformance’ Boyatsis‘Acompetencyisasetofbehaviourpatternswhichanincumbentneedstobringtoajobinordertoperformitstasksandfunctionswithcompetence’

WoodruffeCompetency‘AnunderlyingcharCompetencyList:MiddleManagerHigherLevelCompetenciesVision InadditiontoPlanningskills relevanttechnicalcompetenceCriticalthinking Leadership Persistence****InfluencingskillsInterpersonalskillsSelfconfidenceSelfdevelopmentEmpathyStresstoleranceCompetencyList:MiddleManageEachhigherlevelcompetencecanbebrokendownintosubunitsExample****

“Persistence”:PreparedtousearangeofstrategiestoachieveaproblemsolutionAbilitytodemonstrateacommitmenttotaskcompletionAbilitytorecognisewhencircumstancesrequireaflexibleresponseCompetencyList:MiddleManagerEachhigherlevelcompetencecAdvantagesofa

CompetencyApproachMoreflexiblethanjobdescriptions–the competenciescanbeusedinmanytasksEasiertorelatetotheindividualCanmatchagainstexperiencemoreeasily thantaskfortaskFacilitatespersonspecificationAllowsthedevelopmentofcompetence/ scenarioquestionsLinkstootherHRprocessesAdvantagesofa

CompetencyAppDisadvantagesofa

CompetencyApproachSeesqualitiesasseparateentitieswhereasinajobtheyareusedinconjunctionDifficulttouseinhigherleveljobswherecompetenciesarelesstangibleandmoredifficulttodescribeDifficulttodealwithemotionalaspectssuchaspleasantmannerwhichmaybealliedtopersonalityDisadvantagesofa

CompetencyPersonSpecificationBothjobdescriptionsandcompetencylistsareusedtodrawupapersonspecificationOneofthemostusedframeworksfordrawingupajobdescriptionisAlecRodger’s7PointPlanItlistssevenmainareasinwhichtherecruitermustspecifytheminimumrequirements i.e.thosewhichareessentialandthosepreferredordesirablefortheapplicanttopossessPersonSpecificationBothjobdPersonSpecificationAttribute

EssentialDesirablePhysicalAttainmentsIntelligenceAptitudesInterestsDispositionCircumstancesPersonSpecificationAttributeSuccessfulRecruitmentIsEFFECTIVE,

COSTEFFECTIVEandFAIRRecruitmentmethodsinclude:

-advertisements

-governmentagencies

-consultants&agencies

-directapplications

-wordofmouth

-opendays

-internet

-othermediaSuccessfulRecruitmentIsEFFECAdvertisementsCanbeinternal,press–local,national,international,internet,professionaljournals,otherPurpose–attractattention,createandmaintaininterest,stimulateactionContent–organisationsname,locationofjob,salaryandbenefits,summaryofjob,summaryofpersonrequired,actionrequiredtopursueapplicationAdvertisementsCanbeinternal,CriteriaforChoosingaRecruitmentMethodEffectivenessLabourmarketissuesNumberofapplicantsSelfselectionCostTimeConfidentialityCriteriaforChoosingaRecruiHeadhuntingIndividualsareapproacheddirectlytocheckoutandstimulateinterestinpositionR