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Components
The complexity of a company's HR policies depends on its size and base of operation.
Components include the mission statement, guidelines on ethical and responsible
conduct, hiring practices, grievance procedures, compensation structure, financial
support for continuing education, rules for sick and compassionate leave, and the
company's anti-discrimination and anti-harassment policies. Workplace health and
safety are also important parts of HR policy, including guidelines on operating heavy
equipment and emergency evacuation procedures.
Question 2)
Analysis?
Job analysis is the process of studying and collecting information relating to the
operations and responsibilities of a specific job. The immediate products of this analysis
are job descriptions and job specifications.
In the words of Edwin B. Flippo, "Job analysis is the process of studying and collecting
information relating to the operations and responsibilities of a specific job
Job Description
Job description includes basic job-related data that is useful to advertise a specific job
and attract a pool of talent. It includes information such as job title, job location,
reporting to and of employees, job summary, nature and objectives of a job, tasks and
duties to be performed, working conditions, machines, tools and equipments to be used
by a prospective worker and hazards involved in it.
Job Specification
Also known as employee specifications, a job specification is a written statement of
educational qualifications, specific qualities, level of experience, physical, emotional,
technical and communication skills required to perform a job, responsibilities involved in
a job and other unusual sensory demands. It also includes general health, mental
health, intelligence, aptitude, memory, judgment, leadership skills, emotional ability,
adaptability, flexibility, values and ethics, manners and creativity, etc.
instruments to choose from a pool of applicants a person or persons more likely to succeed in
the job(s), given management goals and legal requirements.
The Recruitment Process:
The recruitment process begins when you know you need someone new in the Department, either because an
existing staff member has left, or because there is new work to be done. It doesnt finish until after the
appointment has been made.
The main stages are identified in the below flow chart
In order to increase efficiency in hiring and retention and to ensure consistency and compliance in the recruitment and selection
process, it is recommended the following steps be followed (also refer to Staff Recruitment and Selection Hiring Checklist). Details
for each step include the minimum recommended best practice to attract a talented and diverse applicant pool:
Understand and take into consideration strategic goals for the University and/or department. Are there any upcoming changes that may
impact this role?
Conduct a quick analysis of UC Core Competencies. Are there any gaps? What core skills are missing from the department? Evaluate
the core skills required now and those which may be needed in the future.
Conduct a Job Analysis if this position will be new to your department. This will also help to identify gaps.
B- Replacement
When attrition occurs, replacing the role is typically the logical step to take. Before obtaining approval to advertise the position, consider the
following:
As with a newly created position, it may be helpful to conduct a Job Analysis in order to tailor the position to what is currently required
and to ensure proper classification. Your HR Classification Analyst can assist in reviewing and completing.
Review the role and decide if there are any changes required as certain tasks and responsibilities performed by the previous person may
not or should not be performed by the new person
General Information
Position Purpose
Essential Functions
Minimum Requirements
Preferred Qualifications
Posting Period
Placement Goals
Additional Advertising Resources
Diversity Agencies
Resume Banks
The Hiring Manager will determine the size (no more than 6) and composition of the committee based on the nature of the position. It is
highly recommended the committee members include:
o At least one individual who has a strong understanding of the role and its contribution to the department
o A job specialist (technical or functional)
o An individual who will interact closely with the position and/or serves as a main customer
Once the position description has been completed, the position can then be posted to the UCR career site via the ATS. Every effort should be
made to ensure the accuracy of the job description and posting text. It may not be possible to change elements of a position once posted,
because it may impact the applicant pool.
To post the position:
The requisition is created by the Service Center Human Resources Coordinator or Departmental Human Resources Coordinator and
approved by the Service Center HR Organizational Coordinator or Organizational HR Coordinator
Once approved, the Departmental HR Coordinator or Service Center will review the requisition and route online to the HR Classification
Analyst who will assign the classification
The requisition is then routed to the HR Recruitment Analyst who will post the position
Applications can be reviewed and dispositional once the minimum number of posting days has been reached
Internal candidates will apply through the regular application process and will be included in the candidate pool along with external
candidates (see 6.0 Special Considerations for details)
The best candidate for the position was chosen based on qualifications
The candidate will help to carry out the University and Departments missions
Review the duties and responsibilities of the position and ensure they were accurately described and reflected in the job description and
interview process
Review selection criteria used to ensure they were based on the qualifications listed for the position
Confirm all applicants were treated uniformly in the recruitment, screening, interviewing and final selection process
Should there be any issues with the above, contact your Organizational Human Resources Coordinator.
By Enhancing Productivity
When people in the organization act and interact in the same way, there is better mutual understanding
among employees and they can work in a more efficient manner. According to a study by Kotter and
Heskett, the organizations that aligned culture and strategy yielded a three times higher Return-OnInvestment than those with a non-aligned culture and strategy.
A personality assessment is a highly effective tool and an efficient use of company resources at this crucial point of
the decision making process.
Identify potential red flags: A personality assessment can discover issues that are sometimes overlooked
during the interviewing process and can quantify an intuition or feeling the interviewer may have about a particular
candidate. It can be used to identify potential red flags concerning behavioral issues, help to understand how to
manage individuals for greater work performance and compare interpersonal dynamics of teams, departments and
candidates.
Learn how to optimize employee work performance: A personality assessment can provide extensive
information on an individuals ability to work with their job responsibilities, team dynamics and company culture.
Additionally, the assessment can show effective strategies to gain optimal performance from that individual within
their particular work environment. It can also be employed to quickly identify the most effective management style
for a new employee or predict how team members are likely to interact.
Ensure you have the right people in the right positions: Additionally, personality assessments can be
utilized in rehires, or situations which call for employees to re-apply for their current jobs, as in the case of a
corporate merger or restructuring. A personality assessment test can also ensure that your company continues to
have the right people in the right positions and distributes assets & talents effectively.
Starting with a first-day welcome, global beauty company LOreal says, Our aim is to develop
successful, committed and mutually beneficial relationships with each of our employees.
The company supports on boarding with a two-year, six-part integration program called LOreal Fit.
The program includes:
Training and roundtable discussions.
Meetings with key insiders.
On-the-job learning supported by line management.
Individual mentoring and HR support.
Field and product experiences such as site visits and shadowing programs.
Approaches to on boarding range from quite structured and systematicas in the case of LOrealto
the sink or swim strategy, in which new employees often struggle to figure out precisely what is
expected and to understand the norms of their new workplace.
One of the first things HR managers should consider is whether their firm is served best by informal or
formal onboarding.
Informal on boarding refers to the process by which an employee learns about his or her new job
without an explicit organizational plan.
Formal on boarding refers to a written set of coordinated policies and procedures that assist an
employee in adjusting to his or her new job in terms of both tasks and socialization.
Short-Term Outcomes of Onboarding: New Employee Adjustment
a- Self-Efficacy, Or Self-Confidence
The first lever for successful on boarding is Self-Efficacy, or Self-Confidence, in job performance. To
the degree that a new employee feels confident in doing the job well, he or she will be more motivated
and eventually more successful than less confident counterparts. Organizations should target specific on
boarding programs to help boost employees confidence as they navigate new organizational waters.
Self-efficacy has been shown to have an impact on organizational commitment, satisfaction and
turnover.
b- Role Clarity
A second task-related lever is role clarityhow well a new employee understands his or her role and
expectations. Performance will suffer if expectations are ambiguous. In fact, a study of employees in the
United States and United Kingdom found that businesses lose an estimated $37 billion each year as a
result of employees not understanding their jobs. Therefore, role clarity (or its flipside, role ambiguity) is
a good indication of how well-adjusted a new employee is, and measuring role clarity can help
organizations stop potential performance problems before they get worse, leading to poor job attitudes.
If new employees say they understand the roles they occupy, that obviously indicate higher role clarity.
Researchers have also studied role conflict in new employees, with lower role conflict indicating more
positive onboarding outcomes. Overall, measures of role clarity are among the most consistent
predictors of job satisfaction and organizational commitment during the onboarding process.
c- Social integration
Social integration is the third lever for successful onboarding. Meeting and starting to work with
organizational insiders is an important aspect of learning about any organization. In addition, new
employees need to feel socially comfortable and accepted by their peers and superiors. Research has
long found acceptance by peers to be an indicator of adjustment.
What are the key issues that should be addressed in the design, conduct, and evaluation of training programs?
The following are the key issues to be addressed for a successful training program:
Place (indoor/outdoor)
Facilities
Time schedule
Trainer
How does Goal Setting Affect the Trainee learning and motivations ?
1. Lack of integration
Performance management has to be approached from an integrated perspective. Synergy has to be created between the
performance management system and strategic planning, human resource management processes, organisational culture,
structure and all other major organisational systems and processes. Individual, team and organisational strategic objectives
must be harmonised. Without integration, no performance management system can succeed on its own, no matter how good
the performance management system may be.
2. Design challenges
The performance management system and tools must be designed to address the particular needs of organisations. The design
process should involve thorough consultation with major stakeholders and especially with future users of the system.
Consultation and interaction are necessary to build trust and relationships with employees and relevant stakeholders. Trust is
an absolute requirement for the success of the performance management system. The new performance management system
should be piloted and thoroughly tested before it is applied in the organisation. Applying an incomplete system leads to loss of
credibility, time, financial and human resources, and
The change management aspect of performance management should be managed strategically. The organisations top
leadership must drive the change process. Resistance to change should be managed proactively. A communication process
should be put in place which will explain the benefits of the performance management system, communicate progress with the
implementation and reduce uncertainties, fears and anxieties. Managers must be encouraged to engage in careful, systematic
and professional planning and implementation of the performance management system. Implementation time frames must be
respected. All documentation and forms must be completed properly and professionally, especially performance agreements
and personal development plans. Mechanisms must be put in place to ensure the objectivity of performance ratings and
judgements, and to reduce favouritism and bias. Performance management should be a continuous process and not an activity
conducted once or twice a year. Performance feedback should be timely and continuous. A rewards system, comprising both
monetary and nonmonetary rewards, should be developed to reward high performers. Mechanisms must be put in place to deal
with nonperformers.
5. Incompetence
All those involved in the performance management system must possess appropriate knowledge, attitudes and skills to utilise
the system. The following are major skills required:
Development of performance indicators, key results areas, core management competencies and performance
agreements
Proactive training and development interventions should be implemented to ensure that the users of the performance
management system are continuously developed. Special emphasis should be given to soft skills and the behavioural aspects
of performance.
6. Lack of rewards
A reward system that rewards high performance and discourages low and mediocre performance must be put in place. A
comprehensive and holistic reward system, which includes various rewards such as financial rewards, public acknowledgments,
merit awards, promotions, greater work responsibilities, learning and study opportunities, should be developed and
communicated to staff. Much greater emphasis must be given to non-monetary rewards. Mechanisms must be put in place to
take corrective action against low performers.
7. Communication challenges
A proactive communication strategy and process must be followed throughout the implementation of the performance
management system. In the planning and design phases, good communication will enable buy-in from the major stakeholders.
In the implementation phase, good communication will assist with managing resistance to change and building positive
momentum. In the monitoring and evaluation phase, good communication will assist with learning and reinforcing
achievements gained. Users of the system must be trained to communicate professionally and developmentally during the
process of conducting performance appraisals and when communicating outcomes and feedback. Communication is one of the
most critical success factors of the entire performance management system. Effective communication requires the provision of
relevant information, ensures buy-in from the users of the system, reduces fears and anxieties, reduces resistance to change,
and generates commitment to the system.
8. Inspiration challenges
The organisations must ensure high levels of staff inspiration. This requires a systematic approach to addressing the challenges
of staff inspiration. It requires continuous investment in human resources. Staff motivation should not be left unmanaged. If it is
left unmanaged, staff motivation naturally deteriorates. Programmes are required to ensure high levels of staff motivation and
commitment to the organisational vision, which may include a variety of activities such as team building, strategic planning,
family picnics, internal competitions and awards, learning and development opportunities, behavioural change exercises,
attitude change activities, sport activities, and similar. These programmes must be proactive, continuous and have a long-term
focus on ensuring sustainable levels of staff motivation.
In addition to direct staff motivation programmes, organisations must build an enabling organisational environment for staff
motivation. Organisational development interventions must be implemented continuously in order to ensure high levels of staff
motivation in a sustainable manner.
Special emphasis must be given to culture change programmes to ensure that the
organisational culture is progressive and developmental. Issues of the objectivity of performance ratings, fairness and equity
should be addressed otherwise staff motivation is compromised.
The organisational structure should be reviewed and issues of power, layers of bureaucracy, organograms, accountabilities,
reporting and communication channels should be analysed. Obstacles should be removed in order to ensure that structure is
not an obstacle to staff motivation.
Organisational processes should be streamlined, simplified and made user-friendly to motivate staff and not to demotivate
them with red-tape and bureaucratic procedures. Proactive communication processes must be put in place to ensure that
information is continuously communicated to the right people. Effective communication reduces fear and uncertainties and
prevents wrong assumptions, gossip, and politics.
intellectual capabilities and technical skills, training and development interventions should emphasise the development of
emotional and spiritual intelligence. A comprehensive reward system should be implemented, comprising monetary and
nonmonetary rewards, to ensure high levels of staff motivation on a sustainable basis. A reward system should be designed in
such a way that it encourages excellence, discourages mediocrity and addresses non-performance.
Leadership plays a crucial role with regard to staff motivation. It is the main responsibility of a leader to inspire staff, to ensure
that obstacles to staff motivation are removed and to generate their passion and commitment to the organisational mission.
High motivation generally leads to high performance. Without motivated staff, no performance management system can be
successful, irrespective of how well the system is developed and how sophisticated performance documents, forms and
agreements are.
9. Lack of monitoring
Performance management system implementation must be continuously monitored. Problems must be detected at an early
stage to enable prompt corrective action. Monitoring systems must be developed to systematically collect information, analyse
and interpret it, and use it for decision-making.
10. Lack of evaluation
The evaluation process must be conducted at regular intervals to enable the detection of problems at an early stage. The
problems identified should be fed back to the design phase. This will ensure that prompt corrective action is taken to address
the identified problems. In order to ensure the integrity of the evaluation process, it is advisable that an independent party
conducts the evaluation process. In order to be successful, the performance management system must be continuously
evaluated and improved.
The system below on Integrated Performance Management has been developed based on the identification of major
performance management problems, weaknesses and challenges. The system addresses these problems in an integrated
manner and provides long-term
management practitioners. They are underpinned by strong theoretical foundations informed by leading local and international
performance management scholars, experts and consultants.