Human Resources

HUMAN RESOURCES

I. Legal What’ hot? EEOC State/City regulations Preemployment inquiries BFOQ Job related Business Necessity

II. Planning Strategic Succession planning Job analysis - job description - job specification RJP

III. Attracting Employees Recruiting - Internal - job postings - referrals - External - schools - agencies - advertising

IV. Selection Application Blank Screening Testing Background/Reference Checks Performance Simulation Interviews Validity/Reliability

Criterion (e.g. perf. app.)

Predictor (e.g. hiring test)

Criterion (e.g. perf. app.) Acceptable Performance Cut off

Predictor I.

Incorrect decision

II.

Correct decision

III.

Incorrect decision

IV.

Correct decision

(e.g. hiring test)

Criterion

Predictor

Criterion Acceptable Performance Cut off

Predictor I.

Incorrect decision

II.

Correct decision

III.

Incorrect decision

IV.

Correct decision

IVa. Interviewing Structured Semi-structured Unstructured Problems to avoid – Similar to me – Stereotyping – Halo – Confirmatory bias

IVa. Interviewing (cont’d) Behavioral Interviews Situational Interviews

V. Training and Development Orientation Training Determine if a performance discrepancy exists. (Performance discrepancy = gap between desired and attained performance). If a gap exists, - Ask, “is it important” - Consider if it’s due to the system - Ask, “is training a solution?” It may be if the gap is due to ability, not motivation - Design program with training objective - Select techniques (on/off job) - Consider methods of delivery - Evaluate training

VI. Performance Appraisal Types - Developmental - Evaluative - Comparative - Absolute Standard Measurement Methods - Ranking, BARS, MBO, 360, etc.

Boeing Management Attributes Assessment Comments

VII. Retention Be sure to use RJP initially

VIII. Compensation - Direct and Indirect - Pay systems - Wages, Salary, Incentives - Pay Determination - Job evaluation - Banding