HR Issues of Events (2)
By: Zhou Chunlin
School of Tourism, Conference and Exhibitions
Henan University of Economics and Law
Job Analysis Methods
•
•
•
•
•
Questionnaires
Observation
Interviews
Employee recording
Combination of
methods
2
1.
OBSERVATION
• To observe actual performance and record core job
characteristics; suitable for fairly reutilized job.
• PROBLEM
a. Unrealistic when employee behaves
differently
b. Not easy to observe when job involves
thinking and problem-solving
techniques
3
2.
INTERVIEW
– Ask job incumbent and his supervisor to describe
skills, knowledge and abilities needed by
new
employees who would be replacing them
– Structured interview with job-related questions
used
4
3.
QUESTIONNAIR
 Structured or Unstructured
 Quantitative scale measures importance of job
factors
or the frequency
Contain 2 parts:
Describe the kinds of experiences, qualifications,
and attitudes needed
Describe a detailed list of activities, the
importance and time spent
5
3.
QUESTIONNAIRES (Con’t)
Advantage
•
a. Quick and Efficient
•
b. Less administration costs than interviewing
Disadvantage
•
a. Developing is expensive and time consuming
6
P工作问卷
卡恩制造公司
第
a.
c.
d.
姓名:
部门:
主管姓名:
工作名称:
工号.:
主管职位:
I1、 任务综述: 请用你自己的语言简要叙述你的主要工作任务。如果你还负责写报告或做记录，请同时完成第8部分的内容
_________________________________________________________________________________
J2、特定资格要求: 请列举为完成由你的职位所承担的那些任务，需要具有哪些证书、文凭或许可证
_________________________________________________________________________________
K3、设备:请列举为了完成本职位的工作，你通常使用的所有设备、机器、工具（比如打字机、计算机、汽车、车床、叉车、钻机
等等）
机器名称
平均每周使用小时，次数
_________________________________________________________________________________
S
4、常规工作任务:请用概括的语言描述你的常规工作任务。请根据各项任务的重要性以及每个月每项任务所花费时间的百分
比将其从高到低排列。并请尽可能多地列出工作任务， 如果此处空白不够，请另外附纸
5、工作接触: 你所从事的工作要求你同其他部门和其他人员、其他公司或机构有所接触吗？如果是，请列出要求与他人接触
的工作任务并说明其频繁程度
________________________________________________________________________________
6、监督:你的职位负有监督职责吗？（）有 （）没有。如果有，请另外填写一张附加的监督职位工作问卷，并把它附在本表
格上。如果你的职位对其他人的工作还附有责任但不是监督职责的话，请加以解释
7、决策:请解释你在完成常规工作的过程中所要做出的决策有哪些？
（a）如果你所做出的判断或决定的质量不高；（b）所采取的行动不适当，那么可能会带来的后果是什么？
8、文件记录责任:请列出需要由你准备的报告或保存的文件资料有哪些。并请概括说明每份报告都是递交给谁的
.(a) 报告
递交给
8
保存的资料
(b)
9、 监督的频率: 为进行决策或决定采取某种正确的行动程序，你必须以一种怎么的频率同你的主管或其他人协商？
（） 经常
（）偶尔
（）很少
（）从来不
10、工作条件： 请描述你是在一种什么样的条件下进行工作，包括内部条件、外部条件、空调办公区域等。请一定将所有
令人不满意或非常规的工作条件纪录下来
11、资历要求: 请指出为令人满意地完成本职位的工作，工作承担者需要打倒的最低要求是什么?
(a)
教育
最低学历
受教育年限
专业或专长
(b)
(c)
(d)
工作经验
工作经验的类型
工作经验的年限
特殊培训
类型
年限
特殊技能
打字: _______________字/分钟
速记: ___________________ 字/分钟
其他______________________________________________________________________
12、其他信息: 请提供前面各项目中所未能包括，但你认为对你的职位来说是十分重要的其他信息
___________________________________________________________________________
雇员签名___________
日期_________________
9
4.
EMPLOYEE RECORDING
• Asking employees to maintain written records of what
they do is a good way to obtain descriptive job
information
e.g. Time log, AM’s log-book
10
Conducting Job Analysis
• Interested in gathering
data regarding what is
involved in performing a
particular job
• People who participate in
job analysis
11
People Who Participate in Job Analysis
Should Include (at a minimum)
•
•
•
•
Employee
Employee’s immediate supervisor
Job analyst
Consultants
12
Items Typically Included in Job
Descriptions
Major duties performed
Percentage of time devoted to each duty
Performance standards to be achieved
Working conditions and possible hazards
Number of employees performing the job
and who they report to
• The machines and equipment used on the
job
•
•
•
•
•
13
Job Description
• Job Identification
• Date of the Job
Analysis
• Job Summary
• Duties Performed
• Job Specification
14
Job Specification
Minimum Acceptable
Qualifications:
• Educational Requirements
• Experience
• Personality Traits
• Physical Abilities
15
FORMATE OF A JOB DESCRIPTION
JOB DESCRIPTION
•
JOB TITLE:
•
REPORTING TO:
•
DEPARTMENT/SITE:
•
•
OVERALL SCOPE AND PURPOSE:
(in 30 words or less, why the job?)
•
•
DUTIES:
(a list of specific activities, in the form ‘to ensure…’, ‘to maintain….’, ‘to control….’ etc.)
•
•
RESPONSIBILITIES:
(a general accountability for people, equipment, money and materials)
•
•
SPECIFIC TARGETS:
(quantified targets that the job-holder is required to achieve)
•
•
LIAISON:
(amount of contact with people inside and outside the organization)
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Timeliness of Job Analysis
• Need for
accurate job
analysis is
important
• Must be kept
relevant
17
Group exercise
• Choose one member from your group and do
a job analysis on his current employment by
using interview method.
• After obtaining all the necessary data, write a
job description and job specification.
• You are given 30 minutes to complete the task.
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Recruitment, Selection, and Induction
Recruitment
Sources of
labor
Methods
Selection
Interview
Selection
decision
Induction
Application
Collect
information
Clear
reporting
Introduction
Process
Use interview
plan
Use of
grading
scheme
Socialization
Review
Effectiveness
of procedure
Style (formal /
informal, type of
questions, body
language)
Source: Mullins 2005
Strategies for
Recruitment and
Selection
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Recruitment
is “the process of attracting
individuals on a timely basis, in
sufficient numbers, and with
appropriate qualifications, and
encouraging them to apply for jobs
with an organization”.
21
Possible Organizational Recruitment Plan
Position Open
External search begins
Internal request for
candidates with specific
KSAs to HR Dept.
Adv. Developed & placed in
target media
Applicants prescreen by HR Dept.
HR searches Org. skills
database for qualified
candidates
Applicant pool forward to hiring
dept.
No applicants fit
Subset of applicants are
interviewed
Offer rejected
Job offer is made
Offer accepted
Search ends
Forward to hiring dept.
Subset of applicants is interviewed
Job offer is made
Offer accepted
Search ends
No applicant fit
Offer rejected
Process begins again
Internal Recruitment
Probability of
success
due to better
assessment
of abilities and
skills
Increase morel &
motivation of employees
Employee familiar
with org.
Advantages
Lower recruitment
and training costs
23
Internal Recruitment
Disadvantages
Political infighting
for
promotions
Inbreeding
Morale problem
for those
not promoted
24
External Recruitment
Advantages
New ideas and
approaches
Level of knowledge
and skill not available in
current org.
“Clean slate” regarding
company-specific
experiences from which
to build
25
External Recruitment
Disadvantages
Increased
Lack of “fit”
between employee
and org.
Lowered
morale
and
commitment
of employees
adjustment
period
26
Alternatives to Recruitment
• Outsourcing
• Contingent Workers
• Overtime
27
Methods Used in Internal
Recruiting
• Employee Databases
• Job Posting
• Job Bidding
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External Sources of Recruitment
• High Schools and Vocational Schools
• Community Colleges
• Colleges and Universities
• Competitors and Other Firms
• Unemployed
• Older Individuals
• Military Personnel
• Self-employed Workers
29
External Recruitment Methods
• Advertising
• Employment
Agencies - Private
and Public
• Recruiters
• Special Events
• Internships
• Executive Search
Firms
30
External Recruitment Methods
(Continued)
•
•
•
•
•
•
•
Professional Associations
Employee Referrals
Unsolicited Walk-In Applicants
Open Houses
Event recruiting
Virtual Job Fairs
Sign-In Bonuses
31
Tailoring Recruitment Methods
to Sources
• Tailored to need each firm’s needs
• Recruitment sources and methods
vary according to position being
filled
32
High schools
Vocational schools
Community colleges
College and
universities
Competitors and
other firms
Unemployed
Self-Employed
Advertising
Private agencies
Public agencies
Recruiters
Special events
Internships
Executive search firms
Unsolicited applications
Professional associations
Employees referrals
Automated applicant
tracking system
Resume databases
Recruitment Methods and Sources
X X
X
X
33
Recruitment for Diversity
• Analysis of recruitment
procedures
• Utilization of minorities,
women, and individuals
with disabilities
• Advertising
• Employment agencies
• Other suggested
approaches
34
INTERNET
RECRUITING
35
Useful Websites for recruitment
computerjobs.com
36
Useful Websites for recruitment
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•
•
•
•
•
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http://www.applejob.com
http://www.jobfinder.com.hk
http://www.info.gov.hk/labour
http://employment.labour.gov.hk
http://www.classifiedpost.com.hk
http://www.hkjobs.com
http://www.jobasia.com
37
Useful Websites for recruitment
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•
•
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http://www.jobcomputer.com
http://jobsdb.com
http://www.careertimes.com.hk
http://www.recruitonline.hk
38
Internal Recruitment -- Using the
Intranet
• People within the
organization
communicate with
each other
• Database of current
employees
• Job posting
• Job bidding
39
SELECTION
40
Selection
• Is “the process of choosing from a group
of applicants the individual best suited
for a particular position and an
organization”
• Goal of the selection process is to
properly match people with jobs and the
organization
• Individuals overqualified, underqualified,
or do not fit either the job or the
organization’s culture, will probably leave
the firm
41
Selection Decision Outcomes
Selection Decision
Accept
Successful
Unsuccessful
Later Job Performance
Correct Decision
Accept Error
Reject
Reject Error
Correct Decision
42
An Overview on Interview
The purpose
of an
interview
Candidate: present himself/herself
and get the job.
Employer: find the suitable candidate
And make hiring decision.
Employer: ASSESSMENT &
OBSERVATION!
HOW?
Candidate: Give right answers to
VERBAL & NON_VERBAL Q!
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The Interview Process
Opening
the
interview
Investigating the applicant’s background
Investigating the applicant’s
behavioral characteristics
Investigating on applicant’s
motivations
Package information
Giving company information
Closing the inteview
44
Opening the interview
How you say it 35%
What you say 7%
Non-verbal
Communication 58%
First 5 minutes!
Research has proven that the remaining time is commonly spent confirming, not
disproving, the judgement made through these first impressions.
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Questions