Introduction to Human Resource

Management
 01 – Introduction to Human Resource Management
CHRA Set A | 2025 | Compiled by @studywithky on X

Training Specialists Plan, organize, and direct

OUTLINE
training activities
1.​ Human Resource Management
a.​ Human Resource Management
Labor Relations Provide advice on all aspects of
b.​ Human Resource Development Specialists union-management relations
2.​ Management Strategy and Performance
a.​ Strategic Human Resource
Management New Approaches in Organizing HR
b.​ Strategic Management ●​ Shared Services Agreements
c.​ Human Resource Metrics ○​ Create centralized HR units whose employees
are shared by all
HUMAN RESOURCE MANAGEMENT ○​ Departments to assist line managers
●​ Corporate HR Teams
HUMAN RESOURCE MANAGEMENT (HRM)
○​ Assist top management in top-level issues
○​ Develops the personnel aspects of the
★​ Organization – a group that consists of people with company’s long-term strategic plan
formally assigned roles who work together to achieve ●​ Embedded HR Teams
the organization’s goals ○​ Have HR generalists assigned to functional
departments (Ex. sales and production)
○​ Provide employee selection and other
Human Resource Management (HRM) – process of
assistance departments need
acquiring, training, appraising, and compensating
●​ Centers of Expertise
employees, and of attending to their labor relations,
○​ Specialized HR consulting firms within the
health and safety, and fairness concerns
company
●​ Main Tasks
○​ Conducting job analyses
○​ Planning labor needs ★​ Authority – the right to make decisions, direct others’
○​ Selecting job candidates work, and give orders
○​ Orienting and training new employees
○​ Compensating employees Line and Staff Aspects of HRM
○​ Appraising performance ●​ Line: associated with managing departments
○​ Building employee engagement and (superior-subordinate)
relations ○​ Frontliners of the company; brings in the
●​ Purpose of HRM to All Managers revenue
○​ Avoid personnel mistakes ○​ Ex. Production, Sales
○​ Improve profits and performance ○​ Line Authority: has the right to issue orders
○​ Preparation as an HR Manager ○​ Line Manager: directs the work of
subordinates
POSITIONS INVOLVED IN HR MANAGEMENT ●​ Staff: associated with advising other managers
and employees (HR managers)
Recruiters Identify and attract candidates ○​ Supports the frontliners; gives advice /
Conduct interviews, manage the specialized support to line functions
hiring process, and facilitate a ○​ Ex. HR, Accounting
smooth onboarding ○​ Staff Authority: has the right to give advice
○​ Staff Manager: assists and advises line
EEO Representatives Investigate and resolve EEO
grievances managers

Examine organizational
practices for violations WITHIN the department → line managers
OUTSIDE the department → staff managers
Job Analysts Collect information about job
duties
HRM FUNCTIONS
Prepare job descriptions

Compensation Develop compensation plans Basic Functions – general management process

Managers ●​ Planning: involves setting goals and outlining
Handle benefits programs
steps to achieve them

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 01 – Introduction to Human Resource Management
CHRA Set A | 2025 | Compiled by @studywithky on X

●​ Organizing: focuses on arranging resources to ●​ Record-Keeping: maintaining accurate and

optimize efficiency (ex. establishing departments) up-to-date records related to employees' personal
●​ Staffing: determining what type of people should and professional information
be hired ○​ documentation of employment contracts,
●​ Leading: leading and directing the subordinates, performance evaluations, training records,
giving clear instructions and guidance and other relevant data
●​ Controlling: monitoring performance against ○​ Used for legal compliance and
established standards and taking corrective decision-making purposes
action when necessary
TRENDS IN HRM
★​ Manager – responsible for accomplishing the
organization’s goals by managing the efforts of the Trends in Jobs People Do
organization’s people ●​ Shift from manufacturing to service
★​ Managing – process of planning, organizing, staffing,
●​ On-Demand Workers: freelancers and
leading, and controlling
independent contractor-gig workers
○​ Work when they can, on what they want to
Operative Functions – daily activities of business work on, when they are needed
●​ Procurement: attracting, sourcing, and recruiting ○​ Mobile, independent bundles of skills
suitable candidates to fill vacant positions within ●​ More jobs are becoming high tech
the organization ○​ Human Capital: knowledge, skills, and
○​ Job analysis abilities of a firm’s workers that produces
○​ Job posting economic value
○​ Candidate screening ○​ Acquisition and development of superior
○​ Interviewing human capital appears essential to firms’
○​ Selecting the best-fit candidates profitability and success
●​ Placement: placing selected employees in
appropriate job roles that align with their skills, Globalization – companies extending their sales,
qualifications, and competencies ownership, and/or manufacturing to new
●​ Training and Development: activities that markets abroad
enhance the skills, knowledge, and abilities of ●​ Has vastly increased international competition
employees ●​ ↑ globalization = ↑ competition = ↑ pressure to be
○​ Training: involves structured programs that world class but with lower costs
impart specific skills ●​ Many transfer operations abroad, not just to seek
○​ Development: focuses on a broader growth cheaper labor but also to tap into new markets
plan for employees to excel in their current
and future roles Economic Trends
●​ Motivation: creating an environment that ●​ Labor force now grows more slowly
encourages employees to perform at their best ○​ Caused by aging baby boomers and low labor
○​ Recognition programs force participation rate
○​ Career growth opportunities ○​ Percent of the population that wants to work
○​ Addressing employees' needs declines
●​ Compensation: designing and managing ●​ Unbalanced Workforce: unemployment rates are
compensation packages for employees low in some occupations while high in others
○​ Determining salaries, bonuses, benefits, and ○​ Many people working today are in jobs below
incentives their expertise
○​ Must align with both industry standards and ○​ Adds more pressure on employers to get the
the organization's financial capabilities best efforts from their employees
●​ Employee Relations: fostering positive
relationships between employees, management, Technology Trends
and labor unions ●​ Technological change is affecting the nature of
○​ handling grievances, disputes, and jobs
negotiations ●​ Technology is changing how employers get HRM
○​ Creating an environment of open tasks done
communication and cooperation ○​ Use of social media to recruit new employees

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 01 – Introduction to Human Resource Management
CHRA Set A | 2025 | Compiled by @studywithky on X

○​ Use of mobile applications to monitor organization by facilitating change, promoting a

employee location positive organizational culture, and aligning HR
○​ Gamification of training, performance practices with organizational objectives
appraisal, and recruiting
○​ Use of cloud computing–based tools to
HRM HRD
manage performance
○​ Data Analytics: use of statistical techniques, Involves day-to-day Involves the growth and
algorithms, and problem solving to identify operations and systems progression of employees
relationships among data for the purpose of
solving particular problems Policies, rules, operations Skills, learning, growth
○​ Talent Analytics: data analytics when applied
The right people are hired Employees learn, grow, and
to HRM
and treated fairly reach their full potential
○​ Rising use of artificial intelligence (AI)
○​ Augmented Reality (AR): transforms huge ●​ Recruitment & ●​ Training &
amounts of data and superimposes digital Selection: hiring the Development: teaching
summaries and images on the physical world right people new skills.
●​ Compensation & ●​ Career Planning:
Benefits: managing helping employees see
HUMAN RESOURCE DEVELOPMENT (HRD)
salaries, bonuses, etc. their future path
●​ Compliance: making ●​ Performance
Human Resource Development (HRD) – process of sure laws and policies Development:
developing the knowledge, skills, abilities, and are followed coaching and
attitudes of employees ●​ Employee Relations: improving performance
●​ Goal: improve learning and performance handling workplace ●​ Organizational
●​ Focuses on creating a learning environment, issues Development:
improving the company
providing training and development
culture and systems
opportunities, and supporting employees in their
career growth Present-oriented Future-oriented
●​ Processes aim to enhance employee performance
and contribute to the overall growth and success
of the organization MANAGEMENT STRATEGY AND PERFORMANCE
STRATEGIC HUMAN RESOURCE MANAGEMENT
HRD FUNCTIONS
Strategic Human Resource Management (SHRM) –
Features of HRD process of formulating and executing HR policies and
●​ Training and Development: focuses on practices that produce employee competencies and
enhancing skills, knowledge, and capabilities of behaviors the company need to achieve its goals
employees through various training programs ●​ Dynamic, not static
and developmental activities ●​ HR managers should identify where each HR
●​ Performance Management: process of activity is now and where it should be to support
evaluating, managing, and improving employee strategic goals
performance through objective setting, feedback, ●​ How to transform HR activities in order to align
coaching, and other performance enhancement with and support the company goals
techniques
●​ Career Development: assists employees in Employee Performance-Improvement Efforts
planning and managing their career growth ●​ HR Department Lever: HR manager ensures that
within the organization the human resource management function is
●​ Succession Planning: identifies potential leaders delivering services efficiently
within the organization and develops their skills ●​ Employee Costs Lever
to ensure a smooth transition in key positions ○​ Advising top management about company’s
●​ Talent Management: attracting, identifying, staffing levels
selecting, and retaining talented individuals ○​ Setting and controlling compensation,
within the organization to meet its current and incentives, and benefits
future needs ●​ Strategic Results Lever: HR manager puts in
●​ Organizational Development: overall place the policies and practices that produce
development and improvement of the employee competencies and skills

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 01 – Introduction to Human Resource Management
CHRA Set A | 2025 | Compiled by @studywithky on X

Evidence-Based Human Resource Management ○​ Process for assigning financial and

●​ Use of data, facts, analytics, scientific rigor, critical nonfinancial goals or metrics to the strategy
evaluation, and critically evaluated research/case map chain of activities required for achieving
studies company strategic goals
●​ Supports human resource management ○​ Balanced Scorecard Planning Approach:
proposals, decisions, practices, and conclusions balances hard data (finances) with soft data
(customer satisfaction) to measure overall
Employee Engagement – extent to which an performance
organization’s employees are psychologically involved ○​ A specific evaluation standard for activities in
in, connected to, and committed to getting their jobs the strategic map
done ●​ Digital Dashboards
●​ Engaged employees experience a high level of ○​ Desktop graphs and charts showing how the
connectivity with their work tasks and work hard company is doing on all metrics from the HR
to accomplish their task-related goals scorecard
●​ Vital to employers today because it drives ○​ Specific measurement of performance in one
performance activity in the strategy map according to the
metrics set in the HR scorecard
Ethics – principles of conduct governing an individual
or a group STRATEGIC MANAGEMENT
●​ Standards used to decide what your conduct
should be Strategic Management – process of identifying and
●​ HR plays a big role in cultivating organizational executing the organization’s strategic plan by
ethics today matching the company’s capabilities with the
demands of its environment
Behaviors / Competencies of an HR Manager
●​ Strategic Plan: a detailed roadmap to reach the
●​ Leadership and Navigation: ability to direct and end goal
contribute to initiatives and processes within the
●​ Hierarchy of Goals: views the goals from the top
organization of the firm down to frontline employees as a chain
●​ Ethical Practice: ability to integrate core values, ○​ The company president sets a long-term goal
integrity, and accountability throughout all ○​ The vice president sets their own goal
organizational and business practices according to the initial goal set]
●​ Business Acumen: ability to understand and ●​ Policies: broad guidelines detailing how
apply information with which to contribute to the employees should act
organization’s strategic plan
●​ Procedures: spell out what to do in a specific
●​ Relationship Management: ability to manage situation
interactions to provide service and to support the
organization Basic Management Planning Process
●​ Consultation: ability to provide guidance to ●​ Setting objectives
organizational stakeholders ●​ Making basic planning forecasts,
●​ Critical Evaluation: ability to interpret ●​ Reviewing alternative courses of action
information with which to make business ●​ Evaluating which options are best
decisions and recommendations ●​ Choosing and implementing the plan
●​ Global and Cultural Effectiveness: ability to value
and consider the perspectives and backgrounds
STRATEGIC MANAGEMENT PROCESS
of all parties
●​ Communication: ability to effectively exchange
information with stakeholders Strategic Management Process
●​ Define the company’s current business
Common Tools Used ○​ What products do we sell?
●​ Strategy Map ○​ Where do we sell them?
○​ Summarizes the role of each department in ○​ How do our products or services differ from
achieving the company’s strategic goals our competitors?
○​ Clarifies employees’ line of sight by visually ●​ Evaluate the company’s external and internal
linking efforts with company’s ultimate goals audits
●​ HR Scorecard

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 01 – Introduction to Human Resource Management
CHRA Set A | 2025 | Compiled by @studywithky on X

○​ Environmental Scan Worksheet: guide for ●​ Focus: focuses on targeting specific markets or
compiling information about the company’s niches
environment
○​ SWOT Chart: Used to compile and organize
★​ Competitive Advantage – what sets a company
the company’s strengths, weaknesses, apart from its competitors, attracting customers and
opportunities, and threats improving market share
○​ PEST Analysis: stands for political, economic,
social, and technological factors
Functional Strategy – identify what each department
●​ Formulate a new business direction
must do to help the business accomplish its strategic
○​ Mission Statement: summarizes what the
goals
company’s main tasks are today
●​ Guide decisions in key operational areas
○​ Vision Statement: general statement of the
○​ HR Strategy: affects talent pipelines,
firm’s intended direction
motivation, and retention
●​ Decide on strategic goals
○​ Operations Strategy: influences work design,
○​ Translate the desired new direction into
job satisfaction, and safety
strategic goals
○​ Marketing Strategy: shapes communication
●​ Formulate strategies to achieve strategic goals
style, customer interaction, and emotional
●​ Implement the strategies
labor
●​ Evaluate the strategic plan
○​ Finance Strategy: can affect budget
constraints, rewards systems, and perceived
fairness
○​ IT Strategy: determines digital
transformation, remote work design, and tech
readiness

HUMAN RESOURCE METRICS

TYPES OF STRATEGIES HR Metrics – quantitative gauge of a human resource

management activity
Corporate Strategy – guide an organization's overall ●​ Includes employee turnover, hours of training per
direction and goals employee, and qualified applicants per position
●​ Concentration Strategy: focuses on a single ●​ Essential to achieving the company’s strategic
product line or service and grows by increasing goals
market share, improving product offerings, or ●​ Benchmarking: measuring how one is doing in
expanding within the same industry relation to something
●​ Diversification Strategy: involves expanding into ●​ Strategy-Based Metrics: focus on measuring the
new markets or industries that are different from activities that­contribute to achieving a
its existing core business company’s strategic aims
●​ Vertical Integration Strategy: focuses on taking ●​ HR Audit
control of its own supply chain by acquiring or ○​ Analysis of the completeness, efficiency, and
producing its own raw materials effectiveness of the organization’s HR
●​ Consolidation Strategy: act of merging or functions
acquiring other companies to strengthen market ○​ Include HR policies, practices, processes, and
position and achieve economies of scale relevant metrics
●​ Geographic Expansion: involves increasing a ○​ Generally involves using a checklist to review
company's market presence by entering new the company’s HR functions and if the firm is
geographical areas adhering to regulations, laws, and company­
policies
Competitive Strategy – help a company attract
customers and compete against competitors Scope of HR Audits
●​ Cost Leadership: focuses on becoming the ●​ Roles and headcount
lowest-cost producer in an industry ●​ Compliance with federal, state, and local
●​ Differentiation: focuses on a unique product or employment-related legislation
service features to stand out from competitors ●​ Recruitment and selection

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 01 – Introduction to Human Resource Management
CHRA Set A | 2025 | Compiled by @studywithky on X

●​ Compensation (policies, incentives, survey

procedures, and so on)
●​ Employee relations
●​ Mandated benefits
●​ Group benefits (insurance, time off, flexible
benefits, and so on)
●​ Payroll (such as legal compliance)
●​ Documentation and record keeping
●​ Training and development
●​ 1Employee communications
●​ Termination and transition policies and practices

★​ High-Performance Work Systems – a set of human

resource management policies and practices that
promote organizational effectiveness

CHRA Set A Introduction to Human Resource Management 6

Job Analysis and Design
 02 – Job Analysis and Talent Management
CHRA Set A | 2025 | Compiled by @studywithky on X

scopes and limits

OUTLINE
1.​ Talent Management
Employee Helps determine whether a
a.​ Job Analysis
Selection particular applicant possess the
b.​ Job Descriptions right qualifications to carry out the
c.​ Job Specifications job
2.​ Job Evaluation
a.​ Internal Pay Equity Training Helps identify what skills to teach
b.​ External Pay Equity the person selected for the job

Manpower Process of determining worker

TALENT MANAGEMENT Planning mobility within an organization
(climbing the corporate ladder)
JOB ANALYSIS
Helps avoid Peter Principle

★​ Talent Management – goal-oriented and integrated Performance Use of specific, job-related

process of planning, recruiting, developing, Appraisal categories leads to more accurate
managing, and compensating employees performance appraisals that are
better accepted
PLANNING → RECRUITMENT → SELECTION Serve as an excellent source of
employee training and counseling

TALENT MANAGEMENT PROCESS Job Classification Classifying jobs into groups based
on similarities in requirements and
duties
Talent Management Steps
●​ Identify positions to fill through job analysis, Useful for determining pay levels,
personnel planning, and forecasting transfers, and promotions

●​ Recruit applicants from internal or external

Job Evaluation Can be used to determine the
sources worth of a job
●​ Collect applications and screen using forms and
initial interviews Job Design Determine the optimal way in
which a job should be performed
●​ Select candidates with tests, interviews,
background checks, and exams
●​ Make job offers by choosing who gets hired Compliance with Any employment decision must be
●​ Onboard and train through orientation, training, Legal Guidelines based on job-related information
and skill development
For a job analysis to withstand
●​ Evaluate performance with appraisals and legal scrutiny, it is essential that
feedback the job analysis process and results
be well documented
●​ Motivate with compensation using fair pay and
benefits Organizational Job analysis interviews can help
Analysis discover lapses in organizational
Job Analysis – systematic process for determining communication and correct
problems / help an organization
the duties and skill requirements of a job and the function better
kind of person who should be hired for it
●​ The foundation of all HR functions
Types of Information in a Job Analysis
●​ Job Descriptions: job’s duties, responsibilities,
●​ Work Activities: the how, why, and when of
reporting relationships, working conditions, and
performing work tasks
supervisory responsibilities
●​ Human Behaviors: behaviors needed for the job
●​ Job Specifications: job’s human requirements;
●​ Machines, tools, equipment, and work aids:
requisite education, skills, personality, and so on
tools used, materials process, knowledge dealt
with or applied, and services rendered in a job
USES OF JOB ANALYSIS ●​ Performance Standards: job’s performance
standards in terms of quantity or quality levels for
Job Description Known as the product of a job
analysis each job duty
●​ Job Context: physical working conditions, work
What the job is all about, the schedule, incentives, number of people with
needed skills and competencies,
whom the employee would be working with

CHRA Set A Job Analysis and Talent Management 7

 02 – Job Analysis and Talent Management
CHRA Set A | 2025 | Compiled by @studywithky on X

●​ Human Requirements: knowledge or skills and ●​ Focuses on increasing the intrinsic

required personal attributes "motivators" within a role
●​ Select Representative Positions: select a sample
Personpower Planning of job positions to do the job analysis to
●​ Worker Mobility: moving from one position to ●​ Analyze the Job
another ○​ Greet each job holder
●​ Peter Principle: idea that organizations tend to ○​ Explain the job analysis process and
promote good employees until they reach the participants’ roles
level at which they are not competent; highest ○​ Interview employee to get a basic summary
level of incompetence of the job
○​ Identify the job’s broad areas of responsibility
CONDUCTING A JOB ANALYSIS ○​ Identify specific duties or tasks within each
area
●​ Verify the Job Analysis Information with the
Steps for Conducting a Job Analysis
Worker and Immediate Supervisor
●​ Identify the Use
○​ Helps confirm that the information is correct
○​ Where will the information be used?
and complete
○​ Determines how information will be collected
●​ Develop a Job Description and Specification
●​ Review Relevant Background Information
○​ Use the verified job analysis information as
About the Job
basis
○​ Understand the job’s context
○​ Organization Chart: shows the
Steps to Business Process Reengineering
organizationwide division of work, and where
●​ Identify a process that needs redesign
the job fits in the overall organization
●​ Measure current performance of the process
○​ Process Chart: provides a detailed picture of
●​ Spot improvement opportunities within the
the workflow
process
○​ Workflow Analysis: a detailed study of the
●​ Redesign and implement a better workflow
flow of work from job to job in one identifiable
●​ Assign ownership of tasks to individuals/teams,
work process
supported by computerized systems
■​ Includes reviewing the organization chart,
process chart, and job description
Methods for Collecting Job Analysis Information
■​ Helps the manager identify what a job’s
●​ Interviews: gathers information through
duties and demands are
one-on-one or group conversations
○​ Business Process Reengineering: process of
○​ Simple and quick way to collect information
redesigning business processes
○​ Can reveal important activities that occur
○​ Job Redesign
occasionally or informal contacts not on the
■​ Job Rotation: lateral transfer of
organization chart
employees
○​ There may be a tendency for people to inflate
●​ Involves moving a trainee from
their job’s importance when abilities are
department to department
involved
●​ Goal is to broaden their experience
●​ Questionnaires: checklists / open-ended
and identify strong / weak points
questions used to describe job duties and
●​ Reduces boredom and provides relief
responsibilities
from repetitive movements
○​ Quick and efficient way to obtain information
■​ Job Enlargement: horizontal expansion
from a large number of employee
of tasks
○​ Less costly than interviewing dozens of
●​ Involves giving more responsibilities
workers
to the employee
○​ Developing and testing it can be
●​ Combines 2 or more simplified jobs
time-consuming
■​ Job Enrichment: vertical expansion of
●​ Observation: useful when jobs consist of
tasks
observable physical­activities
●​ Involves giving more responsibilities
○​ Not appropriate when the job entails a lot of
to the employee and freedom over
mental activity
those responsibilities
○​ Managers often use direct observation and
●​ Employees get to decide how to do
interviewing together
their jobs

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 02 – Job Analysis and Talent Management
CHRA Set A | 2025 | Compiled by @studywithky on X

●​ Participant Diary / Log: employee records the

activity in a log What Types of Information should be Obtained?
●​ Position Analysis Questionnaire (PAQ) ●​ Types of Requirements
○​ Used to collect quantifiable data concerning ○​ Formal: written, legal information (ex.
the duties and responsibilities of various jobs Secretary – typing letters or filing memos)
○​ Consists of 194 items ○​ Informal: not part of the job (ex. Making
○​ Basic Activities coffee)
■​ Having Decision-Making / ●​ Level of Specificity
Communication / Social Responsibilities ○​ General to specific
■​ Performing Skilled Activities ○​ Job, position, duty, task, activity, element, sub
■​ Being Physically Active element
■​ Operating Vehicles / Equipment
■​ Processing Information JOB ANALYSIS PROCESS
○​ Final PAQ score reflects the job’s rating on
each of these five activities
Basic Steps
●​ Step 1: Identify tasks performed
JOB ANALYSIS PREPARATIONS ●​ Step 2: Write task statements
●​ Step 3: Rate task statements
Who will Conduct the Job Analysis? ●​ Step 4: Determine essential KSAOs
●​ Internal Department ●​ Step 5: Select tests to tap KSAOs
○​ Human Resources
○​ Compensation Step 1: Identify Tasks Performed
○​ Training ●​ Gather existing information that has already been
○​ Engineering obtained (ex. review recent job description)
●​ Internal Task Force (coalition) ●​ Interview Subject Matter Experts (SMEs)
●​ Supervisors ○​ Individual Interviews: interviewing one
●​ Employees employee at a time
●​ Consultants ○​ SME Conferences: a larger number of
●​ Interns/class projects employees are interviewed together
○​ Ammerman Technique: a group of job
How often should a Job Description be Updated? experts identify the objectives and standards
●​ If the job changes significantly to be met by ideal worker
●​ Common in high-tech jobs ●​ Workflow Analysis: detailed study of the flow of
●​ Job Crafting: process in which employees work from job to job in one identifiable work
unofficially change their job duties to better fit process; may lead to changing or reengineering
their interests and skills the job
○​ Observe Incumbents: job analysts watch the
Which Employees should Participate? worker do their job and obtain information
●​ Choices that may have been forgotten
○​ All employees ○​ Job Participation: doing the job itself;
○​ Random sample effective because it is easier to understand
○​ Representative sample: if the organization every aspect of the job once you’ve done it
only has 1 line of work (ex. teaching) yourself
○​ Convenience sample
●​ Potential Differences
AMMERMAN TECHNIQUE
○​ Job Competence: higher and lower
performing employees generate different job 1 Convene a panel of experts that includes
analysis results representatives from all levels of the organization
○​ Race: tends to be biased
2 Identify the objectives and standards that are to
○​ Gender: difference in perspective between be met by the ideal incumbent
male and female employees
○​ Educational Level: similar with gender 3 List the specific behaviors necessary for each
○​ Viewpoint: a manager and its team members objective or standard to be attained

will have different point of view of how should

4 Identify which of the behaviors from step 3 are
a manager act or do their job

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“critical” to reaching the objective range of different tasks, acquiring

knowledge, or developing a skill
5 Rank-order the objectives on the basis of
importance Other Personal factors such as personality,
Characteristics willingness, interest, motivation, and
other tangible factors such as licenses
Step 2: Write Task Statements
●​ Required Elements
Step 5: Select Tests to Tap KSAOs
○​ Action: what is done
●​ Find the right tool for applicants
○​ Object: to which action is done
●​ Include methods such as interviews, work
●​ Optional Elements
samples, ability tests, personality tests, reference
○​ Where the task is done
checks, integrity tests, biodata, and assessment
○​ How it is done
centers
○​ Why it is done
●​ Ex. Blue Collar applicants – prioritize tests that
○​ When it is done
maximize physical abilities
●​ Characteristics of a well-written task statement
○​ 1 action and 1 object (no double-barrels)
○​ Appropriate reading level JOB DESCRIPTIONS
○​ Makes sense by itself
○​ All are written in the same tense Job Description – a relatively short summary of a job
○​ Indicate tools and equipments used ●​ The written output of a job analysis
○​ Should not be competencies or policies ●​ Should be about two to five pages in length
●​ Must describe a job in enough detail that
Step 3: Rate Task Statements decisions about activities such as selection and
●​ Task Analysis training can be made
○​ Process of identifying the tasks for which ●​ Updated when work tasks change significantly
employees need to be trained ●​ The phrase “and performs other job-related duties
○​ A group of SMEs rate each task on the as assigned” should be included
frequency and importance
●​ Can be rated on a variety of scales SECTIONS OF A JOB DESCRIPTION
○​ Importance
○​ Part-of-the-job Job Title Specifies the name of the job
○​ Frequency of performance
Assists in employee selection and
○​ Time spent recruitment
○​ Relative time spent
○​ Complexity Affects perceptions of job worth
and status, and clarity of resumes
○​ Criticality
●​ Research shows only 2 scales are necessary – Brief Summary Briefly describe the nature and
frequency and importance purpose of the job

Can be used in job ads / postings

Using Rating Scales
●​ Create a chart to summarize the ratings Should only include major
●​ Add frequency and importance ratings to form a functions or activities of the job
combine rating for each task
Responsibilities Heart of the job description
●​ Include the task in the final task inventory if… and Duties
○​ Average rating is > 0.5 Lists the tasks and activities in
○​ Combined rating is ≥ 0.2 which the worker is involved

Organized by dimensions such as

Step 4: Determine Essential KSAOs similar activities, KSAOs, and
temporal order
DEFINING KSAOs
Use task statements (easy to
Knowledge Body of information needed to understand and list only 1 activity
perform a task per statement)

Skill Proficiency to perform a certain task Tools and Lists all the tools and equipment
Equipments Used used to perform the work activities
Ability Basic capacity for performing a wide in the previous section

CHRA Set A Job Analysis and Talent Management 10

 02 – Job Analysis and Talent Management
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effectiveness)
Used primarily for
employee selection and training
Job-Requirements Matrix – complete description of
Work Context Describes the environment in what the worker does and how and why he or she
which the employee works
does it
Includes work schedule, degree of ●​ Clarifies each task’s purpose and each duty’s
supervision, and ergonomic required knowledge, skills, abilities, and other
information characteristics
●​ Contents
Work Outline standards of performance
Performance ○​ Column 1: each of the job’s four or five main
Contains a brief description of job duties (such as post accounts payable)
standards used, frequency of ○​ Column 2: task statements for the main tasks
evaluation, evaluation dimensions,
and the evaluator associated with each main job duty
○​ Column 3: relative importance of each main
Compensation Job evaluation dimensions, job duty
Information exempt status, pay grade, job ○​ Column 4: time spent on each main job duty
group
○​ Column 5: knowledge, skills, ability, and other
Job Competencies Job competencies, KSAOs, job human characteristics (KSAO) related to each
specifications main job duty
●​ Task Statement: describes what the worker does
Must be separated by those that
are needed before hire and that on each of a main job duty’s separate job tasks
can be learned after hire and how the worker does it

JOB SPECIFICATIONS JOB EVALUATION

Job Specifications – a list of human traits and Job Evaluation – process of determining the
experience that are required to perform the job monetary worth of a job
●​ What human traits and experience are required ●​ Process of determining the baseline pay of
to do this job effectively? employees
●​ Shows what kind of person to recruit and for what ●​ The Idea Compensation
qualities that person should be tested ○​ Attract and retain employees
●​ May be a section of job description or a separate ○​ Motivate current employees
document ○​ Provide security
●​ Trained ○​ Equitable
○​ Relatively straightforward ○​ In compliance with legal guidelines
○​ Length of previous service, quality of relevant ●​ Ex. salary grades
training, and previous job performance
●​ Untrained INTERNAL PAY EQUITY
○​ Involves the intent to train people on the job
○​ Physical traits, personality, interests, or Internal Pay Equity – equal pay WITHIN an
sensory skills that imply some potential for organization
trainability ●​ Higher pay must be given to those with bigger
responsibilities
●​ Reason why managers earn more
WAYS OF IDENTIFYING HUMAN REQUIREMENTS

Based on Review job duties and deduce DETERMINING INTERNAL PAY EQUITY
Judgement from those the human traits and
skills the job requires
Step 1: Determine Compensable Factors
Based on More defensible than using only ●​ Compensable Factors: factors that differentiate
Statistical Analysis judgment, but is more difficult
the relative worth of jobs
Predictive Validation: determines ○​ Responsibility
the relationship between a ○​ Complexity/difficulty
predictor (human trait) and a ○​ Skill needed
criterion (indicator of job
○​ Physical demands

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○​ Work environment ●​ Do salary surveys fix salaries at low levels?

●​ Ex. complexity of a psychometrician

Step 2: Determine Levels for Each Factor

●​ Education
○​ High school degree or less
○​ Two-year college degree
○​ Bachelor’s degree
○​ Master’s degree
●​ Responsibility
○​ Makes no decision
○​ Makes decision for self
○​ Makes decisions for 1-5 employees
○​ Makes decisions for more than 5 employees
●​ Physical Demands
○​ Lifts no heavy objects
○​ Lifts objects between 25-100 pounds
○​ Lifts objects more that 100 pounds

Step 3: Assign Weights to Each Factor

●​ Assign weight / points to each compensable
factor
●​ Job evaluation committee determines the total
number of points that will be distributed among
the factors
●​ The greater the number of factors, the greater the
number of points

EXTERNAL PAY EQUITY

External Pay Equity – equal pay OUTSIDE the

organization
●​ Worth is based on external market
●​ Determined through salary surveys
●​ Information Obtained
○​ Salary range
○​ Starting salary
○​ Actual salaries paid
○​ Benefits
●​ Salary Surveys: survey sent to other organizations
to compare their compensation on a specific role
●​ Market Position: where an organization wants to
be in relation to the compensation policies of
others

Potential Salary Survey Problems

●​ Response Rate
○​ Organization conducted
○​ Trade group conducted
●​ Finding comparable jobs
○​ Comparable Worth: idea that jobs requiring
the same level of skill and responsibility
should be paid the same regardless of supply
and demand
●​ Do salary surveys perpetuate discrimination?

CHRA Set A Job Analysis and Talent Management 12

Personnel Planning and Recruiting
 03 – Personnel Planning and Recruiting
CHRA Set A | 2025 | Compiled by @studywithky on X

FORECASTING
OUTLINE
1.​ Human Resource Planning (HRP)
a.​ Workforce Planning Forecasting – process of predicting future staffing
b.​ Forecasting needs based on various factors like business goals,
c.​ Succession Planning market trends, and employee skills
2.​ Recruitment ●​ Types of Employment Forecasts
a.​ Employee Recruiting
○​ Personnel Needs: demand for employees
b.​ Types of Recruitment
○​ Supply of Inside Candidates: those who are
already working in the company
HUMAN RESOURCE PLANNING (HRP) ○​ Supply of Outside Candidates: bringing in
WORKFORCE PLANNING (WFP) new people
●​ Help identify need–supply gaps to guide the
development of training and recruitment plans
Human Resource Planning (HRP) – process of
deciding what positions the firm will have to fill, and
how to fill them EMPLOYMENT FORECASTS
●​ Also called Workforce / Personnel Planning
Personnel Needs Staffing needs
●​ Determines what actions must be taken to (Labor Demand)
respond to future needs Starts with revenue forecast
●​ The actions to be taken may depend on
○​ External factors Trend Analysis: study of a firm’s
■​ Government Policies past employment needs over a
■​ Level of Economic Development period of years
■​ Business Environment
Ratio Analysis: based on the
■​ Level of Technology International Factors
historical ratio between a causal
○​ Internal factors
factor and the number of
■​ Company Policies and Strategies employees required
■​ Human Resource Policies
■​ Job Analysis Scatter Plot: a graphic
■​ Time Horizons representation of how two
●​ Main objective is to identify and eliminate gaps variables are related
between the employer’s projected workforce
Managerial Judgement:
needs and the current employees who might be
managers or supervisors make
suitable for filling those needs
the decisions
●​ Integral part of the firm’s strategic planning
process Supply of Inside Possible inside candidates
Candidates
Personnel Replacement Charts:
WFP PROCESS
records showing present
performance and promotability
of inside candidates for the most
Basic Workforce Planning Process
important positions
●​ Review the client’s business plan and workforce
data Position Replacement Card: a
●​ Forecast and identify what positions are to be card prepared for each position
in a company to show possible
filled replacement candidates and
●​ Develop a workforce strategic plan their qualifications
○​ Prioritize key workforce gaps
Markov Analysis: a
■​ What positions to fill
mathematical process (matrix)
■​ Who does the company currently have used to forecast availability of
that can fill them internal job candidates
○​ Identify specific plans for filling any gaps
■​ Recruitment: for external hires
Supply of Outside Possible outside candidates
■​ Training: for promotion Candidates Done if there is a lack of internal
■​ Implement the plans and use various candidates possessing a certain
metrics to monitor the process skill

Forecasting Workforce

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○​ Job Portals: platforms that connect job

Availability: checks whether
finding suitable candidates from seekers with employers
outside the company would be ○​ Educational Institutions: campus hiring
easier ○​ Resume Databases: pre-registered
candidates with specific skills and experience
SUCCESSION PLANNING relevant to the position
○​ Headhunting: proactively seeking skilled
professionals or passive candidates
Succession Planning – process of identifying and
○​ Professional Networking Events: industry
developing internal talent to fill critical roles
events or conferences
●​ Involves developing workforce plans for the
○​ Advertisements: attracts wide pool of
company’s top positions
candidates through platforms
●​ Purpose is to develop organizational leadership to
○​ Social Media Platforms: cost-effective way to
enhance performance
advertise open positions
●​ Internal recruiting improves employee
SUCCESSION PLANNING PROCESS
engagement

Steps to Succession Planning

★​ Part-TIme Workers – contingent or temporary
●​ Identify Key Position Needs
workers
○​ Define key positions and high potentials
○​ Review current talent
○​ Create skills profiles for the key positions TYPES OF RECRUITMENT
●​ Develop Inside Candidates
○​ Identify inside candidates
★​ Applicant tracking systems (ATS) – online systems
○​ Provide them with the developmental
that help employers attract, gather, screen, compile,
experiences they require to be viable
and manage applicants
candidates
■​ Internal training
■​ Cross-functional experiences Media Advertisements
■​ Job rotation ●​ Newspaper Ads
■​ External training ○​ Respond by calling
■​ Global / regional assignments ○​ Apply-in-person ads
●​ Assess and Choose Candidates ○​ Send-resume ads
○​ Send resume to a blind box
RECRUITMENT ●​ Electronic Media: television and radio
●​ Situation-Wanted Ads: placed by the applicants
EMPLOYEE RECRUITING rather than by organizations
○​ List extensive qualifications, some give
★​ Recruitment – process of finding and/or attracting applicant’s names, and some are generally
applicants for the employer’s open positions more creative than others
●​ Point-of-Purchase Methods: based on the same
point-of-purchase advertising principles used to
Sources of Candidates
market products to consumers
●​ Internal Recruitment: promote someone from
○​ Job vacancy notice is placed where
within the organization
customers are likely to see them
○​ Promotions: qualified employees from lower
●​ Recruiters
levels
○​ Campus Recruiters: professionals who focus
○​ Transfers: moving employees to a different
on hiring students or recent graduates from
role or department based on their skills
colleges and universities
○​ Employee Referrals: leverages networks and
○​ Outside Recruiters: specialize in finding and
knowledge to identity qualified individuals for
vetting candidates for job openings from
new positions
outside of an organization's existing
●​ External Recruitment: hire someone from
employee base
outside the organization; used when specific skills
Employment Agencies and Search Firms
aren’t currently available in the company
●​ Employment Agencies
○​ Either charge the company or the applicant

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○​ Especially useful if an HR department is Internet

overloaded with work or if an organization ●​ Fast growing source of recruitment
○​ Company loses control over its recruitment ●​ Generates more responses quicker and for a
process and may end up with undesirable longer time at less cost
applicants ●​ Employer-Based Websites
●​ Executive Search Firms ○​ An organization lists available job openings
○​ Jobs they represent tend to be higher-paying, and provides information about itself and the
non-entry level positions minimum requirements needed to apply to a
○​ Fees charged are usually 30% of the particular job
applicant’s first-year salary ○​ Applicants can download their resumes,
●​ Public Employment Agencies answer questions designed to screen
○​ Designed primarily to help the unemployed unqualified applicants, and take employment
find work, but they often offer services such tests
as career advisement and resume preparation ○​ Use of job domains have been rampant
○​ Some government programs help pay ●​ Internet Recruiters
training costs ○​ A private company whose website lists job
○​ State and local employment agencies openings for hundreds of organizations and
●​ Recruitment Process Outsourcers (RPOs) resumes for thousands of applicants
○​ Special vendors that handle all or most of an ○​ It’s less costly than newspaper advertisement
employer’s recruiting needs and reaches more people over a larger
○​ Usually sign short-term contracts with the geographic area
employer ○​ Blogging allows recruiters to discuss an
○​ Receive a monthly fee that varies with the organization’s career opportunities and
amount of actual recruiting the employer corporate culture informally with potential
needs done applicants
●​ On-Demand Recruiting Services (ODRS)
○​ Provide short-term specialized recruiting to Direct Mail
support specific projects without the expense ●​ An employer typically obtains a mailing list and
of retaining traditional search firms sends help-wanted letters or brochures to people
○​ Recruiters are paid by the hour or project through the mail
●​ Outsourcing: having outside vendors supply ●​ Especially useful for positions involving
services that the company’s own employees specialized skills
previously did in-house
●​ Offshoring: having outside vendors or employees Job Fairs
abroad supply services that the company’s own ●​ Designed to provide information in a personal
employees previously did in-house fashion to as many applicants as possible
●​ Many types of organizations have booths at the
Employee Referrals same location
●​ Employer posts announcements of openings and ●​ Also held when an event or disaster occurs that
requests for referrals on its Website, bulletin affects local employment
boards, and/or wallboards ●​ Many organizations in the same field in one
●​ Tends to generate more applicants, more hires, location
and a higher yield ratio (hires/applicants) ●​ Organization holds it own job fair
●​ Current employees tend to provide accurate
information about their referrals because they’re College Recruiting
putting their own reputations on the line ●​ Sending an employer’s representatives to college
●​ At risk of possible discrimination campuses to prescreen applicants and create an
●​ Can also backfire when most of a firm’s applicant pool from the graduating class
employees are nonminority ●​ Main Goals
○​ Determine if a candidate is worthy of further
Executive Recruiters consideration
●​ Also called headhunters ○​ Make the employer attractive to candidates
●​ Special employment agencies employers retain to ●​ Can be expensive
seek out top-management talent for their clients ●​ Interns
●​ Critical for sourcing candidates for executive
positions

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○​ Can be used to make useful contributions

while evaluating them as possible full-time
employees
○​ Can mean honing business skills, learning
more about potential employers, and
discovering one’s career likes for the student

Nontraditional Population
●​ Forming partnerships with local churches
●​ Developing recruitment strategies and such
gay-friendly benefits as domestic partner benefits
to recruit and retain gay and lesbian employees
●​ Using inmates to perform work
●​ Recruiting ex-convicts
●​ Hiring PWDs
●​ Hiring married couples

★​ Alternative Staffing – use of nontraditional

recruitment sources

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Employee Testing and Selection
 04 – Employee Testing and Selection
CHRA Set A | 2025 | Compiled by @studywithky on X

○​ Internal Comparison Estimate: measures the

OUTLINE consistency of responses across items within
3.​ Employee Selection
a single test
a.​ Defining Employee Selection
b.​ Basics of Testing and Selection ●​ Reliability Coefficient: shows the degree to
c.​ Types of Tests which the two measures are correlated
d.​ Work Samples and Simulations
e.​ Elements in Recruitment Selection Validity – accuracy of the test
4.​ Selection Interviews ●​ Does performance on the test accurately predict
a.​ Interviews job performance?
b.​ Job Offer
●​ Refers to the correctness of the inferences that
we can make based on the test
EMPLOYEE SELECTION ●​ Types of Validity
○​ Criterion Validity: extent to which the scores
DEFINING EMPLOYEE SELECTION
on the test (predictors) are related to job
performance (criterion)
Employee Selection – process of identifying and
○​ Content Validity: extent to which the content
hiring the most suitable candidate from a pool of
of a selection procedure is representative of
applicants for a specific job
important aspects of performance on the job
●​ Occurs after recruitment and focuses on
○​ Construct Validity: extent to which a
decision-making
selection procedure measures a construct
●​ Involves evaluating qualifications, skills,
●​ Employers often opt to demonstrate evidence of a
experience, and personal attributes
test’s validity using criterion validity
●​ Uses various methods such as application
●​ Without proof of validity, there is no logical or
screening, interviews, tests, and background
legally permissible reason to use it to screen job
checks
applicants
●​ Main Goals
○​ Person–Job Fit: match the KSACs that are
required for performing the job with the ★​ Bias – a systematic error in measurement, scoring, or
interpretation that leads to unfair advantages or
applicant’s KSACs
disadvantages for certain individuals or groups
○​ Person–Organization Fit: match the person
with the organization’s values
Utility Analysis – method used to evaluate the
Importance of Employee Selection practical value or cost-effectiveness of a test, tool, or
●​ Employees with the right skills will perform better measurement
for the company ●​ Does it pay to use the test?
●​ It is costly to recruit and hire employees ●​ Taylor–Russell Tables: estimate the percentage
●​ Inept hiring has legal consequences of successful employees hired based on test
○​ Negligent Hiring: Hiring workers with validity, base rate, and selection ratio
questionable backgrounds without proper ●​ Brogden–Cronbach–Gleser Formula: converts
safeguards improvements in job performance into monetary
○​ Equal employment laws require gains
nondiscriminatory selection procedures ●​ Cost–Benefit Analysis: compares total program
costs to expected financial benefits
BASICS OF TESTING AND SELECTION
Test Takers’ Individual Rights and Test Security
Reliability – consistency of scores ●​ Based on APA’s standard for educational and
●​ A selection tool’s first requirement psychological tests
●​ Types of Reliability Estimates ●​ Confidentiality of test results
○​ Test-Retest Reliability Estimates: same test ●​ Informed consent regarding use of these results
is administered to the same group of people ●​ Expect that only people qualified to interpret the
at two different points in time; measures the scores will have access to them
stability of test scores over time ●​ Expect the test is fair
○​ Equivalent / Alternate Form Estimate:
measures the consistency of scores between
two equivalent versions of the same test

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VALIDATION PROCESS TYPES OF TESTS

Validation Study – systematic process used to Tests of Cognitive Ability – include tests of general
evaluate the accuracy, effectiveness, and reasoning ability and tests of specific mental abilities
appropriateness of a test, tool, or measure like memory and inductive reasoning
●​ Analyze the Job ●​ Intelligence Tests
○​ Analyze the job and write job descriptions ○​ Tests of general intellectual abilities
and job specifications ○​ Measures a range of abilities, including
○​ Aims to specify the human traits and skills memory, vocabulary, verbal fluency, and
that are required for job performance numerical ability
○​ Must also define success on the job (criteria) ○​ Ex. Wechsler Adult Intelligence Scale,
■​ Production-Related Criteria (quantity, Wonderlic Personnel Test
quality, and so on) ●​ Specific Cognitive Abilities
■​ Personnel Data (absenteeism, length of ○​ Aptitude Tests: designed to measure a
service, and so on) person’s potential or capacity to learn,
■​ Worker Performance (reported by develop skills, or perform specific tasks in the
supervisors) future
●​ Choose the Tests ○​ Includes deductive reasoning, verbal
○​ Based on experience, previous research, and comprehension, memory, and numerical
best guesses ability
○​ Several tests are often used and combined ○​ Ex. Mechanical Reasoning Test, SRA Test of
into a test battery Mechanical Aptitude
○​ Aims to measure an array of possible
predictors Tests of Motor and Physical Abilities
●​ Administer the Test ●​ Motor Abilities: finger dexterity, manual dexterity,
○​ Concurrent Validation: employees’ test and reaction time
scores and current performance are ●​ Physical Abilities: static strength (lifting weights),
measured collected at the same time dynamic strength (pull-ups), body coordination
○​ Predictive Validation: applicant scores are (jumping rope), and stamina
collected and used to predict future job
performance before hiring Measuring Personality and Interests
●​ Relate the Test Scores and Criteria ●​ Personality Tests: measure basic aspects of an
○​ Determine the statistical relationship applicant’s personality; often correlate with job
between scores on the test and job performance
performance using correlation analysis ○​ Big Five Personality Dimensions
○​ Expectancy Chart: presents the relationship ■​ Extraversion: tendency to be sociable,
between test scores and job performance assertive, active, and to experience
graphically positive effects, such as energy and zeal;
●​ Cross-Validate and Revalidate correlates with success in sales,
○​ Cross-Validation: process of verifying the management, and expatriate jobs
accuracy and generalizability of a validity ■​ Neuroticism: tendency to exhibit poor
study by applying its results to a different emotional adjustment and experience
sample negative effects; negatively related to
○​ Validity Generalization: extent to which motivation and to job engagement
evidence of a measure’s validity obtained in ■​ Agreeableness: tendency to be trusting,
one situation can be generalized to another compliant, caring, and gentle
situation without further study ■​ Conscientiousness: comprised of two
■​ Existing validation evidence regarding related facets—achievement and
using the test for various specific dependability; most consistent and
purposes universal predictor of job performance
■​ Similarity of the subjects with those in the ■​ Openness to Experience: disposition to
organization be imaginative, nonconforming,
■​ Similarity of the jobs unconventional, and autonomous
○​ Must be done periodically

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○​ Projective Tests: applicant is tasked to WORK SAMPLES AND SIMULATIONS

interpret ambiguous stimulus; difficult to
interpret and score Work Samples – present examinees with situations
○​ Self-Reported Tests: applicants fill them out; representative of the job for which they’re applying,
suffer from low validity and evaluate their responses
○​ People can and will fake responses to ●​ Measures actual job tasks
personality and integrity tests ●​ Doesn’t delve into the applicant’s personality
●​ Interest Inventories ●​ Exhibit better validity than other tests designed to
○​ Compare one’s interests with those of people predict performance
in various occupations
●​ Work Sampling Technique: predicts job
○​ Assumption is that someone will do better in performance by requiring job candidates to
occupations in which he or she is interested perform one or more samples of the job’s tasks

Achievement Tests – measure what someone has

Situational Judgment Tests – designed to assess an
learned applicant’s judgment regarding a situation
●​ Measures job knowledge in areas like economics, encountered in the workplace
marketing, or human resources ●​ Evaluate how applicants are likely to behave in
●​ Ex. Purdue Test for Machinists and Machine specific job situations
Operators tests ●​ Assess non-cognitive skills such as
problem-solving, teamwork, integrity, and
Limitations of Psychological Tests leadership
●​ Unfair Rejection / Acceptance ●​ Commonly used in personnel selection,
○​ Type I | False Positive: acceptance of promotion, and leadership development
unqualified support
○​ Type Il | False Negative: rejection of qualified Management Assessment Centers – a 2- to 3-day
applicant simulation in which 10 to 12 candidates perform
●​ Faking Test Responses: impression realistic management tasks under the observation of
management experts
●​ Attitudes toward testing
●​ In-Basket: evaluates how an individual prioritizes,
organizes, and makes decisions when faced with
TRENDS SHAPING HR multiple tasks
●​ ­Leaderless Group Discussion: evaluates each
Trends in Employee Selection group member’s interpersonal skills, acceptance
●​ Analytics by the group, leadership ability, and individual
○​ Using tools like statistical techniques to influence
examine data, in order to draw cause–effect ●​ Management Games: participants solve realistic
conclusions from that data problems as members of simulated companies
○​ Talent Analytics: using such techniques to let competing in a marketplace
employers search through their employee ●​ Individual Oral Presentations: trainers evaluate
data to identify patterns and correlations that each participant’s communication skills and
show what types of people or processes persuasiveness
succeed or fail ●​ Testing: include tests of personality, mental
●​ Machine Learning ability, interests, and achievements
○​ Software that can improve its own ●​ Interviews: assess interests, past performance,
performance and learn on its own and motivation
○​ Algorithms: quickly crunch through ●​ Role-playing Exercises: involve candidates
thousands of “if–then” branches to find the playing out scenarios that they might encounter
best matching candidates for the job on the job
●​ Artificial Intelligence ●​ In-tray Exercises: candidates are given a set of
○​ Using technology to carry out tasks in a way tasks or emails to respond to
that is would consider human or smart ●​ Case Studies: candidates are tasked to analyze a
business problem or scenario and present their
proposed solutions

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Situational Testing – require examinees to respond ■​ Each stage serves as a hurdle

to situations representative of the job ■​ Only candidates who clear all hurdles
●​ Designed to measure behavioral tendencies, proceed to the next stage
interpersonal skills, and judgment in situations ○​ Banding
similar to those encountered in the workplace ■​ Involves grouping candidates who score
●​ Commonly used in assessment centers, within a certain range of scores into
management selection, and training programs bands
●​ Video-Based Simulation: presents the candidate ■​ Candidates within the same band are
with several online or computer video situations, considered equally qualified, reducing
each followed by one or more multiple-choice emphasis on minor score differences
questions
ELEMENTS IN RECRUITMENT AND SELECTION
Miniature Job Training and Evaluation Approach –
involves training candidates to perform several of the
Job Vacancy
job’s tasks, and then evaluating their performance ●​ Enables individuals to determine factors such as
prior to hire redesigning or initiating part-time employment
●​ Tests applicants with actual samples of the job, opportunities for individuals
●​ Inherently content relevant and valid ●​ Existing employees should see that there is a
potential career path within the organization,
Realistic Job Previews – used to provide job which may motivate them to stay longer
applicants with a balanced view of a position
evaluating their performance prior to hire Job Analysis
●​ Includes both its positive and negative aspects
●​ Main Factors
●​ Helps candidates form accurate expectations ○​ Expectation of the employers from their
about the job and organization employees
●​ May discourage some qualified applicants ■​ Performance of job duties
■​ Traits of regularity, diligence,
Decisions to Select or Reject resourcefulness, conscientiousness, and
●​ Adjusted Top-Down Selection creativity
○​ aka Straight-Rank Order ○​ Characteristics of the job
○​ Candidates are evaluated and ranked based ■​ Training, work experience, skills and
on their performance or qualifications. knowledge
○​ Top candidates are selected in a rank order ■​ Physical attributes, personality traits,
without any additional considerations communication skills, and personal
●​ Rule of Three circumstances
○​ The top 3 candidates are selected from a pool
of applicants Attracting Candidates
○​ Selection is based on their examination
●​ Main Sources
scores or qualifications ○​ Internal recruitment
●​ Passive Score ○​ External recruitment
○​ Candidates are evaluated against
predetermined criteria Screening Candidates
○​ Only those who meet or exceed a minimum ●​ Purpose is to narrow down the field
score are considered for further evaluation or ●​ This is where most suitable candidates are
employment selected for the interviews
○​ Multiple Cut-Off Approach
■​ Fail one, fail all
SELECTION INTERVIEWS
■​ Candidates are assessed based on
multiple criterias where each criterion has INTERVIEWS
a minimum cut-off score
■​ Candidates who fail to meet the cut-off Interviews – formal or informal method of
score for any criterion are excluded from communication in which an interviewer asks
consideration questions to an interviewee
○​ Multiple Hurdle Approach ●​ Used to gather information about the candidate’s
■​ Candidates must successfully pass each skills, experience, personality, and suitability for
stage before advancing to the next the job

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●​ Can be structured (same set of predetermined ○​ Conduct through job analysis and write
questions for all candidates) or unstructured detailed job description
(flexible, conversational format) ○​ Determine the best way to measure an
●​ May include behavioral, situational, or technical applicant’s ability to perform each of the tasks
questions identified in the job analysis
●​ Provides an opportunity to assess communication ●​ Creating Interview Questions
skills, problem-solving ability, and cultural fit ○​ Clarifiers: allow the interviewer to clarify
●​ Allows candidates to ask questions and learn information in the resume, cover letter, and
more about the role and organization application, fill in gaps, and obtain necessary
●​ One of the most common and important information
methods in the employee selection process ○​ Disqualifiers: questions that must be
answered a particular way or the applicant is
TYPES OF INTERVIEWS BASED ON STRUCTURE disqualified
○​ Skill-Level Determiners: tap an interviewee’s
level of expertise
TYPES OF INTERVIEWS BASED ON STRUCTURE ○​ Future-Focused Questions or Situational
Questions: ask what they would do in
Structured Source of questions is from the
Interview conducted job analysis particular situation
○​ Past-focused Questions or Patterned
All applicants are asked with the Behavior Description Interviews: focused on
same questions
previous behavior
Has standardized scoring key ○​ Organizational-Fit Questions: tap the extent
to which the applicant will fit into the culture
More reliable and valid
of an organization or with the leadership style
Unstructured Follows no set format
of a particular supervisor
Interview ●​ Creating a Scoring Key for Interview Answers
Question vary depending on the ○​ Right/Wrong Approach
applicant
○​ Typical-answer approach
There are generally no right or ○​ Key-Issues Approach
wrong answers
Conducting Structured Interview
Advantages of Structured Interviews ●​ Build Rapport
●​ Interviews high in structure are more valid ●​ Set the agenda for the interview by explaining the
●​ Viewed more favorably in courts process
●​ Ask interview questions
Problems with Unstructured Interviews ●​ Provide info about the job and the organization
●​ Poor Intuitive Ability ●​ Answer the questions the applicant might have
●​ Lack of Job Relatedness ●​ End the interview with compliment
●​ Primacy Effects: first impressions
●​ Contrast Effects: the interview performance of TYPES OF INTERVIEWS BASED ON CONTENT
one applicant may affect the interview score
given to the next applicant
TYPES OF INTERVIEWS BASED ON CONTENT
●​ Negative-Information Bias: negative information
apparently weighs more heavily than positive Situational Asks candidates what they would
information Interview do in a given situation
●​ Interviewer-Interviewee Similarity: interviewee
Situations are typically
will receive a higher score if she is similar to the hypothetical
interviewer in terms of personality, attitude,
gender, or race Future-oriented
●​ Interviewee Appearance
Ex. What would you do if a
●​ Nonverbal Cues co-worker takes all the credit for
your work?
Creating a Structured Interview
Behavioral Asks candidates what they did in a
●​ Determining the KSAOs to tap in the interview Interview certain situation

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●​ Appraisal Interview: a formal discussion process

Makes use of actual situations
between an employee and their manager
Past-oriented regarding performance and other aspects of job
role
Ex. What did you do to manage
your time well?
COMMON ERRORS IN INTERVIEWS

OTHER TYPES OF INTERVIEWS

Errors that Undermine an Interview’s Usefulness
●​ First Impressions (Snap Judgments)
Style – determined by the number of interviews and
○​ Interviewers tend to make snap judgments
number of interviewers
during the first few minutes of the interview
●​ One-on-One Interviews: involve one interviewer
○​ First impressions are especially damaging
interviewing an applicant
when the prior information is negative
●​ Serial Interviews: involves a series of single
○​ Interviewers are more influenced by
interviews
unfavorable than favorable information about
●​ Return Interviews: similar to serial interviews
the candidate
with difference being a passing of time between
○​ Impressions are more likely to change from
the first and subsequent interview
favorable to unfavorable than from
●​ Panel Interviews: multiple interviewers asking
unfavorable to favorable
questions and evaluating answers of the same
●​ Not Clarifying What the Job Requires
applicant at the same time
○​ Interviewers who do not have a clear picture
●​ Group Interviews: have multiple applicants
of what the job entails usually base their
answering questions during the same interview
decisions on incorrect stereotypes
●​ Serial-Panel-Group Interview: combination of
○​ They erroneously match interviewees with
different styles
their incorrect stereotypes of what a good
applicant is
Medium – method which they are done in person
○​ Clarify what traits the job is looking for before
●​ Face-to-face Interviews: both the interviewer
starting an interview
and the applicant are in the same room
●​ Candidate-Order (Contrast) Error and Pressure
●​ Telephone Interviews: often used to screen
to Hire
applicants but do not allow the use of visual cues
○​ Refers to the order in which one sees
●​ Video Conference Interviews: the applicant and
applicants affects how they are rated
the interviewer can hear and see each other, but
■​ Having numerous “very good” interviews
the setting is not as personal, nor is the image
can result to having the next interview be
and vocal quality of the interview as sharp as in
rated “bad” when it was just average
face-to-face interviews
■​ Prior qualities of interviews affect
●​ Written Interviews: involve the applicant
subsequent qualities of interviews
answering a series of written questions and then
○​ Pressure to hire accentuates the problem
sending the answers back through regular mail or
●​ Nonverbal Behavior and Impression
through email
Management
○​ Interviewers infer candidate personality based
Other Types of Interviews
on how they behave during the interview
●​ Depth Interview: candidates give detailed
○​ Nonverbal cures cause interviewers to make
information about their education qualifications,
attributions about candidates
work experience, special interests, skills, aptitude
○​ Some candidates capitalize on Impression
and so forth
Management
●​ Stress Interview: conducted to ascertain how a
■​ Ingratiation: agreeing with interviewer
candidate would react during the time of stress
opinions to signify (mostly fabricated)
and cope up with problems
similarity in beliefs
●​ Exit Interview: conducted for those leaving the
■​ Self-Promotion: promoting one’s own
organization
skills and abilities to create the
●​ Advanced Interviewing: used to gather
impression of competence
comprehensive insights into candidates' skills,
competencies, experiences, and potential
JOB OFFER
contributions to the organization

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Offer Letter – position's salary, benefits, paid time-off,

start date
●​ Employer will extend the job offer verbally to the
candidate and discuss the offer’s main
●​ Main Contents
○​ Pay rates and benefits
○​ Job duties
○​ Potential severance pay
○​ Working remote policy
○​ Included company equipment
○​ Other terms and conditions of employment
●​ Rejection Letter: formal written communication
sent to inform an applicant, candidate, or
requester that their application, proposal, or
request has not been accepted
●​ Approaches
○​ Judgmental Approach: subjectively weighs
all evidence about the candidate
○​ Statistical Approach: quantifies all the
evidence and uses a formula to predict job
success; usually applied in testing
○​ Hybrid Approach: combines statistical results
with judgment
●​ Statistical and hybrid are more defensible and
judgmental is better than nothing
●​ Once an agreement is reached, a written job offer
will be extended to the candidate

JOB OFFER JOB CONTRACT

-​ Offers basic information -​ More detailed

-​ Has job-specific -​ Includes duration of
information (ex. salary employment
details) -​ Explains grounds for
-​ Contains a strong terminations and
statement that the resignation, as well as
employment severance provisions
relationship is “at will” -​ May also include terms
on confidentiality,
nondisclosure, and
covenants not to
compete
-​ May include a relocation
provision

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ORIENTATION PROCESS
OUTLINE
1.​ Employee Onboarding
a.​ Employee Orientation Duration of Onboarding
2.​ Training ●​ 1 day to 1 week
a.​ Defining Training ○​ Pre-employment compliance
b.​ ADDIE Model ○​ Familiarization of the role
c.​ Training Methods
○​ Meeting colleagues from different
3.​ Development
a.​ Management Development departments
b.​ Organizational Change ●​ 1 week to 3 months
c.​ Organizational Development ○​ Train new employee basic skills to perform
their job
○​ Integration and socialization with colleagues
EMPLOYEE ONBOARDING
●​ 3 months to 6 months
EMPLOYEE ORIENTATION ○​ Evaluation of performance
○​ Make sure they have everything they need
Employee Onboarding – organized set of procedures ○​ Provide feedback
designed to integrate new hires into an organization ○​ Gauge engagement
●​ Presents information about policies and ●​ 6 months to 1 year
employee benefits ○​ Complete knowledge about the role,
●​ Role Clarity: breakdown of daily tasks company, and industry
●​ Employee Orientation: procedure for providing
new employees with basic background TRAINING
information about the firm
DEFINING TRAINING
●​ Facilitate training to understand how processes
function
●​ Provides broad overview of the culture Training – giving new or current employees the skills
●​ Helps form social connections that they need to perform their jobs
●​ New employees should receive employee ●​ Gives new or current employees the skills that
handbooks they need to perform their jobs
●​ Needed when employees are not performing up
Needed Information to a certain standard or at an expected level of
●​ Employee benefits performance
●​ Personnel policies ●​ Negligent Training: when an employer trains
●​ Safety measures and regulations inadequately, and the employee subsequently
●​ Facilities tour harms a third party
●​ Instructional System: systematic process for
People Involved designing, developing, implementing, and
●​ HR Specialists: perform the first part of the evaluating instruction or training programs to
orientation by explaining basic matters (ex. ensure effective learning
working hours and benefits) ○​ Problem Diagnosis
●​ Supervisors: explain the department’s ○​ Program Design
organization, introduce the employee to ○​ Program Delivery
colleagues, and help them familiarize with the ○​ Program Evaluation
workplace ●​ Systems Approach: gives important impetus to
the establishment of objectives and evaluation
Things to be Accomplished criteria
●​ Make the new employee feel welcome,
comfortable, and part of the team Developing an Effective Training Program
●​ Ensure the employee receives essential ●​ Identify needs, goals, and objectives
information needed to work effectively ○​ Achieved through the Training Needs Analysis
●​ Help the employee understand the organization’s ○​ A successful TNA will identify those who need
background, culture, vision, and strategies training and what kind of training is needed
●​ Begin socializing the employee into the ●​ Define short- and long-term goals of training
company’s culture and standard ways of working ●​ Develop Individual training modules
●​ Implementation of the Training Program

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●​ Evaluate Training Results ■​ May be due to unawareness of job

○​ Reaction expectations, lack of tools, no job aids, or
○​ Learning inadequate training
○​ Behavior ■​ Can be solved through training
○​ Results ○​ Won’t Do
■​ Employees could do a good job if they
ADDIE MODEL wanted to
■​ Better solution might be to change
ADDIE Five-Step Training Process – most common incentives rather than training
instructional systems framework ●​ Competencies-Oriented Training
○​ Trainees learn through a mix of real-world
●​ Analysis: identify learning needs, goals, and
target learners exercises, teamwork, classes, and online
resources under a learning coach
●​ Design: plan learning objectives, instructional
strategies, and assessments ○​ Aims to show mastery of competencies
○​ Begins with a list of competences to be
●​ Development: create and assemble instructional
materials and resources learned, criteria for assessing mastery, and
examples of competencies
●​ Implementation: deliver the training or
educational program ○​ Projects are then completed by assessees and
assessors evaluate their competencies
●​ Evaluation: assess effectiveness and make
necessary improvements ○​ Competency Model: consolidates a precise
overview of competencies someone would
need to do the job well
ANALYZING TRAINING NEEDS

DESIGNING THE TRAINING PROGRAM

Types of Training Needs Analyses
●​ Strategic Training Needs Analysis
○​ Identifies the training that employees will Training Design Process
need to fill future jobs ●​ Includes training objectives, delivery methods,
○​ Having strategic goals (expansion of business) and program evaluation
often mean the firm will have to fill new jobs ●​ Substeps
○​ Setting performance objectives
●​ Task Analysis
○​ Identifies new employees’ training needs ○​ Creating a detailed training outline
○​ A detailed study of the job to determine what ○​ Choosing a program delivery method
specific skills the job requires ○​ Verifying the overall program design with
○​ Job descriptions and job specifications are management
essential
○​ Supplemented with a Task Analysis Record Setting Learning Objectives
Form ●​ Clearly define the program’s desired learning
■​ Consolidates information regarding outcomes
required tasks and skills ●​ A trainer’s job is to unearth broad reasons behind
■​ Includes tasks, when and how often these client’s training requests and turn them into
are performed, quantity or quality of tangible program outcomes
performance, work conditions under ●​ Should specify in measurable terms what the
which task is performed (if any), skills or trainee should be able to do after successfully
knowledge required, and where the task completing the training program
is learned best ●​ Should address any performance deficiencies and
be practical
●​ Performance Analysis
○​ Identifies current employees’ training needs
○​ For underperforming current employees Creating a Motivational Learning Environment
○​ Determines whether the employer should ●​ Learning requires both ability and motivation
correct performance deficiencies through ●​ Training should address several trainee-ability
training or some other means issues such as accommodation of differences in
○​ Begins with comparing the person’s actual trainee abilities and the need for remedial
performance to what it should be training
○​ Can’t Do
■​ Identify its causes

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Motivation Theories DEVELOPING THE TRAINING PROGRAM

●​ Behavior Modification: training should provide
opportunities for positive reinforcement
Training Development Process
●​ Expectancy Theory: trainees need to know they
●​ Assembling the program’s training content and
have the ability to succeed
materials
●​ Self-Efficacy: trainees must believe they have the
○​ Choosing the specific content to be
capacity to succeed
presented
○​ Designing/choosing the specific instructional
Motivational Points
methods
●​ Making the Learning Meaningful
○​ Training equipment and materials
○​ Provide an overview of the material and why
●​ Design: focused on training program flow (no
it is important
materials are created or assembled yet)
○​ Use familiar examples
●​ Development: more focused on training program
○​ Organize information and present them
materials
logically
●​ A small pilot study may be conducted to validate
○​ Use visual aids
the program before it is fully implemented
○​ Create a perceived training need in trainees’
minds
IMPLEMENTING THE TRAINING PROGRAM
○​ Set goals at the start of the program
●​ Make Skills Transfer Obvious and Easy
○​ Maximize similarity between the training Training Implementation
situation and work situation ●​ Before: send announcements in advance and
○​ Provide adequate practice make sure participants have pretraining materials
○​ Identify each feature of the machine and/or ●​ During: provide a contact for questions and
step in the process guidance
○​ Direct trainees’ attention to important ●​ After: ascertain that there is transfer of learnings
aspects of the job to the job
○​ Provide “heads-up” situation
○​ Let trainees pace themselves as this makes EVALUATION OF THE TRAINING PROGRAM
them learn best
○​ Intermingle opportunities for trainees to use Evaluation Phases
skills or knowledge throughout the training ●​ Formative Phase: happens while students and
●​ Reinforce the Learning Instructional Designers are conducting the study
○​ Make sure the learner gets plenty of feedback ●​ Summative Phase: occurs at the end of the
○​ Immediately reinforce correct responses program
○​ Partial-day training is generally superior to
full-day training Kirkpatrick Model of Training Evaluation
○​ Provide follow-up assessments ●​ Reaction: immediate impressions and
○​ Incentivize satisfaction with the training
●​ Ensure Transfer of Learning to the Job ●​ Learning: knowledge, skills, or attitudes
○​ Before Training participants gained from the training
■​ Get trainee and supervisor input in ●​ Behavior: application of learning on the job
designing the program ●​ Results: final outcomes or organizational impact
■​ Institute a training attendance policy of the training
■​ Encourage employees to participate
○​ During Training
TRAINING METHODS
■​ Provide trainees with training experiences
and conditions
On-the-Job Training Methods – enables the worker
■​ Must resemble actual work environment to get training under the same working conditions
○​ After Training ●​ Job Experience
■​ Reinforce what trainees learned ○​ Oldest method of on-the-job training
■​ Reward them for using new skills ○​ Learning by experience
○​ Time consuming and inefficient
●​ Coaching / Understudy

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○​ An experienced worker or trainee’s supervisor ●​ Listing each job’s basic tasks along with key
trains the employee points
○​ May involve simply observing the trainer or ●​ Provides step-by-step training for employees
having the trainer show the new employee ●​ Trainee tries to replicate the methods and
the ropes step-by-step receives feedback from the trainer
●​ Job Rotation
○​ Broadening of the background of trainee in Lectures – quick and simple way to present
the organization knowledge to large groups of trainees
○​ Involves moving a trainee from department to
department Programmed Learning – step-by-step, self learning
●​ Special Assignment: give lower-level executives method
firsthand experience in working on actual ●​ Consists of presenting information, allowing the
problems person to respond, and providing feedback
●​ Peer Training ●​ Advantages: reduced training time, self-paced
○​ Also called Action Learning learning, immediate feedback, reduced risk of
○​ Several employees will spend several days per error for learner
week over several months learning what the
technology or change will entail Behavior Modeling – involves showing trainees the
○​ Employees spread the new skills and values to model way of doing something, letting trainees
their colleagues back on the job practice that way, and giving feedback
●​ Mentoring ●​ Modeling: trainees watch live or video examples
○​ A figure who is often 8-15 years older and 2 or of models behaving in a problem situation
3 levels above provides career advice ●​ Role-Playing: trainees get roles to play in a
○​ Trainee often picks up mentor’s friends and simulated situation; they are to practice effective
enemies (guilt by association) behaviors as demonstrated by the models
●​ Social Reinforcement: trainer provides positive
Apprenticeship – a paid job with on-the-job training reinforcement through praise and constructive
where an apprentice learns skills for a specific trade or feedback
profession ●​ Transfer of Training: trainees are encouraged to
●​ Trainee (must be 15) is placed under a qualified apply their new skills when they are back on their
supervisor jobs
●​ Practical training on jobs in highly technical
industries Vestibule Training – method of training technical
●​ Include theoretical (classroom) and practical (OJT) staff near the production plant, using simulated tools
parts and machinery
●​ Wage shall in no case be less than 75% of the ●​ Trainees learn on the actual or simulated
applicable minimum wage rates equipment, but are trained off the job (in a
separate room or vestibule)
Informal Learning – learning that occurs passively ●​ Necessary when it is too costly or dangerous to
through experience and through interactions with train employees on the job
little impact from formal training ○​ Costly in terms of slowed productivity by new
●​ Also called Buddy System workers
●​ 70/20/10 Notation ○​ Dangerous in terms of job context (ex. pilots)
○​ 70% of job learning occurs informally on or off
the job Electronic Performance Support Systems (EPSS) –
○​ 20% on social interactions (between computerized tools and displays that automate
employees) training, documentation, and phone support
○​ 10% on actual formal training ●​ Considered as modern job aids
●​ Examples include participating in meetings, ●​ Involves sets of instructions, diagrams, or similar
coaching others, attending conferences, methods available at the job to guide the worker
searching the net, working with customers, job ●​ Work particularly well on complex jobs that
rotation, reading books and journals, etc. require multiple steps or where it is dangerous to
miss a step
Job Instruction Training
●​ Step-by-step training on the use of machines

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Computer-Based Training – uses interactive ○​ Assess company’s strategic needs

computer-based systems to increase knowledge or ○​ Appraise manager’s current performance
skills ○​ Develop managers and future managers
●​ System lets trainees replay the lessons and ●​ Targets future needs
answer questions
●​ Especially effective when paired with actual Succession Planning – process through which a
practice under a trainer company plans for and fills senior-level openings
●​ Increasingly realistic because the objective is to ●​ Succession Planning Process
inject realism into the training ○​ Anticipate management needs
●​ Virtual Reality: puts the trainee in an artificial 3D ○​ Review firm’s management skills inventory
environment that stimulates events and ○​ Create replacement charts
situations experienced on the job ○​ Begin management development

Online / Internet Based Training

●​ Helps by allowing employees to get their training Management Development Techniques
on demand without interfering with their daily ●​ Job Rotation
duties ○​ Involves moving a trainee from department to
●​ Learning Management Systems department
○​ Special software tools that support online ○​ Goal is to broaden their experience and
training identify strong / weak points
○​ Helps employers identify training needs and ●​ Job Enlargement
to schedule, deliver, assess, and manage the ○​ Horizontal expansion of a job by adding more
online training itself tasks and activities at the same level of
●​ Online Learning Elements difficulty and responsibility
○​ Learning Portals: offers employees online ○​ Increases the number of tasks, but not the
access to training courses level of control or decision-making authority
○​ Virtual Classroom: uses collaboration ○​ Goal is to make a job less monotonous by
software to enable multiple remote learners increasing its variety and scope
to participate remotely ●​ Job Enrichment
○​ Mobile and Micro Learning: delivering ○​ Vertical expansion of a job, adding more
learning content on the learner’s demand via challenging, meaningful tasks, increased
mobile devices wherever and whenever the autonomy, and greater responsibility
learner has the time to access it ○​ Goal is to add new duties that provide more
control, feedback, and a sense of
Lifelong, Literacy, and Diversity Training accomplishment
Techniques ●​ Coaching and Understudy
●​ Lifelong Learning ○​ Trainee works directly with a senior manager
○​ Continuing learning experiences over ○​ Scenario is responsible for the trainee’s
employees’ time with the firm coaching
○​ Aim is to ensure opportunity to learn the skills ●​ Action Learning
they need for their jobs and to expand their ○​ Management trainees are allowed to work
horizons full-time analyzing and solving problems in
●​ Literacy Training: supervisors teach basic skills by other departments
giving employees writing and speaking exercises ○​ Observer in different departments
●​ Diversity Training: aims to improve cross-cultural ●​ Off-the-Job Managerial Training
sensitivity to foster more harmonious working ○​ Case Study Method
relationships ○​ Management Games
○​ Outside Seminars
DEVELOPMENT ○​ University-related programs
○​ Role Playing (interpersonal skills)
MANAGEMENT DEVELOPMENT
○​ Behavior Modeling: model effective
behaviors, have trainees role play using
Management Development – any attempt to behaviors, provide social reinforcement,
improve managerial performance by imparting encourage transfer of training to job
knowledge, changing attitudes, or increasing skills ○​ Corporate Universities
●​ Long-Term Focus

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○​ Executive coaches ●​ Support is crucial (ex. training, coaching, role

modeling)
ORGANIZATIONAL CHANGE ●​ Often this is the most emotionally challenging
phase because it involves uncertainty
Organizational Change – process of altering an ●​ HR acts as a facilitator of learning and support,
organization's structure, strategies, processes, making sure people feel competent and
technology, or culture to adapt to new circumstances confident in the new system
or achieve goals
●​ Specific alteration in how an organization Refreezing – reinforcing and stabilizing the change as
operates the new normal
●​ Connotes implementation ●​ Embedding the change into organizational
●​ No reassurance for development, but it can still be culture, systems, and policies
changed ●​ Reinforcing new behaviors through recognition,
●​ Tactical or operational in scope rewards, and performance measures
●​ Can be incremental or disruptive ●​ Ensuring that people do not revert to old ways
●​ Often short- to medium-term ●​ This phase helps establish long-term
●​ Can be reactive (responding to a problem) or sustainability of the change
proactive (seizing an opportunity)
ORGANIZATIONAL DEVELOPMENT
Organizational Transformation – a fundamental,
enterprise-wide change that radically alters how the Organizational Development – change process in
organization functions which employees themselves formulate and
●​ Strategic and large-scale implement the change required, often with the
●​ Often involves a paradigm shift assistance of trained consultants
●​ Driven by external forces ●​ Continuous and proactive
●​ Reinventing involves a 360 change, business ●​ Involves Action Research
strategies ○​ Process of collecting data about a group,
●​ Also focuses on a portfolio of interdependent department or organization
initiatives ○​ Information is then fed back to employees for
●​ High risk, high reward analysis and hypotheses development about
what the problems might be
MODEL OF CHANGE PROCESS ●​ Uses behavioral science
●​ Focuses on employee involvement, collaboration,
Model of Change – simplifies the complex process of and performance
change into three clear stages ●​ Emphasizes learning, development, and
●​ Developed by Kurt Lewin (1947) adaptability
●​ Unfreezing
●​ Changing Methods
●​ Refreezing ●​ Team-Building Meetings
○​ Consultant interviews the members and
Unfreezing – preparing the organization (or leader before the meeting
individual) to accept that change is necessary ○​ They are asked what their problems are, how
●​ In this phase, leadership and communication are they function, and what their obstacles are
crucial ○​ Consultant categorizes them into themes
●​ Breaking down the existing status quo ○​ The group ranks these themes in terms of
●​ Creating awareness about why the current way is importance
not effective or sustainable ○​ The highest ranking theme will be the
●​ Overcoming resistance to change by challenging agenda of the meeting
beliefs, values, and attitudes ●​ Survey Research
●​ Encouraging motivation to change ○​ Requires employees to complete attitude
surveys
Changing – moving toward the new desired state ○​ The data will be used as basis for problem
●​ Actual implementation of new processes, analysis and action planning
behaviors, or mindsets ○​ Convenient way to unfreeze a company’s
●​ People start to learn new ways of working management and employees

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○​ Provide comparative, graphic illustration of ■​ Organizational design (ex. flattening

the fact that the organization does have a hierarchy)
problem to solve ■​ Total Quality Management (TQM)
■​ Lean and Six Sigma initiatives
Human Resource Development Principles ●​ Human Resource Management
●​ Distributed Learning: conducting the program ○​ Focus: Talent systems and HR practices
over a long enough period of time for the trainees ○​ Target the way organizations manage people
to be able to digest and apply the material across the employee lifecycle
●​ Rewards: trainees should be able to see what is in ○​ Include
it for them ■​ Performance management systems
●​ Feedback: trainees need to know what progress ■​ Succession planning
they are making and what mistakes need ■​ Talent acquisition and onboarding
correction ■​ Training and development
●​ Motivation: trainees must want to learn ■​ Diversity, equity, and inclusion (DEI)
●​ Transfer: training should apply to job activities initiatives
●​ Opportunity to Practice: trainees should be able ●​ Strategic Interventions
to try the techniques they are being taught in ○​ High-level OD efforts that affect the entire
order to make these methods part of their organization
repertoire ○​ Often driven by external forces, such as
●​ Learning from Many Sources market shifts, globalization, or digital
○​ Heightens the probability that you will get the transformation
material through by: ○​ Include
■​ Hitting the mode the person computes ■​ Strategic planning
on ■​ Cultural change initiatives
■​ Providing a broad base for the points ■​ Mergers and acquisitions integration
being made which provides helpful ■​ Business model innovation
reinforcement ■​ Enterprise-wide transformation
●​ Individual Differences: trainee’s intelligence,
motivation, aptitudes, and interests should be
ASPECT OC OD OT
taken into account
Scope Specific area Organization Enterprise-
CATEGORIES OF OD or function -wide wide

Duration Short to Ongoing, Long-term,

Categories of Organizational Development medium long-term but rapid in
●​ Human Process Interventions term phases
○​ Focus: people and interpersonal relationships
○​ The goal is to enhance how individuals and Nature Tactical or Strategic Strategic
groups interact in the workplace operational and and radical
○​ Include developmen
tal
■​ Team building
■​ Coaching and mentoring
Focus Process, People, Business
■​ Process consultation structure, or culture, model,
■​ Conflict management tools performance mindset,
■​ Communication skills training strategy
●​ Technostructural Interventions
○​ Focus: organizational structure, technology, Approach Reactive or Planned and Disruptive
and work design proactive proactive and
comprehens
○​ Deal with the design of jobs, workflow,
ive
organizational hierarchy, and technical
systems Risk Low to Low to High
○​ The goal is to align structure and processes Level moderate moderate
with strategic goals
○​ Include
■​ Job redesign or enrichment
■​ Work process engineering

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Human Resource Development Principles

●​ Distributed Learning: conducting the program
over a long enough period of time for the trainees
to be able to digest and apply the material
●​ Rewards: trainees should be able to see what is in
it for them
●​ Feedback: trainees need to know what progress
they are making and what mistakes need
correction
●​ Motivation: trainees must want to learn
●​ Transfer: training should apply to job activities
●​ Opportunity to Practice: trainees should be able
to try the techniques they are being taught in
order to make these methods part of their
repertoire
●​ Learning from Many Sources
○​ Heightens the probability that you will get the
material through by:
■​ Hitting the mode the person computes
on
■​ Providing a broad base for the points
being made which provides helpful
reinforcement
●​ Individual Differences: trainee’s intelligence,
motivation, aptitudes, and interests should be
taken into account

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Performance Management and Appraisal
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●​ Determine Salary Increases

OUTLINE ○​ Provides a fair basis on deciding who
1.​ Performance Appraisal
deserves to receive a salary increase
a.​ Basics of Performance Appraisal
b.​ Traditional Appraisal Tools ●​ Make Promotion Decisions
c.​ Rater Error Appraisal Problems ○​ Determines which employee will be
d.​ Appraisal Interview promoted
2.​ Performance Management ○​ Based on performance appraisal results
a.​ Defining Performance Management ●​ Making Termination Decisions
○​ Provides the best course of action in handling
PERFORMANCE APPRAISAL terminations
○​ Used when performance management
BASICS OF PERFORMANCE APPRAISAL techniques are not successful
●​ Conducting Personnel Research
Performance Appraisal – evaluating an employee’s ○​ Validates employment tests
current and/or past performance relative to his or her ○​ Correlates test scores with some measure of
performance standards job performance
●​ Also known as a performance review or
performance evaluation PERFORMANCE APPRAISAL PROCESS
●​ Serves as a formal opportunity to provide
feedback, set new goals, and inform decisions
about raises, bonuses, promotions, or necessary
training
●​ Requires setting performance standards, and
assumes that the employee receives the training,
feedback, and incentives required to eliminate
performance deficiencies

Characteristics of an Effective Appraisal System

●​ Job-related Criteria
●​ Performance Expectations
●​ Standardization
●​ Trained Appraisers
●​ Continuous Open Communication
●​ Conduct Performance Reviews
●​ Due Process

Purpose of an Appraisal System

●​ Most employers base pay, promotion, and
retention decisions in large part on the
employee’s appraisal
●​ Play a central role in the employer’s performance
management process
●​ Lets the manager and subordinate develop plans
for correcting deficiencies, and to reinforce
strengths
●​ Provides an opportunity to review the employee’s
career plans in light of their strengths and
weaknesses
●​ Enable supervisors to identify if there is a training
need, and the training required Defining Goals and Performance Standards
●​ Set effective goals (SMART)
Purpose of Performance Appraisals ○​ Specific
●​ Provide Employee Training and Feedback ○​ Measurable
○​ What employees are doing right ○​ Attainable
○​ Identifies which areas the employee is ○​ Relevant
struggling in order to provide training ○​ Timely

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●​ Form with basic job dimensions or traits customers

○​ Traits: commonly subjective and may be ○​ Used for developmental rather than pay
unrelated to job performance or difficult to purposes
define
○​ Behaviors: when task outcome is difficult to TRADITIONAL APPRAISAL TOOLS
determine, task-related behavior or
Graphic Rating Rates employees according to
competencies may be evaluated
Scale defined factors, which are job-related
●​ Appraise employees based on their mastery of the and personal characteristics
competencies
○​ Competencies: broad range of knowledge, May list several job dimensions or
traits and a range of performance
skills, traits, and behaviors that may be values for each trait
technical in nature, relate to interpersonal
skills, or are business-oriented Simplest and most popular method
○​ Should be those that are closely associated
Alternation Ranking employees from best to
with job success Ranking Method worst on a particular trait, choosing
highest, then lowest, until all are
People Involved in Appraising ranked
●​ Supervisors: most common type of performance
Ranking Method Rater ranks all employees from a
appraisal group in order of overall
○​ The heart of most appraisals performance
○​ Usually in the best position to observe and
Paired Comparison: performance of
evaluate the subordinate’s performance
each employee is compared with
●​ HR Department: provide the advice on what that of every other employee in the
appraisal tool to use, but leave final decisions on group
procedures to operating managers
Makes the ranking method more
●​ Peers: often see the actual behavior as they work precise
directly with the employee
○​ Reliable only when the peers are similar and Forced Predetermined percentages of
Distribution ratees are placed in various
well acquainted to the employees being rated
Method performance categories
○​ Employees tend to react worse to negative
feedback from peers than experts Prevents supervisors from simply
●​ Subordinates: also called upward feedback rating all or most employees
satisfactory or high
○​ Difficult because of the fear of backlash if they
unfavorable rate their supervisor May increase risk of discriminatory
○​ Correlate highly with upper-management adverse impact
ratings of supervisors’ performance
Critical Incident Keeping a record of uncommonly
●​ Customers: provide feedback on employee Method good or undesirable examples of an
performance by filling complaints or employee’s work-related behavior
complimenting the manager about one of her and reviewing it with the employee
at predetermined times
employees
●​ Secret Shoppers: current customers who have Makes the supervisor think about
been enlisted by a company to periodically the subordinate’s appraisal all during
evaluate the service their receive the year

●​ Self-Appraisal: allowing an employee to evaluate

Narrative Forms Rater writes a brief narrative
her own behavior and performance describing the employee's
○​ Suffer from leniency and correlate moderately performance
to actual performance
Focuses on extreme behavior in the
○​ Most accurate when the self-appraisal will not employee's work
be used for such administrative purposes as
raises or promotions Behaviorally Anchors a numerical rating scale
Anchored Rating with specific illustrative examples of
●​ 360-Degree Feedback: garners input from
Scale (BARS) good or poor performance
various sources about performance Method Combines the elements of the
○​ Also called multi-source or multi-rater traditional rating scales and critical
feedback incidents methods
○​ Involve feedback from supervisors,
subordinates, peers, and internal or external Illustrates what to look for in terms of

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regardless of the actual performance of the

superior, average, and poor
performance employee
○​ Central Tendency Errors: supervisor rating
Results-Based Manager and subordinate jointly every employee in the middle of the scale
System agree on objectives for the next
○​ Strictness Error: rates every employee at the
appraisal period
low end of the scale
Management by Multistep company-wide ●​ Halo Errors: occurs when a rater allows either a
Objectives goal-setting and appraisal program single attribute or an overall impression of an
(MBO)
individual to affect the ratings that she makes on
each relevant job dimensions
BARS PROCESS ●​ Proximity Errors: occur when a rating made on
one dimensions affects the rating made on the
Behaviorally Anchored Rating Scale (BARS) Process dimension that immediately follows it on the
●​ Write Critical Incidents: specific illustrations of rating scale
effective and ineffective performance on the job ●​ Contrast Errors: the performance rating one
●​ Develop Performance Dimensions: cluster the person receives can be influenced by the
incidents into 5-10 performance dimension performance of a previously evaluated person
●​ Reallocate Incidents: have another team who ●​ Low Reliability Across Raters: two people rating
also knows the job reallocate the original critical the same employee seldom agree with each
incidents to the cluster they think it fits best other
●​ Scale the Incidents: second group rates the ●​ Sampling Problems
behavior described by the incident as to how ○​ Recency Effect: recent behaviors have given
effectively or ineffectively it represents more weight in the performance behavior
performance on the dimension than behaviors occurred during the first few
●​ Develop a Final Instrument: Choose about six or months
seven of the incidents as the performance ○​ Infrequent Observation: supervisors do not
dimension’s behavioral anchors have the opportunity to observe a
representative sample of employee behavior
●​ Cognitive Processing of Observed Behavior
MOB PROCESS
○​ Observation of Behavior: just because an
employee’s behavior is observed does not
Management by Objectives (MBO) Process guarantee that it will properly remembered or
●​ Set Organization Goals: establish a recalled during appraisal review
company-wide plan and set goals ○​ Emotional State: the amount of stress under
●​ Set Departmental Goals: department heads and which a supervisor operates also affects her
superiors jointly set goals for each department performance ratings
●​ Discuss Departmental Goals ○​ Bias: raters who like the employees being
○​ Department goals are discussed to rated may be more lenient and less accurate
subordinates in their ratings
○​ Subordinates come up with individual goals
to help the department attain departmental Legal Implications
goals ●​ Legally defensible performance appraisal systems
●​ Define Expected Results: setting short-term should be in place
performance targets for each individual goal ●​ Conditions Required
●​ Conduct Performance Review: compare actual ○​ Either the absence of adverse impact on
and expected results members of protected classes or validation of
●​ Provide Feedback: holding periodic review the process
meetings ○​ A system that prevents one manager from
directing or controlling a subordinate's career
Problems in Performance Appraisals ○​ Appraisal should be reviewed and approved
●​ Distribution Errors: involves distribution of by someone or some group in the
ratings on a rating scale organization
○​ Made when rater uses only one part of a ○​ The rater/s must have personal knowledge of
rating scale the employee's job performance
○​ Leniency Error: certain raters tend to rate
every employee at the upper end of the scale

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○​ Systems must use predetermined criteria that PERFORMANCE MANAGEMENT

limit the manager's discretion
DEFINING PERFORMANCE MANAGEMENT
●​ An employer may also be vulnerable to a
negligent retention claim if an employee who
continually receives unsatisfactory ratings in Performance Management – continuous process of
safety practices is kept on the payroll and he/she identifying, measuring, and developing the
causes injury to a third party performance of individuals and teams
●​ Also known as a performance review or
performance evaluation
APPRAISAL INTERVIEW
●​ Goal-oriented process directed towards ensuring
that organizational processes are in place to
Appraisal Interviews – supervisor and subordinate maximize productivity of employees, teams, and
review the appraisal and make plans to remedy the organization
deficiencies and reinforce strengths ●​ Aligning employee performance with the
●​ Conducted periodically organization’s goals
●​ Satisfactory-Promotable: easiest interview; ●​ Appraisal occurs at a specific time while
objective is to develop specific development plans performance management is a dynamic,
for promotion ongoing, continuous process
●​ Satisfactory-Not Promotable: for employees
whose performance is satisfactory; objective is to Basic Elements of Performance Management
find incentives that maintain performance
●​ Direction Sharing
●​ Unsatisfactory but Correctable: objective is to lay ○​ Communicating the company’s goals to all
out an action / development plan for correcting employees
the unsatisfactory performance ○​ Translating company’s goals into
●​ Unsatisfactory: situation is uncorrectable; departmental, team, and individual goals
dismissal is often the usual option
●​ Goal Alignment: enables managers and
●​ Effective interview requires effective coaching employees to see the link between the
skills employees’ goals and those of the department
○​ Preparation: understanding the problem and and company
employee
●​ Ongoing Performance Monitoring: continuously
○​ Planning: reaching an agreement on the measuring the team’s and/or employee’s progress
problem and laying out a change plan towards meeting performance goals
○​ Actual Coaching: offers ideas in a way that ●​ Ongoing Feedback: continuous feedback
subordinates hear and respond to them, and regarding progress towards goals
appreciate their value
●​ Coaching and Developmental Support: part of
●​ The best appraisal interviews are dialogues the feedback process
between equal partners
●​ Recognition and Rewards: provide incentives to
keep the employee’s goal-directed performance
APPRAISAL INTERVIEW PROCESS on track

How to Conduct an Appraisal Interview

REFERENCES
●​ Before Aamodt, M. (2016). Industrial/organizational psychology:
○​ Review the person’s job description An applied approach (8th ed.). Cengage
○​ Compare performance to standards Learning.
○​ Review previous appraisals Dessler, G. (2018). Human resources management (16th
○​ Give employee a week’s notice and set date ed.). Pearson.
Riggio, R. (2018). Introduction to industrial-organizational
and time for the interview
psychology (7th ed.). Routledge.
●​ During
Truxillo, D., et al. (2021). Psychology and work: An
○​ Conduct the interview with no interruptions introduction to industrial and organizational
○​ Duration for lower-level personnel → less than psychology (2nd ed.). Routledge
an hour
○​ Duration for management employees → 1 to 2
hours MARK JHEGO S. TABORA, CHRA.

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