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College of Public Health

HSRA 841/CPH 562

Public Human Resources Management

Spring 2011

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HSRA 841/CPH 562

Public Human Resources Management

March 1, 2011

Recruitment, Selection

andRetention

Nizar Wehbi, MD, MPH, MBA

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Objectives

Understand the recruitment and selection

processes

Advantages and disadvantages of internal and

external recruitments Understand the concept and importance of

―cultural fit‖ in the recruitment process

Understand the high cost of recruiting and

training and the significance of retention

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Recruitment

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Recruitment

Process of attracting

individuals on a timely basis,

in sufficient numbers, with

appropriate qualifications, and

encouraging them to apply for

jobs with an organization

Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.

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Alternatives to Recruitment

Outsourcing

Contingent Workers

Professional EmployerOrganizations (EmployeeLeasing)

Overtime


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Outsourcing

Transfers responsibility to

an external provider

Provides greater efficiencyand effectiveness

Loss of control andoversight

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Contingent Workers

Part-timers, temporaries, and

independent contractors

Human equivalents of just-in-time

inventory

Total cost of a permanent employee

is about 30 - 40% above gross pay


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Bureau of Labor Statistics Definition

Two groups:

1. Independent contractors and on-call

workers, who work only when needed

- consisted of 14.8 million workers, or

10.7% of workforce

2. Temporary or short-term workers,

which BLS calls contingent - totaled

5.7 million or 4.1% of workforce


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Professional Employer Organizations -

Employee Leasing

Company that leases employees to other

businesses

When decision is made to use PEO,company releases its employees who are

then hired by PEO

With PEO, leasing company is employees‘

legal employer


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Overtime

Most commonly usedmethod of meeting short-term fluctuations in workvolume

Employer avoidsrecruitment, selection, andtraining costs

Employees gain from

increased income Potential problems


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RECRUITMENT PROCESS

External Environment

Internal Environment

Human Resource Planning

Alternatives to Recruitment

Employee Requisition

Internal Sources

Internal Methods

External Sources

External Methods

Recruited Individuals


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Employee Requisition

Recruitment begins when a

manager initiates employee

requisition

Document specifies job title,

department, date employee is

needed for work, and other

details


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Recruitment Sources and Methods

Recruitment sources: Place where

qualified individuals are found

Recruitment methods: Means bywhich potential employees can be

attracted to firm


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Internal Recruitment Methods

Employee databases

Job Posting

Job Bidding Internet

Intranet

Company‘s Online Newsletter


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Promotion from Within (PFW)

Policy of filling vacancies above entry-level

positions with current employees

Workers have incentive to strive for

advancement

Organization usually well aware of

employees‘ capabilities

Good goal would be to fill 80% of openingsabove entry-level positions from within


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Recruiting Talent Internally

Advantages of a promotion-from-withinpolicy:

Capitalizes on past investments (recruiting,

selecting, training, and developing) in current

employees. Rewards past performance and encourages

continued commitment to the organization.

Motivator for employees.

Fosters advancement of members of protected

classes within an organization.

Reinforces job security

Bohlander, Managing Human Resources, 15th ed, 2010 South-Western

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Recruiting Talent Internally (cont’d)

Disadvantages of a promotion-from-withinpolicy: Current employees may lack the knowledge,

experience or skills needed for placement in the

vacant/new position. Peter Principle: Promotion without requisite skills

and training

Morale problems among those not selected

Ripple effect of vacancies need to be filled

The hazards of inbreeding of ideas and attitudes(―employee cloning‖) increase when no outsidersare considered for hiring.


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Methods for Identifying Qualified Candidates

Inventorying Management Talent Information systems containing skills inventories

of employees that can be used:

To screen candidates for an internal job

opening

To predict career paths

To support succession planning

Job Posting and Bidding Posting vacancy notices and maintaining lists of

employees looking for upgraded positions.


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HRIS Applications

Gomez-Mejia, Managing Human Resources, 6th ed, 2010. Prentice Hall.

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Identifying Talent through Performance

Appraisals

Managers are concerned about the actual

current performance and potential

performance of employees.

9-box Grid A comparative diagram that includes appraisal

and assessment data to allow managers to

easily see an employee‘s actual and potential

performance.


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9-Box Grid

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Job Posting and Job Bidding

Job Posting - Procedure to

inform employees that job

openings exists

Job Bidding - Permit

individuals in organization

who believe they possess

required qualifications toapply for posted job


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Employee Referrals

Number one way people find a job

Referrals better qualified andstay on job longer

Recruit new hires throughemployee-referral incentiveprograms

Employee enlistment - Unique

form of employee referral whereevery employee becomes acompany recruiter


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Why External Recruitment

Is Needed

Fill entry-level jobs

Acquire skills not possessed

by current employees

Obtain employees with

different backgrounds to

provide diversity of ideas


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External Recruitment Sources

High Schools and Vocational Schools

Community Colleges

Colleges and Universities

Competitors in the Labor Market

Former Employees

Military Personnel


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Advantages

Brings new ideas to the organization

May be less expensive than training

internal candidates

No dysfunctional relationships

Fried, Human Resource in Healthcare, 3rd ed, 2008. HAP.

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Disadvantages

Might lack cultural fit

Cause morale problems among internal

candidates

Require longer time for adjustment

Uncertainty of their skills and abilities

Fried, Human Resource in Healthcare, 3rd ed, 2008. HAP.

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Colleges and Universities

Professional, technical,

and management

employeesPlacement directors,

faculty, and

administrators

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Competitors in the Labor Market

When recent experience is needed,

competitors in same industry or

geographic area are important sources

Smaller firms look for employees trainedby larger organizations

Poaching - Process of actively recruiting

employees from competitors


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Former Employees

In past, punished with no-

return policies

Smart employers try to gettheir best ex-employees to

come back.

Also called boomeranging


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Unemployed

Qualified applicants becomeunemployed every day

Companies go out of business

Cut back operations

Merge with other firms

Employees are fired


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Military Personnel

Proven work history -

flexible, motivated, drug

free

Goal and team

orientation


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Self-Employed Workers

Technical

Professional

Administrative

Entrepreneurial


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Online Recruitment

Perhaps biggest change in

way that organizations

recruit

Revolutionized waycompanies recruit

employees and job

seekers search and applyfor jobs


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Advantages of Online Recruiting

Costs less because online advertising lessexpensive

Easy to post ad and responses arrive faster andoften in greater quantity

Tasks of contacting candidates and processingrésumés can be computerized

Permits organization to search for wider range ofapplicants

Recruiting cycle time is shortened


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Disadvantages of Online Recruiting

Processes must be in place to filter

out those who do not meet minimum

qualifications

Competition for qualified employees

from small and medium, as well as

global, companiesConfidentiality could be a problem


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Traditional External Recruitment Methods

Media Advertising

Employment Agencies -

Private and Public

Recruiters

Job Fairs

Internships

Executive Search Firms

Professional Associations

Unsolicited Applicants

Open Houses

Event Recruiting

Sign-on Bonuses

Employee Referrals

Educational institutions

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Media Advertising

Communicates employment needs

through media such as radio, newspaper,

television, and industry publications

Previous experience with various mediasuggest the approach taken

Use of newspaper advertising has

declined because of online recruiting


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Employment Agencies –

Public and Private

Organization that helps recruit employeesand at same time aids individuals in attemptsto locate jobs

Private agencies (often called head-hunters ) – Best known for recruiting white-collaremployees, healthcare professional,executives

Public agencies – Operated by each state,receive policy direction from U.S.Employment Service


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Job Fairs

Recruiting methodengaged in by single

employer or group of

employers to attract largenumber of applicants to

one location for interviews

Opportunity to meet largenumber of candidates in

short time


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Internships

Places student in a temporary job

No obligation to hire student

permanently or for student to accept

permanent position

Typically temporary job for summer

or part-time job during school year

Students bridge gap from theory to

practice


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Executive Search Firms

Locate experienced professionals

and executives

Need specific types of individuals

Contingency search firms - Receive

fees only upon successful placement

Retained search firms - Serve as

consultants to clients on exclusivecontract basis


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Sign-On Bonuses

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Discussion

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Selection

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Selection

Process of choosing from group ofapplicants the individual best suited for

particular position and organization

Goal of selection process is to properly

match people with jobs and organization Selecting wrong person for any job can be

costly

Costs an average of 2.5 times individual‘ssalary to replace an employee who does

not work out


The Goal of Selection: Maximize “Hits”

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The Goal of Selection: Maximize “Hits”

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Environmental Factors Affecting the

Selection Process

Other HR functions

Legal considerations

Decision-making speedOrganizational hierarchy

Applicant pool

Type of organizationProbationary period


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Legal Considerations

Human resource management is

greatly influenced by legislation,

executive orders, and court decisions

Guiding principle - Why am I asking

this question?

If information is job related, asking for

the information is usually appropriate


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Speed of Decision Making

Time available to

make selection

decision can have

major effect on

selection process


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Organizational Hierarchy

Different approaches to

selection are generally

taken for filling positionsat different levels in

organization

Executive vs. clerical


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Organizational Hierarchy (Cont.)

Extensive background checks and

multiple interviews would most likely

apply for executive position

An applicant for clerical position

would probably take word processing

test and perhaps have short

employment interview


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Applicant Pool

Number of qualified applicants

recruited for a particular job


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Selection Ratio

Number of people hired for a particular

job compared to number of individuals

in applicant pool

Selection ratio of 0.10 indicates that

there were 10 qualified applicants for

an open position


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Type of Organization

Prospective employees in private sector

screened with regard to how they can help

achieve organizational goals

Government civil service systems identifyqualified applicants through competitive

examinations

Individuals considered for positions in not-

for-profit organizations must be qualifiedand dedicated to work


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Probationary Period

Period that permits evaluating

employee‘s ability based upon

performance

May be a substitute for certainphases of the selection process

Job related


The Selection Process

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External Environment

Internal Environment

Selection Tests

Preliminary Interview

Employment Interviews

Pre-Employment Screening: Backgroundand Reference Checks

Selection Decision

Physical Examination

New Employee

Recruited Candidate

R e j e c t e d A p p l i c a n t s

Review of Applications and Résumés


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Preliminary Interview

Removes obviously unqualified

individuals

Positive benefits - Applicant maybe qualified for another position in

the organization


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Preliminary Interview - Telephone Interview

Narrow pool of applicants before

formal face-to-face interview

Cut down on wasted time and effort

Lacks advantages of face-to-face

contact


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Review of Applications

Application form must reflect not only

firm‘s informational needs, but also

EEO requirements.

Essential information is included and

presented in standardized format.

May vary by organization and even by

job type within organization


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Preprinted Statements on Application Form

Certifies that informationprovided on form is accurateand true

Should state position isemployment at will

Gives permission to have

background and referenceschecked


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Review of Résumés

Résumé - Goal-directed summary ofexperience, education, and trainingdeveloped for use in selection process

Professional/managerial applicants often

begin selection process by submittingrésumé

Includes career objective for specificposition

All-important concept of relevancy


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Sending Résumés via the Internet

Most large organizations now

use automated tracking

systems

Résumés deviating fromassumed style are ignored

Résumé should be as

computer/scanner friendly aspossible


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Keyword Résumé

Keywords - Words or phrases used to

search databases

Keyword résumé - Adequate

description of job seeker‘s

characteristics and industry-specific

experience presented in keyword terms

to accommodate the computer searchprocess


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Administration of Selection Tests

Advantages

Potential Problems using

Selection Tests

Characteristics of Properly

Designed Selection Tests

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Advantages of Selection Tests

Reliable and accurate means of

selecting qualified candidates

Cost small in comparison

Identify attitudes and job-related skills

that interviews cannot recognize


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Potential Problems Using Selection Tests

Can do versus

Will do

Legal liabilities

Test anxiety


Characteristics of Properly Designed Selection

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Tests

Standardization - Uniformity ofprocedures and conditions ofadministering test

Objectivity - Everyone scoring a testobtains same results

Norms - Frame of reference for

comparing applicant's performancewith that of others



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Tests (Cont.)

Reliability - Provides consistent results

Validity - Measures what it is supposed

to measure (Basic Requirement)

Requirement for Job Relatedness - Test

must work without having adverse

impact on minorities, females, andindividuals with backgrounds or

characteristics protected under law


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Types of Employment Tests

Cognitive aptitude

Job knowledge

Work sample (simulation)

Vocational interests

Personality


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Cognitive Aptitude Tests

Measures individual‘s

ability to learn, as

well as to perform a job

e.g. IntelligenceTests.


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Job Knowledge Tests

Measure candidate's knowledge of

duties of position for which he orshe is applying

Are commercially available


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Work Sample

Tests requiring applicant to performtask or set of tasks representative of

job

Such tests by their nature are jobrelated

Produces high validity, reduces

adverse impact, and is more

acceptable to applicants


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Personality Tests

Traits

Temperaments

Dispositions

Myers Briggs

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Online Testing

Increasinglybeing used to

test skillsrequired byapplicants


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Employment Interview

Goal-oriented conversation whereinterviewer and applicant exchange

information

Continues to be primary method used

to evaluate applicants

At this point, candidates appear to be

qualified


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Interview Planning

Compare applicant‘s application andrésumé with job requirements

Develop questions related to qualitiessought

Prepare step-by-step plan to presentposition, company, division, anddepartment

Determine how to ask for examples of past job-related applicant behaviors


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Content of the Interview

Occupational experience

Academic achievement

Interpersonal skills

Personal qualities

Organizational fit


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Organizational Fit

Management‘s perception of degree

to which prospective employee will

fit firm‘s culture or value systemEmployees also should consider

organizational fit when debating

whether or not to accept a job offer


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Candidate’s Role and Expectations

While interviewer

provides information

about company, it isimportant for applicants

to do their homework


T f I t i

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Types of Interviews

U t t d I t i

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Unstructured Interview

Asks probing, open-ended questions Encourages applicant to do much of the

talking

Often time consuming

Potential legal woes

Subjective

Different questions for different

applicants

U t t d I t i E l

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Unstructured Interview Examples

Tell me about yourself.

What is your greatest strength?

What is your greatest weakness?

How will our company benefit by

having you as an employee?


St t d I t i

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Structured Interview

Series of job-related questions

asked of each applicant for

particular job

Increases reliability and accuracy

by reducing subjectivity and

inconsistency of unstructured

interviews


St t d I t i (C t )

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Structured Interview (Cont.)

Situational questions

Job knowledge

questions

Job-sample simulation

questions

Worker requirementsquestions


Creating Structured Interview Questions

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Creating Structured Interview Questions

Stewart, Human Resource Management, 2nd ed, 2011. John Wiley & Sons, Inc.

B h i l I t i

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Behavioral Interview

Applicants asked to relate actual incidents

from past relevant to target job

Behavioral questions - Job relevant

Example: Relate a scenario where you

were responsible for motivating others

Example: Describe situation where your

expertise made a significant difference

Mondy, Human Resource Management, 11th

ed, 2010. Prentice Hall.

M th d f I t i i

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Methods of Interviewing

One-on-one interview - Applicant meets one-on-one with interviewer

Group interview - Several applicants interactin presence of one or more company

representatives Board interview - Several firm representatives

interview candidate at same time

Multiple Interviews - Applicants areinterviewed by peers, subordinates, andsupervisors



Appropriate and Inappropriate Interview Questions

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APPROPRIATE QUESTIONS INAPPROPRIATE QUESTIONS

National origin What is your name? What is the origin of your name?

Have you ever worked under a What is your ancestry?

different name?Do you speak any foreign languages

that may be pertinent to this job?

Age Are you over 18? How old are you?

If hired, can you prove your age? What is your date of birth?

Gender (Say nothing unless it involves a Are you a man or a woman?

bona fide occupational qualification.)

Race (Say nothing.) What is your race?

Disabilities Do you have any disabilities that Do you have any physical defects?

may inhibit your job performance? When was your last physical?

Are you willing to take a physical What color are your eyes, hair, etc.?

exam if the job requires it?

Height and (Not appropriate unless it is a bona How tall are you?

weight fide occupational qualification.) How much do you weigh?

Residence What is your address? What are the names/relationships

How long have you lived there? of those with whom you live?

Bohlander, Managing Human Resources, 15th

ed, 2010 South-Western

Appropriate and Inappropriate Interview Questions

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APPROPRIATE QUESTIONS INAPPROPRIATE QUESTIONS

Religion (You may inform a person of the Do you have any religious affiliation?

required work schedule.)

Military record Did you have any military What type of discharge did you

education/experience pertinent receive?

to this job?

Education and Where did you go to school? Is that a church-affiliated school?

experience What is your prior work experience? When did you graduate?

Why did you leave? What are your hobbies?

What is your salary history?

Criminal record Have you ever been convicted Have you ever been arrested?

of a crime?

Citizenship Do you have a legal right to work Are you a U.S. citizen?

in the United States?Marital/family What is the name, address, and Are you married, divorced, single?

status telephone number of a person Do you prefer Miss, Mrs., or Ms.?

we may contact in case of an Do you have any children? How old

emergency? are they?



Potential Interviewing Problems:

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g

Premature Judgments

Interviewers often make judgments about

candidates in first few minutes of interview

Some interviewers believe their ability to―read‖ a candidate is superior

When this occurs, a great deal of

potentially valuable information is notconsidered




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g

Interviewer Domination

Relevant information must

flow both ways

Interviewers must learn to begood listeners as well as

suppliers of information




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g

Permitting Non-Job Related Information

If candidate begins volunteering personal

information not job related, interviewer

should steer conversation back on course

While engaging in friendly chitchat with

candidates might be pleasant, in our litigious

society, it may be most dangerous thing

interviewer can do




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g

Contrast Effects

Error in judgment may occur when

interviewer meets with several poorly

qualified applicants and then confronts a

mediocre candidate

Last applicant may appear to be better

qualified than he or she actually is

Opposite can also occur




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g

Lack of Training

Interview is much more than carrying on

conversation with another person

Expense of training employees in

interviewing skills can be easily justified

What does ―Tell me about yourself‖ mean

to a trained interviewer?




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g

Nonverbal Communication

Body language is a nonverbalcommunication method in which physicalactions such as motions, gestures, andfacial expressions convey thoughts andemotions

Interviewers should make conscious effortto view themselves as applicants do to

avoid sending inappropriate or unintendednonverbal signals



Concluding the Interview

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Concluding the Interview

When interviewer has obtained necessaryinformation and answered applicant‘squestions, he or she should conclude theinterview

Management must then determine whethercandidate is suitable for the open positionand organization

Tell applicant that he or she will be notifiedof the selection decision shortly



Pre-Employment Screening: Background

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Pre Employment Screening: Background

Investigations

Determine accuracy of

information submitted or to

determine if vital information

was not submitted Principal reason for

conducting background

investigations is to hire better

workers



Elements to Verify

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Previous employmentEducation verification

Personal reference check

Criminal history

Driving record

Civil litigation

Workers‘ compensation history

Credit historySocial security number



Most Common Types of Background Checks

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Most Common Types of Background Checks

Pre-Employment Screening: Reference Checks

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Pre-Employment Screening: Reference Checks

Information from individuals who know

applicant that provide additional insight into

information furnished by applicant and

verification of its accuracy

Possible flaw - Virtually everyone can name

three or four individuals willing to make

favorable statements



Pre-Employment Screening: Reference Checks (Cont )

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Pre-Employment Screening: Reference Checks (Cont.)

Laws on the books in many states

and jurisdictions shield employers

from liability for harm to an ex-

employee based on contents of job

reference

There is a wait-and-see attitude

among some employers



Selection Decision

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Selection Decision

Most critical step of all

Person whose qualifications most

closely conform to requirements of

open position and organization

should be selected



Medical Examination

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Americans with Disabilities Act (ADA) doesnot prohibit pre-employment medical

examinations. Determines point they may

be administered during selection process

Directly relevant to job requirements

Determines whether applicant is physically

capable of performing the work



Notification to Candidates

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Notification to Candidates

Results should be made known to

candidates as soon as possible

Delay may result in organizationlosing prime candidate especially

when there is low supply

Unsuccessful candidates should alsobe promptly notified

Applicant Tracking System

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Applicant Tracking System

Software application designed to helpenterprise select employees more efficiently

Current systems permit human resource and

line managers to oversee entire selection

process

Often involve screening résumés and spotting

qualified candidates, conducting personality and

skills tests, and handling background checks



Metrics for Evaluating Recruitment/Selection

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Effectiveness

Turnover Rate - Number of times on averageemployees have to be replaced during a year

Recruiting Costs - Cost per hire determined bydividing recruiting expenses by number of recruits

hired Selection Rate - Number of applicants hired from

group of candidates expressed as percentage

Acceptance Rate - Number of applicants who

accepted the job divided by number who wereoffered the job



Metrics for Evaluating Recruitment/Selection

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g

Effectiveness (Cont.)

Yield Rate - Percentage of applicants fromparticular source and method that make it tonext stage of selection process

Cost/Benefit of Recruitment Sources andMethods - For each method, there is a cost.For each method, there should be a benefit.

Time Required to Hire - Time required to fill a job opening is critical



Discussion

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Discussion

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Readings

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Retention and Turnover

Strategic Employee Retention and Separation

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Strategic Employee Retention and Separation

Employee retention is the act of keeping

employees and retaining good workers.

Employee separation is the process ofefficiently and fairly terminating workers.

Stewart, Human Resource Management, 2

nd

ed, 2011. John Wiley & Sons, Inc.

Employee Retention

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Employee Retention

Employee retention helps build aworkforce with unique skills thatemployees of other organizations donot have.

These skills are critical for producingexceptional products and services thatcannot be easily duplicated by

competitors.


nd


Turnover

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Turnover

There are three types of turnover.

voluntary turnover , in which the employee

makes the decision to leave.

involuntary turnover , in which the organizationterminates the employment relationship.

dysfunctional turnover occurs when an

employee whose performance is at least

adequate voluntarily quits.


nd


Types of Employee Turnover and Retention

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Source: Adapted from D. Dalton, W. Todor, and D. Krackhardt, ‘‘Turnover Overstated: The Functional Taxonomy,’’ Academy of

Management Review 7 (1982): 118. Reprinted with permission of Academy of Management.

Job Satisfaction

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Job Satisfaction

Why do employees leave?

The employee‘s decision to leave begins

with a sense of low job satisfaction.

Job satisfaction represents a person‘s

emotional feelings about his or her work. When

work is consistent with employees‘ values and

needs, job satisfaction is likely to be high.


How Job Satisfaction Leads to Quitting

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Q g

Source: Adapted from Peter W. Hom, Fanny Caranikas- Walker, Gregory E. Prussia, and Rodger W. Griffeth, ‘‘A Meta-AnalyticalStructural Equations Analysis of a Model of Employee Turnover,’’ Journal of Applied Psychology 77 (1992): 905. Adapted with

permission.

Dimensions of Job Satisfaction

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Source: Information from Benjamin Schneider, Paul J. Hanges, D. Brent Smith, and Amy Nicole Salvaggio, ‗‗WhichComes First: Employee Attitudes or Organizational Financial and Market Performance?‘‘ Journal of Applied

Psychology 88 (2003): 836 –851.

Organizational Practices That Reduce Turnover

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Frequently measure job satisfaction throughsurveys such as the Job Descriptive Index.

One problem with job satisfaction surveys is that

the least satisfied employees are not likely to

respond to the survey.

Because they have already started to withdraw

from the organization, so they see little personal

benefit in completing the survey.


Practices That Reduce Turnover

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Another method for retaining employees is through

socialization, this is the process of acquiring theknowledge and behaviors needed to be a member of

an organization.

Effective socialization occurs when employees are

given critical information that helps them understandthe organization. Example: the new employee

orientation session.

As employees acquire information during the

socialization process, their feelings of fit with theorganization increase, and employees who perceive

that they fit are more likely to stay with an

organization.


Practices That Reduce Turnover

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Perceived organizational support isanother factor that influences employee

turnover.

This is the beliefs, by the employees, that

the organization values their contribution

and cares about their well-being.


Reducing Turnover

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g

Source: Information from Thomas W. Lee and Steven D. Maurer, ‘‘The Retention of Knowledge Workers with the Unfolding Model of Voluntary Turnover,’’ Human Resource Management Review 7 (1997): 247– 275.

Layoffs

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y

Layoffs are the large-scale terminations

of employment, which are unrelated to

job performance.

When an organization engages in

widespread layoffs intended to

permanently reduce the size of its

workforce, it is called downsizing.


Impact of Layoffs

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p y

Layoff victims - the individuals who actually

lose their jobs—experience a number of

problems.

Job loss begins a chain of negative feelingsand events, including worry, uncertainty, and

financial difficulties

declines in mental health and psychological

well-being, as well as physical health

Coping with Job

Loss and Unemployment

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Loss and Unemployment

Source: Adapted from Frances M. McKee Ryan, Zhaoli Song, Connie Wanberg, and Angelo J. Kinicki, ‘‘Psychological and Physical Well-Being During Unemployment: A Meta- Analytic Study,’’ Journal of Applied Psychology 90 (2005): 56. Adapted with permission.

Layoffs

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y

Layoff survivors are employees whocontinue to work for the downsizing

organization.

better to be a survivor than a victim??? Anger, insecurity…

Lack of trust in organization

Increased efforts

Responses of Layoff Survivors

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Source: Adapted from Joel Brockner, ‘‘The Effects of Work Layoffs on Survivors: Research, Theory, and Practice,’’ Research in Organizational Behavior 10 (1988): 221. © Copyright Elsevier 1988.

Alternatives to Layoffs

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Human Resource Planning

Hiring Freeze

Voluntary early retirement

Reducing overtime

Discipline

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Discipline is the process whereby management takes

steps to help an employee overcome unacceptablebehavior problems in the workplace.

Due process is a set of procedures carried out inaccordance with established rules and principles toensure all employees are treated fairly.

Due Process Principles.

1. Employees have a right to know what is expected of them andwhat will happen if they fail to meet expectations.

2. Discipline must be based on facts.

3. Employees should also have a right to present their side of thestory.

4. Any punishment should be consistent with the nature of theoffense


Progressive Discipline

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Progressive discipline is a process,

that provides successively more severe

consequences for employees whocontinue to engage in undesirable

behavior.


Steps for Progressive Discipline.

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Dismissing an Employee

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Dismissing employees is one of the mostdifficult tasks that a manager faces.

Many organizations offer outplacement to

the employees laid off.Outplacement services provide employees

who have been dismissed from an organization

with assistance in finding new jobs. Examples:

resume writing, practice interviewing andsupport groups.


The Dismissal Meeting

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A few guiding principles

Tell the employee directly that she is being dismissed.

Make the meeting brief.

Listen to the employee who is being dismissed. This is an

emotional moment, and some individuals will simply need to

talk. Summarize the meeting in writing, particularly severance

compensation, benefits and services that will be provide to the

employee.

Have security personnel close at hand just in case the person

being terminated vents their frustration in an violent manner.


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HBR

A Market-Driven Approach to Retaining Talent

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HBR, 2000 published by Cappelli (Author and

Professor of Management; U Penn) You cannot shield your employees from attractive

opportunities and aggressive recruiters.

Instead of minimizing turnover, try to influence

who leave and when Three tiers:

Employees you want to keep indefinitely

Employees you want to keep for a definite period of time

Employees you do not care for their retention

Resist the temptation to use retention

mechanisms across the board

Cappelli, 2000, A Market-Driven Approach to Retaining Talent, Harvard Business Review


Retention Mechanisms

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Compensation: ―Golden Handcuffs‖

Could be easily matched, bonuses

Paying bonuses in stages, deferred compensations,

options

Job Design

Nurses chasing charts Job Customization

Changes in job design to fit individuals

Social Ties

Loyalty to colleagues / Teams



Retention Mechanisms

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Location

Employees with young families, rural areas

Hiring

Focus on individuals who can do the job which are

easier to retain instead of those in high demand

Keep till the project is completed E-doc in AICU

Cooperating with Competitors

Lending employees

MD having privileges in many hospitals


Discussion

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hrm week 8 2011.03.01 bb

Documents