Human Resources Management

Poor HR…

Hire wrong people Staff under performs Employee dissatisfaction…attrition Difficult employees Under utilize employee capacities Break laws

Personnel Process

1. Development of the job description2. Creation of the job announcement3. Candidate recruitment4. Candidate selection5. Orientation, T & D6. Performance appraisal7. Employee motivation & rewards8. Employee discipline

Searc

h P

rocess

Step 1: Development of the job description

* Job Analysis * Job Classification* Job Description

Job Analysis

Systematic collection of information regarding the knowledge, skills, abilities, and other characteristics (KSAOCs)/competencies required to perform a job successfully

Job Analysis

Job activities Educational

requirements Equipment used Working conditions Supervisory and

management responsibilities

Interpersonal communication skills

Agency contacts External contacts KSAOCs/

competencies

Job Analysis

Job activities– Specific activities that an employee will

need to perform in order to complete required assignments

– Examples…

Job Analysis

Educational requirements– Degrees & certifications– Experience– Example

Job Analysis

Equipment used

Job Analysis

Working conditions– Dirt, heat, noise, fumes, clean, pleasant– Physical requirements– Degree of each– Percent of work time spent in each– Schedule – weekends, PT FT, evenings– Work pace– Example…

Job Analysis

Supervisory and management responsibilities– PT & FT ee’s & volunteers– Any hiring, training, scheduling,

evaluating, and dismissing employees

Interpersonal communication skills– Phone, face to face, electronic, media– Frequency

Job Analysis

Agency contacts– People within the organization the

employee will come into contact with when completing job tasks

– Maintenance, marketing, special rec

External contacts– Media, other agencies, hospitals

Job Analysis

Competencies/KSAOC’s needed– Knowledge – information required for

the positionunderstanding of exercise physiology,

strength training techniques, kinesiology, and exercise

– Skills - specific observable abilities required to perform the particular tasks of the position

Assesses for muscle strength, mobility, gait, ROM-potential for rehab

Implements individualized exercise plans

Job Analysis

Competencies/KSAOC’s needed– Abilities – Aptitudes for a position, how

well they complete a taskAbility and flexibility to

– manage multiple tasks simultaneously– motivate others to initiate behavior change– work with diverse groups and special populations.

– Characteristics –attitudes, personality factors or mental traits needed

Positive attitude, ethical, honest

Job Analysis

How to gather information– Interview– Questionnaire– Structured checklist– Observation– Diary/log– Combination of methods

Job Analysis

Why– Helps to write job description &

determine series & classification

– Demonstrates how criteria for selecting ee’s is directly related to job requirements

A few laws…

Job Analysis

ADA (1990)– Qualified applicant – one who can

perform the essential functions of the job.

Essential Functions – primary job duties; exclude marginal or peripheral tasks not critical to the performance of the primary job function

Job Analysis

Uniform Guidelines on Employee Selection Procedures (1978)– Requires job analysis– Must show that criteria est. for hiring are

related to the position

Equal Pay Act of 1963– Similar pay for similar work– Job analysis is legal defense

Job Analysis

Civil Rights Act of 1964– Job analysis helps to accurately describe

job duties and to defend the qualifications needed in a job

Occupational Safety & Health Act of 1970– Job analysis establishes the work

conditions and risks faced at work

Step 1: Preparing to Open the Job:

* Job Analysis * Job Classification & Type

* Job Description

Classification Systems

Classes – group of positions that have comparable responsibilities (horizontal)

– Education levels– Previous experience– Span numerous departments– Subject to same benefits & salary ranges

Classification Systems

Series – a form of vertical classification of employees

– Within a certain department– A gradation of skills & qualifications– PT Assistant, PT– Personal Trainer 1, 2, 3– Specialist, Supervisor, Coordinator– Assistant AD, Associate AD, Senior

Associate AD

Superintendent of S treets

M aintenance W orker 1

M aintenance W orker 2

M aintenance W orker 3

Superintendent of Utilities

Director of Public W orks

Superintendent of Operations

M anager

Coordintor

Supervisor

Superintendent of Recreation

Director of Parks & Recreation

M a yo r - C it y o f B loo m in g ton

Classes

Seri

es

Reading Org Charts

Lines show chain of command

Levels should be similar

Determine distinction between titles:– Manager, supervisor, coordinator,

specialist, leader

Types of Employees

Hourly– Full time– Part time

Salary– Most often full time

Contractual