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What, for many, embodies the heart of human resource management, including recruitment and selection (staffing), training, appraisal, career development, and compensation?
The Talent Management Process?
The traditional way to view staffing, training, appraisal, development, and compensation is as a series of steps:
1. Decide what positions to fill, through job analysis, personnel planning, and forecasting. 2. Build a pool of job candidates, by recruiting internal or external candidates. 3. Have candidates complete application forms and perhaps undergo initial screening interviews. 4. Use selection tools like tests, interviews, background checks, and physical exams to identify viable candidates. 5. Decide to whom to make an offer. 6. Orient, train, and develop employees to provide them with the competencies they need to do their jobs. 7. Appraise employees to assess how they re doing. 8. Reward and compensate employees to maintain their motivation. This linear view makes sense. For example, the employer needs job
What is the goal-oriented and integrated process of planning, recruiting, developing, managing, and compensating employees?
talent management
What is the procedure through which you determine the duties of the positions and the characteristics of the people to hire for them?
Job analysis
What is a job description and a job specification?
A list of what the job entails and what kind of people to hire for the job
The job analysis collects what type of information?
Work activities (such as cleaning, selling, teaching, or painting and can include how, why, and/or when the worker performs each activity) Human behaviors (Information about human behaviors the job requires, like sensing, communicating, lifting weights, or walking long distances) Machines, tools, equipment, and work aids (Information regarding tools used, materials processed, knowledge dealt with or applied (such as finance or law), and services rendered (such as counseling or repairing)). Performance standards (Information about the job s performance standards (in terms of quantity or quality levels for each job duty, for instance)). Job context (Information about such matters as physical working conditions, work schedule, incentives, and, for instance, the number of people with whom the employee would normally interact.) Human requirements (Information such as knowledge or skills (education, training, work experience) and required personal attributes (aptitudes, personality, interests)).
Uses of job analysis information are what?
Recruitment and selction, EEO Compliance (ADA compliance for example requires essential job functions), Performance Approval, Compensation (based off education and skill required), Training
How do you conduct a job analysis? 6 general steps are ...
STEP 1: DECIDE HOW YOU'LL USE THE INFORMATION. STEP 2: REVIEW RELEVANT BACKGROUND INFORMATION SUCH AS ORGANIZATION CHARTS, PROCESS CHARTS, AND JOB DESCRIPTIONS. STEP 3: SELECT REPRESENTATIVE POSITIONS. STEP 4: ACTUALLY ANALYZE THE JOB BY COLLECTING DATA ON JOB ACTIVITIES, WORKING CONDITIONS, AND HUMAN TRAITS AND ABILITIES NEEDED TO PERFORM THE JOB. STEP 5: VERIFY THE JOB ANALYSIS INFORMATION WITH THE WORKER PERFORMING THE JOB AND WITH HIS OR HER IMMEDIATE SUPERVISOR. STEP 6: DEVELOP A JOB DESCRIPTION AND JOB SPECIFICATION.
A new organization chart has to be made, a new employee asks what it is. How do you answer?
Organization charts show the organization-wide division of work, and where the job fits in the overall organization. The chart should show the title of each position and, by means of interconnecting lines, who reports to whom and with whom the job incumbent communicates.
What is the purpose of a process chart?
A process chart provides a more detailed picture of the work flow. In its simplest form a process chart shows the flow of inputs to and outputs from the job you re analyzing
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