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HR Project

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Abdul Alqurash

on 16 May 2015

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Transcript of HR Project

Code of Ethics for HR Professionals
Planning & Recruitment
Selection

As HR professionals, we are responsible for adding value to the organizations we serve and contributing to the ethical success of those organizations. We accept professional responsibility for our individual decisions and actions. We are also advocates for the profession by engaging in activities that enhance its credibility and value.
Core Principle
Labor Shortage
Reason 1
:
The overall industry is expected to grow around 10 to 19% (O*NET).

Reason 2:
The most desirable types employees are likely to be in short supply.

Long-term Factors Influencing Labor

1. Growing computer proficiency
2. Losing employees to other career opportunities
3. Travel agents double up as tour guides

Precautions
1. overtime programme
2. temporary workers
- work sample from applicants
Recruiting Sources and Methods
External:

Will be the primary type of source used for recruiting.


1.
Referrals will be an encouraged method of recruitment.

2.
College interns will be a method of recruitment.
Positioning Characteristics & HRM Practices
(
To attract Recruitees
)

Highlight 1:
Task Variety



Highlight 2:
Recruiter Characteristics
KASO’s set 2
K2: Customer and Personal Service
S2: Active Listening
A2: Oral Expression
O2: Performing for or Working Directly with the Public

→ Personality Inventories Test
Dealing with customers: Conscientiousness, extraversion, agreeableness, openness and emotional stability
K 6:
English Language
S 6:
Reading Comprehension
A 6:
Speech Recognition
O 6:
Interacting With Computers

Cognitive Ability Test 1
: Use of General Mental Ability “g”

Interviews 2
: Testing the applicants’ knowledge of English language
KSAO’s set 6
Validation Checks of Testing Measures
Reliability:
1.
Test reTest: For the “Big Five” we will have people retake the test to ensure it is a reliable test. That is we will expect to see the test return similar results for the same employees over time.


2
.
Inter-rater: In our interviews we will keep record of the ratings given to applicants by different raters to gage the consistency of our interview process. Raters or interviewers should be delivering a consistent interview and looking for the same ques by which to issue a rating. The more profitent our interview process is the closser should be the ratings of different raters.
To assess the validity of the chosen selection measures we will keep a profile containing the scores or ratings employees get during selection measures and cross-reference these scores with performance reviews. This is a mix of predictive and concurrent validity testing style.
Validity:
Validity Generalization: Gathering information of selection methods from other companies in the same industry to make sure that the results are generalized.
Generalizability:
Due to the small applicant pools we intend to attract, we believe that testing for the utility of selection tests using the selection ratio and a selection test validity score will not provide statistically significant valuations of the utility that our selection tests can be said to have.
Utility:
Making sure that we don’t violate Civil Rights Act, Age Discrimination in Employment Act, and American with Disabilities Act in hiring
Legality:
Possible Drawbacks of Testing Measures
Personality Inventories:
This could violate clauses of the Americans with DIsabilities Act.


C
ognitive Ability Test:
There is a small possibility to fail the use of this method because Cognitive Ability Test can have wide adverse impact on race.


In
t
erviews: I
f the list of questions we are going to ask the applicants is not consistent, the result might not be accurate.
Effects of Planning & Recruitment on the Selection Ratio


For example, during a recruiting project we may get applications from
5
referrals and
15
form a college career fair. That means we will have
20
applications coming in and out of the 20 we are likely to take about
12
applicants on average. Making the selection ratio
12 / 20 = 0.60
Selection Ratio:

Referrals will be an encouraged source of recruitment.




College interns will be a source of recruitment. These recruitment strategies have high acceptance rates and self-selection influence historicaly.
PR strategy 2
PR strategy 1
Legal Issues:
Disparate Impact
Selection Measure of Contention:
Cognitive Ability Test

Focal Group:
American-African

Defensive Information/Arguments:



The Cognitive Ability Test should have a direct correlation, which should be documented, to the proficiency employees are able to exhibit in using or learning the set 6 KSAO’s. Ability with or to acquire the set 6 KSAO’s is fundamental to the work of Travel Agents.
ADA Selection Scenarios
ADA Selection Scenarios
Deaf Applicant:
(Take that this is a disability by fiat.)


Essential Job Functions:
Using computers, interacting with clients.


Reasonable Accommodations:
No reason why a deaf applicant would not be able to use a computer. For the client interactions, ensure this applicant uses text methods for general communication and leverage the deaf applicants ability to sing, if they can.


Hardships of Accommodations:
Be sure to have a translator or translation software on hand in cases where text communication would be inappropriate. Notify all other employees that things like “voice mail” will not work for the focal employees.

Verdict of Scenario:
Hire if they can be said to have outperformed the other applicants in their group.
One Arm Applicant:
(Take that this is a disability by fiat.)



Essential Job Functions:
Using computers, interacting with clients.



Reasonable Accommodations:
The essential work of a Travel Agent is largely knowledge based for that reason we anticipate little accommodation would need to be made. That said we would need to keep our eyes open just in case some task does present itself that requires two arms.


Hardships of Accommodations:
Here is just the need to be sensitive to the requests of the one arm applicant.


Verdict of Scenario:
Hire if they can be said to have outperformed the other applicants in their group.
Training & Development
A:

The agent greets the customer, face the customer, maintain eye contact, minimize external distractions, respond appropriately, focus solely on what the speaker is saying, keep an open mind, and the agent engages him self


Opportunity to use learned capability

Technological support

Manager support

Peer support

Self-management skills

Opportunity to use learned capability
C:
Performance Management
Performance Management



Measures for Performance Evaluation
Creating a list of behaviors that are pertinent to the job and creating a list of critical incidents that exemplify the good and bad behaviors. Then use a numerical scale to get a better measure of an employee's overall performance
Behavioral Observation Scale
Behavioral Approach
Example:
Overcomes Introversion in a Customer Service related industry


Welcomes New Potential Customers

Almost Never 1 2 3 4 5 Almost Always


Proactively Suggests Travel Destinations

Almost Never 1 2 3 4 5 Almost Always
Results Approach
Management by Objective
This is done by measuring an employee’s overall contribution to the company’s “bottom-line”. This is a very straightforward tool in recognizing an employee’s overall productivity, quality, efficiency and customer service rating.
Measuring an employee’s bottom-line performance in a variety of different ways. From customer service surveys that can be filled out from past clients, to measuring the employees overall profitability in the company, based on specific financial figures or a percentage of the individual’s compensation.
Example:
Viability of Measures
Behavioral Approach
High Inter-Rater Reliability
High Validity, minimizes contamination and deficiency

Moderate Acceptability, difficult to develop by viewed favorably

High Specificity because specific behaviors are assessed

High Strategic Congruence if behaviors are linked to
organizational goals
Results Approach
High Inter-Rater Reliability

High Validity if associated with company bottom-line

High Acceptance if goal is developed through employee input

High Specificity if the behavior that led to the goal are known

High Strategic Congruence if the goal supports organization's goals
Compensation
Pay



Based on the market we are planning to pay our employees $16/hour



Because its a seasonal position, we need to attrack the most experienced employee
And, to make the employees satisfied with us to avoid turn over and absenteeism
Hourly Rate
Reasons
Job Structure
Highest Paying Job:
Average Paying Job:
Least Paying Job:
Travel Agent
Driver
Cleaning
Reason or Method for having this Pay Structure
1) Many firms are too big to make pay decisions based on individual merit

2) Employees doing the same job should make around the same amount of money

3) It influences Distributive Justice - the perceived fairness of decision outcomes


-Instrumentality:

Poor methods for measuring performance, as Instrumentality could actually be rewritten to be Performance
->
Evaluation
->
Outcomes
ii. Inadequate budget to provide outcomes, even when performance is high
iii. Use of policies that reward things besides performance, such as attendance or seniority
iv. Time delays in doling out rewards


-Line of Sight:
Our employees have direct link between what the organization wants them to do and how it will drive the organization, managers can expect them to be driven to change.

-Cooperation:
This project have a good chance to turn into a big cooperation and being competitive in only in Portland but also throw the united states

Examples of the Program in Action:
Rose city is going to have a huge ROI due for being unique and has the best practice.
Recognition of Employee Contributions
Recognition Program:



1.

Task 1: Plan tour itineraries, applying knowledge of travel routes and destination sites.


Task 2: Arrange for tour or expedition details such as accommodations, transportation, equipment, and the availability of medical personnel.


2.

Task 1: Resolve any problems with itineraries, service, or accommodations.


Task 2: Attend to special needs of tour participants.


3.

Task 1: Lead individuals or groups to tour site locations and describe points of interest.
Use O*NET to get 5 job dimensions
Task 2: Give advice on sightseeing and shopping.


4.

Task 1: Evaluate services received on the tour, and report findings to tour organizers


Task 2: Verify amounts and quality of equipment prior to expeditions or tours.



5.

Task 1: Sell travel packages.


Task 2: Pay bills and record checks issued.
K 1
: Sales and Marketing — Knowledge of principles and methods for showing, promoting, and selling products or services. This includes marketing strategy and tactics, product demonstration, sales techniques, and sales control systems.


S 1
:Social Perceptiveness — Being aware of others' reactions and understanding why they react as they do.


A 1
: Oral Comprehension — The ability to listen to and understand information and ideas presented through spoken words and sentences.


O 1:
Communicating with Persons Outside Organization — Communicating with people outside the organization, representing the organization to customers, the public, government, and other external sources. This information can be exchanged in person, in writing, or by telephone or e-mail.
Four Most Important Tasks
Four Most Important Tasks
Four Most Important Tasks
Four Most Important Tasks
Four Most Important Tasks
K 2:
Customer and Personal Service — Knowledge of principles and processes for providing customer and personal services. This includes customer needs assessment, meeting quality standards for services, and evaluation of customer satisfaction.


S 2:
Active Listening — Giving full attention to what other people are saying, taking time to understand the points being made, asking questions as appropriate, and not interrupting at inappropriate times.


A 2:
Oral Expression — The ability to communicate information and ideas in speaking so others will understand.


O 2:
Performing for or Working Directly with the Public — Performing for people or dealing directly with the public. This includes serving customers in restaurants and stores, and receiving clients or guests.
K 3:
Administration and Management — Knowledge of business and management principles involved in strategic planning, resource allocation, human resources modeling, leadership technique, production methods, and coordination of people and resources.


S 3:
Complex Problem Solving — Identifying complex problems and reviewing related information to develop and evaluate options and implement solutions.


A 3:
Written Expression — The ability to communicate information and ideas in writing so others will understand.


O 3
: Performing Administrative Activities — Performing day-to-day administrative tasks such as maintaining information files and processing paperwork.

K 4:
Geography — Knowledge of principles and methods for describing the features of land, sea, and air masses, including their physical characteristics, locations, interrelationships, and distribution of plant, animal, and human life.

S 4:
Service Orientation — Actively looking for ways to help people.

A 4:
Speech Clarity — The ability to speak clearly so others can understand you.

O 4:
Identifying Objects, Actions, and Events — Identifying info by categorizing, estimating, recognizing differences or similarities, and detecting changes in circumstances or events.

K 5:
Transportation — Knowledge of principles and methods for moving people or goods by air, rail, sea, or road, including the relative costs and benefits.


S 5:
Coordination — Adjusting actions in relation to others' actions.


A 5:
Information Ordering — The ability to arrange things or actions in a certain order or pattern according to a specific rule or set of rules (e.g., patterns of numbers, letters, words, pictures, mathematical operations).


O 5:
Establishing and Maintaining Interpersonal Relationships — Developing constructive and cooperative working relationships with others, and maintaining them over time.


1. Changes that will devalue KSAO’s!

2. What KSAO’s will become less important?

2. New KSAO’s that can replace old ones!
Future Trends that will affect KSAO’s
Abdullah Alqurashi
By:
D:
Putting the trainee on the spot and examining the ability of Active Listening.
I will expose the trainees to various programs that will test their Active Listing abilities.
For example, recorded interviews, audio tracks, and a mock customer service session where a normal and usual questions in a travel agency accrue.
Staff need more training on communication skills in order to get customer satisfaction
B:
PROFESSIONAL RESPONSIBILITY
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