WGU D351 Functions of Human Resource Management - Section 2 - Forecasting

WGU D351 Functions of Human Resource Management - Section 2 - Forecasting Leave the first rating Students also studied Terms in this set (20) Save WGU D351 Know to Pass 152 terms natashahinkle67 Preview WGU D351 v2 topic 5 Teacher 17 terms movinecloudPreview WGU D351 Know to Pass Teacher 152 terms lovetolearn5454 Preview WGU D 54 terms Pur Describe the process of workflow analysis, and identify why it is important to HRM.Start with identifying the end result Then, determine the required steps or activities to create the end result Analyze the tasks that need to be performed to create the output Identify the necessary inputs for carrying out the steps and

performing tasks. The four M's: machines (tools, equipment, and machines),

material (physical resources used in production), manpower (the people needed in a particular production process), and money (the capital that must be spent to perform our processes).Identify the five major options available and expected outcomes of the process of job analysis.(1) Questionaries - ask questions that help identify the functions that are a part of a particular job. (2) job analysis interview - questions are asked verbally, usually of the incumbent, and the answers are compiled into a job profile. (3) diaries - where workers maintain a work log of the tasks they accomplish as they do their jobs. (4) observation of the worker at work - an observer shadows the worker and logs tasks performed over time. (5) subject matter expert (SME) panels - chosen for their knowledge of a set of jobs, help identify the major tasks within those jobs. || The expected outcomes of the process are the job description and the job specifications Identify and describe the four major tools for motivational job design.(1) Job simplification - the process of eliminating or combining tasks and/or changing the work sequence to improve performance (makes jobs more specialized). (2) Job expansion - jobs can be expanded through rotation, enlargement, and enrichment (makes jobs less specialized). (3) Team-based job design - gives the team an entire piece of work. It is a form of job enrichment that can increase the workers' autonomy, task identity, and task significance. (4) flexible job design - includes flextime, job sharing, telecommuting, and compressed workweeks, allows us to target individuals who have time constraints in their lives outside of work so that we can get better recruits and, ultimately, employees than we would otherwise be table to target.

Discuss the two types of HR forecasting and the three most common quantitative forecasting methods.1) Quantitative forecasting uses mathematics to forecast future employment needs based on historical data.2) qualitative forecasting uses individual or collective industry and work expertise to forecast employment needs in the future.

The three most common quantitative methods include the following:

Trend analysis allows the company to look at historical trends—for instance, whether employment went up or down in a given year and how the number of employees related to revenue or productivity—and make judgments from those trends.Ratio analysis calculates specific values by comparing a business factor with the number of employees needed.Regression analysis is a statistical technique using a regression diagram made from historical data points to predict future needs presented with a y- and x-axis.Identify the major options when the organization is faced with a labor surplus or shortage.Options when faced with a surplus of employees include the following: (1) layoff - terminating employees to improve organizational efficiency and effectiveness. (2) pay reduction - lowers the rate of pay for groups of employees within the organization. (3) Work sharing occurs when we cut the hours available to each worker per week or monthly because fewer work hours are available for the company. (4) natural attrition - lowering employee numbers by not refilling jobs when turnover occurs. (5) hiring freeze - allow natural attrition, but do NOT create any jobs, even if they are needed (stops all hiring). (6) retraining and transferring workers from one job to another may allow us to lower the number of workers in a particular part of our business. Still, it will only work if we have too many employees in one type of job and too few in another. (7) Early retirement can be a valuable option; employees are given the choice of leaving the company before they normally retire.

Methods for mitigating employment shortages include these options: (1) overtime

• the quickest and easiest way to fix a shortage. (2) Hiring temporary workers -

another quick method of overcoming a worker shortage. (3) retrain workers - if we have a surplus of employees in another part of the company. (4) outsourcing (5) reduce turnover (6) hiring new employees (7) technological innovation - help alleviate a shortage if we can create machinery that can do the job of a human being.Identify the impact current trends are having on workforce management.The gig economy is a continuing trend. However, these opportunities are more organized and easier to find through the use of apps. The apps allow businesses to more easily match job needs with particular skill sets. An increase in technological innovations is allowing greater insight into common employment issues. AI technology is being used to predict employee turnover, lack of engagement, and employees at risk for leaving employment for other opportunities.

Discuss the primary goal of the recruiting process and the major external forces acting on recruiting.The goal is to create a "reasonable pool" of candidates, typically about 15 to 25 candidates who are qualified and want to work for the organization. The main external forces are the effective labor market and the social and legal forces that act on us and our potential recruits.These forces include (1) supply and demand, (2) the unemployment rate in the recruiting area, and (3) competitors and whether competition for available workers is strong or weak. (4) the social and legal environment Briefly discuss the main items we need to consider before recruiting.Major considerations before starting the actual recruiting process include determining when we should recruit, alternatives to recruitment, the reach of our recruiting efforts, and the issue of social media and other technology use in recruiting.Discuss the major advantages and disadvantages of internal recruiting

Internal recruiting advantages: increases in organizational commitment and job

satisfaction, the ability to learn more about the "big picture" in the company, the fact that the individual feels comfortable working for the company, the fact that the company knows the individual and that person's work history, lower recruiting costs, and a relatively speedy process compared to external recruiting.internal recruiting Disadvantages include the pool of applicants is smaller, you will have to fill the old job of the person you hire, success in one job doesn't necessarily mean success in a different job, external candidates may be more qualified, internal candidates may feel they are entitled to the job, and we may perpetuate resistance to change and stifle innovation and creativity.Discuss the major advantages and disadvantages external recruiting.The advantages of external recruiting are that we avoid perpetuating resistance to change and encourage innovation and creativity, we may be able to find individuals with complex skill sets who are not available internally, there will be lower training costs for complex positions, and we have the potential to increase diversity.Disadvantages include potential disruption of the work team, the fact that it takes longer than internal recruiting and costs more, the fact that it may adversely affect current employees' motivation and satisfaction, higher orientation and training costs, and the fact that the candidate may look great on paper but may not perform after being hired.Identify and briefly discuss the major challenges and constraints involved in the recruiting process.The most obvious constraint is money. We have to avoid spending too much on the recruiting process. Organizational policies affect how we recruit. Our organization's image also plays a significant role in our ability to source the people we need from the communities around us. Selection and training of the recruiter is a major factor in recruiting success; they have to find an individual who has the ability to actively listen and empathize with the candidate. The type of job and the RJP affect the ability to recruit.Discuss the basic methods available for evaluating the recruiting process.The recrutiing yeild ratio calculates how many people make it through the recuriting step to the next step in the hiring process. Another measure is cost per hire. Time required to hire. New-hire turnover is another measure of success. New- hire performance ratings.

Describe how technology is impacting the recruiting process and the need to hire candidates with a passion for their chosen fields.If used properly, technology may help reduce or eliminate bias in the recruiting process. Those who do not have access to technology may place them in a disadvantage. The work done on grit by Dr. Angela Duckworth and others tells us that we need to look for passion and perseverance when recruiting new employees and not just look at grade point average, IQ, or other quantitative testing. Grit can be improved.Describe the steps in the selection process and why it is so important to the organization.

Here are the steps in the process: (1) application or résumé; (2) preliminary

screening; (3) initial interview and testing; (4) second interviews, as needed; (5) detailed background checks; (6) selection decision and conditional job offer; (7) drug screening and physical exam, as needed; and (8) hired! Selection is important, primarily because we need the best possible person in each job in order to maximize productivity.Explain the three main types of "fit" in the selection process and why they are important.The three types of fit are personality-job fit, ability-job fit, and person-job fit. They are important because managers are supposed to get the best productivity out of their workforce. However, not everyone can do everything equally well, so managers have to treat people differently—but fairly—in order to put the right person in the right job.Discuss the major points in the Uniform Guidelines on Employee Selection Procedures (UGESP).The UGESP provides guidelines on how to avoid discriminatory hiring practices. It identifies what the federal government considers to be an employment test and how those tests can be used in making employment decisions. The UGESP also identifies the acceptable types of validity that can be used to validate employment tests—content validity, criterion-related validity, and construct validity—and it notes that these tests must be reliable.Discuss selection interviewing, including the three primary types of interviews and the five steps in the model for conducting them.The interview allows the manager to assess the candidate face-to-face, including the person's ability to communicate, personality, appearance, and motivation. It also allows the candidate to learn about the job and the organization. The three primary types of interviews are the unstructured interview, in which the interviewer has no preplanned questions or topics; the semistructured interview, where the interviewer may ask both planned and unplanned questions; and the structured interview, where all candidates are asked the same questions

.The following model steps may be used in the interview:

Step 1: Open the interview. Develop rapport and put the candidate at ease.

Step 2: Present a realistic job preview (RJP). Make sure that the candidate

understands the job and what will be expected if selected for the job.

Step 3: Ask questions. Ensure that the candidate does most of the talking and

notes their answers.Step 4: Introduce top candidates to coworkers. Let them talk with people they will work with and use that to judge their interpersonal skills and attitude.Step 5: Close the interview. Thank the candidate for their time, and tell them the next step in the process. Tell the candidate when they will be contacted, and after they leave, make any final notes about the interview.