Tài Liệu Lecture Human Resource Acquiring Chapter 1 Introduction To Human Resource Acquiring.pdf

04/08/2021 1 HUMAN RESOURCE ACQUIRING ThS Nguyễn Đức Nhân Bộ môn Quản trị nhân lực Khoa Kinh tế và Quản lý nguồn nhân lực LECTURER’S INFORMATION • Fullname MBA Nguyễn Đức Nhân • Addess Building A1, Ro[.]

HUMAN RESOURCE ACQUIRING

ThS Nguyễn Đức Nhân - Bộ môn Quản trị nhân lực Khoa Kinh tế và Quản lý nguồn nhân lực

LECTURER’S INFORMATION

• Fullname:MBA Nguyễn Đức Nhân

• Addess:Building A1, Room 606, National Economics University 227 Giai Phong, HBT, HN

• Faculty/ Institute: Faculty of Human Resource Economics and Management

• Website: http://www.khoaquanlynguonnhanluc.neu.edu.vn/

• Mobile: 0934 552 220

• Email: nhannd@neu.edu.vn / nhannguyenktqd@gmail.com

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• Henneman III H., Judge T and Kammeyer – Muller J (2019), Staffing

Organizations, McGraw-Hill, 9th edition, ISBN 978-1-259-75655-9

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REFERENCE BOOKS

• Philips J & Gully S (2015), Strategic Staffing, 3rd Edition, ISBN 978-0-13-357176-9

• Pilbeam S & Corbridge M (2010), People Resourcing and Talent Planning HRM in practice, 4th edition

Pearson Education Limited,ISBN 978-0-273-71954-0

• Dessler G (2013), Human Resource Management, 13th edition, Prentice Hall, ISBN: 978-0-13-266821-7

• Amstrong M (2009), Amstrong’s Handbook of Human Resource Management Practice, 11th edition,

Kogan Page Limited, ISBN 978 0 7494 5242 1

• Nguyen Ngoc Quan, Nguyen Van Diem, (2013), Quản trị nhân lực, Publishing House of National

Economics University, Hanoi

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ACTIVITY What functions does HRM normally include?

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COURSE DESCRIPTIONS

• This course is to provide students with knowledge and skills of selecting and placing right people into

right positions at right time through implementing recruitment and selection, orientation and staffing

for organizations

• Main topics will be covered as follows:

• Chapter 1: Introduction to human resource acquiring

• Understand the concepts, the significance, the objectives, theprocess, and the methods of orientation and socialization of newemployees as well as internal staffing functions of humanresource management practice

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CHAPTER 1: INTRODUCTION TO HUMAN RESOURCE ACQUIRING

• 1.1 The concept and implications of Human Resource Acquiring

• 1.1.1 Concept

• 1.1.2 The implications of Human Resource Acquiring

• 1.1.3 Components of Human Resource Acquiring system

• 1.1.4 Integrating the functional areas of human resource management

• 1.1.5 Roles and responsibilities of Human resource Department

• 1.2 Bases of Human Resource Acquiring

• 1.2.1 Job analysis

• 1.2.2 Human resource planning

• 1.2.3 Business and Staffing strategy

• 2.1.2 The importance of recruitment

• 2.1.3 Factors influence recruitment process

• 2.2 The sources and methods of recruitment

• 2.2.1 Sources and methods of internal recruitment

• 2.2.2 Sources and methods of external recruitment

• 2.3 The recruitment process

• 2.3.1 The role of human resources department

• 2.3.2 Steps of implementation

• 2.4 Recruitment process evaluation

• 2.4.1 The costs of recruitment

• 2.4.2 The quality of recruitment

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CHAPTER 3: SELECTION

• 3.1.The role of selection

• 3.1.1 Concept

• 3.1.2 The importance of selection

• 3.1.3 The requirements of selection

• 3.2 The selection process

• 3.2.1 Responsibilities of the parties involved in selection

• 3.2.2 Steps of implementation

• 3.3 Design and implementation of selection tests and

interview

• 3.3.1 Designing and implementing test

• 3.3.2 Designing and conducting interview

• 3.4 Evaluating selection process

• 4.1.2 Contents of an orientation program

• 4.1.3 The orientation process

• 4.2 The internal staffing process

• You should work individually.

• You will need to research an actual company and learn how HRM isdone in industry

• Each student will be scheduled one day for an individualpresentation There are no opportunities to makeup a missedpresentation so you should avoid missing it for any reason

• In this presentation, you will present your research findings abouthow one company performs their hiring process

OR

• Failure to present on time could be substituted by writing a briefreport about how one company performs their hiring process, butwith lower grades at least 2 points

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Midterm exam (Individual work) –

20%A

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• 1 Introduce yourself (name, ID on slides)

• 2 Name the company you will research

• 3 How was this company chosen (one sentence)?

Introduction tasks:

• 1 What are the different ways a company can do recruitment and selection?

• 2 What are the strengths and weaknesses of each way?

• 3 Critically evaluate the strengths and weakness of the company’s hiring

• General grading guidelines: Descriptive = Pass; Evaluation and Analysis =

Merit; Critical Evaluation, Synthesis = Distinction

• Slides must contain very clear evidence of your analysis, evaluation, etc along

with full references to the journal articles you used to support your points (do

not use general public websites as they are unreliable).

• You must submit a copy of your slides (in the original format) to LMS The first

slide should contain your name, student ID, and the name of the company you

are researching.

• Your presentation should be very detailed Simple answers show little

understanding, which will lower your grade.

• You will have a limit of 5 minutes There may also be questions after.

• Because time will be tight, going over the time limit will lower your grade.

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Report – 20%

• General grading guidelines: Descriptive = Pass; Evaluation and Analysis =

Merit; Critical Evaluation, Synthesis = Distinction

• Your report must contain very clear evidence of your analysis, evaluation,

etc along with full references to the journal articles you used to support

your points (do not use general public websites as they are unreliable).

• You must submit a soft copy (no hard copy) of your report (in the Word

format) to LMS.

• Your report should be very detailed Simple answers show little

understanding, which will lower your grade.

• Your report should be 600 words in length (+/- 150 words) Failing to

comply with this limit will lower your grade.

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COMPANY REGISTRY

• Each student must choose a unique company and the company must have operations (with at least 50

employees) in Vietnam The first student to register their company gets that company If a student chooses

more than one company, only their most recent company counts

• Note: Please consider which company you would like to research It should be a company that you have

access to (for example, if a relative works there) or one that you are very interested in (for example, a

company you would like to work for one day) Generally, any company is fine as long as it has at least 50

employees However, please avoid using government agencies You can use State Owned Enterprises (like

Agribank), just not government offices (like the State Bank of Vietnam) If a company is large, like

VinGroup, you should choose a smaller unit within that company, for example, VinFast or VinSchool

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Group Project (Interview role-play) –

20% B

• The Group project is an analysis of a topic assigned by teacher

• Class is divided into groups Each group has from 3 to 5 members Groups will be decided by the 1st class

• You can use your research into your company but you will not be reporting anything Your team will act out a

hiring process, focusing on the interview (but you can also include other aspects which you feel are relevant)

• You can divide your team anyway you think best to illustrate which techniques you understand well in an

• Your grade will be driven by how much you show you understand

about the selection process.

• Interviewing is just one part of the selection process You should also

consider shortlisting, practical job tasks, intelligence and other tests.

• You will have a maximum of 10 minutes (it can be shorter) for your

role play There may be questions from the audience after.

• You should submit one paper which includes the names, IDs, and

role for each member This paper should also include a brief

explanation of the story of the role play You should email a page in

Word (.docx) format listing the subject of your role-play and which

student performed which role are relevant).

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Grading: Simple illustration = Pass; Complex understanding = Merit; Creative and realistically complex = Distinction.

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• Times of answers and questions in class.

• Positive contribution in class and compliance with the class rules.

Week 4 The Selection ProcessesWeek 5 Selection Tests

Week 6 Selection Interview Week 7 Guest Speaker

Week 8 Presentation 2.1 Week 9 Presentation 2.2 Week 10 Presentation 2.3

Week 11 OrientationWeek 12 Revision

CHAPTER 1: INTRODUCTION TO HUMAN RESOURCE ACQUIRING

ThS Nguyễn Đức Nhân - Bộ môn Quản trị nhân lực

Khoa Kinh tế và Quản lý nguồn nhân lực

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CONTETNS

• 1.1 The concept and implications of Human Resource Acquiring

• 1.1.1 Concepts

• 1.1.2 The implications of Human Resource Acquiring

• 1.1.3 Components of Human Resource Acquiring system

• 1.1.4 Integrating the functional areas of human resource management

• 1.1.5 Roles and responsibilities of Human resource Department

• 1.2 Bases of Human Resource Acquiring

• 1.2.1 Job analysis

• 1.2.2 Human resource planning

• 1.2.3 Business and Staffing strategy

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THE BIG PICTURE

• Organizations are combinations of physical, financial, and human capital

• Human capital

• Knowledge, skills and abilities of people

• Their motivation to do the job

• Scope of human capital

• An average organization’s employee cost (wages or salaries and benefits) is over 25% of its total

revenue

• Organizations that capitalize on human capital have a strategic advantage over their competitors

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CONCEPTS

• Staffing is the process of acquiring, deploying, and retaining a workforce of sufficient

quantity and quality to create positive impacts on the organization’s effectiveness.

• Acquistion activities involve external staffing systems that govern the initial intake of applicants into

the organization

• Deployment: the movement of current employees throughout the organization through internal

staffing that handle promotions, transfers, and new project assignments

• Retention: organization should try to minimize the turnover and retain the valued employees

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THE IMPLICATIONS OF HUMAN

RESOURCE ACQUIRING (1)

Acquisition activities involve

• planning for the numbers and types of people needed,

• establishing job requirements in the form of the qualifications or knowledge, skills, abilities,

and other characteristics (KSAOs) needed to perform the job effectively,

• establishing the types of rewards the job will provide,

• conducting external recruitment campaigns,

• using selection tools to evaluate the KSAOs that applicants possess,

• deciding which applicants are the most qualified and will receive job offers,

• and putting together job offers that applicants will hopefully accept.

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THE IMPLICATIONS OF HUMAN

RESOURCE ACQUIRING (2)

• Deployment refers to the placement of new hires in the actual jobs they will hold, something that may

not be entirely clear at the time of hire, such as the specific work unit or geographic location

• Deployment also encompasses guiding the movement of current employees throughout the

organization through internal staffing systems that handle promotions, transfers, and new project

assignments

• Internal staffing systems mimic external staffing systems in many respects, such as planning for

promotion and transfer vacancies, establishing job requirements and job rewards, recruiting

employees for promotion or transfer opportunities, evaluating employees’ qualifications, and making

job offers to employees for new positions

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THE IMPLICATIONS OF HUMAN

RESOURCE ACQUIRING (3)

• Retention systems seek to manage the inevitable flow of employees out of the organization.

• Sometimes these outflows are involuntary on the part of the employee, such as through layoffs or the sale

of a business unit to another organization

• Other outflows are voluntary in that they are initiated by the employee, such as leaving the organization to

take another job (a potentially avoidable turnover by the organization) or leaving to follow one’s spouse or

partner to a new geographic location (a potentially unavoidable turnover)

• It should try to minimize the types of turnover in which valued employees leave for greener pastures

elsewhere—namely, voluntary-avoidable turnover Through various retention strategies and tactics, the

organization can combat these types of turnover, seeking to retain those employees it thinks it cannot afford

to lose

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STAFFING ORGANIZATIONS

• Acquires, deploys, and retains

• Human Capital refers to: Knowledge, skills, and ability of its people!

• “How do we hire the right people?”

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HIRING OBJECTIVES

• What would be the potential problems with a staffing process in which

vacancies were filled:

• On a lottery basis from among job applicants?

• On a first come-first hired basis?

• What would be the advantages of using one of the staffing processes?

• The basis of staffing function is efficient management of personnel.

• helps in placing right men at the right job.

• is performed by all managers

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STAFFING MODELS

• Staffing Quantity: Levels

• Staffing Quality: Person/Job Match

• Staffing Quality: Person/Organization Match

STAFFING QUANTITY LEVELS

• The organization as a whole, as well as each of its units, forecasts

workforce quantity requirements and then compares these forecasted

with workforce availabilities to determine the staffing level position.

CONCEPTS: PERSON/JOB MATCH MODEL

• Jobs are characterized by their

require-ments and rewards

• Individuals are characterized via

qualifi-cations (KSAOS) and motivation

• These concepts are not new or faddish,

this is an enduring model of staffing

• Matching process involves dual match

CONCEPTS: PERSON/ORGANIZATION

MATCH MODEL

• Organizational culture and values

• Norms of desirable attitudes and behaviors for employees

• For example: honest, achievement, hard work.

• New job duties

• Tasks that may be added to target job over time

• “… and other duties as assigned”

ACTIVITY What is your priority when looking for a job?

• 1.2.2 Human resource planning

• 1.2.3 Business and Staffing strategy

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1.2.1 JOB ANALYSIS

• Job analysis may be defined as the process of studying jobs in order to gather, analyze, synthesize, and

report information about job requirements and rewards (note in this definition that job analysis is an overall

process as opposed to a specific method or technique)

• Approaches of the job analysis process:

• A job requirements job analysis seeks to identify and describe the specific tasks, KSAOs, and job context for a

particular job;

• The competency-based, attempts to identify and describe job requirements in the form of general KSAOs required

across a range of jobs;

• The rewards-based approach focuses on the rewards employees receive from their work It is used to assess what

types of positive outcomes employees receive from performing a job.

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1.2.2 HUMAN RESOURCE

PLANNING

• Human resource planning (HRP) is an ongoing process and set of activities undertaken to

forecast an organization’s labor demand (requirements) and internal labor supply

(availabilities), to compare these projections to determine employment gaps, and to develop

action plans for addressing these gaps.

• Action plans include planning to arrive at desired staffing levels and staffing quality.

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