Giúp sinh viên trả lời các câu hỏi môn Quản trị nguồn nhân lực.HR là gì? HR (Human Resources) là ngành quản trị nhân sự. Các công việc của HR liên quan đến các hoạt động tuyển dụng, lên kế hoạch triển khai các chính sách phù hợp để duy trì nguồn nhân lực cho công ty và có kế hoạch bồi dưỡng phát triển năng lực các cá nhân, phòng ban để có thể hoàn thành công việc một cách hiệu quả nhất.Các công việc trong ngành HR– Tuyển nhân sự mới cho công ty bao gồm các hoạt động như tìm kiếm ứng viên, tiến hành phỏng vấn, chuẩn bị các thủ tục để ứng viên thử việc– Chuẩn bị làm hợp đồng, bảo hiểm xã hội, thực hiện các chế độ đãi ngộ cho nhân viên mới.– Thực hiện đánh giá năng lực nhân viên trong công ty qua KPI hay đánh giá theo hiệu xuất công việc để đề xuất thăng tiến tăng lương hay luân chuyển nhân sự– Lên kế hoạch đào tạo, phát triển, đề xuất các chế độ đãi ngộ giúp giữ chân người tài, tổ chức các hoạt động gắn kết các nhân viên trong công ty, xây dựng văn hóa doanh nghiệp, quy tắc ứng xử giữa các thành viên trong công ty. Đây là mục tiêu lớn mà phòng ban nhân sự trong các công ty đều hướng đến để giúp công ty, doanh nghiệp phát triển bền vững.
Trang 11 List and briefly explain each of five steps in the training process.
1 Needs analysis - Number of trainers
- Skill or knowledge required
- Date
- Training cost (hire trainer, place,…)
2 Instructional design - Learning materials (prepare lesson, documents,
homework,…)
- Tools, equipment,…
3 Validation - Approval from supervisor/top manager (CEO/director)
4 Implementation - Choose training method for manager or staff
5 Evaluation &
follow-up
- Evaluate the result of training program
- Follow up trainers
2 Compare behavior modeling training method and role playing method.
A training technique in which trainees are first shown Creating a realistic situation
Trang 2good management techniques in a film, are asked to play
roles in a simulated situation, and are then given
feedback and praise by their supervisor
in which trainees assume the roles of persons in that
situation
3 Describe 5 steps in recruitment and selection process.
- Step 1 : Decide what positions you need to fill, by using employment planning and forcasting.
- Step 2 : Build a pool of candidates for these jobs by recruiting internal or external
candidates
- Step 3 : Have candidates complete application forms and undergo a screening
interview
- Step 4 : Use selection tools like tests, background check, and physical exams to
identify suitable candidates
- Step 5 : Decide whom to make an offer to, by asking the supervisor and others on the
team to interview the candidates.
4 Compare unstructured interview and structured interview.
Trang 3Unstructured interview Structured interview
- Definition: The
interviewer pursues points of interest as they come up in response to questions
- Definition: An interview following a set of questions
- Advantages:
+ More reliable and valid
+ Help those who may be less comfortable doing interview to conduct better interview
+ Standardizing the interview increases consistency across candidates, enhances job relatedness, and reduces bias
- Disadvantages:
+ Do not always provide the opportunity to follow up on pointd of interest as they develop
5 List and briefly explain 3 main steps of programmed learning method.
- Step 1: Presenting questions, facts, or problems to the learner
- Step 2: Allowing the person to respond
- Step 3: Providing feedback on the accuracy of answers
Trang 4- Advantages:
+ Reduced training time
+ Self-paced learning
+ Immediate feedback
+ Reduced risk of error for learner
6 Define paired comparison method.
- Ranking employees by making a chart of all possible pairs of the employees for
each trait and indicating which is the better employee of the pair
7 Explain the basic behavior modeling procedure.
- The basic behavior modeling procedure is as follow:
+ Modeling: showing trainees the right (or “model”) way of doing something.
+ Role playing: having trainees practice that way.
+ Social reinforcement: giving feedback on the trainees’ performance.
+ Transfer of learning: encouraging trainees apply their skills on the job.
Trang 58 Define on-site visits.
- Definition: After the campus recruitment exercise, some companies invite good candidates to visit their workplace
- The company may find the following guidelines:
+ Send a warm and friendly invitation letter to candidates
+ Assign a specific person to meet the application and to act as host
+ A package describing the applicant's schedule as well as other information
regarding the company
+ Carefully plan the interviews an adhere to the schedule
+ Give each candidate undivided attention Lunch should be hosted by one or more other recently hired graduates with whom the applicant may feel more at ease
9 Identify 3 steps of performance appraisal process.
1 Define the job and its standards - Job description
- SMART goals
2 Measure employee’s performance - Graphic Rating Scale
Trang 6against these standards - Paired comparison method
- Behavioral Observation Scale
- Management by objectives
- Alternation ranking method
- Critical Incident Method
- Forced distribution method
3 Provide feedback to the employees so
that they can improve their performance
10.Compare on-the-job training method and apprenticeship training method.
- Def: Having a person learn a job by
actually doing the job
- Types:
+ Coaching or understudy
+ Job rolation
+ Observing the supervisor
- Def: A structured process by which
people become skilled workers through a combination of classroom instruction and on-the-job training
Trang 7- Advantages:
+ Inexpensive
+ Learn by doing
+ Immediate feedback
11.Discuss objectives that make an employee orientation program successful.
- New employee should feel welcome.
- They should understand the company and its policies and procedures.
- They should know what is expected in terms of work and behavior.
12.Describe Personnel replacement charts.
- Company records showing present performance and promotability of internal
candidates for the most important positions by developing a position replacement card It means that you create a card for each position, showing possible
replacement as well as their present performance, promotion potential, and training