《管理学》(第11版)教师手册-imrobbins-mgmt11-im-1

Chapter12

ManagingHumanResources

Onceanorganization’sstructureisinplace,it’stimetofindthepeopletofillthejobsthathavebeencreated.That’swherehumanresourcemanagementcomesin.It’sanimportanttaskthatinvolvesgettingtherightnumberoftherightpeopleintherightplaceattherighttime.Focusonthefollowinglearningoutcomesasyou

readandstudythischapter.

LEARNINGOUTCOMES

11.1Explaintheimportanceofthehumanresourcemanagementprocessandtheexternalinfluencesthatmightaffectthatprocess.

12.2Discussthetasksassociatedwithidentifyingandselectingcompetentemployees.

12.3Explainthedifferenttypesoforientationandtraining.

12.4Describestrategiesforretainingcompetent,high-performingemployees.

12.5Discusscontemporaryissuesinmanaginghumanresources.

AMANAGER’SDILEMMA

T

hroughouttheircareersinthebusinessworld,yourstudentswilllikelyhearmanagerssay,“Mymostimportantresourceisthepeoplewhoworkinthisorganization.”Indeed,theemployeesineverycompanyarethelifebloodoftheorganization.Bytakingstepstoensurethehealth,safety,andgeneralwell-beingofemployees,amanageristakingcareofnotonlytheemployees,butalsothecustomerswhomthoseemployeesserve.

Today’sbusinessorganizationsarebecomingincreasinglycognizantoftheimportanceofhavingstronghumanresourcemanagementpracticesandpolicies.Thischapter’sManager’sDilemmadescribeswhatrecentlyhappenedatRamTool,asmallfamily-ownedmanufacturingcompanyinGrafton,Wisconsin.Inabadeconomy,layoffsareacommonevent.Thedecisionthatmanagersmustmakeisoneoforganizationalsurvival.Whilenecessary,layoffscanbeemotionalforeveryone.Inthisopeningcase,studentsseethestressexperiencedbyShellyPolum,thecompany’svicepresidentofadministration,whenshehadtolayofffouremployees.Attheendofthecase,studentsareaskedifthissituationcouldhavebeenhandleddifferently.Herearesomepossiblesuggestions.First,itseemsthatthemanagementteammadethedecisionandthenimmediatelynotifiedtheemployees.Attritionisanaturaleventinorganizations.ItispossiblethatRamcouldhavenotreplacedemptypositionsinsteadoflayoffexistingemployees.Also,someemployeescouldhavebeengiventheoptiontoretireearly.Otherorganizationshaveevenletemployeesdecideiftheentireworkforcewouldrathertakeacutinpayinplaceofemployeelayoffs.MoresuggestionstothisdilemmaarediscussedattheendofthechapterintheMyResponsebreak-outbox.

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InstudyingChapter12,yourstudentswillbechallengedtoconsiderhowmanagerslikeMs.Polumcanutilizetheirmostvaluableresourcetoaccomplishthegoalsoftheirorganizationintoday’sdynamicbusinessenvironment.

CHAPTEROUTLINE

INTRODUCTION

Thequalityofanorganizationis,toalargedegree,dependentuponthequalityofthepeopleithiresandretains.Chapter12examinestheconceptsofhumanresourcemanagement.

121THEHUMANRESOURCEMANAGEMENTPROCESS

Variousstudieshaveconcludedthatanorganization’shumanresourcescanbeanimportantstrategictoolandcanhelpestablishafirm’ssustainablecompetitiveadvantage.

A.WhyIsHumanResourceManagementImportant?Whetherornotanorganizationhasahumanresourcedepartment,everymanagerisinvolvedwithhumanresourcemanagementactivities.

1.StudiesthathaveexploredthelinkbetweenHRMpoliciesandpracticesandorganizationalperformancehavefoundthatcertainHRMpoliciesandpracticeshaveasignificantimpactonperformance.

a.Thesehigh-performanceworkpracticesarehumanresourcepoliciesandpracticesthatleadtobothhighindividualandhighorganizationalperformance.

b.Examplesofhigh-performanceworkpracticesareshowninExhibit12-1

2.Thehumanresourcemanagementprocessconsistsofeightactivitiesnecessaryforstaffingtheorganizationandsustaininghighemployeeperformance.SeeExhibit12-2.

C.ExternalFactorsthataffecttheHRMProcess.Anumberofenvironmentalforcesconstrainhumanresourcemanagementactivities.ThefourfactorsmostdirectlyinfluencingtheHRMprocessareeconomicconditions,employeelaborunions,governmentallawsandregulations,anddemographictrends.

1.Recenteconomicchangeshavehadaprofoundimpactonthenatureofwork.Unemployment(andunderemployment)arehighinmostdevelopedcountriesduetothelatestrecessionfeltworld-wide.Economicnews,whethergoodorbad,haseffectonemployment,attitudestowardwork,careers,andretirement.

2.Unionizationcanaffectacompany’shumanresourcemanagementactivities.

a.Alaborunionisanorganizationthatrepresentsworkersandseekstoprotecttheirintereststhroughcollectivebargaining.

b.Goodlabor-managementrelations,theformalinteractionsbetweenunionsandanorganization’smanagement,areimportant.

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3.

4.

c.Althoughonlyabout12.5percentoftheworkforceintheUnitedStatesisunionized,thatpercentageishigherinothercountries.

Federallawsandregulationshavegreatlyexpandedthefederalgovernment’sinfluenceoverHRM(seeExhibit12-3).Balanceofthe“shouldandshould-not’s”ofmanyoftheselawsoftenfallwithintherealmofaffirmativeaction—programsthatenhancetheorganizationalstatusofmembersofprotectedgroups.DemographictrendswillcontinuetoplayanimportantroleintheHumanResourcefunctionasthepoolofworkerschangei.e.increaseinolderworkersreadyforretirementandgreaterethnicdiversityduetoanincreasingnumberofHispanicsresidingintheUS.

LEADERSWHOMAKEADIFFERENCE

LisaBrummel,aMicrosoftproductdevelopmentmanager,wasnamedHRchiefin2005.What’suniqueaboutthisappointmentwasthatshehadnotpreviousHRexperience.HerchargeasHRchiefwasto“improvethemoodaroundhere.”Usingherpeopleskills,sheintroducedinnovativeofficedesignsthatallowedemployeestoreconfiguretheirworkspacesforthetasktheywereworkingon.Employeeswereallowedtochoosethetypeofworkspacethatbestfittheneedfortheirtypeofjob.Byallowingtheircreative,quirky,andtalentedpeoplefreedomtodesigntheirworkspaces,thecompanywasabletogivethemsomecontrolovertheirchaoticandoftenhecticenvironment.

12.2IDENTIFIYINGANDSELECTINGCOMPETENTEMPLOYEES

A.Humanresourceplanningisensuringthattheorganizationhastherightnumberandkindsofcapablepeopleintherightplacesandattherighttimes.

1.CurrentAssessment.ManagersbeginHRplanningbyconductingacurrentassessmentoftheorganization’shumanresourcestatus.

a.Thisassessmentistypicallyaccomplishedthroughahumanresourceinventory.

b.Anotherpartofthecurrentassessmentprocessisthejobanalysis,whichisanassessmentthatdefinesjobsandthebehaviorsnecessarytoperformthem.

c.Fromthisinformation,managementcandrawupajobdescription,whichisawrittenstatementthatdescribesajob.

d.Inaddition,managementmustdevelopajobspecification,whichisastatementoftheminimumqualificationsthatapersonmustpossesstoperformagivenjobsuccessfully.

B.MeetingFutureHumanResourceNeeds.FutureHRneedsaredeterminedbylookingattheorganization’smission,goals,andstrategies.Developingafutureprogramrequiresestimatesinwhichtheorganizationwillbeunderstaffedoroverstaffed.

C.RecruitmentAndDecruitment.Recruitmentistheprocessoflocating,identifying,andattractingcapableapplicants.Jobcandidatescanbefoundusinganumberofdifferentsources(seeExhibit12-4).Decruitmentisreducinganorganization’sworkforce.Decruitment

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optionsincludefiring,layoffs,attrition,transfers,reducedworkweeks,earlyretirements,andjobsharing.(SeeExhibit12-5)

E.Selection.Selectionisscreeningjobapplicantstoensurethatthemostappropriatecandidatesarehired.A.Selectionisanexerciseinprediction.

1.Predictionisimportantbecauseanyselectiondecisioncanresultinfourpossibleoutcomes(seeExhibit12-6).

2.Themajoraimofanyselectionactivityshouldbetoreducetheprobabilityofmakingrejecterrorsoraccepterrors,whileincreasingtheprobabilityofmakingcorrectdecisions.

F.ValidityandReliability

1.Validityistheprovenrelationshipthatexistsbetweenaselectiondeviceandsomerelevantjobcriterion.

2.Reliabilityistheabilityofaselectiondevicetomeasurethesamethingconsistently.

G.TypesofSelectionDevices

Managerscanselectemployeesusingnumerousandvariedselectiondevices.Exhibit12-7listthestrengthsandweaknessesofeachofthesedevices.

1.Theapplicationformisusedforjobcandidatesbyalmostallorganizations.

2.Writtentestscanincludetestsofintelligence,aptitude,ability,andinterest.

3.Performance-simulationtestsinvolvehavingjobapplicantssimulatejobactivities.Twowell-knownexamplesofperformance-simulationtestsaredescribedbelow:

a.Worksamplingisatypeofjobtryoutinwhichapplicantsperformataskorsetoftasksthatarecentraltothatjob.

b.Assessmentcentersareusedtoevaluatemanagerialpotentialthroughjobsimulationactivities.

4.Interviewsareawidelyusedselectiondevice,althoughmanyconcernshavebeenvoicedabouttheirreliabilityandvalidity.

5.Backgroundinvestigationscanbedonethroughtheverificationofapplicationdataand/orreferencechecks.

6.Physicalexaminationsareusefulforjobsthathaveparticularphysicalrequirements,butaremostoftenusedbythecompanyforinsurancepurposestoensurethatnewhireswillnotsubmitclaimsforconditionsthatexistedbeforethedateofhire.

7.Arealisticjobpreviewisapreviewofajobthatprovidesbothpositiveandnegativeinformationaboutthejobandthecompany.IncludinganRJPcanincreasejobsatisfactionamongemployeesandreduceturnover.

12.3PROVIDINGEMPLOYEESWITHTHENEEDEDSKILLSANDKNOWLEDGE

A.Orientationisintroducinganewemployeetohisorherjobandtheorganization.

1.Workunitorientationfamiliarizestheemployeewiththegoalsoftheworkunit,clarifieshowhis/herjobcontributestotheunit’sgoals,andincludesanintroductiontohisorhercoworkers.

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2.Organizationorientationinformsthenewemployeeabouttheorganization’sobjectives,history,philosophy,procedures,andrules.

3.Majorobjectivesoforientationincludethefollowing:

a.Toreduceinitialanxiety.

b.Tofamiliarizenewemployeeswiththejob,theworkunit,andtheorganization.

c.Tofacilitatetheoutsider-insidertransition.

4.Formalorientationprogramsareprevalentinmanyorganizations,particularlyinlargeones.Managershaveanobligationtonewemployeestoensurethattheirintegrationintotheorganizationisassmoothandascomfortableaspossible.

B.Employeetrainingisacriticalcomponentofthehumanresourcemanagementprogram.

1.Typesoftrainingincludegeneralandspecific.SeeFigure12-8.

2.Exhibit12-9describesthemajortypesoftrainingthatorganizationsprovide.

a.TraditionalTrainingmethods.On-the-jobtrainingisverycommon,anditmayinvolvejobrotation.Jobrotationison-the-jobtrainingthatinvolveslateraltransferstoenableemployeeswhoworkonthesameleveloftheorganizationtoworkindifferentjobs.On-the-jobtrainingcanalsoinvolvementoring,coaching,experientialexercises,andclassroomtraining.

b.Technology-driventrainingmethods.Today’sorganizationsareincreasinglyrelyingontechnology-basedtraining,includinge-learningapplicationstocommunicateimportantinformationandtotrainemployees.

12.4RETAININGCOMPETENT,HIGH-PERFORMINGEMPLOYEES

A.EmployeePerformanceManagement.Managersneedtoknowwhethertheiremployeesareperformingtheirjobsefficientlyandeffectivelyorwhenimprovementisneeded.Aperformancemanagementsystemestablishesperformancestandardsthatareusedtoevaluateemployeeperformance.

1.PerformanceAppraisalMethods(Exhibit12-10summarizetheadvantagesanddisadvantagesofeachofthesemethods.)

a.Awrittenessayappraisesperformancethroughawrittendescriptionofanemployee’sstrengthsandweaknesses,pastperformance,andpotential.

b.Criticalincidentsareusedtoappraiseperformancebyfocusingonthecriticaljobbehaviors.Inthistechniquetheappraiserwritesanecdotestodescribewhattheemployeedidthatwasespeciallyeffectiveorineffective.Onlyspecificbehaviors,ratherthanvaguelydefinedpersonalitytraits,arecited.

c.Theuseofgraphicratingscalesisoneoftheoldestandmostpopularperformanceappraisalmethods.Thismethodappraisesperformanceusingaratingscaleonasetofperformancefactors.Graphicratingscaleslistasetof

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performancefactors;theevaluatorgoesdownthelistandratestheemployeeoneachfactor,usinganincrementalscale.

d.Usingbehaviorallyanchoredratingscales(BARS)isanappraisalapproachthatappraisesperformanceusingaratingscaleonexamplesofactualjobbehavior.BARScombinesmajorelementsfromthecriticalincidentandgraphicratingscaleapproaches.Theappraiserratesanemployeeaccordingtoitemsalongascale,buttheitemsareexamplesofactualbehavioronthejobratherthangeneraldescriptionsortraits.

e.Multipersoncomparisonappraisesperformancebycomparingitwithothers’performance.

f.Managementbyobjectives(MBO)isanothermechanismforappraisingperformance.Itisoftenusedtoassesstheperformanceofmanagersandprofessionalemployees.

g.360degreefeedbackappraisesperformancebyusingfeedbackfromsupervisors,employees,andcoworkers.

B.COMPENSATIONANDBENEFITS

Howdoorganizationsdeterminethecompensationlevelsandbenefitsthatemployeeswillreceive?

1.Thepurposeofhavinganeffectiverewardsystemistoattractandretaincompetentandtalentedindividualswhocanhelptheorganizationachieveitsmissionandgoals.

2.Acompensationsystemcanincludebasewagesandsalaries,wageandsalaryadd-ons,incentivepayments,andbenefitsandservices.

3.Whatfactorsdeterminethecompensationandbenefitspackagesfordifferentemployees?Anumberoffactorsinfluencethesedifferences(seeExhibit12-11):

a.Underaskill-basedpaysystem,employeesarecompensatedforthejobskillstheycandemonstrate.Researchshowsthatskill-basedpaysystemstendtobemoresuccessfulinmanufacturingorganizationsthaninserviceorganizations.

b.Underavariablepaysystem,anindividual’scompensationiscontingentonperformance.

c.Flexibilityisbecomingakeyconsiderationinthedesignofanorganization’scompensationsystem.

11.5CONTEMPORARYISSUESINMANAGINGHUMANRESOURCES

A.Managingdownsizing

Downsizingistheplannedeliminationofjobsinanorganization,isachallengeformanagementinatighteconomy.Downsizingcanoccurwhenmanagementfaces(1)apoormanagementpast,(2)decliningmarketshare,and/or(3)overlyaggressiveorganizationalgrowth.

B.ManagingWorkforceDiversity

Inabusinessenvironmentwherethecompositionoftheworkforceischanging,thesechangesaffectrecruitment,selection,orientation,andtraining.

C.ManagingSexualHarassment

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Sexualharassmentisanyunwantedactionoractivityofasexualnaturethatexplicitlyorimplicitlyaffectsanindividual’semployment,performance,orworkenvironment.

D.ManagingWork-LifeBalance

Familyconcerns,especiallywork-lifebalance,areanotherissueofcurrentimportanceinhumanresourcemanagement.

1.Organizationsincreasinglyrealizethatemployeescannotcompletelyleavetheirfamilyneedsandproblemsbehindwhentheywalkintotheworkplaceeachday.Businessesarerespondingtotheseneedsbydevelopingprogramstohelpemployeesdealwithfamilyissuesthatmayarise.

2.Manyprogressiveorganizationsprovideavarietyofschedulingoptionsandbenefitsthatprovidemoreflexibilityatworkinordertoallowemployeestobetterbalanceorintegratetheirworkandpersonallives.

3.Manyprogressiveorganizationsprovideavarietyofschedulingoptionsandbenefitsthatprovidemoreflexibilityatworkinordertoallowemployeestobetterbalanceorintegratetheirworkandpersonallives.

E.ControllingHRCosts

1.Withhealthcarecostsrisinganaverageof15percentperyearitisimportantforemployerstokeeptheirportionofwhattheypayforhealthinsurancelow.Twofactorsthataffectwhatemployerspayfortheirpremiumsaresmokingandobesity.Tokeepcostslow,employersarerespondingbyofferingwellnessprograms,reimbursingemployeesforhealthclubcosts(orprovidingfitnessequipmentandclassesonsite)andofferinghealthyfoodchoicesintheircafeterias.

2.Employeepensionplansareotherincreasingcosts.Thechoiceforemployersiswhethertosuspendofferingpensionplansortocontinuetooffernewretirementchoicestoattractemployees.

LET’SGETREAL:MYRESPONSE

JoseQuirarte

HRManager

D&WFinePack,LLC

FortCalhoun,NE

Layoffscanbetraumaticexperiencesforeveryone.Emotionsrunhighforbothemployeesandmanagers.Tomakethisprocesslessstressful,Mr.Quirartesuggestssomelegworkbeforethelayoffconversationtakesplace.ThefollowingrecommendationscouldhavehelpedShellyavoidsomeofthestress:seewhatassistancecanbegiventolaidoffemployeesduringthejobtransitioningprocess;ifRamToolhasaprogramtoprovidecounselingtheyshouldhavebeencontacted;emphasizethatthedecisiontolayoffemployeesisnotpersonal;andtrynottogetemotional.

Itshouldbeemphasizedtostudentsthatdecisionslikethisarecommonandeveryonewillhavetofacethemintheircareer.Thekeyistoreducethestressonemployeesandmakethetransitiongoassmoothlyaspossible.

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1.HowdoesHRMaffectallmanagers?

Sinceamanager’smostvaluableresourcearethepeoplewhoworkintheorganization,obtainingtherightemployeesattherighttimeandplacingthemintherightplacesisessentialformanagerialsuccess.Tomotivate,retain,andequiptheseemployeesforoptimalperformance,amanagermusthaveknowledgeandskillinhumanresourcemanagement.

2.DiscusstheexternalenvironmentalfactorsthatmostdirectlyaffecttheHRMprocess.

TheexternalenvironmentalfactorsthataffectHRincludeeconomicconditions,unionization,thelegalenvironmentanddemographictrends.

3.Shouldanemployerhavetherighttochooseemployeeswithoutgovernmentalinterference?Supportyourconclusion.

Studentresponsestothisquestionwillvary.Thisquestionprovidesanexcellentvehicleforclassdebate.Youmightlethalfoftheclasstaketheperspectiveofsupportinggovernmentlegislationandregulationsandtheotherhalfassumethepositionofopposinggovernmentlegislationandregulationsinthisarea.

4.SomecriticsclaimthatcorporateHRdepartmentshaveoutlivedtheirusefulnessandarenottheretohelpemployees,buttokeeptheorganizationfromlegalproblems.Whatdoyouthink?WhatbenefitsaretheretohavingaformalHRMprocess?Whatdrawbacks?

Everyorganizationmustrecognizetheimportanceoflegalandsocialresponsibilityasacorporatecitizeninthecommunity.Asstudentslearninthestudyofthischapter,HRMisconcernedwithawidespectrumoffunctions,andlegalconsiderationsareapartofeachoftheseHRfunctions.Aformalprocesshelpstoprovideobjectivecompliancewiththelawandpromotesanattitudeoffairnessandrespectfortherightsandwelfareofallemployees.

5.Describethedifferentselectiondevicesandwhichworkbestfordifferentjobs.

Thedifferentselectiondevicesincludeapplicationforms(bestusedforgatheringemployeeinformation),writtentests(mustbejob-related),worksampling(appropriateforcomplexnonmanagerialandroutinework),assessmentcenters(mostappropriatefortop-levelmanagers),interviews(widelyused,butmostappropriateformanagerialpositions,especiallytop-levelmanagers),backgroundinvestigations(usefulforverifyingapplicationdata,butreferencechecksareessentiallyworthless),andphysicalexams(usefulforworkthatinvolvescertainphysicalrequirementsandforinsurancepurposes).

6.Whatarethebenefitsanddrawbacksofrealisticjobpreviews?(Considerthisquestionfromtheperspectiveofboththeorganizationandtheemployee.)

Thisquestionwouldbeagoodspringboardfordebateaswell,withhalfoftheclasslookingatRJPsfromtheorganization’sviewpointandtheotherhalfoftheclasslookingatRJPsfromtheemployee’sviewpoint.Inaddition,studentsshouldbeencouragedtodescribeoccasionswhentheyhavereceivedanRJPinaninterviewsetting.Studentscouldalsobeencouragedtoshareaspectsorcharacteristicsofjobstheycurrentlyhold

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thatshouldbecommunicatedbyaninterviewertoprospectiveemployeesaspartofanRJPinanemploymentinterview.

7.Describethedifferenttypesoforientationandtrainingandhoweachofthetypesoftrainingmightbeprovided.

Orientationisimportantbecauseitresultsinanoutsider-insidertransitionthatmakesthenewemployeefeelcomfortableandfairlywell-adjusted,lowersthelikelihoodofpoorworkperformance,andreducestheprobabilityofanearlysurpriseresignation.Thetwotypesoftrainingaregeneral(includescommunicationskills,computerskills,customerservice,personalgrowth,etc.)andspecific(includesbasiclife/workskills,customereducation,diversity/culturalawareness,managingchange,etc.).Thistrainingcanbeprovidedusingtraditionaltrainingmethods(on-the-job,jobrotation,mentoringandcoaching,experientialexercises,workbooks/manuals,andclassroomlectures)orbytechnology-basedmethodsCD/DVD/videotapes/audiotapes,videoconferencingorteleconferencing,ore-learning).

8.Listthefactorsthatinfluenceemployeecompensationandbenefits.

Thefactorsare:employee’stenureandperformance,kindofjobperformed,kindofbusiness,unionization,labororcapitalintensivebusiness,managementphilosophy,geographiclocation,companyprofitability,andsizeofcompany.

9.Describethedifferentperformanceappraisalmethods.

Awrittenessayappraisesperformancethroughawrittendescriptionofanemployee’sstrengthsandweaknesses,pastperformance,andpotential.Criticalincidentsareusedtoappraiseperformancebyfocusingonthecriticaljobbehaviors.Inthistechniquetheappraiserwritesanecdotestodescribewhattheemployeedidthatwasespeciallyeffectiveorineffective.Theuseofgraphicratingscalesisoneoftheoldestandmostpopularperformanceappraisalmethods.Thismethodappraisesperformanceusingaratingscaleonasetofperformancefactors.Graphicratingscaleslistasetofperformancefactors;theevaluatorgoesdownthelistandratestheemployeeoneachfactor,usinganincrementalscale.Usingbehaviorallyanchoredratingscales(BARS)isanappraisalapproachthatappraisesperformanceusingaratingscaleonexamplesofactualjobbehavior.BARScombinesmajorelementsfromthecriticalincidentandgraphicratingscaleapproaches.Theappraiserratesanemployeeaccordingtoitemsalongascale,buttheitemsareexamplesofactualbehavioronthejobratherthangeneraldescriptionsortraits.Multipersoncomparisonappraisesperformancebycomparingitwithothers’performance.Managementbyobjectives(MBO)isanothermechanismforappraisingperformance.Itisoftenusedtoassesstheperformanceofmanagersandprofessionalemployees.360degreefeedbackappraisesperformancebyusingfeedbackfromsupervisors,employees,andcoworkers.

10.What,inyourview,constitutessexualharassment?Describehowcompaniescanminimizesexualharassmentintheworkplace.

Youmightprovideanopportunityforsmallgroupdiscussionofthisquestionandencouragestudentstoresearch(perhapsontheWeboutsideofclass)strategiescurrentlyusedbylargeandsmallcompaniestominimizesexualharassmentintheworkplace.Intheclasssessionimmediatelyfollowingthesmallgroupdiscussions,askstudentstosharetheiranswersandopinionsregardingissuesraisedbythisquestion.

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•UsetheInternettoresearchfivedifferentcompaniesthatinterestyouandcheckoutwhattheysayaboutcareersortheiremployees.Putthisinformationinabulleted-formatreport.Bepreparedtomakeapresentationtotheclassaboutyourfindings.

•Workonyourrésumé.Ifyoudon’thaveonealready,researchwhatagoodrésuméshouldinclude.Ifyouhaveonealready,makesureitprovidesspecificinformationthatexplicitlydescribesyour