国外着名HR咨询公司HRM培训

阿里巧巧PersonnelManagementtoHumanResourceManagementRecognitionoftheneedtotakeamorestrategicapproachtothemanagementofpeopleBeganinthe1980’sintheUSAUKfollowedquicklyConceptis…‘astrategicapproachtoacquiring,developing,managingandgainingthecommitmentoftheorganisationskeyresource–thepeoplewhoworkforit’Armstrong1991第1页/共131页阿里巧巧FeaturesofHRM

ManagementfocussedandtopmanagementdrivenLinemanagementrolekeyEmphasisesstrategicfit–integrationwithbusinessstrategyCommitmentorientedTwoperspectives–‘hard’and‘soft’Involvesstrongculturesandvalues第2页/共131页阿里巧巧PerformanceorientedRequiresadoptionofacoherentapproachtomutuallysupportingemploymentpoliciesandpracticesEmployeerelationsorganicratherthanpluralisticOrganisingprinciplesareorganicanddecentralisedFlexibilityandteambuildingimportantpolicygoalsStrongemphasisonqualitytocustomersRewardsdifferentiatedbyskill,competenceorperformanceFeaturesofHRM第3页/共131页阿里巧巧Fombrum,TichyandDevannaModel1984SelectionPerformanceAppraisalHRDReward第4页/共131页阿里巧巧WarwickModelofHRMBusinessStrategyContextInnerContextHRMContentHRMContextOUTERCONTEXT第5页/共131页阿里巧巧WarwickModel–

contentoftheboxesOutercontext–socio-economic,technical,politico-legal,competitiveInnercontext–culture,structure,politico-leadership,task-technology,businessoutputsBusinessstrategycontext–objectives,productmarket,strategyandtacticsHRMcontext-role,definition,organisation,HRoutputsHRMcontent–HRflows,worksystems,rewardsystems,employeerelations第6页/共131页阿里巧巧TheHarvardModelStakeholderIssues:WorkforcecharacteristicsBusinessstrategy&conditionsManagementphilosophyUnionsTasktechnologyLaws&societalvaluesStakeholderInterests:ShareholdersManagementEmployeeGroupsGovernmentCommunityUnionsHRMPolicy:ChoiceEmployeeinfluenceRewardsystemsWorksystemsHumanresourceflowsHROutcomes:CommitmentCongruenceCompetenceCosteffectivenessLTconsequences:IndividualwellbeingOrganisationaleffectivenessSocietalwellbeing第7页/共131页阿里巧巧GuestModelDefinesfourpolicygoalsofHRMFurtherdevelopmentoftheHarvardmodelStrategicintegration–HRMintostrategicplans,inlinedecisions,withinHRpoliciesHighcommitment–strongidentificationwithcompanyHighquality–includingmanagementofpeopleFlexibility–functional,adaptablestructures,capabilitytoinnovate第8页/共131页阿里巧巧SoftHRMStresseshumanaspectEmphasisonHRDParticipationMotivationCommitmentLeadershipHUMANresourcemanagement第9页/共131页阿里巧巧HardHRMPeopleasaresourceUseddispassionatelyUsedincalculatingrationalmannerHeadcountHumanRESOURCEManagement第10页/共131页阿里巧巧Competence-BasedHRMDefinitions:Theskills,knowledgeandexperiencethatanindividualbringstotheirrole

IDS1997Basicpersonalcharacteristicsthataredeterminingfactorsforactingsuccessfullyinajoborsituation McClelland1993Underlyingtraits,motives,skills,characteristics

andknowledgerelatedtosuperiorperformance Boyatsis1982第11页/共131页阿里巧巧Ukv.USdefinitionsUS-inputoriented–whattheindividualbringstothejobUK-outputoriented–theskills,attitudesandknowledge,expressedinbehavioursforeffectivejobperformanceOneorboth?第12页/共131页阿里巧巧LevelsofInfluenceStrategic

Functional

Systems

Individual第13页/共131页阿里巧巧ImplicationsatStrategicLevelTheidentificationofcorecompetenciesoftheorganisationwhichconfersustainedcompetitiveadvantageOwnedbymorethanonepersonandgrowthroughuseandexperiencethereforedifficulttoimitate第14页/共131页阿里巧巧ImplicationsfortheHumanResourceFunctionDevelopmanagerialcompetenceStrategicselectionandstaffingDevelopinternallabourmarketDesignjobsroundcapabilityDevelopindividualcompetenceDevelopculturetofosterinnovationBuildlearningorganisationDeveloporganisationallearningmechanisms第15页/共131页阿里巧巧ImplicationsforHumanResourceSystemsVerticalintegration–linkindividualcompetencetothecorecompetenceoftheorganisationHorizontalintegration–provideaframeworkfortheintegrationofHRsystemscomponentsVitalplayerinthedevelopmentofcorecompetenciesCanbeusedtodevelopindividualHRsystems第16页/共131页阿里巧巧RecruitmentandSelectionBasedonpastbehaviourasthemostvalidpredictoroffuturebehaviourBuildingthecompetenceframeworkrequiresmultipleinformationsourcesCompetencespecificationshouldcoverbothtechnicalandpersonal/interpersonalcompetencies第17页/共131页阿里巧巧DevelopinterviewquestionsthatelicitexamplesofpastbehavioursInassessmentcentrescreatetasksthatrequiredemonstratedcompetenciesUsecompetenciestoselecttestinstrumentsUsecompetenciestoevaluatecandidateperformanceRecruitmentandSelection第18页/共131页阿里巧巧AppraisalSetoutcomeandperformancetargetsforeachcompetenceOutcomelevelsandperformancetargetscanbegradedifdesired.e.gstandardperformance;abovestandard;excellentetcBelowstandardperformancecanbeusedtogeneratedevelopmentneeds第19页/共131页阿里巧巧Canprovideforumfortheidentificationofnew/changingcompetencerequirementsCanprovideforumforsettingacquisitionofcompetencetimescalesProvidesaclearandagreedframeworkforperformanceevaluationanddiscussionAppraisal第20页/共131页阿里巧巧DevelopmentProvidesaframeworkforindividualtrainingneedsNotransferproblemsascompetencecanonlybedemonstratedbyonthejobbehavioursDevelopmentcontributesdirectlytocurrentperformanceEncouragesabroadbasedapproachtodevelopmentactivities第21页/共131页阿里巧巧EnsureslinemanagercommitmenttodevelopmentOfferscommonlanguagetoallparticipantsinthedevelopmentprocessOfferstransparentprocesstoallstakeholdersFacilitatesvalidationandevaluationofthedevelopmentprocessDevelopment第22页/共131页阿里巧巧RewardPromotesflexibilityPromotesadevelopmentfocusedcultureProvidesopportunitiesforadvancementviaskillsProvidesopportunitiesforearningsenhancementonthebasisofskillsandflexibilityratherthanseniority第23页/共131页阿里巧巧Canassistinaddressingthetechnical/managerialdivideOffersaroutefortherewardofknowledgeworkersCarrieshigh‘face’validityand‘feltfair’perceptionViacoreorganisationalcompetenciescanlinkrewarddirectlytoorganisationalstrategyReward第24页/共131页阿里巧巧IntegrationVertical-integrationwithcorporatestrategyHorizontal-theinternalintegrationofthecomponentsofanHRstrategyIntra-gration–theintegrationofthepartsofacomponentofHRstrategye.grewardstrategy–basepay,variablepayandbenefitsallsupporteachother第25页/共131页阿里巧巧CurrentHRMIssues&DebatesRespondingtoincreasedcompetitionManaginginternationaloperationsRidingthewavesofchangeManagingthechangingrelationshipwiththeworkforceChanginglegislativeandregulatoryframeworksBestpracticeversusbestfit第26页/共131页阿里巧巧HRMandCorporateStrategy第27页/共131页阿里巧巧StrategyDiversityofviewpointsTwodimensionsofagreementDegreeofplanning:deliberate–emergentOutcomes:profitmaximisation–rangeofoutcomes(plural)Fourkeyapproaches(Whittington)第28页/共131页阿里巧巧ApproachestoStrategy

OutcomesProfitmaximising

PluralDeliberateEmergentClassicalEvolutionary

SystemicProcessualProcesses第29页/共131页阿里巧巧Classical:RationalEconomicManApplicationofrationalanalysisSeparationofplanningfromimplementationCommitmenttoprofitmaximisationEmphasisonthelong-termExplicitgoalscascadeddowntheorganisation第30页/共131页阿里巧巧ClassicalandHRMHRMmatchinganddownstreamToolofimplementationHRpoliciesandstrategiesgearedtoachievingprofitmaximisationCritique–productofitstime;looksnaïveintoday'sturbulentandglobalenvironment;stillpursuedinsomesectorswithlongtimehorizons.第31页/共131页阿里巧巧Evolutionary:NaturalSelectionEmphasisonenvironmentalfitProfitmaximisationachievedbymarketcompetitionFitdeterminedbychanceratherthanstrategySurvivalbyshorttermstrategiesaimedatcurrentfitStrategyandillusioninunpredictableenvironment第32页/共131页阿里巧巧Evolutionary–lawofthejungleHRkeyroleinenvironmentalscanningPoliciesandstrategiesaimedatflexibilityandadaptabilityMatchingmodelCritique–marketsmoreregulatedthanjungle;bygovernment,law,internationalagreementsConceptofflexibilityimportant第33页/共131页阿里巧巧Processual–lifeismessyConceptofboundedrationalitySubjectiveinterpretationofdatathereforestrategyflawedandincompleteWetakethefirstbestoption–sufficingOrganisationsascoalitions–consensusbynegotiationMinimumadaptationforsurvivalratherthanproactivechange–sparecapacityasbufferStrategyacomfortingritual第34页/共131页阿里巧巧ProcessualandHRMHRpoliciesevolvingandreactiveSoftHRMOD,bestpracticeanddevelopmentofinternalcompetenciesimportantCritique–lacksvision;maynotbeabletorespondquicklyenoughtothreats第35页/共131页阿里巧巧Systemic:sociallygroundedManmakesdecisionsbasedonsocialfactorsnoteconomic;SocialnetworksdefinenormsInternalcontextoffirminfluencedbysocialgroups,interests,resourcesandmicro-politicsDifferentformsoforganisationsuccessfulindifferentculturesSystemicperspectiveincludesnationalculture,family,gender,socialgroupsStrategymustbesensitivetothese第36页/共131页阿里巧巧SystemicandHRHRpoliciesandprocesseswillhavetoreflectlocalcultureManagementstyleandstrategiesformotivationandcommitmentreflectlocalandnationalcultureCritique–focusesondifferenceattheexpenseofsimilarityandcross-culturalinfluences第37页/共131页阿里巧巧Resource-BasedTheoryoftheFirmPlacesHRatheartofstrategyCompetitiveadvantagestemsfromstrategiccorecompetenciesbuiltupovertimeRecognisesimportanceofleadershipinbuildingtopteam;fosteringcreativityandinnovation;facilitatethelearningprocess第38页/共131页阿里巧巧EmphasisesrenewalaspectanddynamiccapabilitiesoftheorganisationCapacityofafirmtorenew,adaptandaugmentitscorecompetenciesovertimeSuccessfulorganisationscombinemultiplemodesofstrategymakingwithhighlevelsofcompetenceandastuteleadershipwithemployeeinvolvementinstrategymakingResource-BasedTheoryoftheFirm第39页/共131页阿里巧巧Resource-BasedTheory&HRMBasisforhumanresourceascompetitiveedgeHRMvaluedforgeneratingstrategiccapabilityaswellassupportingstrategyHumancapitaladvantage–gainedthroughresourcingandretentionHumanprocessadvantagegainedbycontinuouslearning,co-operationandinnovationfacilitatedbybundlesofHRstrategies第40页/共131页阿里巧巧DefiningStrategic

CoreCompetenciesINTEGRATEDbundleofindividualskills5-15corecompetenciesthenormAmessyaccumulationoflearningincludingtacitandexplicitknowledge–anactivityCorecompetence:

–deliversafundamentalcustomer

benefit第41页/共131页阿里巧巧-isnoteasilyimitatedbycompetitors

-providesagatewaytonewmarketsContributestostrategyas:

-asasourceofcompetitiveadvantage

-viaalongerlifespanthatasingle

product

-exercisedacrosstherangeof

organisationalactivitiesDefiningStrategic

CoreCompetencies第42页/共131页阿里巧巧RoleofHRinManaging

CoreCompetenciesIdentifyingcorecompetencies–linkingthemtoindividualsBuildingcorecompetencies–learningandcrossdisciplinecommunication第43页/共131页阿里巧巧RoleofHRinManaging

CoreCompetenciesUtilisingcorecompetencies–developingmanagementcapabilityandformsofworkingthatmaximisedeploymentProtectingcorecompetencies–retentionstrategies,protectionduringmajorchange,identifyingownersofcorecompetence第44页/共131页阿里巧巧COMPARATIVEHUMANRESOURCEMANAGEMENT第45页/共131页阿里巧巧Definitions‘howthingsaredonearoundhere’

(Drennan,1992)Organisationalculturereferstothepatternofbeliefs,valuesandlearnedwaysofcopingwithexperiencethathavedevelopedduringthecourseofanorganisation’shistory,andwhichtendtobemanifestedinitsmaterialarrangementsandinthebehaviourofitsmembers. (Brown,1995)第46页/共131页阿里巧巧OrganisationalCulture-DefinitionsThepatternofbeliefsandassumptionssharedbytheorganisationsmembers,thesebeliefsproducenormsthatshapethebehaviourofindividualsandgroupsAsetofhabitualwaysofthinking,feelingandreactingthatarecharacteristicofthewaysinwhichaspecificorganisationmeetsitsproblemsataparticularpointintime第47页/共131页阿里巧巧LevelsofCultureCulturecanbeconceivedas:

-societalornationalculture

-corporateculture

-homogenousorheterogeneous

subculturesTurner(1971)definedindustrialsub-cultureby:

-distinctivesetofsharedmeanings

-useofsymbolsandrituals

-socialisationsandnorms

-attemptstomanipulateculture第48页/共131页阿里巧巧AspectsofcultureArtifactsLanguage–jokes,jargon,storiesBehaviourpatterns–rituals,ceremonies,celebrationsNormsofbehaviourHistoryEthicalcodesBasicassumptionsBeliefs,valuesandattitudesSymbols第49页/共131页阿里巧巧ModelsofcultureArtifactsBeliefs,values,attitudesBasicassumptionsMostsuperficialmanifestationsofcultureDeepestlevelofculture Schein,1985第50页/共131页阿里巧巧Organisational

CultureArtifacts&creations:Technology;artVisiblebehavioursaudiblebehavioursValuesBasicassumptions:HumannatureHumanactivityRelationshipsPerceivedrealityEnvironmentVisiblebutnotoftendecipherableWhat“oughttobe;norm-basedTakenforgrantedInvisiblePre-conscious第51页/共131页阿里巧巧CommonOrganisationStoriesCanemployeesbreaktherules?Isthebigbosshuman?Canthelittlepersonrisetothetop?WillIgetfired?Howwillthebossreacttomistakes?WilltheorganisationhelpmewhenIhavetomove?Howwilltheorganisationdealwithobstacles?第52页/共131页阿里巧巧CULTURE:

Socialisation:learningpre-arrival:“preconception”metamorphosis:“absorb”securitycommitmentproductivityencounter:“provisional”(H&B2002)第53页/共131页阿里巧巧OrganisationalCultureandtheLifeCycleoftheFirmPhase1-BirthandEarlyGrowthPurpose–fostercohesionduringgrowthNeedforchange–economicorsuccessionStrategies– naturalevolution

- self-guidedevolution

- Managedevolution

- managedevolutionvia

outsiders第54页/共131页阿里巧巧OrganisationalCultureandtheLifeCycleoftheFirmPhase2–Organisationalmid-lifePurpose–culturedeeplyembedded,maydevelopsub-culturesStrategies–plannedchangeandOD

-technologicalseduction

-scandal,explosionofmyths

-incrementalism第55页/共131页阿里巧巧OrganisationalCultureandtheLifeCycleoftheFirmPhase3–organisationalmaturityPurpose–sourceofpride,resistantStrategies–coercivepersuasion

-turnaround

-recognition,destruction, re-birth第56页/共131页阿里巧巧Culture

inorganisations:Handy/Harrison:POWER:ZEUSPERSON:DIONYSUSTASK:ATHENAROLE:APOLLO第57页/共131页阿里巧巧Communication–HallModel

Arab UKChina GermanyHighcontext LowcontextSocialtrustfirst BusinessfirstValuepersonal Valueexpertiserelationships&goodwill &performanceAgreementbytrust LegalcontractNegotiationslow,ritual Negotiationefficient 第58页/共131页阿里巧巧Hofstede’sModelIndividualism

Highpowerdistance

Masculinity

Highuncertaintyavoidance

Shorttermism

Collectivism

Lowpowerdistance

Femininity

Lowuncertaintyavoidance

Longtermism

第59页/共131页阿里巧巧HRMandCultureChange第60页/共131页阿里巧巧LayersofCultureArtefacts–physicalobjects,behaviourandprocessesEspousedvalues–thoseappearingpubliclyinmissionstatement,policiesUnderlyingassumptions–rarelyarticulated;mayconflictwithespousedvaluesandeachother第61页/共131页阿里巧巧CultureChangeWhychange?Environmentchanges:

Business–mergers,technology,marketGovernment–laws,H&S,diversity,Demographic–changesinthehumanresourcesavailable第62页/共131页阿里巧巧TheNatureofChangeExternallyimposed

Transformational

Global

Hostile

Largescale

Longterm

StrategicInternallyimposed

Incremental

Local

Positive

Smallscale

Urgent

Operational

第63页/共131页阿里巧巧IntroducingCultureChangeCanbeverydifficultCanbealongtermprocessIssuestobeconsideredinchoosing

strategy:

-scale–incrementalorradical

-Locus–organisation,unit,department

-nature–cognitiveandbehavioural

-timescale第64页/共131页阿里巧巧PrinciplesofCultureChangeValuesandassumptionsdefineacceptedandappropriatebehavioursInsuccessfulorganisationscultureisalignedwithstrategyCulturechangemaybedifficultifthecultureisincompatiblewithstrategyCheckstrategybeforeembarkingonculturechangeCanthechangesrequiredbeachievedbyothermeans第65页/共131页阿里巧巧SeniormanagementmustunderstandtheimplicationsandbecommittedCulturechangemustpayattentiontotheopinionleadersShouldtakeintoaccounttheworksystems,managementstyleandHRpoliciesNewmessagesreinforcedandoldoneseliminatedThedeeperthelevelofculturechangethemoredifficultitwillbePrinciplesofCultureChange第66页/共131页阿里巧巧MultipleandsubcultureswillmakeculturechangemoredifficultBehaviouralnormsaretheeasiesttochange,deeperlayersrequireaparticipativeapproachTopdownapproachesaredifficulttosustainovertimeParticipativeapproachesaremoresuccessfulbutdifficulttoimplementandtimeconsumingPrinciplesofCultureChange第67页/共131页阿里巧巧ApproachestoCultureChange

(Bate)

STEP1ANALYSINGTHECULTUREAnalysisoftheexistingcultureandsettingspecificobjectivesformeasuringsuccessinachievingthedesiredculture.Leadingto:PROGRAMMEDESIGNSTEP2EXPERIENCINGTHEDESIREDCULTUREInvolvementofallworkteamsthrough‘peakexperience’workshops:INDIVIDUALDEVELOPM’TLEADERSHIPDEVELOPMENTACTION-STUDYTASKFORCEWORKTEAMCULTURES第68页/共131页阿里巧巧STEP3MODIFYINGTHEEXISTINGCULTUREModifyingcriticalculturalinfluencessuchas:Leadershipmodelling WorkteamsInformation/communication PerformancerewardOrganisationalstructures Training&developmentFirstlinesupervision ResultsorientationAndmonitoringtheoutcomesbyRESULTSTRACKINGApproachestoCultureChange

(Bate)

第69页/共131页阿里巧巧STEP4SUSTAININGTHEDESIREDCULTURESustainedachievementofobjectivesandinternalisationoftheongoingchangeprocess.ApproachestoCultureChange

(Bate)

第70页/共131页阿里巧巧WhyPeopleResistCultureChangeSelectiveperceptionHabitSecurityEconomicStatusandesteem第71页/共131页阿里巧巧Multi-culturalOrganisationsAculturethatfostersandvaluesdiversityPluralismasanacculturationprocessFullstructuralintegrationFullintegrationofinformalnetworksAbsenceofinstitutionalisedculturalbiasMinimumofinter-groupconflictduetoproactivemanagementofdiversity第72页/共131页阿里巧巧ChangingCultureCultureExitthosewhorejectnewcultureEnter&socialisenewstaff

communicationbehaviourchangeExaminingandJustifyingBehaviourchange= intervention point第73页/共131页阿里巧巧BusinessProcessRe-engineeringSTRATEGYSYSTEMSTECHNOLOGYPEOPLEInputsOutputsEnvironment第74页/共131页阿里巧巧RationalPlanningApproachFeedbackEnvironmentaldevelopmentloopProbleminitialisedDefinetheproblemEvaluationphaseImplementsolutionMonitor/evaluate第75页/共131页阿里巧巧Socio-TechnicalApproachesCoreJob Critical PersonalandDimensions Psychological Work States OutcomeSkillvariety Experienced HighTaskidentity meaningfulness intrinsicTasksignificance atwork motivationAutonomy Experienced Highjob Responsibility satisfaction forworkFeedback Knowledgeof lowlabour resultsofwork t/oandabsence第76页/共131页阿里巧巧OrganisationalDevelopmentApproachFormalRelationshipsAimsandobjectivesStrategiesandpoliciesTechnologyandcontrolStructureandstyleAuthorityandadministrativeproceduresInformalRelationshipsFrom:attitudes,perceptions,values,emotions–aboutformalstructuresandpeopleNormativebehaviour,communications,informalinstructions–abouttacticaloperationsoforganisation第77页/共131页阿里巧巧HRLeverageinChange第78页/共131页阿里巧巧TheAcquisitionofHumanResources第79页/共131页阿里巧巧RecruitmentandSelection‘Theoverallaimoftherecruitmentandselectionprocessshouldbetoobtainatminimumcostthenumberandqualityofemployeesrequiredtosatisfythemanpowerneedsoftheorganisation’Armstrong1995Therecruitmentandselectionprocess:

-definingrequirements

-attractingcandidates

(recruitment)

-selectingcandidates(selection) -makingthedecision第80页/共131页阿里巧巧DefinitionofRecruitment‘Searchingforandobtainingpotentialcandidatesinsufficientnumbersandqualitysothattheorganisationcanselectthemostappropriatepeopletofillitsjobneeds’ DowlingandSchuler1990Recruitment=theprocessesusedtoattractapplicationsSelection=theprocessesusedtoidentifythemostsuitablecandidate第81页/共131页阿里巧巧JobAnalysis‘Theprocessofcollecting,analysing,andsettingoutinformationaboutthejob’Armstrong1992MethodsofJobAnalysis

-refertoexistingjobdescription

-interview

-selfanalysis

-questionnaire

-checklist

-criticalincidenttechnique

-repertorygrid

第82页/共131页阿里巧巧WritingJobDescriptionsIncludebasicdetails–title,locationetcIncludeasummaryofthejobListaselectionofthemaindutiesCovertherangeofthejobUseactiveverbs–toissueetcBepreciseAvoidvagueandmisleadingwords第83页/共131页阿里巧巧ExampleofaJobDescriptionJobTitle: PersonnelAssistantDepartment:HumanResourcesSummary: Responsibleforrecruitmentandother HumanResourcesactivityDuties:ManagingtherecruitmentofstaffInterviewingcandidatesMaintenanceofpersonnelrecordsRuntheinductionprogrammeIssuingcontractsofemploymentAdvisemanagersBookingtrainingcourses第84页/共131页阿里巧巧

Competency‘Anunderlyingcharacteristicofapersonwhichresultsineffective/superiorjobperformance’ Boyatsis‘Acompetencyisasetofbehaviourpatternswhichanincumbentneedstobringtoajobinordertoperformitstasksandfunctionswithcompetence’

Woodruffe第85页/共131页阿里巧巧CompetencyList:MiddleManagerHigherLevelCompetenciesVision InadditiontoPlanningskills relevanttechnicalcompetenceCriticalthinking Leadership Persistence****InfluencingskillsInterpersonalskillsSelfconfidenceSelfdevelopmentEmpathyStresstolerance第86页/共131页阿里巧巧EachhigherlevelcompetencecanbebrokendownintosubunitsExample****

“Persistence”:PreparedtousearangeofstrategiestoachieveaproblemsolutionAbilitytodemonstrateacommitmenttotaskcompletionAbilitytorecognisewhencircumstancesrequireaflexibleresponseCompetencyList:MiddleManager第87页/共131页阿里巧巧Advantagesofa

CompetencyApproachMoreflexiblethanjobdescriptions–the competenciescanbeusedinmanytasksEasiertorelatetotheindividualCanmatchagainstexperiencemoreeasily thantaskfortaskFacilitatespersonspecificationAllowsthedevelopmentofcompetence/ scenarioquestionsLinkstootherHRprocesses第88页/共131页阿里巧巧Disadvantagesofa

CompetencyApproachSeesqualitiesasseparateentitieswhereasinajobtheyareusedinconjunctionDifficulttouseinhigherleveljobswherecompetenciesarelesstangibleandmoredifficulttodescribeDifficulttodealwithemotionalaspectssuchaspleasantmannerwhichmaybealliedtopersonality第89页/共131页阿里巧巧PersonSpecificationBothjobdescriptionsandcompetencylistsareusedtodrawupapersonspecificationOneofthemostusedframeworksfordrawingupajobdescriptionisAlecRodger’s7PointPlanItlistssevenmainareasinwhichtherecruitermustspecifytheminimumrequirements i.e.thosewhichareessentialandthosepreferredordesirablefortheapplicanttopossess第90页/共131页阿里巧巧PersonSpecificationAttribute

EssentialDesirablePhysicalAttainmentsIntelligenceAptitudesInterestsDispositionCircumstances第91页/共131页阿里巧巧SuccessfulRecruitmentIsEFFECTIVE,

COSTEFFECTIVEandFAIRRecruitmentmethodsinclude:

-advertisements

-governmentagencies

-consultants&agencies

-directapplications

-wordofmouth

-opendays

-internet

-othermedia第92页/共131页阿里巧巧AdvertisementsCanbeinternal,press–local,national,international,internet,professionaljournals,otherPurpose–attractattention,createandmaintaininterest,stimulateactionContent–organisationsname,locationofjob,salaryandbenefits,summaryofjob,summaryofpersonrequired,actionrequiredtopursueapplication第93页/共131页阿里巧巧CriteriaforChoosingaRecruitmentMethodEffectivenessLabourmarketissuesNumberofapplicantsSelfselectionCostTimeConfidentiality第94页/共131页阿里巧巧HeadhuntingIndividualsareapproacheddirectlytocheckoutandstimulateinterestinpositionReasonsforuse:

-confidentiality

-veryseniorposts

-scarceskills

-obviouscandidates

-raiseinterestandawarenessinthosethat mightnotbeactivelyseekingchangeEthics第95页/共131页阿里巧巧InternetbasedRecruitmentHow?Throughcompanywebsite;internallythroughintranet;internetsiteprovidersInternetaccessedglobally,butonlybythosewithaccesstoandwhousethetechnologySpecialisedsitesavailable–graduates,engineers,computersWatchforcost,regularupdating,onlinesiftingAdvertisingissuesapply第96页/共131页阿里巧巧HandlingApplicationsInformationusedto:EnableselfselectionSiftcandidatesCV?OrApplicationformDevelopimage:ProfessionalprocessPsychologicalcontractMaintaininterestCandidateascustomer第97页/共131页