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Mindmap tổng hợp ôn tập các chương môn Quản trị nguồn nhân lực bằng Tiếng Anh dựa trên các kiến thức được học tại lớp và từ sách Human Resource Management của Gary Dessler. Mindmap ôn tập chương Job analysis, Personnel Planning, Interview Candidates, Training and Developing Employees, Performance Management and Appraisal
Skills Human requirements Human behaviours Job enlargement =>assign additional same-activities Knowledge of and for the job Attitude for the job JS Title Dates Approvals Supervisor's title Salary Grand level/ID staff Preference SPECIALIZED TO ENLARGED JOBS Job rotation =>moving workers from one job to another Job enrichment =>give more authorities Presentability HR activities Skills Bonheur_neit Job identification General nature work condition, work schedule Social context Human requirements Observation Mainly physical activities Human Behavior Organization context Open-ended questions doesn't depend on the job holders Work activities => job's actual work acitivities Supervisor Interview Unstructured Yes/No Question CEO CEO -> Functional Dept (HR Dept, MKT Dept, etc) Bottom-up approach Top-down approach promotability Personnel planning Step 01 :Forecast the supply of candidates Procedure for identifying Inside candidates Personnel replacement charts Help-wanted ads Qualitative Step : Match the need & supply Skills Rehiring former employers Send internal posts Reduced hours dismissal without justification dismissal for proper no compensation Layoff Intramural website Paper information via departments Demand = Suppy Succession planning Bulletin board No action present performance Qualification/ Skill inventories Manual system 1.Posting open job positions most crucial position Use traditional way to pick up All the records in physical environment (Warehouse) Computerized information system Human Resource Information System (HRIS) MARKOV analysis Work experience codes Formal education Industry experience Product or service knowledge Succession planning Demand > Suppy (Personnel Surplus) Demand > Suppy (Personnel shortage) Outsourcing Part-time job Overtime Downsizing Restricted hiring Early retirement Recruiting Training and retraining matrix the probabilities that employees in the chain of feeder positions key job PERSONNEL PLANNING AND RECRUITING Bonheur_neit 01 experts seniors Trade & Professional journals TV/ radio Recruit via Internet Personnel planning Step :Forecast the supply of candidates Advertise Newspaper junior staffs I: Interest AIDA model Construct effective ads Public Outside candidates Employment Agencies Private pay money Intership win-win situations Shortterm basis Outside services temporary seasonal casual Explicit paid by hour or project Part-time workers Just-in-time workers Referrals & Walk-ins On-Demand Recruiting Services (ODRS) not percentage fee A: Action Noprofit Locate outside candidates In-house contingent College recruiting D: Desire =Belong to the government Alternative Staffing & Temp Agencies Telecommuters A: Attention Excutive recruitment Headhunters Offshoring/ Outsourcing aboard Outside vendors supply services contract work to a third party transfer the firm procedures in another countries (Ex: establish factories in other nations) under contract pursue points of interest questions relate to the job vacancy Unstructure (nondirect) interview follow a set of questions Characteristics Selection interview Interview structure Structure (direct) interview Employers prepare a list of questions ahead of time Bonheur_neit Interview content Types of interview Situational interview Behavioral interview Appraisal interview Job-related interview Exit interview Interview candidates Stress interview Video/Web based interviews Panel interview (board interview) Interview administration Phone interview Step 7: Close the interview Step 6: Take brief, unobtrusive notes Step 5: Ask questions use standardized questions rate the applicant on a standard form Unstructured sequential interview each interviewer's viewpoint is different ask questions as they arise without regard for a predefined structure know the main duties, responsibilities required for that open position Step 3: Get organized Step 4: Establish rapport independent interview sequentially by several persons Step 2: Structure the interview Step 8: Review the interview job-related relevant past experiences Structured sequential interview Mass interview Step 1: Know the job time location format type of interviewee’s questions way to interview create a good relationship between the interviewer and the interviewee simple basic questions in the past a series of rude questions One-on-one interview interview several candidates simultaneously Conduct an Effective Interview how the candidate behaved to actual events conducted by a group of interviewers Sequential interview Computer based interviews respond in situations that may arise in the future Provide employees the basic background information about the firm feel welcome & at ease basic information to function effectively know what to expect in work & behavior networking understand the firm in a board sense begin socialization process Definition work activities Purposes JD new employees skill/knowledge JS task analysis Bonheur_neit HR policies Employee benefits Orientation content Safety regulations Employee orientation Facilities tour perform their jobs Daily routines Company operations teach new or current employees the basic skills Analyze the training need current employees Design the overall training program Definition Develop the course The ADDIE Five-Step Training Process Implement training Training process Training & Developing Employees ComputerBased Training (CBT) Implement training Management Development Techniques Coaching or unstudy 2.Role-playing Types Step 2: Review firm's management skills inventory Succession planning Design the study forecast vacancy key position in the future Train effects to measure review & find potential records create personnel replacement card Special assignment Job rotation Step 4: Begin management development material + practice basic information skills, knowledge,etc develop potential candidates (managers) Job rotation Mentoring Managerial On-the-Job Training Action Learning Lectures Job instruction training List each job’s basic tasks learn a job by actually doing it Programmed Learning 4.Transfer of training Management games teams of managers compete key points provide step-by-step training 3.Social reinforcement Behavior Modeling Step 1: Anticipate management needs firsthand experience Apprenticeship training The virtual Methods classroom Vestibute Internet-Based training training AudiovisualBased work that training too costly & dangerous 1.Modeling Evaluate the course's effectiveness Step 3: Create replacement charts On-the-job training Off-the-job training compare performance actual standard performance performance analysis present problems to learners allow them to respond provide feedback Off-the-Job Management Training Roleplaying Outside seminar make computerized decisions realistic simulated situations University - Related Program Executive coaches Corporate universities Case study method Study written Video case descriptiobs Self-ratings Unclear standards Leniency or Halo effect strictness HR department Bonheur_neit Bias Planning Actual coaching M: measurable R: relevant A: attainable T: time based SMART Goals JD Immediate supervisor Rating commitees evaluate an employee's current and/or past performance Performance Management & Appraisal Step 2: Measuring the appraisal performance unable to rate a subject's specific features waste of time AP > PS Step 3:Providing feedback session raise salary & benefits AP < PS Variation the gap between performance standard (PS) & actual performance (AP) Set the organization’s goals organize training programs Deficiency discuss with the employee organize or conduct an appraisal interview Set departmental goals Discuss departmental goals Management by Objectives (MBO) Define expected results (set individual goals) Conduct performance reviews Provide feedback Alternation Ranking Method Paired Comparison Method Efficiency Performance appraisal Conduct Effective Appraising Performance Graphic Rating Scale Method relate to their performance standards Definition Step 1:Defining the job & performance criteria combination of numbers & letters numbers types letters list several job rate by demensions or traits identifying factors a range of the score performance values only broad criteria can be assessed Who the appraising Preparation S: specific particular trait Central tendency Appraising performance Problems Conduct a performance appraisal interivew rate from best to worst Peers Subordinates Forced Distribution Method percentages of ratees are placed in various performance categories Behaviorally Anchored Rating Scales Critical Incident Method similar to grade on a curve factors rating scales narrative critical incidents keep a record of employee's uncommonly examples undesirable good relate to job performance review it with employees predetermined times