SPM chapter 11 - Managing people in software environment

The document discusses various aspects of employee selection and assessment. It begins by defining key terms like human resources, job analysis, and job requirements. It then outlines common employee selection processes like application blanks, interviews, reference checks and appointment letters. The document also discusses different types of assessments used in selection like psychometric tests, assessment centers, and competency-based assessments. It notes the benefits of assessments for evaluating candidates' suitability for jobs and improving hiring decisions. Overall, the summary provides a high-level overview of the key topics and processes covered in the document relating to employee selection and assessment.

The document discusses considerations for small businesses when hiring employees. It covers deciding when to hire an employee, defining job roles, writing job descriptions, attracting and evaluating candidates, selecting the right hire, training employees, rewarding and compensating employees, and managing ownership and dividends when there are family business partners involved. The key aspects of setting up an employee program for a small business are planning job roles, writing thorough job descriptions, developing fair hiring and review processes, providing training, and establishing clear compensation and ownership structures.

The document discusses the evolution of job analysis and design from scientific management in the early 20th century to more modern approaches. It covers Taylor's principles of scientific management that aimed to maximize efficiency by separating planning and execution. The Hawthorne studies found social and psychological factors motivated workers more than physical conditions. Modern approaches focus on roles, competencies, and documenting core processes rather than rigid jobs. Future job descriptions may describe individuals' portfolios and changing contributions rather than fixed positions.

This document discusses organizational behavior and managing staff on projects. It covers selecting the right person for a job, motivating staff using theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. It also discusses stress and stress management, health and safety issues, and some ethical concerns regarding responsibilities to others and financial ethics. The main topics are staff selection, development, motivation, and well-being during a project.

The document discusses staffing considerations for software projects, including: - The main concerns when managing people on software projects are staff selection, development, motivation, and well-being. - Effective staff selection involves identifying project objectives and characteristics, estimating effort for activities, and allocating resources. - Motivation models like Maslow's hierarchy of needs and Herzberg's two-factor theory can be applied to understand motivators and hygiene factors. - Teams are important for large software projects, and team dynamics can influence all stages of project planning using the Step Wise framework.

The document discusses career management, planning, and development. It defines these terms and outlines their importance and processes. Specifically: - Career management is the process through which employees become aware of their interests/strengths, obtain job opportunity information, identify goals, and make action plans. It is important for staffing, motivation, and equity. - Career planning is setting short- and long-term career goals and identifying how to achieve them. It provides direction, develops competencies, increases creativity/retention, and motivates performance. - Career development is a lifelong process of developing one's career through self-assessment, exploration, education, and gaining experience. It is important for attracting talent,

Literature Review The role of a Human Resource department is ever changing in today’s volatile business environment. Over the years HR have become a strong strategic partner within an organization by providing functions such as recruitment, training and development and retention. Human Resources in order to be strategic works directly with all levels of management in an effort to help with strategy and the growth of the company to meet their vision. One very important aspect is talent acquisition. Having the right people in key roles within the company is vital to the success and growth. Performing this function includes preparing a job description, recruiting, and then setting compensation. Then a crucial tool used by many HR departments is the process of job evaluations and performance reviews. Method of Job Analysis When a new job is created or a vacancy occurs, it is the role of a HR representative to fill that void. In order to perform this function they need to first understand what role they are trying fill and what skills and responsibilities this new role would require. By conducting a job analysis they are able to further define an important elements of any job and then search for the person or people that are a good fit for the company. As important as it is to perform a job analysis before looking for that new candidate, it is equally as important to select the correct job analysis method. Some popular job analysis methods are Observation, Individual Interview and Structured Questionnaires. Organizations choose methods based on various guidelines that are all link to the job responsibilities, company culture and size of the organization. Each organization must select which methods are the best match for their candidate search. The Observation method includes studying someone while they perform their job in an effort to better understand the tasks and duties necessary to this particular job. The advantages are, the observer can obtain first hand knowledge and information about the job being analyzed. This can provide an accurate picture of the candidate ability to do the job at hand. Other Job Analysis methods such as the interview or questionnaire only allow HR to indirectly obtain this information. With other methods there is a risk of omissions or exaggerations are introduced either by the incumbent being interviewed or by items on the questionnaire. The next method is the Interview method; this method involves conducting interviews of the person leaving this position to gain insights into what duties they perform. Interviews can also be conducted on other employees performing the same job but in most cases start with the HR manager. The advantages are that it allows the incumbent to describe tasks and duties that are not observable. The disadvantage is the candidate can exaggerate or omit tasks and duties. The interviewer must be skilled and ask the proper questions. The Structured Questionnaire method uses a standardized ...

This document discusses staffing and communication processes at the University of Manila College of Engineering. It covers topics like the importance of staffing, the staffing process, human resource planning, determining qualifications, induction, and training. Staffing is described as the process of selecting and assigning employees to achieve organizational goals. The key activities in staffing include human resource planning, recruitment, selection, induction, training, performance evaluation, employment decisions, and separation. Human resource planning involves forecasting needs, identifying required skills, and developing programs. Qualifications are determined through applications, references, tests, and other evaluations. Induction introduces new hires and training increases employees' skills.

This module discusses the importance of identifying candidates' needs in the hiring process. It suggests recruiters should understand what motivates candidates, their career aspirations, expectations from the job, and reasons for seeking new opportunities. This helps improve candidate quality and experience. Recruiters should have candid conversations to understand what candidates want from their next role and employer. Identifying needs leads to better transparency, communication and employer brand. It allows recruiters to offer positions that specifically meet candidates' motivations like learning, compensation, work culture and growth opportunities.

- An employment interview is a meeting where both the employer and candidate exchange information, with the employer seeking the best talent and the candidate seeking the right job match. - The typical interview sequence involves multiple stages - screening interviews to filter candidates, selection interviews to identify top candidates, and sometimes a final interview with senior executives. - Candidates should prepare by researching the company, anticipating common questions, practicing responses, and presenting a professional image during the interview. Thorough preparation helps candidates feel more confident and perform better.

Recruitment tests aim to provide insights into candidates and how well they may perform in a role. There are typically three main types of tests: personality tests that assess characteristics like motivation and fit with company culture, aptitude tests that evaluate intellectual abilities relevant to the job, and skills tests that measure qualifications like computer proficiency. The document discusses how different companies use various tests targeting things like sales skills, management potential, and leadership qualities to identify the best candidates for specific roles. It emphasizes that test results should always be considered alongside other aspects of the application and hiring process.

The document discusses analyzing training needs at an organization. It explains that a training needs analysis (TNA) identifies gaps between employees' current and required knowledge, skills, and attitudes to meet organizational objectives. A TNA is conducted through structured questions to diagnose performance issues. If training is identified as a solution, a training needs analysis questionnaire is used with stakeholders to provide the necessary information to develop training. The TNA process ensures training solutions are tailored to address identified needs and improve employee and organizational performance.

The document discusses various aspects of human resource planning and management. It covers topics like human resource planning, recruitment, selection, placement, induction, job design, job analysis, job description, job classification, job evaluation, and outsourcing. The recruitment process involves receiving job requisitions, identifying prospective candidates, attracting candidates, and evaluating effectiveness. Selection involves screening applicants through application forms, interviews, tests, and reference/background checks. Placement matches selected candidates to specific jobs based on qualifications. Induction welcomes and trains new employees. Job design aims to match job requirements with employee attributes.

Vexelle Manufacturing opened a new plant and needed to hire 15 maintenance workers. The HR manager, production manager, and maintenance manager all had different criteria for what qualified candidates should possess, resulting in very few job offers being made despite many applications. The chapter discusses how traditional job descriptions focusing on specific tasks are no longer effective, and introduces the idea of competency-based job descriptions that define the knowledge, skills, abilities, and other attributes needed for a role. A competency-based approach provides more flexibility and a broader definition of the work.

Human resource management (HRM) involves ensuring an organization has the right employees by managing activities like recruitment, selection, training, and retention. It is critical to an organization's success. The HRM process includes assessing current employees, determining future needs, recruiting to fill vacancies, selecting the best candidates, and providing training and development. Key parts of the process are job analysis to understand positions, developing job descriptions to guide recruiting and selection, using valid and reliable selection procedures to minimize hiring errors, and referring current high-performing employees.