Hiring, Training and Evaluating Employees

(Chapter 11)

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Yavuz Karazeybek

Human Resource Planning

• Human resource planning involves planning to satisfy a firm’s needs for employees.

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• It consists of three tasks:
• Forecasting staffing needs
• Job analysis
• Recruiting

Consist: meydana gelmek, oluşmak

Forecast: tahmin etmek

Recruit: işe almak

Forecasting Staffing Needs

• If staffing needs can be understood, the firm has more time to satisfy those needs.
• Human resources related needs occur when an employee
• Retire: can be forecasted
• Take job with other firm: forecasting is difficult
• Expansion: these needs may be determined by assessing the firm’s growth trends
• Temporary needs for higher production: It is not desirable to hire new employees because of the high cost of layoffs.
• It also affects working employees. They may afraid of getting fired. And it will be hard to find new employees
• Offering overtime may be an option to increase production volume. Or you can hire temporary workers (seasonal or part-time)

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Occur: ortaya çıkmak, meydana gelmek

Retire: emekli olmak

Take job: iş bulmak

Expansion: genişleme, büyüme

Temporary: geçici

Job Analysis

• Before hiring a new employee to fill job position, firm must decide on the needs for this position:
• What tasks will be performed
• What responsibilities will be performed
• What credentials are needed: education, experience etc.
• Job Analysis: The analysis used to determine the tasks and the necessary credentials for a particular position
• Analysis should include input from supervisor and other employees.
• After the analysis supervisor can prepare job specification and job description
• Job Specification: It states the credentials necessary to qualify for a job position
• Job Description: It states the tasks and responsibilities of a job position.

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Credential: nitelik, yeterlilik

Specification: şartname

Description: tanım

Recruiting

• Firms use various forms of recruiting in order to create an adequate supply of qualified candidates.
• Some firms have a human resource manager
• Human resource manager helps each specific department recruit candidates for its open positions.
• HR manager may check files of recent applications who applied before the position was even open.
• HR manager may use local newspapers, social media platforms, dedicated websites to announce open positions

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Recruiting: işe alma

Internal vs External Recruiting

• Internal recruiting seeks to fill open positions with people already employed by the firm.
• Firms may post job openings to existing employees
• Some employees may desire the open positions more than their existing one
• Benefits: Personalities, potential capabilities, limitations are known. Can be used as a promotion and it will motivate the employee.
• External recruiting is an effort to fill positions with applicants form outside the firm.
• Focusing on more qualified candidates for specialized job positions
• HR managers evaluate candidate’s personality, capabilities or limitations but they dont have much information like internal applicants.
• Resume lists previously performed functions and describe responsibilities but it does not show how the applicant responds to orders or interacts with others.

Resume: özgeçmiş

Candidate: aday

Screening Applicants

• Screening job applications involves several steps:
• 1st step: Assessing each application to screen out unqualified applications
• Minimum requirements: education, experience, background etc.
• 2nd step: Interview process
• HR manager uses interviews in order to learn about the personality of an applicant and obtain more information that was not included on the application
• Punctuality, communication skills, attitude
• 2nd and 3rd interview may be organized
• 3rd step: Contacting the references
• It is not very effective because applicants list only good references

Screening: tarama, inceleme

Screen out: elemek

Application: başvuru

Applicant: aday, başvuran kişi

Interview: mülakat, görüşme

Punctuality: dakiklik

Screening Applicants

• Employment test: It is a test of a job candidate’s abilities
• To assess intuition or willingness to work with others
• To assess technical abilities (computer skills etc.)
• Physical examination:
• It can be requested only after a job offer has beed made
• Whether the individual physically able to perform tasks
• Medical problems can be seen before the individual was employed so firm can protect itself from lawsuits.
• Drug tests: It will increase health related costs and decrease performance of the employee

Intuition: sezgi

Willingness: isteklilik

Lawsuit: dava

Drug: hap, uyuşturucu

Hiring Decision

• After screening process the number of candidates will be reduced.
• Hiring process is very important
• Firm’s future performance will be determined by these workers
• Careful screening can result in low turnover
• After the screening process top candidate will be selected and offered the job
• The others can be considered if the top candidate does not accept the job offer
• The new employee is informed about the firm’s health and benefits plans and additional details of the job.

Turnover: iş gücü devri

Compensation Packages

• A compensation package consists of the total monetary compensation and benefits offered to employees.
• Salary is important but some firm’s benefits may be more valuable than salary.
• Salaries
• Stock options
• Comissions
• Bonuses
• Profit sharing
• Benefits
• Perquisites (perks)

Monetary: parasal, mali

Salary: maaş

Stock option: hisse opsiyonu

Perquisite: yan hak, ayrıcalık

The elements of Compensation Packages

• Salary: the Money paid for a job over a specific period
• Stock Options: It allows employees to purchase the firm’s stock at a specific price (not market price).
• Comissions: Compensation for meeting specific sales objectives.
• Bonuses: Extra one time payment at the end of a period in which performance was measured
• Profit Sharing: A portion of the firm’s profits is paid to employees
• Benefits: Additional priveleges beyond compensation payments, such as paid vacation time; health, life or dental insurance; and pension programs
• Perquisites: Additional priveleges beyond compensation payments and employee benefits (company car, club membership, credit cards)

Privelege: ayrıcalık

Vacation: tatil

Pension: emeklilik

Developing Skills of Employees

• Firms that hire employees provide training to develop various employee skills.
• Technical Skills: Training for daily tasks
• Decision-Making Skills: Providing guidelines for decision making process.
• Customer Service Skills: Employees who frequently deal with customers need these skills. How to serve customers? How to satisfy customers?
• Safety Skills: Safety within the working environment. How to use machinery, equipment? How to handle hazardous materials?
• Human Relations Skills: Generally for supervisors. How to manage employees? How to motivate them?

Evaluation of Employee Performance

• Employees often perceive performance evaluation for allocating raises
• It can also provide feedback and direction to employees
• It should indicate employees’ strenghts and weaknesses and motivate them to get promoted.

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Segmenting the Evaluation into Different Criteria

• Overall performance of employees is generally based on multiple criteria
• Segmenting the evaluation into the criteria should be conducted
• Evaluating each criterion seperately help supervisors to understand employees’ strenghts and weaknesses
• Employees can understand which skills they should improve or which skills they performed well
• Objective Criteria: Based on measurable, factual data
• Parts produced, proportion of defective parts, number of days absent etc.
• Subjective Criteria: Based on personal opinions, feelings
• Quality of work, willingness to help other employees, attitude etc.

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Thanks for listening