Exam (elaborations)
Coursera - Preparing to Manage Human Resources Exam Verified 2024
- Course
- Institution
Coursera - Preparing to Manage Human Resources Exam Verified 2024
[Show more]
Content preview
Coursera - Preparing to Manage HumanResources Exam Verified 2024
• Sales and Operations - ANSWER-o Sales projections
What is in the pipeline for upcoming production numbers?
For example, if company just secured a big contract or a dip in sales, it will affect how
many employees are needed
o Seasonality
Is your product/services based on seasonal sales?
• In retail, the holiday season is very busy and more employees are needed to meet
customer demands
o Budgets
What can your company afford?
• If you have a dip in sales or you're laying off workers, decreasing wages, this will affect
recruitment process
• It may not only mean that you hire fewer people, but you may also have a harder time
attracting people if your wages are below market
o Production capabilities
Ability to staff a particular department or production line
May be limited by how much the employer actually can produce
• How many machines? How much space? How many shifts you run?
Qualified and available hiring professionals - is manager able to make time to hire?
A Systems View of Recruitment and Selection
Four Main Elements: - ANSWER-(1) Systems can be open (affected by environment) or
closed (unaffected by environment)
• Most systems will be open
• A person is affected by their environment
(2) Systems have distinct parts that are interdependent and form a complex whole
(3) Systems have inputs, throughputs, and outputs
• Input example: food you eat to survive (people, resources)
• Throughput: organs needed to transfer through (work done)
• Output: energy (product)
(4) Feedback from the environment
• This is necessary to ensure the system is working properly
aaa - ANSWER-aaa
bbb - ANSWER-bbb
How can we apply systems theory to organizations? - ANSWER-Organizations are
systems with interdependent parts
• Usually broken up into an organization's distinct departments
• On the ground, break down each department:
, o What are the inputs? What resources are needed for the department? How many
people do we need? What kinds of people? What kind of compensation/benefits do
these employees need to stay motivated?
For recruitment:
• Analyze the inputs (applicants), throughputs (selection procedures), and outputs (new
hires)
Does the recruitment process enable you to find people with competencies that meet
your growth and strategic needs?
o What are the throughputs? What type of work needs to be performed by the
department?
o What are the outputs? What product/service is being produced?
o Feedback (internal and external) - from customers (what do they need for a better
product/service?), workers (what do they need to do a better job?), supervisors (what do
they need from their employees?), legislation (ensure compliance), the economy
(unemployment rate, how is business doing), competitors (what are they doing?)
Watch for and respond to feedback in internal (for instance aging workforce) and
external environment (i.e. economy)
Watch for and respond to feedback in internal and external environment
Analyze the inputs (applicants), throughputs (selection procedures), and outputs (new
hires) - does the process enable you to find people with competencies that meet your
growth and strategic needs?
Take a holistic view of your organization and note the interdependencies of
departments - how one area affects another, for instance, if one manager has high
turnover, consider the impact on all of the other functions that are affected (including
HR)
How to recruit the people we need to fulfill strategy? - ANSWER-o First, need to ask the
organization what they are seeking, what the term means to them? Can we measure it?
Understand and define the competencies needed
o Second, design the job that are motivating and empowering
Do they provide opportunities for people to work in teams? Work across boundaries?
o Third, we need to be come up with creative and eye-catching recruitment strategies
o Fourth, find selection practices that test for those traits needed on the job
o Fifth, network
o Sixth, make sure that your organization's culture aligns with the traits needed for the
job
Internal Environment
Metrics to consider: - ANSWER-Turnover
• The rate at which employees leave the workplace
• Measure current turnover rate, as well as projected turnover based on historical data
Employee development
• What training and development opportunities are employees currently involved in?
• Who is trained, and who is available?
• Do we have anyone ready to move up?
The benefits of buying summaries with Stuvia:
Guaranteed quality through customer reviews
Stuvia customers have reviewed more than 700,000 summaries. This how you know that you are buying the best documents.
Quick and easy check-out
You can quickly pay through credit card or Stuvia-credit for the summaries. There is no membership needed.
Focus on what matters
Your fellow students write the study notes themselves, which is why the documents are always reliable and up-to-date. This ensures you quickly get to the core!
Frequently asked questions
What do I get when I buy this document?
You get a PDF, available immediately after your purchase. The purchased document is accessible anytime, anywhere and indefinitely through your profile.
Satisfaction guarantee: how does it work?
Our satisfaction guarantee ensures that you always find a study document that suits you well. You fill out a form, and our customer service team takes care of the rest.
Who am I buying these notes from?
Stuvia is a marketplace, so you are not buying this document from us, but from seller CLOUND. Stuvia facilitates payment to the seller.
Will I be stuck with a subscription?
No, you only buy these notes for $10.49. You're not tied to anything after your purchase.
Can Stuvia be trusted?
4.6 stars on Google & Trustpilot (+1000 reviews)
81989 documents were sold in the last 30 days
Founded in 2010, the go-to place to buy study notes for 14 years now