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#HR #Word:#Job #Simulation

Job simulation are defined as job sequences, where similar conditions are made according to that which occurs in the real course of job

These can also be referred to as the employment tests, generally asking the prospective employees to perform tasks, that they would be required to perform on the job. Example, for Customer Service executive, a simulation could be talking & addressing concerns politely, & follow-up of complaints properly.

The usage of job simulations help the employers gauge the capability of the person, and also get an idea as to how he would fare in that particular domain.

It is primarily used for the following purposes:

1. Employment Branding Tool : Fun & engaging hiring process help reinforce a employer brand. They may offer a competitive insight when it comes to coming gen of Job Seekers

2. Reduced Bias: Simulations offer a technique to help reduce biasness/subjectivity in the hiring process due to their realism.

3. Predictive Analysis is higher : Since simulations are considered replicas of the job/role, for which a person is applying, scores that one receives in simulations could be strongly correlated with actual job performance.

4. High Degree of Accuracy & Candidate engagement : Job simulations focuses on bringing out the best by making him engage in activities, rather than by filling forms.

5. Offers more realistic Job Preview: It is from the employees perspective.. Over the course of simulation, employees can gauge whether they are fit for the role. It would help them save time as well as the money involved.

 

Advantages

1. Understanding whether the person is fit for the job on the basis of the attitudes shown during the course of the simulation.

2. It also allows the person to get a hands on exposure as to what the job will be like.

 

Disadvantages

The process of Job Simulation does require good amount of Costs & Time is involved. It also requires a comprehensive design plan, and the person involved also needs to be instructed well. 

All in all, a job simulation if implemented properly helps one gain key insights about the employee, employer as well as the job roles & responsibilities

 
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Posted by on June 30, 2017 in HR Word of The Day

 

#HR #Word:#Job #Design

Job design is the process of organizing work as group of tasks, arranging and defining the job process and structure at the workplace depending on the job analysis performed.

 The job design takes into account the organizational objectives to be achieved along with trying to minimize on–the-job fatigue, stress and human error.  .

Job Design is done specifically to reduce the mechanical aspects of the job and make sure that the employee derives satisfaction from the assigned roles and responsibilities.

Job analysis plans the job and analyses the roles and responsibilities which are core to the job but Job design makes the job better and basically updates the job so that it remains relevant.

The factors the affect the process of job design are the task characteristics, workflow, ergonomics, work practices, employee abilities and availability, social and cultural expectations and feedback.

Importance of Job Design

Job design is very important because this is the process which makes sure that the job remains updated and is relevant to the employee. 

The main objective here is to reduce dissatisfaction which comes while doing the job on daily basis. This dissatisfaction can lead to employee leaving the organization and causing issues for the company.

 Job design has primary responsibility of regularly updating the job.

 
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Posted by on June 14, 2017 in HR Word of The Day

 

#HR #Word:#Job #Tenure

Job tenure is the measure of the length of time an employee has been employed by his/her current employer. 

Job tenure of an employee is very important and it is often employers consider job tenure as criteria for hiring new employees. Job tenure can be long or short.

When an employee has worked for a long time with one particular employer his tenure is referred to as long. In the current market scenario 5 years is considered to be long job tenure. 

The advantage of long job tenure is that the employee is considered to be loyal which is a very desirable quality. However too long job tenures (more than 5 years) can be a disadvantage as well. Staying for too long with a particular employer can limit ones perspective and learning

As when an employee stays with an employer for a long time he does the same kind of work and gets comfortable in that position leading to a decrease in his learning and growing. 

Also the challenge in his job keeps decreasing. Also a long tenure may be a result of the inability of the employee to get promoted. This may give the new employer a perception that the employee does not have required skills and may result in the employee not getting hired.

When an employee has worked for a very short time with one particular employer his tenure is referred to as short. In the current market scenario tenure of less than 2 years is considered to be short.

While people with short tenure learn more and have a diverse experience working with different employers they may be perceived to be disloyal and a recruiter may have a perception that is that employee has left jobs at such short spans then he/she may leave that company as well. The employer may also perceive that the employee is in a bad situation and cannot adapt to his/her current place of employment and hence he is looking for a change of job to improve his/her current situation.

 
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Posted by on June 14, 2017 in HR Word of The Day

 

#HR #Word:#Job #Bidding

Job bidding is a process in which applicants are required to compete with other applicants for a job position that has been posted by an employer or organization.

This method of recruitment is used when the number of applicants exceeds the number of job positions that are being offered by a large number.

In another example of job bidding, the applicants are required to bid for a salary or a pay amount for the job they are applying. Depending on the bids received from the applicants, the employer will select the final employees or invite the best bidders for further recruitment and selection process.

Freelancers often look for such Job where they need to quote their Work Rates either Monthly, Daily or Hourly.

 
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Posted by on June 12, 2017 in HR Word of The Day

 

#HR #Word:#Boomerang #Employee

A Boomerang Employee is defined as any employee who returns to work for a former employer.

There are several different types of boomerang employees:

1.Those who left the company to further their careers.

2. Employees often state that they left their job because they wanted to learn new skills and gain new experiences that were not possible in their previous role.

3.Those who had a career itch they wanted to scratch. Maybe they dreamed of owning their own business or going back to school for a career change?

4.Those who had a personal reason to leave. It is very common for individuals to leave their jobs for a period of time to help take care of their families, whether it’s their children or parents.

5.Those who boomerang intentionally. These are most commonly seasonal workers, who plan on coming back to their same job the next year.

According to a study by  WorkplaceTrends.com  and The Workforce Institute at Kronos, Inc., in the past few years, there has been a change in the mindset over hiring boomerang employees. 

In fact, “76% of HR professionals say they are more accepting of hiring boomerang employees today than in the past.”
Employers like to hire people they know. If they can’t hire someone they know, then it’s usually the people who they know, know. 

Employee referrals have long been considered one of the best sources of talent, resulting in the highest ROI and lowest turnover. So why wouldn’t hiring managers do one better than employee referrals, and if possible, hire boomerang employees? These potential employees can be the best type of employees to hire.
First of all, they want to work for your company. They’ve left the organization and most likely realized that the grass isn’t always greener on the other side. 

When employees return to a company, they are often much more productive and engaged than first time employees. And they tend to stay with the company longer than other hires. 

Boomerang employees are already familiar with the organization’s culture, so it’s easier to integrate themselves back into the flow of things. 

They usually can be up and running in their role in a shorter time frame than new hires can.
But the benefits of a boomerang employee don’t just lie with them. The benefits spill over to the rest of the workforce, causing other employees to view the company in a more positive light. By seeing former employees return, wanting to work there again, they realize that it must in fact be a pretty great place to work.
If you leave an organization and think you may like to return in a new role down the road, take these tips into consideration so that you too may be able to become a boomerang employee.
Follow the company on LinkedIn and Facebook to stay updated on news and events. Keep in touch with your former boss and coworkers on a regular basis.Keep an eye on the career page and posted job openings. Don’t burn any bridges. It’s always best to leave a company on good terms. Many industries and job markets are small and close knit, and your reputation can follow you for years.

 
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Posted by on June 10, 2017 in HR Word of The Day

 

#HR #Word:#Internal #Fit

Internal fit is when the organizational systems, structure and technology are aligned with the Human Resource systems of the organization

In internal fit all the internal elements of the organization complement and reinforce each other.

When the performance of the organization is positively affected by the alignment between the organizational contingencies and the environmental contingencies it is said that fit exists. Fit can be of two types internal fit and external fit.

Fig: The above figure highlights internal fit in an organization

The performance of the organization increases with better balance between the organizational and human resource systems.

 The 5 main internal organizational components between which there should be a fit are 

1.Task,  

2.Structure

3.Decision making and information processes

4.Rewards and recognition 

5.System and people

A misfit between these👆 components results in wastage of money, time and energy.

For example

If an advanced system is developed by an organization to improve the efficiency of its operations but if there are no people who are skilled enough to use the advanced system then the system remains unimplemented resulting in the loss of money. Hence an internal fit result in competitive advantage for an organization.

 
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Posted by on June 7, 2017 in HR Word of The Day

 

#HR #Word: #Ãgile #HR

Lately we’ve been hearing quite a bit about the concept of Ãgile HR. While it seems to be an increasingly popular idea, Many HR practitioners do not  completely understand what it means.

Incorporating an element of agility into the HR function allows it to be nimbler and helps create an organizational culture that’s more responsive to the needs of customers.

 An agile organization is one that’s able to change direction quickly and easily, and HR needs to be responsive to the ever-changing needs of such an organization.

The Concept of Ãgile.

The whole idea of Ãgile HR likely originated as a result of the increasing popularity of Ãgile software development, a methodology being used to develop and enhance computer applications through a continuing, iterative and collaborative process that seeks to make incremental changes on an ongoing basis.

Agile development attempts to cut some of the red tape traditionally associated with software development projects by having regular (even daily) meetings between different stakeholders and making changes as the need arises, rather than being overly concerned about process, documentation or planning.

 The four values of agile development are adaptability, transparency, simplicity and unity.

Agile approaches to HR management

So what does all of this have to do with human resources?

For one thing the four values of agile development can be easily applied to the practice of HR.

 Incorporating adaptability, transparency, simplicity and unity can help improve HR service delivery.

Adaptability is important in the face of ever changing business needs.

Simplicity is important when designing HR programs and practices that don’t cause confusion, alienate managers and employees or try to accomplish too much. 

Unity applies with respect to HR working together and ensuring it isn’t working in silos or at cross purposes with the business. 

Transparency is important in gaining the trust of managers and employees and explaining why things have to be done in a certain manner.

An agile model incorporates feedback into any new project or program so changes can be made incrementally and early in the process. From an HR perspective, it’s important to work closely with other stakeholders and obtain their input very early on.

Agile versus strategic HR

At first glance, the concept of Ãgile HR would seem to contradict the whole notion of strategic HR. After all, isn’t strategy about looking at the bigger picture and the longer term, as opposed to being reactive and working on incremental changes?

From that perspective, Ãgile HR sounds like it might not fit in with the desire to make HR more strategic. However, an important aspect of strategic HR is understanding and being responsive to the needs of the business. An agile approach takes HR to a whole new level of responsiveness.

In an agile environment, it’s also important for HR to be able to help manage change within the organization. HR needs to be responsive in its approaches to staffing the organization and planning, developing and rolling out HR policies, procedures, systems and programs.

Agility requires a culture of empowerment where employees have the authority and independence to respond to the needs of customers. HR can help to create such a culture.

An agile organizational culture requires staffing the organization with flexible and adaptable people who embrace change. Agility also requires appropriate training, performance management and compensation structures.



This article is written by Brian Kreissl and Originally Published in Canadian HR Reporter. It’s been edited with Approvals.

© Copyright Canadian HR Reporter, Thomson Reuters Canada Limited. All rights reserved.

 
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Posted by on May 31, 2017 in HR Word of The Day

 
 
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