Key Elements of Human Resource Strategy

Key Elements of Human Resource StrategyRecruiting & Retaining Personnel

Johanna P. BishopBehavioral Science Program Coordinator/ Professor

Wilmington University, Delaware USA

Doctoral CandidateThe George Washington University

Washington DC, USA

Human Human Resources for Resources for the Nuclear the Nuclear

FieldField

Nuclear Facilities (including NPPs, fuel cycle,

waste management)

Technical Support Organizations

Educational Institutions

Specialized Training

Organizations

International and Professional

Organizations

Government Agencies (e.g. Ministries, Atomic Agencies)

Organizations Involved In Activities With Nuclear or radioactive Materials (e.g. transport, security,

organizations using resources for ionizing radiation)

Nuclear Energy Program Implementation

Organizations (NEPIO), Owners, Operating

Organizations, Corporations

Regulators(including nuclear)

Research & Development Organizations

Equipment, Vendors, Suppliers,

Construction Organizations

Organizations Requiring Human Resources

“ Our resources are our people”• Unique demands of nuclear power– Complexity of technology– Potential safety and proliferation consequences– Defense in depth strategy– Ethics and values consistent with the unique requirements

of the industry– “need to know” aspects of safeguarding nuclear

technology– Awareness of the role of human error– Continuous personnel performance assessment– Need for comprehensive monitoring of nuclear systems

Management of Human Resources in Nuclear Power

• Four interrelated objectives:– Ensuring the competence of nuclear power

industry personnel is developed and maintained– Effectively organizing work activities– Anticipating HR needs– Monitoring and continually improving

performance• Achievement of each objective is dependent

upon the others

HR Management CycleProcess of recruiting and retaining employees

Recruiting As A Strategic Activity

• Must think strategically about recruiting• Always working on developing a pool of

candidates– If only few candidates apply you may need to hire

both of them– If many candidates apply then you can be

selective in hiring and hire only the best

• Recruiting is an on-going process

Effective RecruitingOrganizing the Recruiting Function• Centralized or decentralized

recruiting?– Advantages to centralized

recruiting is that it is easier for companies to be strategic in anticipating needs

– Builds a team of recruitment experts

– Makes it easier to see which recruitment efforts are going well (or poorly)

• Line & staff cooperation necessary

Measuring Recruiting Effectiveness

• Recruiting is expensive and organizations need to place recruiting efforts strategically

• Measure recruiting costs by evaluating the source(s) of high quality candidates vs lower quality candidates (includes high yield/ low yield sources)

Before You Recruit New Employees…

Defining the Job

Integration of Training & Nuclear Facility Performance Improvement

Evaluation of Performance

AnalysisAnalysis

Design

Development

Implementation

Evaluation of Training

Training NeedsData

Subject Matter Experts

Trainees

More Competent Personnel

Data for Training Evaluation

Recommendations to Improve

Integrated Process to Evaluate & Improve Performance

Describing the JobMatching the right human characteristics to the job

Job Description• A detailed description of job

tasks, procedures, and responsibilities; the tools and equipment used, and the end product or service

Job Analysis• The systematic study of the

tasks, duties, and responsibilities of a job and the qualities needed to perform it

• Helps to outline the performance criteria, which are the means for appraising worker success in performing a job

Sample Job PostingMaintenance Training Supervisor

• Business Unit Overview XXXXXX Nuclear operates the largest nuclear fleet in the nation and the third largest fleet in the world, which represents approximately 20 percent of the U.S. nuclear industry's power capacity.

We currently are seeking a Supervisor Maintenance I&C for our XXXX location: Job Description PRIMARY PURPOSE OF POSITION

Directly responsible for the supervision, assignment and coordination of Maintenance Division activities to ensure a productive workforce that supports all divisional, departmental, site and corporate goals while in accordance with all company policies and local, state and federal regulations. Interfaces with the department schedulers and planners to plan and execute work. Provides recommendations on training, procedure changes, and other needs to support safe and efficient execution of work activities. Participates as an Emergency Plan team member.

Sample Job Posting- cont.PRIMARY DUTIES AND ACCOUNTABILITIES

-Effectively supervise craft personnel to ensure that all assigned maintenance activities are performed safely and effectively by qualified workers in accordance with plant procedures, NRC regulations, and the site schedule. Ensures department personnel are properly supervised, trained, and qualified to perform assignments, including emergency plan qualifications.

-Administer coaching, mentoring and performance management, including initiation of disciplinary action, for assigned employees.

-Effectively communicating significant plant and personnel issues to Maintenance Manager and all applicable levels of station management. Fostering open communications and collaboration between all organization internal and external to the plant including INPO and regulatory agencies.

-Ensure effective communication of company programs, announcements, policies, etc. to assigned employees and feedback to the company from assigned employees.

-Participate in various aspects of work control, coordination, scheduling, and engineering meetings involving online, load reductions, forced outages and refuel outages activities, to ensure that assigned work is properly assigned, planned and ready to work.

-Understands, supports and administers all Maintenance processes, such as the training program, surveillance program, procedure revisions and CAP to ensure effective work practices. Identify and support improvement opportunities, when applicable.

-Supervise vendor inspections and repair of plant equipment. Assure effective procurement and use of material, parts, tools, equipment and M&TE.

-Participates in all aspects of Maintenance Department management to support safe and efficient operation of the plant, including the development, implementation and performance monitoring of all corporate, site and divisional business goals and objectives.

Sample Job Posting- cont.• POSITION SPECIFICATIONS

Minimum: -Individual must possess a two-year technical degree with 8 years utility or related-industry experience of which 4 years are in the craft he/she supervises -Must have completed a positive Leadership Assessment (FLS) -Meet ANSI requirements for site Maintenance Supervisor -3 years minimum experience in nuclear power plant operations -Excellent communication skills. -Excellent problem solving, decision-making and planning skills

Preferred: -Successful completion of core supervisory/management training and development programs -Ability to reach schematics, wiring diagrams, and P&IDs -Fluent use of electronic work management system, Microsoft Word, Excel Equal Employment Statement

Job Analysis Applications

Job Analysis

Job Descriptions & Qualification

Requirements

RecruitmentSelection

HR Planning

Training, Qualifications &

Authorization

Employee Development

Succession Planning &

Career Development

Labor Relations

Safety & Health

Compensation

Performance Management

Job Evaluation and Comparable WorthSystematic way of determining appropriate compensation for

jobs; jobs of equal value should entail equal worth

• Compensable factors:– the job elements that are used to determine

appropriate compensation for a job• Examples:

– Physical demands– Amount of training and experience required– Working conditions associated with job– Amount of responsibility a job carries– Each job may be given a score and weighted on each factor

Ensuring Competencies Needed to Perform Work

• Recruiting individuals with education and experience• Selecting individuals with appropriate attitudes and values

with best qualifications• Providing initial training based on job responsibilities• Authorizing personnel to perform tasks contributing to safe

and reliable operations• Developing personnel by providing continuing training to

enhance competencies or preparing them to take on emerging tasks or advancement

• Ensuring human resources and facilities needed to sustain training programs are available

• Ensuring that training provides value to the organization

Steps in the Recruitment & Selection Process

Employment Planning & Forecasting

Recruiting: Build A Pool

of Candidates

Applicants Complete

Application Forms

Use selection tools to

screen out most

applicants

Supervisors and others Interview

Final candidates to

Select New Hires

Candidate becomes Employee

The recruitment and selection process is much like a series of hurdles aimed at selecting the best candidates for the job

Job Posting

• Brief description of the job designed to attract applicants for the job

• Includes:– Job title and classification– Brief description of tasks, duties, skills and qualification or

educational requirements needed for the job– Instructions for applying for the job; contact information– Deadline date by which applications must be submitted

• Job posting is published so as to attract applicants

Recruiting Yield PyramidSome employers use this tool to calculate the number of applicants they must

generate to hire the required number of new employees

1,200

200

150

100

50 New Hires

Offers made (Ratio 2:1)

Candidates interviewed (Ratio 3:2)

Candidates invited (Ratio: 4:3)

Leads generated (Ratio: 6:1)

Recruiting New Employees

The Process of Finding and Selecting Candidates

Recruiting Techniques

• Advertisements– Internet advertisement including industry-specific

job boards)– Newspaper employment advertisements– Employment agencies– Temp agencies and alternative staffing– Executive recruiters– College recruiting– Referrals and walk-ins

Attracting New Talent: Recruiting Techniques

• Research has assessed variety of recruiting techniques:

• Evidence that “walk-ins” yield higher caliber applicants– More likely to remain with the company

• Employee “referral” campaigns generate higher quality applicants

• Different methods reach different types of workers– Lower levels- newspaper ads– Higher levels- employment agencies, connections

Recruiting is a two-way process

• Characteristics of organization’s recruiting programs and recruiters influences job candidates

• Overselling is a problem• RJP (realistic job preview) accurate description of

the duties and responsibilities of a particular job– Oral interview with recruiter -Job site visit– Print materials -Videotape

Recruitment Research FindingsResearch Findings Practical Applications

Recruitment sources affect the characteristics of applicants attracted

Use sources such as referrals that yield applicants less likely to turnover and more likely to be better performers

Recruitment materials have a more positive impact if they contain more specific information

Provide applicants with information on aspects of the job that are important to them, such as salary, location, and diversity

Organizational image influences applicants’ initial reactions to employers

Ensure all communications about the organization provide positive message regarding the corporate image and the attractiveness of the organization as a place to work

Applicants with a greater number of job opportunities are more attentive to and more influenced by early recruitment activities

Ensure initial recruitment activities are as attractive to candidates as later activities

Source: Ryan, A. M. & Tippins, N. (2004). Attracting and selecting: What psychological research tells us. Human Resource Management, 43(4), 311- 318.

Recruitment Research Findings Research Findings Practical Applications

Recruiter demographics have a rather small effect on applicants’ attraction to the organization

Worry less about matching recruiter/ applicant demographics and more about the content of recruiting messages and the organization’s overall image

Realistic job previews (e.g. brochures, videos, group discussions that highlight both the advantages/ disadvantages of the job) reduce subsequent turnover

Provide applicants with a realistic picture of the job and organization, not just the positives

Applicants will infer job and organizational information based on the organizational image projected and their early interactions with the organization if the information is not clearly provided by the organization

Provide, clear, specific, and complete information in recruitment materials so that applicants do not make erroneous inferences about the nature of the job or the organization as an employer

Recruiter warmth has a large and positive effect on applicants’ decisions to accept a job

Individuals who have contact with applicants should be chosen for their interpersonal skills

Applicants’ beliefs in a “good fit” between their values and the organization’s influence their job-choice decisions

Provide applicants with accurate information about what the organization is like so that they can make accurate fit assessments

A Model for Employee SelectionDetermine the most important variables candidates need to

possess in order to be successful in the job

PredictorA

PredictorB

PredictorC

PredictorD

CriterionA

CriterionB

CriterionC

Criteria

Elements of Job Success

Selecting CandidatesScreen applications to select only those applicants who meet the job

criteria for further testing/ interviews

Screening

• Process of reviewing information about job applicants to select individuals for jobs– Resumes– Job applications– Letter of recommendation– Employment tests– Hiring interviews

Determine Whether Testing Is Needed• Types of employee

screening tests:– Test formats

• Individual vs group tests• Speed vs power tests• Paper-and-pencil vs

performance tests

Employee screening

• Process of reviewing information about job applicants to select individuals for jobs– Resumes– Job applications– Letter of

recommendation– Employment tests– Hiring interviews

• Types of employee screening tests:– Test formats

• Individual vs group tests• Speed vs power tests• Paper-and-pencil vs

performance tests

Evaluation of Written Materials• 1st step in screening applicants– Evaluate written materials:

• Applications and resumes• Impressions of qualifications from resumes influence

impressions of applicants in subsequent interviews– Application form should collect information that

has been determined to be job related– Weighted application forms:

• Assign different weights to each bit of information on the form

• Weights determined through detailed research conducted by the organization

References and Letters of Recommendation

• Very little research on their validity• Can provide 4 types of info:

Employment & education historyEvaluations of applicant’s characterEvaluations of applicant’s job performanceRecommender’s willingness to rehire

• Use of references and letters of recommendation on the decline because:– Applicants choose own sources

Employment Testing• It is customary in many

industries, including nuclear power, to conduct testing to check potential employee’s suitability for the job and the organization

• Some tests measure specific skills and abilities to do a job and may require a skill demonstration

• Other test may assess cognitive skills, such as an intelligence test

• Other tests may measure personality dimensions

• The predictive validity of paper-and-pencil tests has not been supported

• However, organizations continue to use various forms of testing as a screening mechanism

Testing Program Guidelines1. Use tests as supplements: don’t make tests the only selection tool; use them to

supplement other tools like interviews and background checks

2. Validate the tests: validate tests in your own organization; or use tests that have been validated in similar organizations

3. Monitor your testing/ selection program: ask questions such as “why am I using this test?” or check on the proportions of applicants rejected at each stage of the hiring process

4. Keep accurate records: record why each applicant was rejected; be specific and document reasons why

5. Use a certified psychologist: developing, validating, and using selection standards require a qualified psychologist

6. Manage test conditions: administer test in areas that are reasonably private, quiet, well lighted, and ventilated; make sure all applicants take tests under the same conditions

7. Revalidate periodically: employers’ needs and applicants’ aptitudes change over time; have your testing program validated periodically

Source: Dessler, G. (2008). Human resource management eleventh edition. Upper Saddle River, NJ: Pearson.

Assessment Centers• Offers detailed, structured employment

screening on a wide range of job-related skills, abilities, and knowledge

• Measures: – Specific managerial skills– Oral and written communications– Behavioral flexibility– Creativity– Tolerance to uncertainty– Skills in organization, planning, and decision making

Employment Interview• Most widely used screening and

selection device– Not one of the most reliable and

valid methods• Situational interview• Behavior description interview or

structured behavioral interview

• Hiring interview should have 3 objectives:

– Fill gaps in information from written documents

– Provide applicants with realistic job previews

– Serves as Public Relations function for the company

• Useful for determining if the applicant has requisite communicative or social skills which may be necessary for the job

• Can assess the applicant’s job knowledge

• Can be used for selection among equally qualified candidates

• Enables supervisors/ co-workers to determine if there is compatibility between applicant and the employees

• Allows applicant to ask questions that may reveal additional information for making selection decisions

Interviewing Techniques & Cautions

• Single interviewer; interviewee

• Multiple interviewers (panel interview); multiple interviewees

• Structured interview with open and closed ended questions

• Realistic interviews– Important in increasing job

commitment and satisfaction• Also decreases turnover in

new employees

• Often a subjective evaluation

• People tend to make snap decisions within the first few minutes of the interview, and use the remainder of the interview to justify their opinion

• Interviewers form stereotypes concerning characteristics required for success on the job

• Not as reliable as tests

Purpose & Types of Interview Questions

• Selection procedure designed to predict future job performance based on applicant’s responses

• Situational Interview– Series of job-related questions that focus on how the candidate would

behave in a given situation• Behavioral Interviews

– Series of job-related questions that focus on how the candidate reacted to actual situations in the past

• Job-related Interviews– Series of job-related questions that focus on past job-related

behaviors• Stress Interviews

– Interview which the applicant is made uncomfortable by a series of often rude questions; technique helps to identify hypersensitive applicants and those with low or high stress tolerance

Effective InterviewsInterviews are time consuming and labor intensive; prepare for the

interview so as to maximize information for making employment decisions

• Prepare for the interview– Focus questions to draw out information about the candidate’s

knowledge and experience; motivation; intellectual capacities; and personality

• Specific Factors to probe in the interview– Ask a combination of situational questions, plus open-ended

questions to probe the candidate’s suitability for the job• Conducting the interview

– Devise a plan to guide the interview• Match the candidate to the job

– Use an interview evaluation form to compile your impressions of the applicant

Evaluating Candidates

Evaluating A Candidate• Evaluate candidate’s

qualifications• Skills• Experience• Educational level• Attitude and personality

Background Check• Employees need to be

screened with a background check to see if anything objectionable would prohibit them from working in the industry

• Drug testing needs to be completed

Making Employee Selection Decisions

• Multiple regression model– Combines separate predictors of job success in a

statistical procedure

• Multiple cutoff model– Uses minimum cutoff score on each of the various

predictors of job performance

• Multiple hurdle model– Requires an acceptance or rejection decision be made

at each of the several stages in the screening process

Incorporating the New Hire Into the Organization

How to orient new hires into the organization

New Employee Orientation• Once the new employee has been hired the organization needs to

ensure that the employee knows what to do and how to do it• New employee orientations helps with this

– New employee should be made to feel welcome and at ease– He/she should understand the organization in a broad sense (its past,

present, culture, and future vision) as well as key policies and procedures

– Be clear about expected work behavior– Begin the process of being socialized into the organization’s ways of

acting and doing things• In nuclear, new employees need to complete new employee

orientation quals such as procedures for entering the plant, safety considerations, badge responsibilities, etc

• New employees also have to complete their job specific training qualifications

Formal Annual Performance Evaluations

Performance Management• Employees also need to

know how their performance will be evaluated

• Performance management systems are based in annual performance reviews– Goal oriented approach to

assigning, training, assessing and rewarding employees’ performance

Performance Analysis• Process of identifying

performance deficiencies and determining if employer should correct deficiency

• Evaluate employee performance using:– Job related performance data– Observations by other supervisors– Interviews– Test of knowledge, skills,

attendance– Attitude surveys– Assessment center results

Line Supervisor’s Role in Performance Management

Appraising Performance• Appraising performance is an

essential line supervisory skills• Supervisor does the actual

appraising- not HR• Supervisors who rate employees

too high, too low, or rates all employees as average is doing them a disservice to the employees and the organization– Supervisors must be trained in

conducting performance appraisals• HR serves as a policy-making and

advisory role

Potential Rating Scale Problems

• Unclear standards• Halo effect• Central tendency• Leniency or strictness• Bias

Retaining & Developing Personnel

Keeping the good performersDeveloping future leaders

Retaining Personnel• Highly qualified people can usually find better

jobs more easily• Challenge for organizations is how to keep highly

qualified good performers• “Career” oriented personnel usually want to

move up the organization and/or better their career options

• Organizations need to plan for attracting and retaining highly qualified, good performers

• Develop career plans that provide opportunities for professional and personal advancement

Employer Career Planning PracticesMatching individual strengths and weaknesses with

occupational opportunities• Job postings

– Allows employees to participate in other job opportunities

• Formal education tuition reimbursement

• Performance appraisal for career planning– Manager trained to help guide

employee determine potential career paths

• Lateral moves/ job rotations– Moving n employee through a

series of pre-planned series of positions in order to prepare the person for an enhanced role within the company

• Training programs for managers– Developing managers as leaders– Training new supervisors on

management roles• Assessments of employee

strengths/ weaknesses• Mentoring

– Mid-level managers help junior employees by giving them career advice and helping them navigate political pitfalls

• Succession planning– The on-going process of

systematically identifying, assessing, and developing organizational leadership to enhance performance

Anticipating Personnel Needs• Effective workforce planning, including

anticipating needs for new employees, succession planning, and assessing demographic and economic conditions

• Developing and maintaining relationships with educational and professional organizations

• Identifying and planning for needed changes in the organization’s processes, tools and equipment, and related staff implications

• Monitoring situations external to the organization for conditions that may impact the HR function

Forecasting Personnel NeedsFor All Organizations

• Managers need to think about projected turnover (resignations or dismissals)

• Decisions to upgrade or downgrade programs or sections of the organization

• Technological changes• Financial resources

Summary• Recruitment is the process of attracting potential

workers and is an on-going activity• Screening is the process of reviewing information

about the job applicants• Organizations should be concerned about retaining

good performers by providing job rotation and leadership development opportunities

• Career development programs provide career opportunities and challenges for high potential employees

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