Career:

The occupational positions a person has had over many years.

Career Management:
- The process for enabling employees to better understand and develop
their career skills and interests, and to use these skills and interests more
effectively
Career Development:
- The lifelong series of activities that contribute to a person's career
exploration, establishment, success, and fulfillment
Career Path:
Performance Appraisal:
Evaluating an employee’s current and/or past performance relative to his or her performance
standards.

Performance Management:
The process employers use to make sure employees are working toward organizational goals.

Training Needs Analysis:

Identify job performance skills needed, assess prospective trainees’ skills, and develop
objectives.

 Task analysis
– A detailed study of a job to identify the specific skills required, especially for new
employees.

 Performance analysis
– Verifying that there is a performance deficiency and determining whether that
deficiency should be corrected through training or through some other means (such as
transferring the employee).

Training:
The process of teaching new employees the basic skills they need to perform their jobs.
Benefits:
Indirect financial and nonfinancial payments employees receive for continuing their
employment with the company.

on Job Training (OJT):

Having a person learn a job by actually doing the job.

Types of Employee Benefits plan:

– Supplemental pay: sick leave and vacation pay

– Insurance: workers’ compensation

– Retirement: Pensions

– Employee services: child-care facilities

Benefits plan:
HR Challenges of International Business:
 Deployment: Easily getting the right skills to where we need them, regardless of
geographic location.
 Knowledge and innovation dissemination: Spreading state-of-the-art knowledge and
practices throughout the organization regardless of where they originate.
 Identifying and developing talent on a global basis: Identifying can function effectively in
a global organization and developing his or her abilities.

Why Expatriate assignments fail:

 Personality
 Personal intentions
 Family pressures
 Inability of the spouse to adjust
 Inability to cope with larger overseas responsibility.
 Lack of cultural skills
Auditing HR. Functions:
1. What should HR’s functions be?
2. Participants then rate each of these functions to answer the question,
“How important are each of these functions?”
3. Next, they answer the question,
“How well are each of the functions performed?”
4. Next, compare (2) and (3) to focus on “What needs improvement?”
5. Then, top management needs to answer the
question, “Overall, how effectively does the HR function allocate its
resources?
An Interview:
A procedure designed to obtain information from a person through oral responses to oral
inquiries

Types of interview:
 Selection interview:
A selection procedure designed to predict future job performance on the basis
of applicants’ oral responses to oral inquiries.
 Appraisal interview:
A discussion, following a performance appraisal, in which supervisor and
employee discuss the employee’s rating and possible remedial actions.
 Exit interview:
An interview to elicit information about the job or related matters to the
employer some insight into
what’s right or wrong about the firm.

Formats of interview:
 Structured or directive interview:
An interview following a set sequence of questions.
 Unstructured or nondirective interview:
An unstructured conversational-style interview in which the interviewer pursues
points of interest as they come up in response to questions.

How to conduct effective interview?

 Structure your interview:
1. Base questions on actual job duties.
2. Use job knowledge, situational, or behaviorally oriented questions and objective
criteria to evaluate the interviewee’s responses.
3. Train interviewers.
4. Use the same questions with all candidates.
5. Use descriptive rating scales (excellent, fair, poor) to rate answers.
6. Use multiple interviewers or panel interviews.
7. If possible, use a standardized interview form.
8. Control the interview.
9. Take brief, unobtrusive notes during the interview

 Prepare for the interview

– Secure a private room to minimize interruptions.
– Review the candidate’s application and résumé.
– Review the job specifications

 Establish rapport
– Put the person at ease.

 Ask questions
– Follow your list of questions.
– Don’t ask questions that can be answered yes or no.