sion and values; overall priorities; staffing implications; skills and attributes; on-campus recruiting; orientation; peer and senior manager mentoring; job expectations, long term strategic needs.
Ex. 3. Answer the questions, based on the text.
1.What is one of the key purposes of HR function?
2.What is the new concept the traditional hiring has been replaced
with?
3.What are the main differences between old staffing paradigm and new starring strategy?
4.Whose responsibility is to set the strategic direction of your company? How can HR specialist participate in it?
5.What are chief staffing functions?
Ex. 4. What do you think the main idea of the text is?
1.HR professional has to work with senior management and line managers to identify staffing needs.
2.It’s important for HR person to oversee the recruiting process and its many components, including working with recruiters, placing classified ads and conducting on-campus recruiting.
3.The traditional hiring concept was replaced with «strategic staffing» concept, which means putting together a combination of human resources – both external and internal – that are strategically keyed to the needs of the business and realities of the labor market.
Ex. 5. Prepare to present a summary of the text.
1.Make a plan of the text.
2.Write down phrases and expressions you will be using when talking about each part.
3.Present a summary.
Ex. 6. Translate into English.
1. Одна из ключевых задач деятельности отдела по управлению персоналом – это формирование энергичного, работоспособного коллектива путем нахождения и привлечения подходящих специалистов.
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2.Бытует мнение, что, если решение о найме сотрудника оказалось ошибочным, причиной промаха являются неправильные выводы, сделанные во время интервьюирования.
3.Прием на работу – это многоступенчатый процесс, и любые ошибки, произошедшие на ранних этапах этого процесса, в итоге настигнут вас.
4.Стратегическая модель набора персонала означает, что подбирается такая комбинация сотрудников, которая будет стратегически соответствовать потребностям бизнеса и реалиям рынка труда.
5.Стратегическая модель набора персонала рассматривает интервью только как один из множества инструментов, разработанных с целью сделать наилучший выбор при найме на работу.
6.Одной из главных функций специалиста по управлению персоналом является разработка стратегий по найму персонала, которые соотносятся не только с краткосрочными требованиями, но и с долгосрочными стратегическими требованиями компании.
7.Специалист по управлению персоналом работает с руководителями высшего и среднего звена по выявлению потребностей в наборе персонала.
8.Надо определить, какое соотношение ресурсов – внутренних
ивнешних – даст наибольшую отдачу при выполнении заданий.
9.В компании должны быть созданы возможности для оказания «шефства» вновь принятым сотрудникам со стороны сослуживцев и высшего руководства.
10.Сотрудники должны уметь продвигать основополагающую цель и основные ценности компании.
Ex. 7. Complete the sentences with an appropriate word.
1One of the key purposes of the HR function is to help a company
________________by locating and attracting the right people to help it
____________
2Hiring is a multistep process and any missteps that occur early on in the process will ______________
Athe needs of the business and the realities of the labor market
Bof a series of tools
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3It’s generally referred to as strategic staffing, which means putting together a combination of human resources – both internal and external – that are strategically keyed to ______________
4Determine which combination of resources – internal or external – can get
____________ out of the tasks and responsibilities that need ___________
5You're constantly seeking to bring to your company the skills and attributes that it needs to meet ____________
6View the selection interview as only one __________ designed to make the best choice of hiring
Cbuild strong teams; grow and prosper
Dinvariably catch up with you
Ethe most mileage; to be carried out
Fwhatever challenges it may face
Ex. 8. Discussion time. Agree or disagree with the following statement.
Setting the strategic direction of your company is primarily the responsibility of senior management and not normally an HR function, so HR specialist has nothing to do with it. HR specialist just fills jobs, looks mainly for technical competence and bases the hiring decision primarily on the selection interview.
Ex. 9. Essay writing.
What is one of the key purposes of HR function? What is the role of staffing strategy in the modern business environment? What is the difference between old staffing model and staffing strategy?
Think about it, and write a one-page essay.
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Text 4. Creating effective job descriptions
The job description has long been the bread-and-butter tool of hiring. And, as any hiring professional can tell you, a high percentage of hiring mistakes (not to mention hiring disasters) result from job descriptions that fail to accurately capture the essence of the job in question.
Your company loses more than time, money and effort by recruiting, interviewing, orienting and training people who should not have been hired in the first place. You must also deal with all the other havoc that the ‘wrong’ employee can create: the business you may lose when that employee interacts with customers, the costs you incur when you have to repeat procedures that were handled ineptly and the pressures on other employees who must pick up the slack created by under-performers. And consider the expense and the hassle that arise when you have to cut your losses and dismiss an employee. In the long run it’s more expensive for the manager and team to accommodate a poor performer than it is to invest in recruiting quality candidates.
Done correctly, a well thought-out job description delivers the following benefits:
♦ensures that everyone who has a say in the hiring decision is on the same page with respect to what the job entails;
♦serves as the basis for key hiring criteria;
♦ensures that candidates have a clear idea of what to expect if, indeed, you hire them;
♦serves as a reference tool during the evaluation process;
♦serves as a benchmark for performance after you hire the candi-
date.
You can best think of a well written job description as a «snapshot» of the job. It needs to communicate as specifically but concisely as possible what responsibilities and tasks the job entails and to indicate the key qualifications of the job – the basic requirements (specific credentials or skills) and the attributes that underlie superior performance.
Use these steps to develop your job descriptions.
Gather the appropriate people for the task. The manager to whom the position will report takes the lead to develop a job description, but other employees who are performing similar jobs can contribute to the development of the job description. If the position is new and will re-
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lieve current employees of work load, they should be part of the discussion.
Perform a job analysis. You need as much data as possible. The job analysis may include:
♦job responsibilities of current employees,
♦Internet research and sample job descriptions of the similar jobs,
♦analysis of the work duties, tasks, and responsibilities that need to be accomplished by the employee filling the position,
♦articulation of the most important outcomes or contributions needed from the position.
The more information you can gather, the easier the actual task to develop the job description will be.
Write the job description. The following is a quick look at the categories that make up a well written job description:
♦Title of the position;
♦Department;
♦To whom the person directly reports;
♦Responsibilities;
♦Necessary skills;
♦Experience required.
Review the job description periodically to make sure it accurately reflects what the employee is doing and your expectations of results from the employee. Use the job description as a basis for the employee development plan. An effective job description establishes a base so that an employee can clearly understand what they need to develop personally, and contribute within your organization. Develop job descriptions to provide employees with a compass and clear direction.
When writing the job description don’t confuse tasks with requirements and qualifications. A task is what the person or people you hire actually do: take orders over the phone, deliver pizzas, keep your computer network up and running and so on. Qualifications are the skills, attributes or credentials a person needs to perform each task, such as posses a driver’s license, have an upbeat personality, be familiar with computer networking, and so on.
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