Apuntes RRHH PDF

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Apuntes curso 2019.2020 internacional...

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GLOSSARY Analytics: careful or scientific examination of data, facts and information Attrition: a gradual reduction in the number of people who work for an organization that is achieved by not replacing those who leave Capital: in economics, capital is the same as technology, including both machines and software. In finance, capital generally refers to money Downsizing: if you downsize a company, you make it smaller by reducing the number of people working for it Job board: website that posts job openings or job vacancies (examples: Monster, Indeed, CareerBuilder) Job description: is a written statement of the tasks and skills that a job entails (including its job title) Job posting (or job ad): is the advertisement of a job vacancy or job opening to attract job candidates. The content of the advertisement is the job description. Traditionally, job postings were published on newspapers. Today, most job postings are published online (either on company websites or job boards) Job tenure: the length of time an employee has worked for their employer Task: a unit of work that produces an output

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Unit 1. Human Resource Management (HRM)

Objetive of an organization: 1.1. What is HRM? HRM refers to as the system of practices, such as hiring, training, or motivating, that organizations use to manage their human resources, employees, people or workforce. Managing human resources is critical as employees represent in most organizations not only the greatest cost but also the greatest opportunity as workers are still responsible for the most valuable tasks, such as the design of products. Organizations succeed if they have the right people, doing the right thing, at the right moment and in the right place, this being the main objective of HRM. The figure below shows an overview of HRM. Context includes all the exogenous factors that might affect companies and the way they manage and organize their resources, such as the industry in which the organization competes, the available technology and society in general. The context determines the objectives and values of the organization. In the case of for-profit organizations, this is known as the business strategy. Organizations have different business strategies. For example, the business strategy of a low-cost airline might be very different from the business strategy of a tech company that relies on developing new products and bringing them to market. The particular objectives and values of the organization will determine the HR strategy, defined as the objectives the organization wants its workers to accomplish. This is so because organizations achieve their objectives through the performance of their workers. For example, a non-profit organization that assists the elderly in a community might want its workers, probably volunteers, to look after the elderly, to be nice and to assist them. On the other hand, a high-tech company might want its workers to think creatively, to be innovative and to have initiative. The HR strategy includes as well the particular tasks the workers are required to carry out since a task is a unit of work that produces output. Last but not least, HRM are the practices, policies, and mechanisms organizations implement to achieve their objectives and values through the performance of their employees, such as attracting and retaining the right employees, managing their performance and motivating and rewarding them. Page 2 of 19

HRM: set of practices, policies that companies implement to manage their employees. Are the tools that they implemented in their employees to active their objectives. In order to facilitate the workers to achieve those objectives the companies implement hrm to help them.

Summary Managing human resources refers to the functions that a manager performs relative to the organization's employees. Managing Human Resources can also refer to the act of providing the management actions the employees of the Human Resource Department. It includes: Planning and Allocating Resources Managers must divide salary budgets among their employees. Workloads must be divided. Managers decide who gets what training and who gets the best projects. Providing Direction, Vision, and Goals A manager should be the leader of the group. Set goals. Vision is a key task in mananging your HR. Developing an Environment in which Employees Choose Motivation and Contribution Supplying or Asking for the Metrics that Tell People How Successfully They Are Performing Managers must provide feedback. Offering Opportunities for Both Formal and Informal Development Page 3 of 19

A manager's job help his or her reporting employees succeed. Formal development training. Setting an Example in Work Ethics, Treatment of People, and Empowerment Worthy of Being Emulated by Others Shows her staff how to behave ( ethical…) Leading Organization Efforts to Listen to and Serve Customers Managers have a duty to both the customer and employees, and when she takes care of both, success is more likely. Removing Obstacles that Impede the Employees' Progress Managers help their people when they clear the path for success. A manager who wishes to succeed focuses her efforts on ensuring the success of her employees.

SOLVING PROBLES (Making decisions answering questions)

INTUTIVE-Non analysis: automatic and fast response. Works in Simple, quick, repetitive problems ANALYTIC-New, novel, complex problem. Data with Toolkit: Statistics, maths, data computer, coding…

1.2. HR analytics Use of HR data (HR metrics that has to be with labor force, salaries, … in combination with other elements (toolkit) to improve management and make better decisions. HR analytics (also called talent analytics, people analytics, or workforce analytics) is a data-driven approach to managing people at

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work. More specifically, HR analytics refers to the application of mathematics and statistics to large HR data sets to support HRM decisions. Today HR analytics is becoming widespread as a growing number of organizations are starting to apply analytics to processes such as recruiting and retention, uncovering surprising sources of talent and counterintuitive insights about what drives employee performance. Data can be presented by businesses in various ways. Data may be in a table or in charts/graphs such as a pie chart, line graph or bar chart. When interpreting data from charts, be careful to look at the axis and understand the units the data is presented, e.g. €, percentage etc. Next, some common measures are presented. They are extremely useful and can be applied to many areas not only HR. SYMBOLS MATRIX: Columns: x,y (vriables: labor productivity, l turnover… Rows: “i” (observations: individuals, workers, firms..) X: mean of X Sx standard deviation of x (how far the variable is far from the mean) Sx2 variance of x Rxy correlation

Mean: it is calculated by adding up the numbers and dividing by how many number there are. It summarizes information and enables managers to identify parts of the business that are performing well (above the mean) and parts of the business that are not performing well (below the mean). Con la grafica de barras podemos ver quien esta por encima de la media… ) Variance and standard deviation: they measure how spread out a collection of numbers is. Given a collection of numbers, the variance and standard deviation are calculated as follows: 1. Work out the mean of the numbers

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2. For each number, subtract the mean and square the result (squared difference), so that negative and positive differences don't cancel each other out 3. Work out the mean of those squared differences. The standard deviation is the squared root of the variance The standard deviation enables managers to identify unusual vales. Values whose distance to the mean is less than the standard deviation could be consider normal or usual, whereas values whose distance to the mean is more than the standard deviation could be consider abnormal or not usual. Covariance and correlation: they both measure the relationship between two different collections of numbers (variables), X and Y. The covariance indicates the direction of the linear relationship between them, or how the variables change in relation to each other. This is clear if you break down the word 'covariance'. 'Co', as a pre-fix often indicates some sort of joint action (like co-workers, co-owner, cooperate, coordinate) and variance refers to variation or change. The correlation, on the other hand, measures not only the direction but also the strength of the linear relationship. The covariance and correlation between two variables are calculated as follows: 1. Arrange the data into X,Y pairs (variables in columns and observations in rows) 2. Work out the mean of X 3. Work out the mean of Y 4. For each observation and variable, subtract their respective mean 5. For each observation, multiply the two differences 6. The covariance is the mean of such products 7. The correlation is the covariance divided by the standard deviation of X and the standard deviation of Y. Correlation values are between -1 and 1

What’s the context like today? Technological, data-driven,inequalities between por countries and rich countries, gaps between wemen and men. This affects the calues and the goals of the organization

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ORGANIZATION VALUES & GOALS: for profit organization (bussiness) this is know as bussines strategies. Bussines strategies are different depending on the company ( bussines technology= innovation, for manufacturing= productivity, reduction of costs. Of Google= innovate, créate new products. Easyjet= productivity, reducing costs) Is the objective of the organization HR STRATEGY= the goals of the organization ( innovation, productivity) is going to determine the companie’s hr strategy. Definition: What objectives the company wants each employee to achieve. Also there are the tasks that the workers have to carry out. Task is a unit of work that produces output tasks are another objective in the companies. Is the objective of the workers Examples: Google: the bussines sttrategy is innovation , google’s workers have to be creative, innovative. So has the company achieve their goal ( innovation) through their employees they need HR strategy. An example of a non profit organization: objective is to help old people. Its workers may be nice. Objectives are more qualitative .

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Unit 2. Labor productivity 2.1. Factors of production The production of any output (good or service) requires the completion of a range of tasks. The production of a shirt, for example, starts with a design, then requires the completion of a variety of production tasks, such as the extraction of fibers, spinning them to produce yarn, weaving, knitting, dyeing, and processing, as well as additional non-production tasks, including accounting, marketing, transportation, and sales. Each one of these tasks can be performed by human labor or capital (factors of production or inputs). The allocation of tasks to factors depends on the productivity and unit cost of each factor of production. Traditionally, a production function is represented in economics as Q = f(L,K), where Q represents output, L is labor and K is capital. 2.2. Productivity Productivity is the ratio between output and input (or factors of production). There are different types of productivity, depending on the factor of production considered: Labor productivity = Q/L Capital productivity = Q/K Multifactor productivity = Q/(wL+pK) where w represents wages and p is the price of capital Labor productivity is a common measure of workforce performance and it is usually calculated as the number of units made (or sometimes sold) per employee. Labor productivity is essentially an average. You might want to revisit the section on averages (Unit 1) before reading on. Common ways of improving labor productivity include training, increasing motivation, and installing more efficient technologies to help employees to do their jobs. 2.3. Unit costs The comparative advantage of labor versus capital depends not only on their respective productivities but also on their respective costs. Unit costs are costs per unit. There are different types of unit costs, depending on the cost considered: Unit labor cost = wL/Q Unit capital cost = pK/Q Unit total cost = (wL+pK)/Q Page 8 of 19

Unit 3. Job analysis and design Decide and design the task and allocation (how to distribute) workers and tech will have to preform to obtain the output. Also, the skills workers need to have to make that tasks

3.1. Job description Written summary or statement of list task and skills a job need A job description has to have a title and describe the list of task in the left side and the list of skills a worker need to perform well that tasks. The job description is the result of job analysis.

Job posting is a job advertising to attack candidates, using the job description as the content in the advertising. Today the most common tool is to post the job opening online. The aim of any organizations, both for-profit and non-profit, is to produce a good or deliver a service. As seen in Unit 2, the production of goods or services requires the completion of a set of tasks by either workers or technology. After allocating tasks to factors, the company must organize how work is done by workers and which skills workers will require to possess. This is what job analysis and design do and a job description is the result. Job description is a written statement of the tasks and skills that a job entails. It results from job analysis and design. When do organizations need to describe jobs? When hiring new people, organizations need to clearly state what activities the new worker will be required to carry out as well as the skills he or she is expected to have so that he or she can perform well those tasks. Organizations will also need to describe jobs when they are reorganizing or re-designing work in their organizations. 3.2. Tasks and skills TASK is an activity or a unit of work, such as writing a financial report, cleaning a hospital, teaching mathematics, or delivering a pair of shoes to a customer.

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SKILL is an ability or competence that a person possesses, such as the ability to communicate effectively in public, the ability to play an instrument, the ability to think creatively, or the ability to solve complex problems. 3.3. Sources of information for job description Companies use a high variety of sources when it comes to describe a job. Here we are going to focus on one of these sources, O*NET. O*NET is an online platform that provides detailed and updated information on 1,000 different jobs, in particular the tasks associated with each job and the skills required for the successful completion of these tasks. For example, O*NET identifies numerous work activities or tasks that may be associated with the job of a mechanical engineer, including troubleshooting new or existing product problems involving designs, materials or processes, and identifying opportunities to improve manufacturing processes and products. The numerous skills that may be required of a mechanical engineer include Computer-Aided Design (CAD), Computer-Aided Manufacturing (CAM) and Computer Numerical Control (CNC) software, complex problem solving (identifying complex problems and finding solutions), mathematics and statistics. The tasks associated with the job of a mechanical engineer in a company would typically be a limited subset of the tasks that O*NETS identifies for a particular job, and same applies to skills. The specific tasks and skills typically depend on the technology employed in the organization, the nature of its product, management's evaluation of production needs, availability of workers with particular skills in the local labor market, and more.

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Unit 4. HR planning 4.1. Labor demand and labor supply HR planning is about forecasting labor demand and labor supply so that the company can make better hiring and firing decisions.

4.2. Forecasting labor demand We use least squares linear regression (LSLR) to forecast labor demand. Suppose you have information about the sales (in thousand €) of a firm and its number of employees for the last 10 years (the blue points in the graph below). LSLR finds the line that best fits the available data, y = a + bx (red line in the graph below), where 'a' is the intercept and 'b' is the slope or gradient:

The 'best' line is the line that is as close as possible to the points. LSLR finds the 'best' line by minimizing the sum of the squared errors (SSE), that's why it is called least squares. The error of a particular point is the vertical distance from the point to the line. Follow these steps to find out the 'best' line: 1. Arrange the data into X,Y pairs 2. Work out the mean of X 3. Work out the mean of Y 4. Compute the slope ('b') as the covariance between X and Y divided by the standard deviation of X 5. Compute the intercept ('a') as the mean of Y minus the slope 'b' multiplied by the mean of X 4.3 Forecasting labor supply

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To predict labor supply, or the availability of workers in the near future, we use Markov matrices. In this context, a Markov matrix shows staffing or personnel movements. Then labor supply predictions are made by multiplying a (1xn) vector with the current number of workers in a firm across different jobs by a Markov matrix with the proportion of workers in different jobs at different times.

4.3.1. What do Markov matrices look like? Matrices are linear algebra objects with a 2-dimensional structure used for the representation of data. When forecasting the labor supply of a company, the Markov matrix represents personnel or staff movements at two different moments in time, t and t+1 (both in the past). For the easiness of the exposition, I will use t = January 2019 and t+1= December 2019. Each cell in the Markov matrix (irow, j-column) is a fraction whose denominator shows the total number of workers in occupation i in January 2019 numerator shows the number of workers that were in occupation i in January 2019 and that in December 2019 are in occupation j. Let's see an example: 3/5

2/5

1/5

1/3 2/3 0/3 This Markov matrix consists of 2 rows and 3 columns. This is how we should read the above matrix:  

 

Each row represents an occupation, in this case, row 1 represents Technicians and row 2 represents Operators Similarly, each column represents an occupation, column 1 represents Technicians and column 2 represents Operators; the last column represents exits from the company Denominators in row 1 show the total number of Technicians in January 2019. As you can see, all fractions in row 1 have the same denominator, 5, meaning that there were 5 Technicians in January 2019; Similarly, denominators in row 2 show the

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



total number of Operators in January 2019. There were 3 Operators in January 2019. Numerators in row 1 show movements of Technicians during 2019: of the 5 Technicians in January 2019, 3 continued as Technicians during 2019, 2 became Operators during 2019 and 1 left the company; Similarly, numerators in row 2 show movements of Operators during 2019: of the 3 Operators in January 2019, 1 became Technician in 2019, 2 stayed as Operators in 2019 and no one left the company. Therefore, the row-wise sum of elements should always be 1.

4.3.2. What are Markov matrices used for? We use Markov matrices for forecasting the company’s labor supply of workers, that is, what the company’s workforce will look like in the near future. As part of HR planning, forecasting the company’s labor supply is all about numbers of workers. Remember that labor demand refers to the necessities of the company, whereas labor supply refers to the company’s availability. Let’s continue with the example above. The Markov...