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Cheat-Sheet - hbbjjj

business administration (International University - VNU-HCM)

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Question 1: Group Report: Reengineering

A. Group Project Requirements Reengineering initiatives typically lead to a business organization with these
- To conduct the group project, you need: characteristics:
 Read the “Reengineering” book. 1. Business processes are simplified rather than being made more complex.
 Read the section “Job Analysis”. 2. Job descriptions expand and become multi-dimensional -- people perform a
- In your presentation, you need broader range of tasks. 3. People within the organization become empowered
 Introduce the key content of the book “Reengineering”. as opposed to being controlled.
 Summarize the key issues of Job Analysis. 4. The emphasis moves away from the individual and towards the team’s
 Lessons need learning from experiences of companies in achievements.
5. The organizational structure is transformed from a hierarchy to a flatter
“Reengineering” for job design and job analysis.
arrangement.
B. HR Function in the Group Project: Job Analysis and Design of Work
6. Professionals become the key focus points for the organization, not the
- Job Analysis: The process of getting detailed job information is referred to as
managers.
this term. Organizations must understand and match work demands and 7. The organization becomes aligned with the end-to-end process rather than
personnel to achieve high-quality performance. departments.
- The importance of job analysis is as follows: 8. The basis for measurement of performance moves away from activity
Work Redesign: To re-organize work in order to improve efficiency or towards results.
effectiveness. 9. The role and purpose of the manager changes from supervisor to coach. 10.
Planning: Analyze an organization's human resource demands in a changing People no longer worry about pleasing the boss -- they focus instead on
environment and establish activities that allow a company to adapt. pleasing the customer. 11. The organization’s value system transforms from
Selection: Discovers the best candidates for job openings. being protective to being productive. Reengineering is not solely about
Training and Development: To ensure that the training will prepare workers to creating new business processes -- it focuses on creating a new company.
perform their jobs effectively, the tasks performed in the job must be
identified. Successful reengineering programs undertaken by large and small
Performance Appraisal: Obtaining information about each employee's corporations in the past have these common themes:
performance in order to reward those who are effective, improve the 1. A focus on processes rather than organizational boundaries.
performance of those who are ineffective, or provide a written justification for 2. The ambition to create breakthrough performance gains. 3. A willingness to
break with old traditions and rules. 4. The creative use of new information
why the poor performer should be disciplined.
technology. Every company’s reengineering program must be unique if it is to
Career Planning: Includes connecting an individual's abilities and goals with
achieve anything substantial. There are no guaranteed-to-work or step-by-step
possibilities that are or may become available inside the organization in order prescriptions that can be followed in reengineering.
to place people in employment where they will thrive and be happy.
Job Evaluation: It entails determining the proportional cash value of each job
To succeed at reengineering, follow these guidelines: 1. Always start with the
to the organization in order to establish internal pay systems that are equal.
customer and work backwards. 2. Move fast.3. Tolerate risk.4. Accept
- Job Design: Tasks, roles, responsibilities, and other factors are organized into imperfections along the way. 5. Don’t stop too soon. In short, reengineering is
a productive work unit. Because they frequently establish jobs and their the opposite of business as usual.
design components, managers play a significant role in job design. They must E. Challenges&Solution
ensure that job requirements are clear, as well as decision-making Our topic is quite open, It covers almost HR functions contents instead of dig
responsibilities and worker accountability. deeply into 1 functions.
 Job Enlargement The requirement in the Unit guild is also general compare to others which list
 Job Enrichment out specific tasks to do.
 Job Rotation With a large amount of information in 2 textbooks to research in a quite short
 Job Sharing time, we had to take much effort to find key points to cover all the knowledge.
- The textbook suggested 4 basic approaches that have been done for job  Analysis, Do research to have insight about 8 HR functions.
design issues. The difference between these approaches is the aspect on  List out main chapters to focus and summarise knowledge in each
which they concentrate. chapter of the R. book.
 Mechanistic Approach
 Motivational Approach  Discussion of HRM problems pertaining to the topic,
 Biological Approach
 Perceptual-Motor Approach
 Time management, flexible and persuasive delivery of key ideas
C. Report Summary
Question 2: Other Group Report: Employee Orientation
Reengineering means to disregard all the assumptions and traditions of the
A. Group Project Requirements
way business has always been done, and instead develop a new, process-
- To conduct this topic, Group 3 needs to
centered business organization that achieves a quantum leap forward in
 Prepare a script and a plan to welcome and orient 02 recruited
performance. Reengineering is the opportunity to develop the rules by which
employees (1 direct worker and 01 indirect employee)
business in the future will be conducted rather than being forced to operate
 Read the textbook about Employee Orientation”.
by the rules imposed by someone else. As such, reengineering underpins
- In your presentation, you need
every attempt to seize and maintain a true competitive advantage.
 Overview literature about employee orientation
 Role play to express the welcome and orientation session.
TheReengineeringConcept Reengineering is defined as the fundamental  A summary of important points to pay attention to employee
rethink and radical redesign of business processes to generate dramatic orientation.
improvements in critical performance measures -- such as cost, quality, service B. HR Function in the Group Project: Training and Development
and speed.
- Training programs are used to provide job related knowledge to the workers;
impart skills among the workers systematically.
- The important is orientation sessions which helps the new hires get similar to
the organization, its core values, culture and vision; new hires understand the
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jobs they need to do; reduce stress and anxiety when starting a new role;

improves productivity as well as efficiency levels; encourage a more Question 4: Re-engineering/Employee Orientation
collaborative environment. A. How to conduct?
1. Understanding the situation, intention for re-engineering
- Orientation and training programs are important components in the 2. Detailed planning and design
processes of developing a committed and flexible high-potential workforce 3. Choose the approach
and socializing new employees. 4. Implement step by step
- These programs can save employers money, providing big returns to an 5. Operation and evaluation
organization, because an organization that invests money to train its B. Choose 1 function and how that leads to success in reengineering.
employees results in the employees and the organization profit. - JA: Design a good position – Analyze the workflow – Determine outputs,
C. Report Summary: procedure, inputs, etc.
1. EO is an event to introduce new employees. - HR Planning: Forecast vacancies, supply and demand consideration
2. Why is employee orientation important? - Recruitment and Selection: Find the best candidate
3. Place (Office, Online) - T&D: Develop procedures for reengineering with new business goals.
4. When (welcome day, orientation meeting) innovative programs are designed to adapt with the new business goal.
5. How long: nature of work, number of new employees, amount of Transitioning to technology enhancement.
information covered, company's structure. - PM: Motivate employees to increase teamwork/collaboration or company-
6. Who is responsible (Directors, HR Department, Coworkers,) level productivity.
7. Process (BIA) -C&B: A boost to the employee mindset to encourage them to work harder for
8. Methods(Lectures, Discussions, Case studies, Simulations) their reward. Make the compensation rewarded to the employees that put
9. Some factors (Compliance with government rules, Information about the out a good job in their newly assigned position.
employer's mission, core values and culture, employer's benefits, policies, - EO: Emphasize good morale and loyalty based on concern for employees, a
duties, Documentation) fair system for dealing with employee complaints and safe working conditions.
D. Lesson Learned PART 1: MULTIPLE CHOICE
- Special format; NOT just deliver, Debate and discussion. 8 HR Functions: JA, HR Planning, Recruitment, Selection, T&D, PM, C&B,
- Crucial for Employees, Company, etc. Employee Relation
- How to organize? A. HR Planning
- The suggestion? - Definition: Analyzing HR need -> development of personnel policies to meet
Question 3: Group Assignment the needs
A. Assignment 1 - 4 components of HRP: Acquisition, Development, Retention, Renew - D>S:
- Briefly introduce the department where the employee is working. Overtime, Outsource, External hire, Temporary Employees.
- Present workflow analysis of the department (O-P-I analysis). In particular, D<S: Downsize, Transfers, Hiring Freeze, Work Share, Early Retire.
highlight an O, P and I related to the position analyzed. B. Recruitment + Selection
- Present the methods to collect data. - Definition: Seek + Attract qualified applicant. Job vacancies selected
 Observation: When? How long? What to collect? - Internal and External Recruitment.
 Interview: questions to ask? Brief answer? - Selection Method: CV-verification (10%), Exp-verification (10%), Opinion
Intro: Chỉ nói vềề accounting department, không phải giới thiệu vềề công ty. Inquiring (10%), Brand-tester (15%), Analytical (25%), Competency (55%),
Data collection: Nói rõ hơn vềề cách quan sát and results Behavioral (55%).
Bổ sung questionnaire (mình hiện chỉ đang có những câu hỏi vềề workflow, - Evaluation: Yield Ratio, Quality, Cost, Time, Soft Data.
thiềếu câu hỏi vềề OPI và JD&JS) và answer. C. Training and Development
Bổ sung phâền mục tiều của questionnaire (dùng cho workflow hay JD JS) - Training: Provide employees with KSAOs for better performance.
Workflow analysis: O: List out, Criteria to measure - Development: Prepare an employee for future responsibilities
P: Step by step * Both training and development are considered organizational investment in
I: Raw materials, Equipment, HR human capital
Câền sửa lại do OPI đang lâẫn lộn giữa vị trí chief accountant với toàn bộ - Comparison: Traning, Development
department.  Duration: Short term, long term
- JD: Job title,Job summary, Duties, Working condition, Salary-benefit.  Focus: Specific KSA, preparation for capabilities.
(giôếng Job Advertisement): Làm lại theo ý mình (không cho contact vào)  Main goal: Ensure the expected, Prepare for achievement
-JS: Qualification, Experience, Skills  Measurement: Test, Performance Appraisal, Internal Promotion
B. Assignment 2 - Ways to learn: Visual (see) – Auditor (hear) – Tactile (hand-on)
- Briefly introduce the selected organization and the position to recruit with - 5 step for effectiveness: Analysis – Design – Develop – Imple. – Eva.
key info JD and JS. D. PM and PA
- Channels used to post the ad with the following analyses: - Comparison: PM and PA
 Which channels are used?  Purpose: Strategic – Admin - Developmental, Admin – Development -
 Why? (Analyze how to reach the targeted readers with the selected Research
channels)  Scope: Large, Small
 Duration? Cost?  Focus: Strategic - Developmental, Measure contribution
Mention how many channels used ( 1 slide to summarise all the presentation)  Format: Various format, single format (invite)
Phâền explain của topcv không tôết cho câu hỏi “làm thềế nào để dềẫ tiềếp c ận  Key activities: Define + Facilitate + Appraisal + Encourage + Improve,
những người đang tm việc làm”; Sử dụng thềm channel web page của công ty Measure + Evaluate + Feedback
Chọn mức cost và duration thay vì liệt kề 1 loạt loại cost khác nhau - Approach:
- Job seekers’ expectations from job advertisements (Methods? What? Attribute (graphic rating, mixed standard): large data, more staff force.
Sources?)  Critical incident approach (BARS, BOS): different view, actions cannot
Thềm phương pháp research; Sửa cite in-text để biềết đó là journal article;Ý 2, be seen.
4 giôếng expectation của HR Management hơn là job seekers  Result-based (SMART, MBO): costly, lack of following up
- Job advertisement (closely linked to job seekers’ expectations)  Quality Approach (Balanced scorecard, 360-degree): time-consuming,
Design các mâẫu ads khác nhau cho phù hợp cái format của các channel khác communication and trust.
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nhau. - Raters: Peers: not widely used| Subordinates: not widely used| Supervisor:
most common (95%)| Self: next common.

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