human resource management all modules
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Human Resource Management
INTRODUCTION
Human resource management (HRM) is an approach to the management of people,
based on four fundamental principles. First, human resources are the most important
assets an organisation has and their effective management is the key to its success.
Second, this success is most likely to be achieved if the personnel policies and
procedures of the enterprise are closely linked with, and make a major contribution to,
the achievement of corporate objectives and strategic plans. Third, the corporate
culture and the values, organisational climate and managerial behaviour that emanate
from that culture will exert a major influence on the achievement of excellence. This
culture must, therefore, be managed which means that organisational values may need
to be changed or reinforced, and that continuous effort, starting from the top, will be
required to get them accepted and acted upon. Finally, HRM is concerned withintegration - getting all the members of the
organisation involved and working together with a sense of common purpose
Human Resource Management (HRM) is the function within an organization that focuses on
recruitment of, management of, and providing direction for the people who work in the
organization. Human Resource Management can also be performed by line managers.
Human Resource Management is the organizational function that deals with issues related to
people such as compensation, hiring, performance management, organization development,
safety, wellness, benefits, employee motivation, communication, administration, and training.
Human Resource Management is also a strategic and comprehensive approach to managing
people and the workplace culture and environment. Effective HRM enables employees to
contribute effectively and productively to the overall company direction and the
accomplishment of the organization's goals and objectives.
Human Resource Management is moving away from traditional personnel, administration,
and transactional roles, which are increasingly outsourced. HRM is now expected to add
value to the strategic utilization of employees and that employee programs impact the
business in measurable ways. The new role of HRM involves strategic direction and HRMmetrics and measurements to demonstrate value.
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Indias changing HRM horizon
The outlook to Human Resource Management in India has witnessed sea-change
in last two decades. Economic liberalization in 1991 created a hyper-competitive
environment. As international firms entered the Indian market bringing with
them innovative and fierce competitiveness, Indian companies were forced to
adopt and implement innovative changes in their HR practices. Increasing
demand for skilled performers forced the companies to shift focus on attracting
and retaining high-performing employees in a competitive marketplace.
HRM Challenges
One of the challenges HR managers face is issues of upgradation of the skill set through
training and development in the face of high attrition. Indian companies are recognizing their
responsibilities to enhance the employees opportunity to develop skills and abilities for full
performance within the position and for career advancement.
Progressive HR Policies
In 1974, an angry Sudha Murthy had to write a letter to JRD Tata to protest against job
discrimination against women in Telco. Today, most Indian companies are committed to
providing equal employment opportunities for all. The employers are increasingly realizing
the value of trained human resource, especially women in India. Some organizations arechanging their HR policies to stick with their valuable employees. MNCs like Pepsico are
providing flexibility so that female employees at various life stages could benefit from these
policies like working from a different city, sabbatical from corporate life, and extended
maternity leave.
HR in India
India is now a world player in the international market. We are a country of more than a
billion people and a crucial part of any major organizations travel plans. With a GDP growth
of over 9%, India is the success story the world over. And the fact that Indian companies are
moving into the West means that alls pretty sound in India Inc.
The concerns come with the growth. The major concerns are the people in any growing
organization. The labor market is tight. Salaries have been impacted this year, but think of the
hikes people had gained in the last two years. And it is in such a scenario, that human
resource management is most critical. So critical, that a lack of it can cause serious injury to
business. Indian HR management needs to buck up to the rising challenges which employees
are facing. An upgrade to global practices might be the first solution.
There are some who feel that Indias greatest boon is its exploding population. That out ofmore that a billion people, the number of literate and qualified population can only increase.
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However, only 2 per cent of our population right now can speak English fluently. The
education system is woefully short of western standards. What we are competent in, is IT
education. Thus, the whole India-is-synonymous-with-IT story. But, ironically, The IIMs and
the IITs are producing extremely competent, literate, business and tech savvy individuals -
the best of the best. Staring salaries are still top notch. But the average engineering college or
management institute is woefully short of quality. Also, a great IT education system is justnot enough. The country still needs good automobile engineers, agriculturists and
petrochemical engineers, to name a few.
Where does human resource management fit in? The answer is simple:
1. Select the right individuals. The right individual need not come from the same
background. The right individual need not come from the right college. Companies need to
look out of the box. There is quality available everywhere. Substantial investment in training
could be the key. After all, it is well known that workers can be trained to perform better. HR
can look within the company as well, to identify someone who fits the job. People who are
bored of their present role, perhaps?
2. Keep them happy: India faces one of the highest attrition rates in the world. Attrition is a
terrible cost to any company. Employees are as important as the product or service.
Employees make the product and offer the service. They need to be kept satisfied.
Competitive compensation, innovative incentives and ESOPs are ways to keep employees
satisfied. Nothing works better than a workplace where an employee receives recognition,
reward and respect.
3. Innovation: Though salaries are the most important factor in choosing a job, they form a
very small part of the overall job satisfaction. A workplace can be made ideal, primarily
through innovative techniques. More and more Tech Parks are coming up with better ideas
and can be used as examples in other locations. Jogging parks, cafeterias, libraries,
competitions all small ways to make workplaces fun, to be in. Keen interest needs to be
shown towards tracking careers. Internal job movements, training (both external and internal)
are proven methods of increasing productivity and ensuring development.
Indian HR needs to go past the recruiting and hiring mode. Innovation needs to be blended in.
The economy is sound, the situation, lucrative. Quality, however, is something that everyone,
at every level has to strive for.
Features of HRM or characteristics or nature
1. HRM involves management functions like planning, organizing, directing and controlling
2. It involves procurement, development, maintenance of human resource
3. It helps to achieve individual, organizational and social objectives
4. HRM is a mighty disciplinary subject. It includes the study of management psychology
communication, economics and sociology.
5. It involves team spirit and team work.
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Objectives
The primary objective of HRM is to ensure the availability of competent and willing
workforce to an organisation. Apart from this, there are other objectives too. Specifically,
HRM objectives are four fold: societal, organisational, functional, and personal.
Societal Objectives
The societal objectives are socially and ethically responsible for the needs and challenges of
society. While doing so, they have to minimize the negative impact of such demands upon
the organisation. The failure of organisations to use their resources for societys benefit in
ethical ways may lead to restrictions. For example, the society may limit human resource
decisions to laws that enforce reservation in hiring and laws that address discrimination,
safety or other such areas of societal concern.
Organisational Objectives
The organisational objectives recognise the role of human resource management in bringing
about organisational effectiveness. Human resource management is not an end in itself; it is
only a means to assist the organisation with its primary objectives. Simply stated the human
resource department exists to serve the rest of the organisation.
Functional Objectives
Functional objectives try to maintain the departments contribution at a level appropriate tothe organisations needs. Human resources are to be adjusted to suit the organisations
demands. The departments level of service must be tailored to fit the organisation it serves.
Personal Objectives
Personal objectives assist employees in achieving their personal goals, at least insofar as
these goals enhance the individuals contribution to the organisation. Personal objectives of
employees must be met if they are to be maintained, retained and motivated. Otherwise,
employee performance and satisfaction may decline giving rise to employee turnover
The important assumptions of HRM are as follows:
1) The members of an organisation are reservoirs of untapped resources.
2) There is scope for unlimited development of these resources.
3) It is more in the nature of self-development than development thrust from outside.
4) The organisation also undergoes development with the overall benefits along with the
development of its members.
5) The organisation further develops a culture in which utmost emphasis is placed on
harmonious superior-subordinate relations, teamwork, collaboration among different groups
of individuals, open communication, and above all, integration of the goals of the
organisation with the needs of the employees.6) Top management takes the initiative for HRM, formulates necessary plans and
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strategies, and creates an overall climate and support for its implementation.
Components:
Currently Human Resource Management Systems encompass:
1. Payroll
2. Work Time
3. Appraisal performance
4. Benefits Administration
5. HR management Information system
6. Recruiting/Learning Management # TrainingSystem
7. Performance Record
8. Employee Self-Service
The payroll module automates the pay process by gathering data on employee time and
attendance, calculating various deductions and taxes, and generating periodic pay cheques
and employee tax reports. Data is generally fed from the human resources and time keeping
modules to calculate automatic deposit and manual cheque writing capabilities. This module
can encompass all employee-related transactions as well as integrate with existing financial
management systems.
The work time module gathers standardized time and work related efforts. The most
advanced modules provide broad flexibility in data collection methods, labor distribution
capabilities and data analysis features. Cost analysis and efficiency metrics are the primary
functions.
The benefits administration module provides a system for organizations to administer and
track employee participation in benefits programs. These typically encompass insurance,
compensation, profit sharing and retirement.
The HR management module is a component covering many other HR aspects from
application to retirement. The system records basic demographic and address data, selection,
training and development, capabilities and skills management, compensation planning
records and other related activities. Leading edge systems provide the ability to "read"
applications and enter relevant data to applicable database fields, notify employers and
provide position management and position control. Human resource management functioninvolves the recruitment, placement, evaluation, compensation and development of the
employees of an organization. Initially, businesses used computer based information systems
to:
produce pay checks and payroll reports;
maintain personnel records;
pursue Talent Management.
Online recruiting has become one of the primary methods employed by HR departments to
garner potential candidates for available positions within an organization. Talent
Management systems typically encompass:
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analyzing personnel usage within an organization;
identifying potential applicants;
recruiting through company-facing listings;
recruiting through online recruiting sites or publications that market to both recruiters
and applicants.
The significant cost incurred in maintaining an organized recruitment effort, cross-posting
within and across general or industry-specific job boards and maintaining a competitive
exposure of availabilities has given rise to the development of a dedicated Applicant
Tracking System, or 'ATS', module.
The training module provides a system for organizations to administer and track employee
training and development efforts. The system, normally called a Learning Management
System if a stand alone product, allows HR to track education, qualifications and skills of the
employees, as well as outlining what training courses, books, CDs, web based learning or
materials are available to develop which skills. Courses can then be offered in date specific
sessions, with delegates and training resources being mapped and managed within the samesystem. Sophisticated LMS allow managers to approve training, budgets and calendars
alongside performance management and appraisal metrics.
The Employee Self-Service module allows employees to query HR related data and perform
some HR transactions over the system. Employees may query their attendance record from
the system without asking the information from HR personnel. The module also lets
supervisors approve O.T. requests from their subordinates through the system without
overloading the task on HR department.
Many organizations have gone beyond the traditional functions and developed human
resource management information systems, which support recruitment, selection, hiring, job
placement, performance appraisals, employee benefit analysis, health, safety and security,
while others integrate an outsourced Applicant Tracking System that encompasses a subset of
the above.
Human Resource Management: Functions
1. Human resource or manpower planning.
2. Recruitment, selection and placement of personnel.
3. Training and development of employees.
4. Appraisal of performance of employees.5. Taking corrective steps such as transfer from one job to another.
6. Remuneration of employees.
7. Social security and welfare of employees.
8. Setting general and specific management policy for organizational
relationship.
9. Collective bargaining, contract negotiation and grievance handling.
10. Staffing the organization.
11. Aiding in the self-development of employees at all levels.
12. Developing and maintaining motivation for workers by providing incentives.
13. Reviewing and auditing manpower management in the organization14. Potential Appraisal. Feedback Counseling.
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15. Role Analysis for job occupants.
16. Job Rotation.
17. Quality Circle, Organization development and Quality of Working Life.
The main functions of Human resource Management are;
Job Design (JD)
Job Analysis
Human Resource Planning (HRP)
Recruitment
Selection
Hiring
Induction
Performance Evaluation
Compensation Management Training and Development
Employee Movements
Welfare Administration
Health and safety Administration
Discipline Administration
Grievance Handling
Labour Relations
Job Design (JD)
JD can be defined as the function of arranging tasks duties and responsibilities in to an
organizational unit of work for the purpose of accomplishing a certain objective.
Techniques of JD
Scientific Techniques: This is done by observing past performances.
Job Enlargement: Adding more duties to a job that is related to the current duties of involved
(Horizontal Loading)
Job Rotation: Shifting an employee from one job to another periodically.
Job enrichment: Increasing the depth of a job by increasing authority and responsibility for
planning
Group Technique: The job ids designed so that a group of individuals can perform it, the job
being a collective job.
Job Analysis
This includes the systematic analysis of the job and the characteristics of the desired job
holders. The information collected through a Job Analysis is of two forms;
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Job Description: Describes the job, its tasks, responsibilities and service conditions of a job.
Job Specification: Describes the requirements of the person for the job, including abilities,
educational qualifications, special physical and mental skills, training, experience etc.
Human Resource Planning (HRP)
HRP can be identifies as the strategy forecasting the organizations future requirements for
different types of workers, their acquisitions, utilization, improvement, employee cost
control, retention and supply to meet these needs.
The HR Planning Process
HRM Planing Process
Factors considered when forecasting future HR requirements.
Demand for the organizations good/services
Plans goals and objectives
Method of productions
Retirement, transfers, resignations
Death Retrenchments
Recruitment
This is the initial attraction and screening of the supply of prospective Human Resources
available to fill a given position/s.
In other words, it is the process of involving the attraction of suitable candidates to vacant
positions from both internal and external sources of the organization.
Eg:
INTERNAL EXTERNAL
Job posting Advertising
Intranet Job Placement Agencies
Succession plans Internet
ReferralsPlacement through
Colleges and Universities
Selection
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This is a systematic process of selecting the most appropriate and suitable person to a
particular job. In other words, Selection is choosing an individual to hire from all those who
have been recruited/ attracted.
Methods of Selection
Application Evaluation: This involves choosing the most appropriate person through
evaluating the applications sent by the candidates
Interviews: this is to face a meeting with a member/s of the management. One of te most
commonly used methods of selection but it requires careful planning.
Eg: One on one interviews, Panel interviews, Sequence interviews
Tests: this is meaning the candidates for qualities relevant to performing available jobs.
Eg: Knowledge Tests, Aptitude Tests, Practical Tests, IQ Tests.
Background Investigations: this is assessing the appropriateness of an applicant by
investigating into his/her family, financial positions, Residential Background, criminal
background etc.
Medical Tests: this involves assessing the applicants physical fitness for particular jobs.
Hiring
This is the process of appointing the person selected for a particular job. In this process,letters of appointments will be prepared, employment contracts will be signed and the new
employee will be sent in for a probationary period.
(Probationary period: the time period where the newly appointed employee will have to work
till he/she is made permanent)
Induction
This is concerned with introducing an employee to the company, job and staff in a systematic
way. There are two components of induction,
Introducing the employee to the organization and the organizations culture.
Introducing the employee to his/her job
Performance Evaluation
This is a regular systematic assessment of an employees performance in order to review
whether his/her performance matches the expected performance levels. Performance
evaluations are an analysis of an employees recent successes and failures, personal
strengths and weaknesses, and suitability for promotion or further training. It is also the
judgment of an employees performance in a job based on considerations other than
productivity alone.
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Compensation Management
The main objective of the function is to develop and maintain a good salaried and wages
system which is reasonable both internally and externally.
Factors affecting Salaries and Wages
Cost of living
Supply and demand of labor
Government requirements (minimum wage rates)
Competitor wage scales
Trade Union influences
Labor productivity
Training and Development
Training is the process by which the employees are taught skills and given the necessaryknowledge to carry out their responsibilities to the required standard. In other words, it is the
improvement of the performance to carry out the current job.
Development is concerned with the giving the individual necessary knowledge, skills,
attitude and experience to enable an employee to undertake greater and more demanding
roles and responsibilities in the future. Development is concerned with the long term
prospects of a career succession plan.
Methods of training and development
Apprenticing
On the job training
Off the job training
Simulations
Role playing
Case studies
Employee Movements
The movements of employees take place in three methods,
Promotions: this is the re-assignment of an employee to a higher ranked job in terms
of responsibility, respect and salaries. Promotions are usually based on seniority,
competency and merit.
Transfers: this is the movement of an employee from one job to another on the same
occupational level and at the same level of wage or salary.
Lay off: This is the temporary stoppage or suspension of the service of the employee
to various reasons.
Welfare Administration
This refers to all the facilities and comforts given to the employee by the employer apart fromwages, salaries and incentives.
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Medical facilities
Canteen facilities
Housing facilities
Transport facilities
Recreation facilities
Loan facilities Educational facilities
Health and safety Administration
This is concerned with maintaining required and reasonable levels of professional Health and
safety in the job and its environment. The organization should ensure the employees physical
and mental health. The work place should be free of hazards.
Discipline Administration
It is important to control the performance and behavior of the employees according to therules and regulations of the organization. For this very reason it is important to develop,
implement and maintain an appropriate disciplinary system.
Importance of a discipline administration:
To reduce conflicts and confusions
To control the employees in an orderly manner
To ensure employees behavior in accordance with performance standards, rules and
regulations of the organization.
Grievance Handling
A grievance can be identified as a situation where the employee is in metal distress,
dissatisfies or has a bad attitude, due to a work related unreasonable or unjust situation.
A grievance could take place for various reasons;
Job related reasons
Work services related reasons
Employee management related reasons
Service conditions related reasons Employee behavior related reasons
Labour Relations
The continues relationship between the labour force and the management. Since labour forces
are organized as Trade Unions, it is actually a relationship between Trade union
representative and the management. However the Government is also an involved as a third
party in order to regulate this relationship by ways of laws.
This relationship is also more commonly known as a tri-partite relationship.
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If in case there is a dispute between the employees and the management, the most common
way of dispute resolution is through negotiations or Collective Bargaining and when the two
parties reach to an agreement its known as Collective Agreement.
Collective Bargaining: this can be identified as the negotiation that takes place between the
management and the Trade unions during a particular time period regarding labour/Industrialissues.
Collective Agreement: The agreements which the management and the Trade unions get into
after a collective Bargain.
NEED FOR HUMAN RESOURCE
PLANNING
Every organization has to plan for Human resource due to:
1. The shortage of certain categories of employees and/or variety of skills
despite the problem of unemployment.
2. The rapid changes in technology , marketing, management etc., and the
consequent need for new skills and new categories of employees.
3. The changes in organization design and structure affecting manpower
demand.
4. The demographic changes like the changing profile of the workforce in terms
of age, sex ,education etc.5. The Government policies in respect to reservation ,child labor, working
conditions etc.
6. The labor laws affecting the demand for and supply of labor.
7. Pressure from trade unions, politicians ,sons of the soil etc.
8. Introduction of lead time in manning the job with most suitable candidate.
Benefits of Human Resource Planning
Human Resources Planning (HRP) anticipates not only the required kind and
number of employees but also determine the action plan for all the functions of
personnel management .The major benefits of Human resource planning are:
1. It checks the corporate plan of the organization
2. It offsets uncertainly and change .But the HRP offsets uncertainties and
changes bto the maximum extent possible and enables the organization yo have
right men at right time and in right place.
3. It provides scope for advancement and development of employees through
training, development etc.
4. It helps to anticipate the cost of salary enhancement, better benefits etc.
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5. It helps to anticipate the cost of salary , benefits and all the cost of human
resources facilitating the formulation of budgets in an organization.
6. To foresee the need for redundancy and plan to check it or to provide
alternative employment in consultation with trade unions, other organizations
and government through remodeling organizational, industrial and economic
plans.
7. To foresee the changes in values, aptitude and attitude of human resources
and to change the techniques of interpersonal ,management etc.
8. To plan for physical facilities, working conditions and the volume of fringe
benefits like canteen, schools, hospitals, conveyance, child care centres.
quarters, company stores etc.
9. It gives an idea of type of tests to be used and interview techniques in
selection based on the level of skills ,qualifications, intelligence, values etc., of
future human resources.
10. It causes the development of various sources of human resources to meet
the organizational needs.11. It helps to take steps to improve human resource contributions in the form of
increased productivity ,sales turnover etc.
12. It facilities the control of all the functions, operations, contribution and cost
of human resources.
HRM strategies, also known as Human Resource Management strategies, are your
organization's plans for managing people, culture, structure, and training and development,
and for determining how people fit into your organization's future growth.
Peopleo One of the first aspects of your HRM strategy is determining the type of
person who is needed to work in the organization. This is not just a matter of
personality but also of the personalities and work styles that are needed to help
your organization achieve its overall business strategy. Do the people in your
organization need to be numbers-oriented, outgoing and focused on sales, or a
combination of both? Consulting firms such as Bernard Hodes Group or
human resources management software such as Oracle's PeopleSoft can help
your organization create and manage an effective "people framework."
Programs
o Your organization's programs include several elements. The first is attracting
the kinds of people you've decided are the right fit. How will the organization
advertise positions and recruit the talent you've decided you need? After
you've made the right hires, you have to look at how to train people to do their
jobs effectively. In addition to training, your organization must decide how to
retain employees after hiring and initial training. Your organization should
also determine if there will be a bonus structure, a rewards program or further
training that will lead to promotion in the future.
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Culture
o A large part of your HRM strategy relates to the overall culture of the
organization. You should take the time to determine the leadership and
management style of the organization. Is it autocratic, "open door," proactive
or dictatorial? Your organization's senior management should decide on aclosely related range of styles in order for a culture to "trickle down." On the
other hand, what beliefs, values or missions does the organization want to
achieve? This could be related to customer service, beating the competition or
rising to the top of the market itself. One of the best ways to begin thinking
about your organization's culture is to research how other organizations and
human resources professionals have created a culture. You can start your
research on the Web via Workforce Management or the Society for Human
Resources Management.
Structure
o HRM strategy also extends to your organization's structure. You must decide
what jobs will carry out which functions. Along with this, you should
determine which jobs go with which departments--and who is going to
manage those departments. A human resources consulting firm can help you
with this structure or you can learn about job descriptions and job evaluation
at HR.com.
Development
o One of the final pieces of your HRM strategy is the development of the
organization. You've already decided how to train the people you bring in, but
what are the plans for training them in the long run? Will you offer leadership
training as part of the overall development plan? Will you give employees the
opportunity to take courses that will allow them to apply for promotion? Does
the organization plan to publish "learning plans" that allow an employee to
map out his future career, even if it isn't in the department in which he started
out? Talent and learning management system providers like GeoLearning or
Learn.com can help you map out development plans, see sample learning
strategies, and decide how to manage training within your organization.
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HRM process
HUMAN RESOURCE MANAGEMENT PROCESS:
HR is a vast field that sets off, builds a strategy, executes and ends with a enduring solution.
To deal with Human Resources seems to be very easy, but when it comes to be the player
then starts the real snag in handling it. It is always easy to underscore someone or to that
matter anyone about anything. However, the best is always esteemed.
HR in a company is always reachable to each one of them irrespective of the levels. To start
or make the first move it is the HR department that any one should get in touch with. Theystrategize the policies and procedures in the company for which it would have been a year, to
do so provided the focus is on to Quality processes.
HR includes the following processes:
1. Recruitment & selection
2. Training and development
3. Compensation and Benefits
4. Performance Management System
5. Employee relations
Component should be consistent with the others, organization structure, and strategy.
i. Recruitment: Develop a pool of qualified applicants.
ii. Selection: Determine relative qualifications & potential for a job.
iii. Training & Development: Ongoing process to develop workers abilities and skills.
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iv. Performance Management System: Provides information about how to train, motivate,
and reward workers. Managers can evaluate and then give feedback to enhance worker
performance.
v. Employee Relations: Managers need an effective relationship with labor unions that
represent workers. Unions help establish pay, and working conditions.
vi. Pay and Benefits: High performing employees should be rewarded with raises,
bonuses. Increased pay provides additional incentive. Benefits, such as health insurance,
reward membership in firm.
HR Planning
There are many ways to define HR planning, or explain what it is, but the following
definitions, taken from the Government of Canada human resources site, is a good, useful
working definition:
Rigorous HR planning links people management to the organizations mission, vision, goals
and objectives, as well as its strategic plan and budgetary resources.
A key goal ofHR planning is to get the right number of people with the right skills,
experience and competencies in the right jobs at the right time at the right cost.
Note the emphasis on linkage to strategic planning and business planning in the first
sentence, and the emphasis on the arrangement and alignment of staff and employees in the
last sentence.
Heres another definition, perhaps a bit simpler:
The processes by which management ensures that it has the right personnel, who are
capable of completing those tasks that help the organization, reach its objectives.
Human resource planning refers to the planning of human resource functions, or in other
words, planning how human resource management will be executed.
Recruiting
Selecting
Hiring
Orienting
Training and retraining
Motivating
Coaching
Mentoring
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Counseling
Recognizing achievements
Empowering
Communicating
Evaluating
Promoting
Laying off
Dismissing
So, in effect HR planning refers to the development of plans in these areas or in similar areas.
You may want to develop your own list specific to your organization a list that reflects the
functions that HR does in your company.
Set of 20 Key responsibilities of HR Manager.
HR Manager is one of the most important key to open a lock hanging on the door of success
in an organisation.If an HR Manager is efficient enough to handle and to take out best from
his team members any oragnisation and can achieve more from his target goals. HR managerplays an very important role in hierarchy, and also in between the higher management and
low level employees. Stated below are major responsibilities of HR Manager:-
Responsibilities:
1. To maintain and develop HR policies, ensuring compliance and to contribute the
development of corporate HR policies.
2. To develop the HR team, to ensure the provision of a professional HR service to the
organization.Manage a team of staff. Responsible for mentoring, guiding and developing
them as asecond line to the current position.
3. To ensure timely recruitment of required level / quality of Management staff, other
business lines staff, including non-billable staff with appropriate global approvals, in order to
meet business needs, focusing on Employee Retention and key Employee Identification
initiatives.
4. Provide active support in the selection of Recruitment agencies which meet the
corporate standard. Ensure Corporate Branding in recruitment webs and advertisements.
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5. Develop, refine and fine-tune effective methods or tools for selection / or provide
external consultants to ensure the right people with the desired level of competence are
brought into the organization or are promoted.
6. Prepare information and input for the salary budgets. Ensure compliance to the
approved salary budget; give focus on pay for performance and salary benchmarks whereavailable.Ensure adherence to corporate guideline on salary adjustments and promotions.
Coordinate
increments and promotions of all staff.
7. To develop the HR business plan.
8. Ensure appropriate communication at all staff levels.
9. To maintain and develop leading edge HR systems and processes to address the
effective management of people in relation to the following in order to maintain competitive
advantagefor:
Performance Management.
Staff Induction.
Reward and Recognition.
Staff Retention.
Management Development / Career Development.
Succession Planning.
Competency Building / Mapping.
Compensation / Benefit programs.
10. To facilitate / support the development of the Team members
11. To facilitate development of staff with special focus on Line Management
12. To recommend and ensure implementation of Strategic directions for people
development within the organization.
13. Ensure a motivational climate in the organization, including adequate
opportunities for career growth and development.
14. Administer all employee benefit programs with conjunction with the Finance and
Administration department.
15. Provide counsel and assistance to employees at all levels in accordance with thecompany's policies and procedures as well as relevant legislation.
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16. Oversee the central HR Administration -
employee offer letters
salary letters and employment contracts.
Approve updated organizational charts on a monthly basis and maintain
complete/accurate personnel records.
17. Co-ordinate the design, implementation and administration of human resource
policies and activities to ensure the availability and effective utilization of human resources
for meeting
the company's objectives.
18. Responsible for Corporate HR function.
19. Responsible for overall centralized HR admin function
20. Counseling and Guidance cell - provide support to Managers in case of
disciplinary issues.
Above 20 points are amongst the most important responsibilities which has to be taken care
by an HR
Manager. He cannot take any above stated responsibility for granted.
Duties/functions may include, but are not limited to, the following:
Manages and organizes multiple functional areas within Human Resources including
providing technical direction to technical/professional and clerical staff within assigned areas.
Consults with and advises administrators and employee representatives on personnel-related
policies and procedures.
Interprets and communicates laws and regulations to ensure the agency is aware of its legal
responsibilities; in conjunction with the Legal Department
Develops and implements personnel rules and regulations, and interprets and administers
human resources-related provisions of collective bargaining agreements.
Analyzes processes and procedures in assigned functional areas including conducting
research and statistical analyses, and makes recommendations for improvement.
Develops, implements, and administers, large and/or complex research studies or projects
that may include the development and validation of selection instrumentation for a variety of
classifications.
Establishes collaborative relationships with various functional and departmental areas of the
District.
Trains and evaluates subordinates and prepares preliminary budget reports in assigned
functional areas. Represents Human Resources Department at a variety of meetings and advises the Human
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Resources Director in alternative courses of action in Human Resources issues.
Presents written and oral reports on a wide variety of human resources related issues.
May participate in labor negotiations and/or recommend preliminary proposals including
cost implementation projections.
May be required to temporarily replace or act in the position of the senior District staffmember to whom this position normally reports, and may be required to perform some or all
of the senior staff member's essential functions in such situations.
Human Resource Management And Personnel
Management
The concepts of Human Resource Management (HRM) and Personnel Management (PM) are
considered to be synonymous and many human resource academics agree that the differences
between these two management models are rather philosophical than practical. The term PMemerged in the middle of the 20th century though the development of this function of
management takes source from so called welfare offices that appeared in the end of the
19th century. At that, the concept of HRM came out in the 1980s and was a product of the
evolution of personnel management function in modern management.
The problem of identifying the differences between HRM and PM was a subject of interest
and researches of many modern experts and professionals in organizational management,
including Marco Koster, an Austrian specialist from University of Manchester, or Dr. P.C.
Tipathy, an Indian specialist and the author of several books on organizational management.
According to the findings of the latter (2002), the following differences between HRM and
PM can be identified:
a) PM is a classical, traditional function of organizational management that is more oriented
on administration and routine activities connected with personnel issues (including
everything related to employment law, employee insurance, payroll, etc.), but HRM is more a
developing, ongoing managerial function, which is oriented on improving human relation
processes in organization and deals with such broad concepts as personnel planning and
selection, career development, training, performance evaluation, and so on.
b) PM is mostly focused on routine tasks and personnel administration, therefore, its
spectrum is relatively narrower than the one of HRM. The latter has more dynamic
orientation and embraces much wider range of activities that are linked not only toadministration, but also to personnel development and training, stimulating teamwork,
looking for ways to motivate the employees for working with their maximal efficiency,
improving organizational culture, and so on.
c) Taking into account the above, HRM can be considered more anticipative, dynamic and
strategically developing part of organizational management, however, PM is more
individualized and static function that is able to react on possible demands or response on
possible problems in business organization when they arise.
d) PM and everything connected with PM is usually a responsibility of the related department
in a business organization. In contrast to this, HRM must be considered as a concern of the
whole organization, because HRM is a macro function oriented on managers of all levels and
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aimed on improving their skills of dealing with the employees of all levels of authority and
qualification.
e) With its more classical approach to the issues of personnel motivation, PM considers such
factors as various rewards and compensation for work, work simplification, etc. to be the
most powerful motivators for the employees. At the same time, HRM sees a great potential inmotivating the personnel with such concepts as working in teams, creativity, setting up
interesting and challenging objectives, and so on.
f) Finally, PM must be considered as an independent function of organizational management,
with it own structure and sub-functions. However, HRM is an integrated part of
organizational management that does not tend to be independent as it uses systems thinking
approach and is strongly interconnected with all elements of organizational structure.
Therefore, the differences between HRM and PM are quite minor and mostly focused around
the nature of functions and the scope of these both types of management, as well as around
their orientation and approaches to the issue of motivation. At the same time, some specialistsunderline that in terms of modern dynamic business environment, the distinctions between
PM and HRM tend to become more considerable.
Distinguishing factors - HRM and Personnel Management
Key AspectPersonnel
management
HRM
Beliefs and assumptions
ContractCareful delineation
of written contract
Aim to go beyond written
contract go by the spirit of
the contract
RulesThrust on devising
clear rules
can do attitude
impatience with rules
Guide to
management actionProcedures
Business and customer needs,
flexibility, commitment
BehavioursIn line with
customs and norms
In line with values and
mission
Managers task Monitoring Nurturing
Strategic aspects
Key relationsLabour
managementCustomers
Initiatives Piecemeal Integrated
Corporate plan Marginalized Central
Speed of decisions Slow Fast
Line management
Management role Transactional Transformational leadership
Key managers P&IR experts Line managersSkills Negotiation Facilitation
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Key levers
AttentionPersonnel
procedures
Cultural and structural issues
and personnel strategies
SelectionMarginal
importanceIntegrated and key task
Pay Job evaluation Performance based
CommunicationRestricted flow /
indirectIncreased flow / direct
Job design Division of labour Team work
Conflict handling Temporary basisManaging culture and
climate
Training &
development
Controlled access
to coursesLearning organizations
Module 2
What is "job design"?
Job design refers to the way that a set of tasks, or an entire job, is organized. Job designhelps to determine:
what tasks are done, how the tasks are done,
how many tasks are done, and
in what order the tasks are done.
It takes into account all factors which affect the work, and organizes the content and
tasks so that the whole job is less likely to be a risk to the employee. Job design involvesadministrative areas such as:
job rotation,
job enlargement,
task/machine pacing,
work breaks, and
working hours.
A well designed job will encourage a variety of 'good' body positions, have reasonablestrength requirements, require a reasonable amount of mental activity, and help fosterfeelings of achievement and self-esteem.
How can job design help with the organization of work?
Job design principles can address problems such as:
work overload,
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work underload,
repetitiveness,
limited control over work,
isolation,
shiftwork,
delays in filling vacant positions,
excessive working hours, and
limited understanding of the whole job process.
Process JOB DESIGN: -
1. Works Simplifications
In work simplification, the complete job is broken down into small sub ports,
usually consisting of few operations. This is done so that employees can do these
jobs without much specialised training. Many small jobs can also be performed
simultaneously so that the complete operation can be done more quickly. Timeand motion studies are often used for work simplification.
2. Job Rotation
Job Rotation refers to the practice of shifting people from one job to another
within a work group so that there is some varieties and relief from the boredom
of routine. Herzberge characterised this approach age merely substituting one
zero for another zero as it implies horizontal or lateral transfer to job of the
same level and status.
Job Rotation means lateral transfer. Horizontal rotation may take place in course
of a development programme whereby the employee spends two or three
months in one activity and is then moved on to another. Job rotation may also be
on a situational basis i.e. by moving the person to another activity when the first
is no longer challenging to him, or to meet the needs of work scheduling.
3. Job Enlargement
Job enlargement means assignment of varied tasks or duties of the jobs of
employees all the same level. The additional tasks or duties do not require newskills but can eperforme3d with similar skills and efforts as before. In this case,
there is enlargement in the horizontal dimension and it may be the monotonous
job remains monotonous only on a larger scale than before. Herzberg, a pioneer
in job design, has characterised job enlargement has simply adding zero to
zero meaning that one set of boring tasks (zero) is simply added to another set
of boring tasks (zero).
4. Job Enrichment
Job Enrichment implies increasing the contents of a job or the deliberate
upgrading of responsibility, scope and challenge in work. Job enrichment is a
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motivational technique which emphasises the needs for challenging and
interesting work. It leads to a vertically enhanced job by adding functions from
other organizational levels, making it contain more variety and challenge and
offer autonomy and pride to the job holder.
Process of job analysis :-
There are eight major steps in a job analysis programme :-
1. Organise and plan for the programme. The company must determine who will
be incharge of the programme and must assign responsibilities to the designated
persons. A schedule should be established and a budget estimated for carrying
out analysis of jobs.
2. Obtain current job design information. The job analyst should next obtain
organization charts, current position descriptions and job specifications,
procedure manuals, and systems flow charts as are available.
3. Conduct needs research. The job analyst should investigate to determinewhich organization, managers, or staff people required job analysis or output
from job analysis. The analyst should also determine for what purpose and to
what extent jobs must be analysed and how the information will be used.
4. Establish priorities in the jobs to be analysed. The personnel department,
working with managers of the various organizational units should indentify the
jobs to be analysed and the priority of each job analysis.
5. Collect job data, collect data about the selected jobs as they are currently
being performed using established systematic techniques.
6. Redesign the jobs, if necessary.
7. Prepare job descriptions and job classification. Job information collect must beprocessed to prepare the job descriptions. This is a written statement which
describes the main features of the job along with duties, location and degree of
risk involved.
8. Developing job specifications. This step involves conversion of the job
descriptions in terms of human qualifications, traits of temperament, physical
and psychological attributes required for successful performance of the job.
Job Redesign - Meaning, Process and its
Advantages
Restructuring the elements including tasks, duties and responsibilities of a specific job
in order to make it more encouraging and inspiring for the employees or workers is
known as job redesigning. The process includes revising, analyzing, altering,
reforming and reshuffling the job-related content and dimensions to increase the
variety of assignments and functions to motivate employees and make them feel as an
important asset of the organization. The main objective of conducting job redesigning
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is to place the right person at the right job and get the maximum output while
increasing their level of satisfaction.
Job Redesign Process
Revising the Job Content: Job redesigning process involves recollectingand revising job-related information to determine the inconsistencybetween person and the job.
Analyzing Job-related Information: Once the job analyst is throughwith recollecting and revising the job content, analyzing the discrepanciesis the next step. It is done to determine the hindrances in performing job-
related tasks and duties and investigate why an employee is not able todeliver the expected output.
Altering the Job Elements: The next step is to amend the job elements.It may include cut back on extra responsibilities or addition of morefunctions and a higher degree of accountability. The basic aim of alteringthe job content is to design a job in such a manner that encouragesemployees to work harder and perform better.
Reformation of Job Description and Specification: After altering thejob elements, a job analyst needs to reform the job description andspecification in order to make sure that the worker placed at a particularplace is able to deliver what is expected of him.
Reshuffling the Job-related Tasks and Duties: Next is to reallocationof new or altered tasks and functions to employees. It may be done byrotating, enriching, enlarging and engineering the job. The idea is tomotivate the performers while increasing their satisfaction level.
Advantages of Job Redesigning
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Enhances the Quality of Work-Life: Job redesigning motivates theemployees and enhances the quality of their work life. It increases theiron-the-job productivity and encourages them to perform better.
Increases Organizations and Employees Productivity: Altering
their job functions and duties makes employees much comfortable andadds to their satisfaction level. The unambiguous job responsibilities andtasks motivate them to work harder and give their best output. Not onlythis, it also results in increased productivity of an organization.
Brings the Sense of Belongingness in Employees: Redesigning joband allowing employees to do what they are good at creates a sense ofbelongingness in them towards the organization. It is an effective strategyto retain the talent in the organization and encouraging them to carry outtheir responsibilities in a better fashion.
Creates a Right Person-Job Fit: Job Redesigning plays an importantrole in creating a right person-job fit while harnessing the full potential ofemployees. It helps organization as well as employees in achieving their
targets or goals.
Therefore, the purpose of job redesigning is to identify the task significance and skill variety
available in the organization and reallocating the job-related tasks and responsibilities
according to the specific skills possessed by an employee.
RECRUITMENT
recruitment is the process of attracting qualified applicants for a specific job. theprocess begins when applications are brought in and ends when the same isfinished. the result is a pool of applicants, from where the appropriate candidatecan be selected.
Recruitment refers to the process of attracting, screening, and selecting qualified people for
a job. For some components of the recruitment process, mid- and large-size organizations
often retain professional recruiters or outsource some of the process to recruitment agencies.
The recruitment industry has four main types of agencies: employment agencies, recruitment
websites and job search engines, "headhunters" for executive and professional recruitment,
and niche agencies which specialize in a particular area of staffing. Some organizations use
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employer branding strategy and in-house recruitment instead of agencies. Recruitment-related
functions are generally carried out by an organization's human resource staff.
The stages in recruitment include sourcing candidates by advertising or other methods,
screening potential candidates using tests and/or interviews, selecting candidates based on the
results of the tests and/or interviews, and on-boarding to ensure the candidate is able to fulfilltheir new role effectively.
People management - Recruitment (introduction)
Recruitment and selection is the process of identifying the need for a job, defining the
requirements of the position and the job holder, advertising the position and choosing the
most appropriate person for the job. Retention means ensuring that once the best person has
been recruited, they stay with the business and are not poached by rival companies.
Undertaking this process is one of the main objectives of management. Indeed, the success of
any business depends to a large extent on the quality of its staff. Recruiting employees withthe correct skills can add value to a business and recruiting workers at a wage or salary that
the business can afford, will reduce costs.
Employees should therefore be carefully selected, managed and retained, just like any other
resource
Recruitment methods
The methods of recruitment open to a business are often categorised into:
Internal recruitment is when the business looks to fill the vacancy from within its existing
workforce.
External recruitment is when the business looks to fill the vacancy from any suitable
applicant outside the business.
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Advantages Disadvantages
Internal
Recruitment
Cheaper and quicker to
recruit
Limits the number of
potential applicants
People already familiarwith the business and
how it operates
No new ideas can beintroduced from outside
the business
Provides opportunities
for promotion with in
the business can be
motivating
May cause resentment
amongst candidates not
appointed
Business already knows
the strengths and
weaknesses ofcandidates
Creates another
vacancy which needs to
be filled
External
Recruitment
Outside people bring in
new ideas
Longer process
Larger pool of workers
from which to find the
best candidate
More expensive process
due to
advertisements and
interviews required
People have a widerrange of experience
Selection process maynot be effective enough
to reveal the best
candidate
The four most popular ways of recruiting externally are:
Job centres - These are paid for by the government and are responsible for helping the
unemployed find jobs or get training. They also provide a service for businesses needing to
advertise a vacancy and are generally free to use.
Job advertisements - Advertisements are the most common form of external recruitment.
They can be found in many places (local and national newspapers, notice boards, recruitment
fairs) and should include some important information relating to the job (job title, pay
package, location, job description, how to apply-either by CV or application form). Where a
business chooses to advertise will depend on the cost of advertising and the coverage needed
(i.e. how far away people will consider applying for the job
Recruitment agency - Provides employers with details of suitable candidates for a vacancy
and can sometimes be referred to as head-hunters. They work for a fee and often specialise
in particular employment areas e.g. nursing, financial services, teacher recruitment
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Personal recommendation - Often referred to as word of mouth and can be a
recommendation from a colleague at work. A full assessment of the candidate is still needed
however but potentially it saves on advertising cost.
Recruitment interviews
An interview is the most common form of selection and it serves a very useful purpose for
both employer and job candidate. The main benefits of an interview include:
For the Employer:
Information that cannot be obtained on paper from a CV or application form
Conversational ability - often known as people skills
Natural enthusiasm or manner of applicant
See how applicant reacts under pressure
Queries or extra details missing from CV or application form
For the Candidate
Whether job or business is right for them
What the culture of company is like
Exact details of job
There are though other forms ofselection tests that can be used in addition to an interview to
help select the best applicant. The basic interview can be unreliable as applicants can
perform well at interview but not have the qualities or skills needed for the job.
Other selection tests can increase the chances of choosing the best applicant and so minimisethe high costs of recruiting the wrong people. Examples of these tests are aptitude tests,
intelligence tests and psychometric tests (to reveal the personality of a candidate).
Once the best candidate has been selected and agreed to take up the post, the new employee
must be given an employment contract. This is an important legal document that describes
the obligations of the employee and employer to each other (terms and conditions) as well as
the initial remuneration package and a number of other important details.
Job applications
For many jobs, a business will ask applicants to provide a Curriculum Vitae (CV). This is adocument that the applicant designs providing the details such as:
Personal details Name, address, date of birth, nationality
Educational history Including examination results, schools/universities attended,
professional qualifications
Previous employment
history
Names of employers, position held, main achievements,
remuneration package, reasons for leaving
Suitability and reasons forapplying for the job
A chance for applicants to sell themselves
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Names of referees Often recent employer or people who know applicant well and are
ideally independent
Sometimes job applicants are asked to fill in a firms own application form. This is
different from a CV in that the employer designs it and sends it to applicants, but it will stillask for much of the same information. It has the benefit over a CV in that a business is able
to tailor it to their exact needs and ask specific questions.
Once a business has received all the applications, they need to be analysed and the most
appropriate form of selection decided upon. When analysing applications, a business will
normally split the applications into three categories.
Those to reject Candidates may be rejected because they may not meet the standards
set out in thejob specification such as wrong qualifications or
insufficient experience or they may not have completed the applicationform to a satisfactory standard
Those to place on a short
list
Often comprises 3-10 of the best candidates who are asked to interview
Those to place on a long
list
A business will not normally reject all other candidates immediately but
keep some on a long list in case those on the short list drop out or do
not appear suitable during interview. The business would not want to
incur costs putting them through the selection process, such as
interviews, unless they have to
Recruitment planning
There are a number of possible reasons as to why a business may have to recruit more
employees:
Business is expanding due to:
- Increasing sales of existing products
- Developing new products
- Entering new markets
Existing employees leaving to work with competitors or other local employers
Existing employees leaving due to factors such as retirement, sick leave, maternity
leave
Business needs employees with new skills
Business is relocating and not all the existing workforce wants to move to the new
location
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In each of these circumstances a business will normally carry out Workforce Planning to
find out how many workers and what types of workers are required. The workforce plan will
establish what vacancies exist and managers then need to draw up ajob description and job
specification for each post.
Ajob description is a detailed explanation of the roles and responsibilities of the postadvertised. Most applicants will ask for this before applying for the job. It refers to the post
available rather than the person.
Ajob specification is drawn up by the business and sets out the kind of qualifications, skills,
experience and personal attributes a successful candidate should possess. It is a vital tool in
assessing the suitability of job applicants and refers to the person rather than the post.
These documents are an important part of the recruitment and selection process and provide
the basis as to where the job may be advertised and whether an applicant is suitable for the
post. They also help provide a framework for questions to be asked at an interview.
Recruitment Process
Job analysis
The proper start to a recruitment effort is to perform ajob analysis, to document
the actual or intended requirement of the job to be performed. This information
is captured in ajob description and provides the recruitment effort with the
boundaries and objectives of the search.[4] Oftentimes a company will have job
descriptions that represent a historical collection of tasks performed in the past.
These job descriptions need to be reviewed or updated prior to a recruitment
effort to reflect present day requirements. Starting a recruitment with an
accurate job analysis and job description ensures the recruitment effort starts off
on a proper track for success.
Sourcing
Sourcing involves 1) advertising, a common part of the recruiting process, often
encompassing multiple media, such as the Internet, general newspapers, job ad
newspapers, professional publications, window advertisements, job centers, and
campus graduate recruitment programs; and 2) recruiting research, which is the
proactive identification of relevant talent who may not respond to job postings
and other recruitment advertising methods done in #1. This initial research for
so-called passive prospects, also called name-generation, results in a list of
prospects who can then be contacted to solicit interest, obtain a resume/CV, and
be screened (see below).
Screening and selection
Suitability for ajob is typically assessed by looking for skills, e.g. communication, typing,
and computer skills. Qualifications may be shown through rsums,job applications,
interviews, educational or professional experience, the testimony of references, or in-house
testing, such as for software knowledge, typing skills, numeracy, and literacy, throughpsychological tests oremployment testing. Otherresume screening criteria may include
http://en.wikipedia.org/wiki/Job_analysishttp://en.wikipedia.org/wiki/Job_descriptionhttp://en.wikipedia.org/wiki/Recruitment#cite_note-3http://en.wikipedia.org/wiki/Sourcing_(personnel)http://en.wikipedia.org/wiki/Advertisinghttp://en.wikipedia.org/wiki/Job_(role)http://en.wikipedia.org/wiki/Typinghttp://en.wikipedia.org/wiki/R%C3%A9sum%C3%A9http://en.wikipedia.org/wiki/Application_for_employmenthttp://en.wikipedia.org/wiki/Job_interviewhttp://en.wikipedia.org/wiki/Numeracyhttp://en.wikipedia.org/wiki/Literacyhttp://en.wikipedia.org/wiki/Psychological_testshttp://en.wikipedia.org/wiki/Employment_testinghttp://en.wikipedia.org/wiki/Screening_Resumeshttp://en.wikipedia.org/wiki/Job_analysishttp://en.wikipedia.org/wiki/Job_descriptionhttp://en.wikipedia.org/wiki/Recruitment#cite_note-3http://en.wikipedia.org/wiki/Sourcing_(personnel)http://en.wikipedia.org/wiki/Advertisinghttp://en.wikipedia.org/wiki/Job_(role)http://en.wikipedia.org/wiki/Typinghttp://en.wikipedia.org/wiki/R%C3%A9sum%C3%A9http://en.wikipedia.org/wiki/Application_for_employmenthttp://en.wikipedia.org/wiki/Job_interviewhttp://en.wikipedia.org/wiki/Numeracyhttp://en.wikipedia.org/wiki/Literacyhttp://en.wikipedia.org/wiki/Psychological_testshttp://en.wikipedia.org/wiki/Employment_testinghttp://en.wikipedia.org/wiki/Screening_Resumes -
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length of service, job titles and length of time at a job. In some countries, employers are
legally mandated to provide equal opportunity in hiring. Business management software is
used by many recruitment agencies to automate the testing process. Many recruiters and
agencies are using an applicant tracking system to perform many of the filtering tasks, along
with software tools forpsychometric testing.
Onboarding
"Onboarding" is a term which describes the process of helping new employees
become productive members of an organization. A well-planned introduction
helps new employees become fully operational quickly and is often integrated
with a new company and environment. Onboarding is included in the recruitment
process for retention purposes. Many companies have onboarding campaigns in
hopes to retain top talent that is new to the company; campaigns may last
anywhere from 1 week to 6 months.
Internet recruitment and websites
Such sites have two main features: job boards and a rsum/curriculum vitae (CV) database.
Job boards allow member companies to post job vacancies. Alternatively, candidates can
upload a rsum to be included in searches by member companies. Fees are charged for job
postings and access to search resumes. Since the late 1990s, the recruitment website has
evolved to encompass end-to-end recruitment. Websites capture candidate details and then
pool them in client accessed candidate management interfaces (also online). Key players in
this sector provide e-recruitment software and services to organizations of all sizes and within
numerous industry sectors, who want to e-enable entirely or partly their recruitment process
in order to improve business performance.
The online software provided by those who specialize in online recruitment helps
organizations attract, test, recruit, employ and retain quality staff with a minimal amount of
administration. Online recruitment websites can be very helpful to find candidates that are
very actively looking for work and post their resumes online, but they will not attract the
"passive" candidates who might respond favorably to an opportunity that is presented to them
through other means. Also, some candidates who are actively looking to change jobs are
hesitant to put their resumes on the job boards, for fear that their companies, co-workers,
customers or others might see their resumes.
Job search enginesThe emergence ofmeta-search engines allows job-seekers to search across
multiple websites. Some of these new search engines index and list the
advertisements of traditional job boards. These sites tend to aim for providing a
"one-stop shop" for job-seekers. However, there are many other job search
engines which index solely from employers' websites, choosing to bypass
traditional job boards entirely. These vertical search engines allow job-seekers to
find new positions that may not be advertised on traditional job boards, and
online recruitment websites.
Purpose & Importance Of Recruitment
http://en.wikipedia.org/wiki/Equal_opportunityhttp://en.wikipedia.org/wiki/Applicant_tracking_systemhttp://en.wikipedia.org/wiki/Psychometric_testinghttp://en.wikipedia.org/wiki/Onboardinghttp://en.wikipedia.org/wiki/R%C3%A9sum%C3%A9http://en.wikipedia.org/wiki/Meta-searchhttp://en.wikipedia.org/wiki/Vertical_searchhttp://en.wikipedia.org/wiki/Equal_opportunityhttp://en.wikipedia.org/wiki/Applicant_tracking_systemhttp://en.wikipedia.org/wiki/Psychometric_testinghttp://en.wikipedia.org/wiki/Onboardinghttp://en.wikipedia.org/wiki/R%C3%A9sum%C3%A9http://en.wikipedia.org/wiki/Meta-searchhttp://en.wikipedia.org/wiki/Vertical_search -
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Attract and encourage more and more candidates to apply in the organisation.
Create a talent pool of candidates to enable the selection of best candidates for the
organisation.
Determine present and future requirements of the organization in conjunction with its
personnel planning and job analysis activities.
Recruitment is the process which links the employers with the employees.
Increase the pool of job candidates at minimum cost.
Help increase the success rate of selection process by decreasing number of visibly under
qualified or overqualified job applicants.
Help reduce the probability that job applicants once recruited and selected will leave the
organization only after a short period of time.
Meet the organizations legal and social obligations regarding the composition of its
workforce.
Begin identifying and preparing potential job applicants who will be appropriate
candidates.
Increase organization and individual effectiveness of various recruiting techniques and
sources for all types of job applicants
Selection is the process of identifying Individuals who have relevantqualifications/ experience/ skills and competencies to fill in the jobs. Once thereis a pool of applicants for a job, the next step is to select the best candidate forthe job. Selecting the right employees is critical because:
The Organisations performance is dependent on its employees.Employees With the right skills and attributes will do a good job It Is costly to recruit and hire employees. Hiring And training a newemployee costs a lot of money. Incompetent Hiring could impact the organisation in a big way. The
Employee may commit a wrongful act that will impact the image of theorganisation adversely.
Employee Selection is the process of putting right men on right job. It is a procedure of
matching organizational requirements with the skills and qualifications of people. Effective
selection can be done only when there is effective matching. By selecting best candidate for
the required job, the organization will get quality performance of employees. Moreover,
organization will face less of absenteeism and employee turnover problems. By selecting
right candidate for the required job, organization will also save time and money. Proper
screening of candidates takes place during selection procedure. All the potential candidates
who apply for the given job are tested.
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But selection must be differentiated from recruitment, though these are two phases of
employment process. Recruitment is considered to be a positive process as it motivates more
of candidates to apply for the job. It creates a pool of applicants. It is just sourcing of data.
While selection is a negative process as the inappropriate candidates are rejected here.
Recruitment precedes selection in staffing process. Selection involves choosing the bestcandidate with best abilities, skills and knowledge for the required job.
The Employee selection Process takes place in following order-
1. Preliminary Interviews- It is used to eliminate those candidates who do not meet the
minimum eligiblity criteria laid down by the organization. The skills, academic and
family background, competencies and interests of the candidate are examined during
preliminary interview. Preliminary interviews are less formalized and planned than
the final interviews. The candidates are given a brief up about the company and the
job profile; and it is also examined how much the candidate knows about the
company. Preliminary interviews are also called screening interviews.
2. Application blanks- The candidates who clear the preliminary interview are required
to fill application blank. It contains data record of the candidates such as details about
age, qualifications, reason for leaving previous job, experience, etc.
3. Written Tests- Various written tests conducted during selection procedure are
aptitude test, intelligence test, reasoning test, personality test, etc. These tests are used
to objectively assess the potential candidate. They should not be biased.
4. Employment Interviews- It is a one to one interaction between the interviewer and
the potential candidate. It is used to find whether the candidate is best suited for the
required job or not. But such interviews consume time and money both. Moreover the
competencies of the candidate cannot be judged. Such interviews may be biased attimes. Such interviews should be conducted properly. No distractions should be there
in room. There should be an honest communication between candidate and
interviewer.
5. Medical examination- Medical tests are conducted to ensure physical fitness of the
potential employee. It will decrease chances of employee absenteeism.
6. Appointment Letter- A reference check is made about the candidate selected and
then finally he is appointed by giving a formal appointment letter.
Barriers to effective selection:
The main objective of selection is to hire people having competence andcommitment. This objective is often defeated because of certain barriers. Theimpediments which check effectiveness of selection are perception, fairness,validity, reliability, and pressure.
PERCEPTION: Our inability to understand others accurately is probably the mostfundamental barrier to selecting right candidate. Selection demands anindividual or a group to assess and compare the respective competencies ofothers, with the aim of choosing the right persons for the jobs. But our views arehighly personalized. We all perceive the world differently. Our limited perceptual
ability is obviously a stumbling block to the objective and rational selection ofpeople.
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FAIRNESS: Fairness in selection requires that no individual should bediscriminated against on the basis of religion, region, race or gender. But the lownumber of women and other less privileged sections of society in the middle andsenior management positions and open discrimination on the basis of age in jobadvertisements and in the selection process would suggest that all the efforts tominimize inequity have not been very effective.
VALIDITY: Validity, as explained earlier, is a test that helps predict jobperformance of an incumbent. A test that has been validated can differentiatebetween the employees who can perform well and those who will not. However,a validated test does not predict job success accurately. It can only increasepossibility of success.
RELIABILITY: A reliable method is one which will produce consistent results whenrepeated in similar situations. Like a validated test, a reliable test may fall topredict job performance with precision.
PRESSURE: Pressure is brought on the selectors by politicians, bureaucrats,relatives, friends, and peers to select particular candidate. Candidates selectedbecause of compulsions are obviously not the right ones. Appointments to public
sector undertakings generally take place under such pressure.
Barriers to Effective Selection of Employees
Recruitment and the selection of the right candidate is the main function of the human
resource department in the organization. Main objective of the recruitment process is to hire
the candidates having competence and commitment. There are certain barriers which effects
this objective and they are as follows:
Fairness:
In the process of recruitment no candidate should be discriminated against on the basis of
religion, region, race or gender. This can be seen in the job advertisement which says that
women, less privileged sections of society, open discrimination on the basis of age are not
performed during the selection process. By showing discrimination the company can loose a
potential employee.
Perception:
Inability of the employers to understand others accurately is probably the most fundamentalbarrier to selecting right candidate. In the recruitment process the employers should assess
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and compare the competencies of the individual or groups with the aim of choosing the right
persons for the jobs. Limited perceptual ability of the employers is obviously a stumbling
block to the objective and rational selection of people.
Validity:
Validity is a test that helps to predict the job performance of a fresher and it is the test to
differentiate the employees who can perform from the employees who cant. However, a
validated test increase the possibility of success but does not predict job success accurately.
Pressure:
Pressure on the recruiters can also act as an effective barrier for selecting the right candidate
and this pressure can be bought on to the recruiters by politicians, bureaucrats, relatives,
friends, and peers etc. Generally recruitment in the public sector undertakings take place
under such pressure.
Reliability:
A reliable method is one which will produce consistent results when repeated in similar
situations and this reliable test may be used to predict the job performance precisely.
Only when all the above said barriers are crossed, one can expect a good candidate to get
selected for the company.
Module 3
Training is about knowing whereyou stand (no matter how goodor bad the current situationlooks) at present, and where youwill be after some point of time.
Training is about the acquisitionof knowledge, skills, and abilities
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(KSA) through professional development.
ROLE OF TRAINING
Optimum Utilization of Human Resources Training and Development helps in
optimizing the utilization of human resource that further helps the employee to
achieve the organizational goals as well as their individual goals.
Development of Human Resources Training and Development helps to provide an
opportunity and broad structure for the development of human resources technical
and behavioral skills in an organization. It also helps the employees in attaining
personal growth.
Development of skills of employees Training and Development helps in increasingthe job knowledge and skills of employees at each level. It helps to expand the
horizons of human intellect and an overall