1

Notes on HRM and Recruitment Content

􏰜 Talent Management
􏰜 Succession & Leadership 􏰜 Effective Rewards
􏰜 Training / Development
􏰜 Employee Championing
􏰜 Global Citizen

􏰜 System & Process: Effective & Compliant 􏰜 Menu-driven HR

􏰜 Tools & Technology
􏰜 Environment / CSR

􏰜 Employer Branding
􏰜 Partner & Management System 􏰜 Shaping the work force

https://www.slideshare.net/jyoti_g/ppt-on-recruitment-selection-
process?next_slideshow=1
https://www.slideshare.net/umerkhalidhabib/recruitment-and-selection-
24053999?next_slideshow=2

Recruitment –
Meaning and definition,
identification of Recruitment goals
Planning – alignment to Business objectives, recruitment forecasts and job analysis,
types of staffing – fulltime, part time, contractors, graduates, business school interns,
third party vendors, etc.
Recruitment process
Strategy Development –
Make or Buy Employees, Usage of Recruitment and Selection Tools, Geographic
distribution of labor markets and team alignment, Sources of recruitment – Internal &
External
Searching – Source Activation & Selling (Internal ( Employee Referrals, Promotions
and transfers, Job posting, Re recruiting former employees) and External ( Schools,
colleges & Universities, Employment agencies, Third party agencies, recruitment
portals and media sources)
Screening – Using specific tools, competency frameworks or skill portals
Evaluation and Control - Metrics – Recruiting evaluations – ( candidate to selection,
selection to interview, Interviews to offers, offers to hires – new joiners to leavers
within a year), Reports – Attrition and bench analysis, Compensation benchmarking

Selection – meaning and definition, identification of selection goals ( the

diversity component)
Selection process
Preliminary Interview, Selection tests, HR Employment Interview ( formal education,
experience and past performance, employment history, commnicsation skills,
previous salary, expected salary), PPP interview ( personality characteristics, written
and oral communication skills in English,
 2

Methods of Selection – Testing types – Cognitive Ability, Personality test, Work

related Technical test)
Reference and Background checks,
Selection decision & its communication, Physical examinations, Job Offers,
Evaluation of the Selection process ( instant feedback)

Human Resource Management

What Is Human Resource Management?

D e f i n i t i o n 1 –
Integration
“HRM is a series of integrated decisions that form the employment
r e l a t i o n s h i p s ; t h e i r q u a l i t y contributes to the ability of the organizations and
the employees to achieve their objectives.”

D e f i n i t i o n 2 –
Influencing
“HRM is concerned with the people dimensions in management. Since
every organization is made up of people, acquiring their services, developing their
skills, motivating them to higher levels of performancea n d e n s u r i n g t h a t t h e y
continue to maintain their commitment to the organization are essential
toachieving organizational objectives. This is true, regardless of the type of the organ
ization – government, business, education, health, recreational, or social action.”
D e f i n i t i o n 3 –
Applicability
“HRM planning, organizing, directing and controlling of the procurement,
development, compensation, integration, maintenance and separation o f
humanresources to the end that individual, organizational and social objectives are
accomplished.

Human Resource Management can be defined as managing employees and risks to

help meet the goals of your organization. It can involve hiring, firing, training,
managing, motivating, and communicating with employees, as well as measuring
goals, complying with state and federal regulations, and doing strategic tasks such
as succession planning.

MEANING OF HRM: -
HRM is management function that helps managers to recruit, select, train and
develop members for an organization. Obviously HRM is concerned with the
people’s dimensions in organizations. HRM refers to set of programs, functions, and
activities designed and carried out
Core elements of HRM

People:
Organizations mean people. It is the people who staff and manage organizations.
 3

Management:
HRM involves application of management functions and principles for acquisitioning,
developing, maintaining and remunerating employees in organizations.

Integration & Consistency:

Decisions regarding people must be integrated and consistent.

Influence:
Decisions must influence the effectiveness of organization resulting into betterment
of services to customers in the form of high quality products supplied at reasonable
cost.

Applicability:
HRM principles are applicable to business as well as non-business organizationstoo,
such as education, health, recreation and the like.

OBJECTIVES OF HRM: -1.

1. Societal Objectives:

To be ethically and socially responsible to the needs and challenges of thesociety

while minimizing the negative impact of such demands upon the organization.2.
2. Organizational Objectives:
To recognize the role of HRM in bringing about organizationaleffectiveness. HRM is
only means to achieve to assist the organization with its primary objectives.3.
3. Functional Objectives:
To maintain department’s contribution and level of services at a levelappropriate to
the organization’s needs.

4. Personal Objectives:
To assist employees in achieving their personal goals, at least in so far as these
goals enhance the individual’s contribution to the organization. This is necessary to
maintain employee performance and satisfaction for the purpose of maintaining,
retaining and motivating the employees in the organization.

SCOPE OF HRM: From Entry to the Exit of an employee in the organization

1. Employee Hiring
2. Employee and Executive Remuneration
3. Employee Motivation
4. Employee Maintenance
5. Industrial Relations
6. Prospects of HRM

Scope of HRM can be described based on the following activities of HRM. Based on
these activities we can summarize the scope of HRM into 7 different categories as
mentioned below after the activities. Let’s check out both of them.
 4

HRM Activities –
1.HR Planning2.Job Analysis3.Job Design4.Recruitment & Selection5.Orientation &
Placement6.Training & Development7.Performance Appraisals8.Job
Evaluation9.Employee and Executive
Remuneration10.Motivation11.Communication12.Welfare13.Safety &
Health14.Industrial Relations

ROLE OF HRM

1. Advisory Role:
HRM advises management on the solutions to any problems affecting people,
personnel policies and procedures
 Personnel Policies: Organization Structure, Social Responsibility,
Employment Terms& Conditions, Compensation, Career & Promotion,
Training & Development and Industrial Relations.
 Personnel Procedures: Relating to manpower planning procedures,
recruitment and selection procedures, and employment procedures,
training procedures, management development procedures,
performance appraisal procedures, compensation procedures,
industrial relations procedures and health and safety procedures.
2. Functional Role:
The personnel function interprets and helps to communicate personnel policies. It
provides guidance to managers, which will ensure that agreed policies are
implemented.
3. Service Role:
Personnel function provides services that need to be carried out by full time
specialists. These services constitute the main activities carried out by personnel
departments and involve the implementation of the policies and procedures
described above.

Role of HR Managers (Today)

1. Humanitarian Role: Reminding moral and ethical obligations to employees2.
2. Counselor: Consultations to employees about marital, health, mental, physical
and career problems.3
3. Mediator: Playing the role of a peacemaker during disputes, conflicts between
individuals and groups and management.4.
4. Spokesman: To represent of the company because he has better overall
picture of his company’soperations.5.
5. Problem Solver: Solving problems of overall human resource management
and long-term organizational planning.6.
6. Change Agent: Introducing and implementing institutional changes and
installing organizational development programs7.
7. Management of Manpower Resources: Broadly concerned with leadership
both in the group and individual relationships and labor-management
relations.

Role of HR Managers (Future)

1. Protection and enhancement of human and non-human resources - Finding
the best way of using people to accomplish organizational goals
2. Improve organizational performance
 5

3. Integration of techniques of information technology with the human

resources5.
4. Utilizing behavioral scientists in the best way for his people
5. Meeting challenges of increasing organizational effectiveness
6. Managing diverse workforce

Essentially, the HR Department helps provide the training, coaching, administration,

legal, and talent management oversight that the rest of the organization needs for
successful operation.

 Leadership skills

 Knowing - and complying with - labor laws

 Not just handling payroll, but understanding compensation planning and

benchmarking

 Retirement Plan administration

 Workforce planning

 workforce training / human resource development

 HRMS issues and solutions

 HR Metrics

 Strategic thinking and planning

What Are HR Metrics, Benchmarks, And Analytics?

The purpose of Human Resource metrics, benchmarking, goal-setting, and planning

are to help the organization measure and communicate the value added,
demonstrate the contribution of human capital, and measure and manage
employment related risks.

Essentially, HR metrics are used to drive improvements and help organizations focus
their people and resources on what's important. In other words, HR metrics,
benchmarking, and analytics measure - and can help achieve - corporate goals.

What Are The Most Important HR Metrics?

Metrics should reflect and support the various strategies of the organization. Here
are just some of the metrics you could measure:

 Sales
 6

 Profits

 Corporate Performance

 Productivity

 Cost Per Hire

 Turnover

 Employee Performance

 Attendance

 Program Acceptance

 Job Satisfaction

 Safety

 Workers' Compensation

 Customer Service

What Is An HR Audit?

An HR audit is a process of reviewing your current human resources policies,

procedures, systems, and documentation to generally identify: a) whether your
organization is in compliance with state and federal laws; b) whether your
employees - as well your processes and procedures - are following company
policies, and; c) to determine areas of improvement.

 Options For HR Audits

 HRTrainingCenter.com offers two ways to do your audit: perform a self-audit,
or have one of our experts do it for you.

Onboarding

 Employee turnover costs the company at least three times the employee's
annual salary. When employees quit, your company loses - not only
experienced talent, but money.

And when you consider the time and money spent "re-hiring" for the position,
you'll find that training for onboarding new employees is more important than
ever...especially when research shows that if you provide employees a proper
onboarding experience, they are nearly 70% more likely to remain on the job
 7

for three years or longer!

Obviously, having a hew hire onboarding processes and a proper onboarding

program is very important. But should you create your own onboarding
program or purchase a customizable onboarding program from an
experienced company?

 https://blog.hubstaff.com/employee-onboarding-best-practices/

1. Start onboarding before day one

Onboarding is an ongoing process, not a one-time event. The infographic below

highlights some of the reasons why effective employee onboarding could play such
an important role in turning new hires into lasting employees.

 Once the employee has accepted an offer, provide detailed information regarding the
logistics of their first day, such as where to park, who to meet in reception, if lunch
will be provided, what to bring, and the dress code.
 Ensure that all access and preparations are completed in advance so that on the first
day, your employee will have a place to sit, building and system access, and any
necessary hardware, software, and//or supplies to begin working right away.
 Provide access to a portal or system where the new employee can complete any
onboarding paperwork required, such as reading the code of conduct, or filling out
payroll forms in advance of their first day.
 Provide the new employee with access to any company social media sites or pages,
so that they can start observing the culture and begin identifying with the team in
advance.
 Supply an agenda for their first day so that your new employee will know who they
will be meeting and what to expect.
 Send a welcome pack with details about the company culture, where it is headed,
and a personal note or card, etc.
 Send a video on the company culture that showcases some fun and different
aspects of the work.
 Send a company directory and tell them who they need to report to.
 Assign them a learning plan and mentor for training and to answer any questions as
they progress.
 Send them a fun questionnaire so that the rest of the team can get to know them a
little better before actually meeting them.

2. Make the first day count

Percolate is one of the companies with a comprehensive onboarding program

that starts on the first day. On day one, you are shown to your desk and provided all
 8

the necessary tools to accomplish your role. One of the first tasks includes signing
into Asana, which will have a task inbox with several onboarding tasks. The tasks
are assigned from a master template and includes tasks for the manager, and other
employees in the company. For the employee, one of the tasks in Asana includes
reading “Day one @Percolate” an 18-page Google doc detailing the history of the
company, culture, values, how to create strong passwords and guidelines for running
meetings.

 Ensure every new employee is paired up with other new employees or with a buddy,
trainer, or guide. Someone should always be there to help them with questions and
problems, and to help them engage with the company.
 Focus on what the employee needs out of a first day and make sure to provide them
with useful information about the company. If you’ve followed the first suggestion and
started onboarding early, you can tackle the first day paperwork early and focus on
more important engagement activities.
 Promote a culture of belonging. Ensure your new hire is given a tour and is
introduced to team members and other employees; particularly other new employees
who will be able to relate to any first day jitters they may have.
 Plan for lunch so that your new hire has the opportunity to eat with colleagues. This
is an easy bonding opportunity in a social environment. No one wants to be that
unpopular new student alone in the cafeteria.
 Ensure all security access is taken care of in advance so that new employees will be
able to log into any necessary systems and access any secure areas as needed for
their position.
 Make sure their desk, phone, laptop, etc. are set up with guidance as needed.

3. Help them jump in at the deep end

 Provide clear job descriptions and outline exactly what is expected of the employee.
 Make it clear how the role fits into the overall goals of the organization and why it is
important.
 Provide hands-on training with coaching and support.
 Move all the ‘noise’ out of the way, such as tackling administrative paperwork before
day one.
 Have a team or buddy system in place so that new hires are not left alone to figure
things out on their own (remember from above that they are less likely to seek out
answers on their own at this stage).
 Give them tasks to complete to allow their training to be ‘live’ in real environments,
with supervision as necessary.
 Allow new hires to have responsibility and accountability for tasks.
 9

4. Have a resource database

Cosmetics company L’Oreal created a game-like app for onboarding that is meant to
serve as a support buddy and an information center. It allows new hires to learn
through multiple content types, such as videos, pictures, text and even quizzes.

In order to create an online resource and learning center, consider creating an online
database that includes the following:

 HR and business policies, such as the code of conduct and dress code.
 Floor plans and phone lists with pictures of employees so that new hires can match
faces to names and see where people are located if they need to find someone.
 Any forms that need to be completed, such as payroll information.
 Standard FAQ sheets regarding the general office and culture (i.e., is there a casual-
dress Friday), how to log on to systems, who to contact for IT issues, how to log
time, and key resources and who to contact for different functional areas.
 Online training videos and apps that employees can complete at their own pace or
revisit later if they are looking for a refresher course.
 Social engagement opportunities, whether it’s similar to an internal social network, or
a SharePoint site with updates about upcoming company get-togethers.

5. Create an onboarding team

The employee onboarding process can no longer be left up to the HR staff or even
the hiring manager. It is important to bring in the broader organization. The study
mentioned earlier from the Aberdeen Group states that best-in-class organizations
tackle onboarding on three fronts:

 Forms management – includes the collection, tracking, and management of all

forms.
 Task management – includes all activities related to onboarding the employee,
including meeting managers and leaders, on-the-job training and other protocols.
 Socialization and introduction to the company culture.

Buffer, a company similar to Twitter, assigns three buddies during onboarding, each
with a different role to play. There is a Leader Buddy, a Role Buddy, and a Culture
Buddy, all of whom help new hires through the onboarding process.

 Plan company lunches or meet-and-greets to introduce new hires to the wider

organization.
 10

 Incorporate time with other departments in the onboarding schedule, to allow new
employees to gain a better understanding of how teams work together and to
engage with more of the business.
 Have more than one work buddy to answer questions and offer support.
 Provide regular follow-ups and check-ins with the HR manager, and the team or
department hiring manager.
 Incorporate team-building sessions and exercises into the onboarding process.

6. Be proactive about paperwork

The goals of a strong onboarding program are focused around increasing employee
engagement and productivity.

 Send out forms to employees in advance of their first day (as mentioned above).
 Put forms online and automate them as much as possible to reduce time.
 Have a buddy walk new hires through the forms to make completing them easier and
more efficient.
 Load forms into a portal that can be accessed at any time so employees can
complete them during a quiet period, at home, or throughout the week. That way
they won’t have to set aside a large chunk of time in one sitting (refer back to #4 to
see how a resource center can help with this).

7. Involve everyone
The building of social connections at work has a strong impact on engagement,
which is one of the key measures of a successful onboarding program.

At Warby Parker, a software program called Lunch Roulette randomly assigns two
groups of four people to go out to lunch together after weekly team meetings. Lunch
is paid for by the company. The program also ensures that no more than one person
from any one department is selected. This allows new hires to meet with others in
the company in a casual setting and build relationships.

 Arrange team lunches, company barbeques, or other organizational social functions.

 Organize introductory sessions and time spent with members of different teams and
departments.
 Build an active and engaged social committee that organizes staff functions and
helps welcome new team members.
 Co-locate employees in open area settings that promote more opportunities to meet,
talk, and collaborate.
 Make new hire announcements within the company so that all employees are aware
of new hires, making it easier to reach out and welcome them.
 11

8. Set expectations regularly

Be clear about what is expected from your new hire at each stage of their
onboarding, and then as they ramp up and as an ongoing part of their career.
LinkedIn makes sure each new hire ends their first day with an in-depth roadmap in
hand for the coming weeks. This allows all new hires to know exactly what is
expected from them throughout the entire onboarding process.In order to make sure
your employees understand what is expected of them at all times, consider the
following checklist for your company:

 Create a position agreement that clearly identifies what is expected from employees
in that position, and also what they can expect from others, such as management
support.
 Build measurable objectives and key results metrics.
 Ensure that the measures are well understood by your new hire and that each score
is well defined, so there is no confusion about what would be considered ‘great’
versus ‘exceptional’ on a point scale.
 Clarify what autonomy employees have, which decisions you trust them to make on
their own, and when you expect them to push problems or decisions higher up the
command chain.
 Defined expectations should exist relating to every important business aspect, from
tasks to behavior to dress code. Any ambiguity can leave room for employees to
stress over potential missteps.

9. Get their feedback

If you want to make sure you are receiving regular, open, honest feedback from your
employees, consider implementing a few of the following ideas:

 Have multiple resources request feedback on an ongoing basis. For example, have
the HR manager, the direct manager, and a designated buddy all regularly check in
on how your newest employee is doing and find out if they are struggling with
anything or need some help.
 Create a ‘feedback coach’ position, where a trained person who is not in the new
hire’s chain of command can elicit feedback on a regular basis.
 Allow for anonymous feedback by creating online portals or surveys to collect
feedback without employees having to provide their names.
 Train managers to ask the right open-ended questions, such as, “If you were in my
shoes, what would you do differently for onboarding new employees?” or “How can I
help you be more successful?”
 Make sure you act on any feedback provided. If employees feel like no action will be
taken, they will be less motivated to come to you with feedback.
 12

10. Broadcast your company culture

Some suggestions for broadcasting your company culture are:

 Create company social media accounts and share content that encompasses the
culture.
 Include a background of the company history and culture in the onboarding
curriculum or welcome pack.
 Provide a ‘culture’ buddy who is a longer-term employee so that new hires can ask
questions about the company culture.
 Provide a FAQ guide in the centralized database related to cultural facts and
frequently asked questions.
 Include new hires in meetings, get-togethers, and events that portray the company
culture.

Conclusion:

So having a formal onboarding process that reinforces the company culture can
lead to:

 60% greater annual improvement in revenue per full-time employee.

 13

 63% greater annual improvement in customer satisfaction than those with an

informal onboarding process.