HUMAN

RESOURCE MANAGEMENT : AN OVERVIEW

STAFFING

RECRUITMENT
SELECTION SOCIALIZATION

PROCESS OF NEW EMPLOYEES

Overview & Definition

HRM is the management of various activities that are designed to enhance the effectiveness of the manpower in an organisation in the achievement of organisational goals.

Human Resource Management (HRM) may be defined as the function of planning for human resource needs and recruitment, selection, development, compensation and evaluation of performance to fill those needs.

HUMAN RESOURCE MANAGEMENT PROCESS

(1) HUMAN RESOURCE PLANNING (2) STAFFING (a) RECRUITMENT

(b) SELECTION
(3) TRAINING & DEVELOPMENT (4) PERFORMANCE APPRAISAL (5) COMPENSATION

HUMAN RESOURCE MANAGEMENT PROCESS DIAGRAM

HUMAN RESOURCES PLANNING

RECRUITMENT
STAFFING SELECTION TRAINING AND DEVELOPMENT

PERFORMANCE APPRAISAL

COMPENSATION

HUMAN RESOURCE PLANNING

Human Resource Planning is the process of determining future human resource needs relative to an organisations strategic plan and devising the steps necessary to meet those needs.

Parts of HRM
1) 2) 3)

Forecasting Manpower Demand Forecasting Manpower Supply Human Resource Actions

HUMAN RESOURCE PLANNING

RESOURCE DEMAND FORECASTING Long Range 1. Strategic Plans 2. Demographics 3. The Economy 4. Technological Trends 5. Social Trends Short Range 1. Production Schedules / Budgets a. Time Series b. Ratios c. Work Standards 2. Affirmative Action / Equal Employment Opportunity (EEO) Goals 3. Relocations/Plant Closings RESOURCES SUPPLY FORECASTING 1. 2. 3. 4. 5. Current Inventory Productivity Levels Turnover Rate Absenteeism Rate Movement among Jobs Rate

HUMAN RESOURCE ACTIONS

1. 2. 3. 4. 5. Hiring Training Career Management Productivity Program Reduction in Force

MANAGER INVENTORY CHART

General Manager (GM)

Production Manager -------------------Akhil Sehgal (42,5,D)

Finance Manager ---------------------L.K.Krishna (39, 4, A)

Marketing Manager
------------------------D.Srinivasa Rao (41, 2,C)

Personnel Manager
---------------------------Sarita (40, 4, B)

Nagarjuna (45,7,B) --------------------------A.M.Kumar (50, 8, D) --------------------------N.Shivani (44,6,A) --------------------------G.Akhilesh (30,2,B) --------------------------H.Lavanya (27,1,C)

Rajesh Saini (41,3,D) ------------------------Mohith Kalyani (39, 4, B) ------------------------Sreejith (40, 2, A)

Anjali (44,7,D) ------------------------Aditya (45,9,D) ------------------------Meera Iyer (50,6,C)

Anita Roy (45,7,B) ------------------------J.K.Mittal (43,4,B)

42= Age, 5 = Years in Position

A Immediately Promotable B Promotoable in 1 Year C - Potential for further promotion D- Satisfactory, but not promotable E Terminate

Advantages of Manager Inventory Chart

Clear Idea about staffing situation. Clear indication on future supply of managers 3. Reduces migration or resignations. 4. Identifies not performing employees and to be trained or replacement. 5. Managers can be transferred from one dept. to another department and helps weak dept.s.
1. 2.

DISADVANTAGES OF MANAGER INVENTORY CHART

Doesnt show position to which one can be promoted. Not necessarily fit for other dept.(E.g. - Sales to Purchase Dept.) 2. Data insufficient for Fair Assessment of an individual 3. Updating chart Time Consuming and requires a lot of effort. 4. Top Level Managers fear losing to competent subordinates to other organisational units.
1.

STAFFING
Staffing is defined as filling and keeping filled, positions in the organisation. Take into account internal factors of the firm such as Personnel Policies, Climate in Organisation, Appraisal System. For example with changes in technology need for hiring workers who can work with high technology demands.

Recruitment

Recruitment is the process of identifying and attempting to attract candidates who are capable of filling job vacancies appropriately.

To attract those applicants who are best qualified to fill the vacancies. Effective selection depends on effective recruitment. Sources of Recruitment 1. Internal Recruitment 2. External Recruitment

Advantages of Internal & External Recruitment

Internal Recruitment Familiarity of candidate with organisations policies, procedures and culture Available information and observation by superiors facilitates easier selection. Selection and socialisation of job incumbents involves less time and money. Enhances employee morale by offering opportunities for upward mobility. Prevents high quality employees from leaving the organisation. External Recruitment Influx of new ideas. Candidates who are recruited from competitors provide valuable information about competitors moves and strategies. Facilitates recruitment of candidates with diverse skills, expertise and vast experience.

Disadvantages of Internal and External Recruitment

Internal Recruitment Lack of new ideas. External Recruitment Lack of reliable information increases the probability of committing mistakes in selection. Expensive process Orientation process may consume a lot of time. Breeds resentment among aspiring internal candidates.

Need for expensive training programs

Can breed nepotism and political maneuvers. Leads to Ripple Effect May leave unsuccessful contenders disgruntled.

External Recruitment

Advertising Educational Institutions

Employment Agencies
Voluntary Applicants Referrals by Current Employees

Recruitment Process
Perform Job Analysis Design Job Description Develop a Job Specification Attract a Pool of Applicants Select the Best Recruits

Job Analysis
1. Analysing the environment (nature of competition, customers etc.) in which employees work. 2. Determining duties and responsibilities to be discharged. 3. Observing and recording the various tasks of the job as they are actually performed.

Job Analysis
Job Analysis is often done through interviews, direct observation or by using a questionnaire that is completed by the person current holding the job and his immediate supervisor. It forms the basis for Job Description and Job Specifications. Systematic Job Analysis
1. 2.

Functional Job Analysis (FJA) Position Analysis Questionnaire (PAQ)

Functional Job Analysis (FJA)

The data, people and jobs pertaining to individuals job. 2) Methods and techniques that the individual uses on the job. 3) Tools and equipment used by the worker. 4) Products and services produced by the worker.
1)

First three dimensions Input and Job Activities. Fourth dimension Output and Job Performance

Components of Job Analysis

Job Description (Emphasis is on the job) Objectives of the Job Work to be performed Skills needed Responsibilities involved Job Specification (Emphasis is on the individual) Minimum qualification required Listing of skills, education and work experience needed to perform the job.

Relationship of the job to other jobs

Working conditions

Position Analysis Questionnaire (PAQ)

1. 2. 3. 4.

5.

The sources of information that are critical to Job Performance. Information processing and decisionmaking critical to Job Performance. The amount of physical activity and skill required for the job. Physical working conditions and reactions of individuals to those conditions. Other characteristics of the job, such as work schedules and work responsibilities.

SELECTION PROCESS
1) 2) 3)

4) 5) 6) 7)

PRELIMINARY SCREENING APPLICATION BLANK SELECTION TEST Intelligence tests, personality tests, knowledge tests, performance tests. COMPREHENSIVE TESTS - Structured, Semi-structured, Unstructured REFERENCE CHECK-Mail, Phone, Person PHYSICAL EXAMINATION MAKING THE SELECTION

SOCIALISATION
SOCIALISATION-Process of adaption by new employee is referred as Socialisation Process. A. Initial Socialisation occurs during recruitment, selection, and during introductory training efforts by firm. B. Extended Socialisation aims at making recruit feel that he or she is an integral part of the company.