Professional Documents
Culture Documents
Going global Embracing new technology Managing change and organisation culture Developing human capital Responding to the market Containing costs
Demographic changes Diversity of backgrounds Age distributions Gender distribution Rising level of education Concern for employee rights Changing attitude towards work Balancing work and family
Cultural changes
Functions of HR
MANAGERIAL FUNCTIONS Planning Organising Directing Controlling OPERATIVE FUNCTIONS Staffing Development Compensation Motivation Maintenance Integration
Operative functions of HR
STAFFING
Job analysis, HRP, Recruitment, Selection, Placement, Induction, Internal Mobility Competency profiling, Training and development, Performance & potential management, Career management, 360 degree feedback Job design, Work scheduling, Job evaluation, Compensation administration, Incentives and benefits
DEVELOPMENT
INTEGRATION
Scope of HRM
Labour or Personnel aspect Recruitment, Selection, Transfer, Promotion etc. Welfare aspect Housing, Lunch room, Health and Safety, Transport, education etc. Industrial relation aspect Union Management relations, Negotiation, Grievance handling etc.
Professionalism
Economic
HRM
Union
HRM
Mission
Organisational Conflict
HRM Policies
Policy is predetermined course of action established to guide the performance of work towards accepted objectives. Importance -:
(1) Clear Thinking (2)Uniformity & Consistency of Admin. (3)Sence of Security (4)Control
Types of HR Policies
Originated policies Made by top Management. Appealed policies Made on request to handle certain situation, or if certain aspects are missing in the main policy. Imposed policies Imposed by Govt & Legal authorities. General policies Do not relate any issue, may represent the priority of Top Mgmt. (WPM). Specific Policy Related to specific issues like Recruitment, Transfer, Promotion etc.
Meaning Assessment of Human Resource Requirements & also the time & stages of requirement. Right person ---At Right place ---At Right ---At ---At time. Definition HRP is defined as the process by which management determines how an org should move from its current manpower position to its desired manpower position.
Objectives of HRP
To ensure optimum use of existing HR. To forecast future requirement for HR. To provide control measures to ensure that necessary HR are available as and when required. To asses the surplus and shortage of HR. (Downsizing). To anticipate the impact of technology on jobs and HR.
To determine the level of Recruitment and Training. To estimate the cost of HR and Housing needs of employees. (Or HRA). To provide the basis of MDP. To meet the needs of expansion and diversification programmes.
Importance of HRP
Future Personnel needs Creating highly talented personnel International Strategies Foundation of personnel function Resistance to change and move
HRP
Outsourcing
Environmental Uncertainties
HR Programming-: Programming Once the Orgs HR Demand and Supply are forecast, the two must be reconciled or balanced in order that vacancies can be filled by the right employee at the right time. HR Plan Implementation-: Implementation Implementation requires converting an HR plans into action. (Recruitment, Training, Succession plan etc.)
HRP Process
Environment
Org objectives & policies
HR Supply Forecast
Surplus
Shortage
Environmental Scanning - : Economic factors Technological Changes Demographic changes Political and legislative issues Social concerns
1) 2) 3) 4) 5)
Org objectives and policies-: policiesHR plans need to be based on org objectives, this implies that the objectives of the HR plan must be derived from Org objectives.
HR Demand forecast-: forecastThe process of estimating the future quantity and quality of people required. The basis of forecast will be annual budget and long term corporate plans. Demand forecasting must consider several factors like internal (Budget constraints, employee separations, production level) and external (Competition, laws, change in technology).
Demand forecasting techniques are-: areManagerial judgment Ratio trend analysis Delphi technique Regression analysis HR Supply forecasting-: forecastingSupply forecasting measures the number of people likely to be available from within and outside an org.
HRIS
HRIS is a database system that keeps important information about employees in a central and accessible location. The information provided by HRIS can help the organisation to gain competitive advantage. (SWOT of org.)
Basic non confidential information-: informationEmployee name, Org name, Work location
General non confidential information -: Social security number, Position related information (codes, tittles, effective date)
General information with salary -: Current salary, Effective date, Amount of last change, Reason for last change. Confidential information with salary -: Information of previous category, Educational data
Extended information with salary -: Information of previous category, Bonus information, Projected salary increase information, Performance evaluation information.
Job Analysis
Job analysis is the process of collecting job related information. Such information helps in the preparation of job description and job specification. Job Analysis
Job Description
Job Specification
Job description -: A statement containing items such as Job title, Location, Job summary, Working condition etc. Job specification -: A Statement of human qualifications necessary to do the job. Usually contains items such as Education, Experience, Training, Communication skills etc.
HRP Recruitment & Selection Training & Development Remuneration Safety & Health Performance Appraisal
Process (contd.)
1. 2. 3. 4. 1. 2. 3.
Strategic Choices : Employee Involvement Level of Details When and How often Past oriented and Future oriented Gather Information : What type of Data to Collected (machine, tools & work activities) Data collection methods Who to collect Data (Trained analyst, Supervisors, Job incumbents)
Process (contd.)
Information Processing -: How collected information will be used in forming Job Description and Job Specification. Job description : Job Specification -:
Recruitment
The process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applicants from which new employees are selected. Recruitment is a process of inviting applications from prospective employees. Recruitment is a positive process.
Sources of Recruitment
Internal Sources -: Transfer , Promotions. External Sources-: SourcesPress Advertisements , Educational Institutions, Placement Agencies, Employment Exchange, Labour Contractors, Recruitment at factory Gate.
Recruitment Process
Recruiting Required Personnel Search for Perspective Employees Internal Sources External Sources Evaluating effectiveness of process
Recruitment Process
Personnel Requisition -: Requisition for recruitment from other deptt., Contains info like no of person required, duties to be performed, desired qualification, time of appointment, info about job. Locating and developing sources of required no and type of employees. Identifying the prospective employees with required characteristics.
Process (contd.)
Communicating the info about the org, the job and the terms and condition of service. Encouraging the identified candidates to apply for jobs in the org. Evaluating the effectiveness of recruitment process.
Alternatives to Recruitment
Selection
Selection is the process of picking individuals (out of the pool of job applicants) with requisite qualifications and competence to fill jobs in the organisation. Selection is a negetive process.
Selection Procedure
Preliminary Interview Application blank Selection Test Employment Interview Reference Check and Background Analysis Medical Examination Final Approval Evaluation
Induction Or Orientation
Planned introduction of employees to their jobs, their co workers and the organisation. Orientation also called Induction, is designed to provide a new employee with the information he or she needs to function comfortably and effectively in the organisation.
Objectives of Induction
To help new comer overcome his natural shyness and nervousness in meeting new people in the environment. To develop among the newcomers a sense of belonging and loyalty to the organisation. To develop a close and cordial relationship between newcomers and the old employees and their supervisor.
Objectives (contd.)
To ensure that the newcomers do not form negative or false impression and attitude towards the organisation or the job because first impression is the last impression. To give newcomers necessary information such as leave rules, rest period, locker room etc.
History and operation of company Products and services of company Policies and procedures of company Grievance procedure Benefit and services for employees Opportunities for training and development, promotion, transfer etc.
Placement
Placement refers to the allocation of people to jobs. It includes initial assignment of new employees and promotion, transfer, or demotion of present employees.
Placement Problems
Difficulty with the placement is that we tend to look at the individual but not at the job. Job in this context may be classified into three categories. Independent Sequential Pooled
1. 2. 3.
Training is an attempt to improve current or future employee performance by increasing an employees ability to perform through learning, usually by changing the employees attitude or increasing his or her skills and knowledge. Training refers to the process of imparting specific skills. (Employees)
T&D
Development refers to learning opportunities designed to help employees grow. (Executive) Education is theoretical learning in classroom.
T&D
The need for training and development is determined by the employees performance deficiency computed as followsfollows-:
Inputs in T & D
Skills Education Development Ethics Attitudinal Changes Decision making and Problem solving skills
T & D offer competitive advantage to a firm by removing performance deficiencies, making staff stay long, minimising accidents, Scrap & damage and meeting future employees needs.
Training Program
Need Assessment Deriving Instructional Objectives Designing Training & Development Program Implementation of Training Program Evaluation
Training Process
Need Assessment -: Diagnoses the present problems & future challenges to be met through training and development. Need Assessment Methods -: As follows Group Assessment Org goals & objectives. Personnel skill inventories Exit interviews Customers Satisfaction data
1. 2. 3. 4.
Training process
1. 2. 3. 4.
Individual Analysis -: Performance Appraisal Interviews Questionnaires Attitude Surveys. Issues in need assessment -: Org Support Org Analysis Task and KSA analysis Person Analysis
1. 2. 3. 4.
Training Process
Deriving an instructional objectives -: It help to know the inputs for the training program and as well as for the measures of success that would help assess effectiveness of the training program. Designing training & development program -: 1. Who are the trainees? 2. Who are the trainers? 3. Methods & techniques? 4. Level of training? 5. Learning principles? 6. Where to conduct the program?
Training process
Types of training
1. 2. 3. 4. 5. 6.
On the job -: Orientation Training Job instruction Apprentice training Internship Job rotation Coaching
Types of training
1. 2. 3. 4. 5.
Off the job -: Vestibule Lecture Role playing Simulation Laboratory training