Human Resource

Management
Human Resource and New Public
Management
Shifting from a rule-bound culture
to a
performance-based culture

What is Human Resource

Management

Human Resource Management

has its central focus on,
managing people within the
employer employee
relationship and involves
marshaling the productive
capacity of an organizations
members.

Human Resource
Management
The effective deployment
and management of people
within organizations is
purported to be a powerful
tool to respond to complex
and turbulent environments
and achieve superior
organizational outcomes.

New Public sector HRM

Public sector HRM has been

characterized by :
the creation of more flexible structures
and processes,
the removal of highly centralized
agencies and service-wide consistency
of rules
greater responsibility accorded to line
managers and supervisors in the
management of employees
flatter management structures and

Some Core Areas of HR

Decisions

Recruitment and Selection

Training and Development
Careers Progression
Internal Labour Markets
Job design
Appraising performance
Reward systems
Ensuring appropriate treatment of staf
Managing employment relations
Compliance with Labour Laws
Dealing with problem issues and cases
Managing downsizing and exit

Why Does Human Resource Matter

in the Public Sector?

To Reduce costs: Financial & NonFinancial

&
To Result in more effective
utilisation of human capital to
provide better, more cost-effective
services

Problems/Challenges in Managing
Public Sector Human Resources

Sheltered and distorted labour markets

Excessive job security/jobs for life
Political influences
Bureaucratic inefective HR practices
Administrative systems which do not reward
productivity or service quality
Strong trade union influence
Powerful professional groups/interests
Poor capacity for change

Pressures for Change in

Public Sector HR
Need to become more strategic
Need to change from dominance of bureaucracy focus to
performance focus
Automation
Deregulation-Privatization
Education-Public Awareness
Media
Tax Payers
Good Governance
International donors conditions
Globalization
Outsourcing
Pay for Performance
Need to move from standard employment to flexible
employment
Need to make full use of, and ensure the service
commitment of staf

What Do We Mean by Good

HR Practices?

Selection based on quality and attitudes/approach to work

Use of psychological tests in selecting all staff
Extensive provision of training
Deliberate development of a learning organization

Formal appraisal of all staff at least annually

High basic pay and organization-based contingent pay
Harmonised terms and conditions for all staff
Design of jobs to make full use of skills and abilities
Staff/teams responsible for their own quality
Extensive two-way communication on work and
organization issues
Regular use of attitude surveys

Managing & Efecting the

Recruitment Process
Acquiring and retaining talent is
critical to organizations success.
The provision of high-quality
services begins with the
recruitment process.

Recruitment
Recruitment is set of activities and
Processes used to:
Legally obtain sufficient number of
people at the right place and time so
that
The People and the Organization can
select each other in their own best
short and long term interests.

Best Practices in
Recruitment
An International Corporate Perspective

Using Metrics to Produce Talent

Supply Chain
Predictive labor needs system. analyze historical
data that is combined with data on planned capital projects
to predict future talent needs as far as three years out.

Automated sourcing. Labor needs are automatically

communicated to defined sources (both internal and
external) based on each individual sources efficiency (cost,
time) and efectiveness (quality of hire, reliability).

Candidate mining. Rather than have recruiters

crawling through job boards and posting job
advertisements, web spiders are programmed to crawl,
retrieve, and upload candidates into the applicant tracking
system based on both current and projected needs.
Advertisements are automatically broadcast as part of the
automated sourcing approach.

Integrated processes to create a talent supply chain.

Employee Referral Program-that turns

every employee into a talent scout.
All referrals are contacted by a live program coordinator within 48
hours of submission.
Referring team members are kept in the loop through a web portal
that allows them to track the status of referrals online and by emails
that update them when:
The referral has been initially contacted.
An interview is scheduled.
A post-interview decision has been reached. To move forward, the system
advises recruiters and managers of the next steps.
A hire is actually completed.

Utilizes highly branded contests in addition to bonuses to drive

participation. Such contests ofer unique and highly valued prizes.
Surveys are periodically conducted internally to measure:

Employee satisfaction with the program.

Ease of process.
Referral experience.
Employee motivation and their willingness to refer.

They provide training to employees on how to better make referrals.

Building a Global Career Website-From

ground upto focus on candidate
experience
The site is a living example of a global
strategy executed locally.
It leverages both localization and
personalization engines to dynamically
deliver content relevant to the site visitor.
It is a single site supporting more than 80
country-specific recruiting strategies.
It delivers a consistent brand message
around the world in 10 languages.

Building a Global Career Website-From

ground upto focus on candidate
experience
Target audience usability research.
Use of localization and customization. The use of these two technologies ensures that
candidates are presented with information unique to their specific needs. Extensive
research is conducted to help determine what type of content each target
demographic needs/wants.
Employment brand measurement. The messaging of the site is adapted continuously
based on input from candidate surveys and third-party market research which details
how company is perceived in the talent market.
Localized content management. Deloitte custom-built a content management tool to
allow local HR professionals who are not technical experts to manage local
content.
Robust analytics. Because the global site is truly one site, all movement throughout
the more than 7,000 web pages can be monitored and analyzed.
Multiple presentation formats. Because the site is powered by a robust content
management tool, the same type of content can be delivered in multiple ways. For
instance, a day in the life story maybe be presented as text, short video clip, or indepth dynamic video.
Web-based screening. Candidates who move from the site into the recruitment
management application are screened using questionnaires tailored to each position.
The employee referral program ofers a $30 reward just for the first referral, even if
the person is not hired. Deloitte includes corporate alumni in the referral program.

Recruitment
Process

Recruitment Process
Development of a policy on recruitment and retention and
the systems that give life to the policy;
Needs assessment to determine the current and future
human resource requirements of the organization. If the
activity is to be efective, the human resource requirements
for each job category and functional division/unit of the
organization must be assessed and a priority assigned;
Identification, within and outside the organization, of the
potential human resource pool and the likely competition for
the knowledge and skills resident within it;
Job analysis and job evaluation to identify the individual
aspects of each job and calculate its relative worth;

Recruitment Process
Assessment of qualifications profiles, drawn from job
descriptions that identify responsibilities and required
skills, abilities, knowledge and experience;
Determination of the organizations ability to pay
salaries and benefits within a defined period;
Identification and documentation of the actual process
of recruitment and selection to ensure equity and
adherence to equal opportunity and other laws.
Documentation satisfies the requirement of procedural
transparency and leaves a trail that can easily be
followed for audit and other purposes.

Documentation Of Importance:

Criteria and procedures for the initial screening of

applicants;
Criteria for generating long and short lists;
Criteria and procedures for the selection of
interview panels;
Interview questions;
Interview scores and panelists comments;
Results of tests (where administered);
Results of reference checks.

Recruitment
Strategies
Recruiting from Internal &
External Sources

Recruiting from Internal

Sources - Justification
The ability of the recruit is known so it is easy to assess
potential for the next level.
Insiders know the organization, its strengths
weaknesses, its culture and, most of all, its people.

and

Promotions from within build motivation and a sense of

commitment to the
organization. Skilled and ambitious employees are more
likely to become
involved in developmental activities if they believe that
these activities will
lead to promotion.
Internal recruitment is cheaper and quicker than advertising
in various media and interviewing outsiders.

Recruiting from Internal

Sources - Disadvantages
Sometimes it is difficult to find the right candidate within and the organization
may settle for an employee who possesses a less than ideal mix of competencies.
If the vacancies are being caused by rapid expansion of the organization there
may be an insufficient supply of qualified individuals above the entry level. This
may result in people being promoted before they are ready, or not being allowed
to stay in a position long enough to learn how to do the job well.
Transition activities and rapid organizational growth often mask managerial deficiencies;
it is not until the growth rate slows that the deficiencies become apparent and, then,
the
organization finds it difficult, if not impossible, to undo the damage.
Infighting, inbreeding, and a shortage of varied perspectives and interests may
reduce organizational flexibility and growth

Resistance to change by those who have an interest in maintaining the status quo may
present long term problems.

The resulting cost of remedial training can prove prohibitive.

Functional HR information
system for Internal
Recruitment
An efective, [ideally] computerized system would flag imminent
vacancies throughout the organization
To ensure that the recruitment process is timely;
Ensure that no candidates are lost but, instead, move through the process and are
kept informed of their status;
Ensure that good candidates whose applications are pending are kept in touch to
maintain their interest in the organization;
Assist in analyzing hiring, transfer and exit trends and provide other data that are
helpful in planning, evaluating and auditing the recruitment process;
Identify any adverse impacts of the recruitment process on vulnerable groups (for
example minorities, especially where Equal Opportunity/Affirmative Action
legislation exists)
Where jobs are not being posted, generate a list of qualified internal candidates.

Recruiting from External

Sources- Informal Methods
Rehiring former employees
Choosing from among those walk-in applicants
whose unsolicited rsums had been retained on
file.
The use of referrals also constitutes an informal
hiring method. Because they are relatively
inexpensive to use and
can be implemented quickly.
Informal recruiting methods are commonly used
for hiring

Formal Methods
Newspaper/magazine/journal advertising, the use of employment
Agencies and executive search firms
Networking
College recruitment
Career Planning Workshops
Job/career fairs
e-Recruiting - Reaching the job seeker market.
Formal methods of external recruiting entail searching the labor market more
widely for candidates with no previous connection to the organization.

E-Recruiting-specialized
job site
Thoroughly assess the service level provided by Job Sites to ensure that they
maintain the level they claim to provide;
Enhance the Corporate Web Site as a tool to encourage potential job seekers to
become interested in joining the company;
Take advantage of the fact that Internet job advertisements have no space
limitations so recruiters can use longer job descriptions to fully describe the
company, job requirements and working conditions offered;
Use valid Search Engines that will sort candidates effectively, but will not
discriminate against any persons or groups;
Create attention-grabbing newspaper advertisements that prompt people to visit
the organizations website. They will then see all vacancies that are advertised;
Encourage employees to e-mail job advertisements to friends;
Design and implement a successful e-Recruitment strategy.

Maintaining fairness/equity in the

recruitment process-Managers
Responsibilities
Ensuring efective overall performance and continuous
progress of the employment equity goals within the
operation;
Achieving, fostering and maintaining a representative
workforce;
Showing leadership in employment equity and
demonstrating commitment to it by ensuring that
discrimination and stereotyping are not tolerated; and
Informing and educating employees in the organization
about employment equity and diversity

Thanks