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> > > > > > > > HRM Planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and reproduction of human resources.

Managing the human resource

Human Resources Management is the planning, Organizing, directing and controlling of the procurement,development,compensation,integration,maintenance and reproduction of human resources to the end that individual, organizational and societal objectives are accomplished. - Edwin B. FlippoHRM is the process of developing applying and evaluating the policies procedures, methods and programmers relating to personnel in the organization. 2Basic HR ConceptsHiring the right people for the right jobs and motivating, appraising, and developing them

Getting results

SCOPEPersonnel AspectWelfare AspectIndustrial Relation Aspect

1. Personnel aspect-This is concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and development, layoff and retrenchment, remuneration, incentives, productivity etc.2. Welfare aspect-It deals with working conditions and amenities such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc.3. Industrial relations aspect-This covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc.

4FUNCTIONS

Human Resource PlanningProvides mechanisms to eliminate gaps that may exist between supply and demand

The process for identifying an organisations current and future human resource requirements, developing and implementing plans to meet these requirements and monitoring their overall effectiveness6How organizations assess the future supply of, and demand for, human resources Provides mechanisms to eliminate gaps that may exist between supply and demandThe process for identifying an organisations current and future human resource requirements, developing and implementing plans to meet these requirements and monitoring their overall effectivenessSystematic process of matching the internal and external supply of people with job openings anticipated in the organization over a specified period of time

Job AnalysisSystematic process of determining skills, duties, and knowledge required for performing jobs in organization.

Process of collecting and studying information relating to the operations and responsibilities of a specific job.

RecruitmentThe process of seeking and attracting a pool of people from which qualified candidates for job vacancies can be chosen.

The process of discovering potential candidates.

The process of attracting individuals in sufficient numbers with the right skills and at appropriate times to apply for open positions within the organization.

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SelectionHire or No Hire decision regarding each applicant for a job.

Choosing qualified individuals who are available to fill the positions in organization.

Selection ProcessInitial or preliminary ScreeningApplication blank or blanksPsychological TestEmployment interviewApproval by the supervisorPhysical examinationInduction or orientation

Check of referencesPreliminary SCREENINGUsed to eliminate unqualified candidates.Generally, there is no paper work at this stage.If the applicant looks like he can qualify for existing job openings, he or she is given the application blank to complete.

Application BlankApplication blank is used to get information from prospective applicant to help management to make a proper selection.It quickly collects the basic data about a candidate.It is also useful to store information for future use.An application forms consists ofBiographical dataEducational achievementsSalary and work experiencePersonal itemsNames and addresses of previous employers, references, etc.

Psychological TestMost organizations do not use psychological tests for selection.But larger the size of the firm, more are the chances of using psychological tests.Larger companies that can afford to conduct psychological tests do so to have a more detailed and accurate selection procedure.Smaller companies are more dependent on interviews.17

Employment InterviewInterview is the interaction between the interviewer and the applicant.It is the most common method of selection.It is a good method to get accurate information about the applicant.

18Before starting the interview, the important areas for asking questions should be worked out.The candidates application form should be examined to find his/her skills, incidents and experiences which are related to important areas for asking questions.The interviewer should make the candidate relaxed by starting with questions that are not directly related with the job.After the candidate is relaxed, the interviewer should ask the questions related to the job.Now the interviewer should make a tentative decision about the candidate.

18Types of InterviewsPreliminary interview These interviews are used for initial screening of applicants to know whether to proceed for a detailed interview or not. The applicant is given job details during the interview.Stress interview Pressure is created on the applicants to know how they handle stress. It helps to get an insight into the personality of the applicant which would not be possible in tension free situations.Depth interview These interviews cover the complete life history of the applicant like work experience, academic qualifications, health interest, hobbies, etc. It is good for executive selection.Patterned interview These interviews are a combination of direct and indirect questioning of the applicant. The interviewer knows which areas should be queried in detail and he also encourages the candidate to talk freely.

19Check of ReferencesReferences are used in most selection processes.During the selection process it is believed that former employers, friends and professional personnel give reliable evaluation of applicant.Reference checks are generally made by mail or telephone and sometimes personally also.

Approval by the SupervisorAt this stage, we can reach the conclusion about which candidate should be hired.

Congrats!! You have been selected 21

Physical ExaminationPhysical examination is done to check whether the applicants physical capabilities match with the job requirements or not.

The three basic objectives of physical examination are:To determine the applicants physical capabilities.To protect the company from needless claims under workers compensation laws.To stop communicable diseases from entering the organization22INDUCTIONIt is a systematic and planned introduction of employees to their jobs, their co- workers and the organization.

It is the process of introducing the new employee to the organization.

23Orientation is an important. It is often an employees first inside view of the company. Senior management should parTraining & DevelopmentA learning process and a task orientedTraining is short term, task oriented and targeted on achieving a change of attitude, skills and knowledge in a specific area. It is usually job related.

Development is a long term investment in human resources.

A systematic process through which an organizations human resources gain knowledge and develop skills by instruction and practical activities that result in improved corporate performance.

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Training Vs. Development

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Performance AppraisalsThe process of formally evaluating performance and feedback to an employee.

A process of evaluating an employee's performance of a job in terms of its requirements.

Two Purposes of Performance Appraisal 1. Evaluationdocument and let people know how well they are doing; judgmental role. 2. Developmentidentify how training and support can improve performance; counseling role. 36It is important to remember that the objective is to establish the employees performance level. Salary adjustments should be considered after agreement on the performance level.

Critical incidents methodsIn this method of Performance appraisal the evaluator rates the employee on the basis of critical events and how the employee behaved during those incidents.

It includes both negative and positive points.

Manager keeps a written record of positive and negative performance of employees.

Career Planning and Career DevelopmentCareer PlanningThe process of managing career goals and individual capabilities with opportunities for their fulfillment.

Career DevelopmentManages how a person grows and progresses in their career.

CompensationMonetary and non-monetary pay provided to an employee by an employer in return for work performed as required. Wages and Salary

Hourly wages and monthly rates salaryIncentives

Individual plansGroup plansFringe benefits

CPFGratuityMedical etc.Perquisites

Company carClub membershipFurnished houseetc.

Job content

Challenging job responsibilitiesSupervisionGrowth prospectsWorking conditionsEtc.FinancialNon FinancialDirect Financial Compensation - Pay that person receives in form of wages, salaries, bonuses, and commissions.

Indirect Financial Compensation (Benefits) - All financial rewards not included in direct compensation such as paid vacations, sick leave, holidays, and medical insurance.

Nonfinancial Compensation - Satisfaction that person receives from job itself or from psychological and/or physical environment in which person works.

49Employee RelationEmployee and employer relations describes the relationship between workers and employers in business.

Employee relation takes care of employee grievances, employee recognition, and boosting the morale of employees to make the working environment more healthy and at the same time fulfil the managements expectations and maintain the work culture and ethics.Conclusion 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, communication, administration, and training.

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