Unit-II

PUNJAB TECHNICAL UNIVERSITYMB 203HUMAN RESOURCE MANAGEMENTUNIT-IIPUNJAB TECHNICAL UNIVERSITYHuman Recourse Management (MB 203) Max. Marks 100External Marks: 60Internal Marks: 40UNIT- IIRecruitment & Selection: Meaning & Concept, Process & Methods Recruitment & Selections. Induction & Placement Process. Training & Development: Meaning & Concept of Training & Development, Methods of Training & Development, Difference Between Training & Development, Aligning Training to Business Needs, Future of Training & development. Career Planning & Coaching & Mentoring.

Chapter Wise DetailsC. NoTopic4Recruitment & Selection: Meaning & Concept, Process & Methods Recruitment and Selections. Induction & Placement Process. 5Training & Development: Meaning & Concept of Training & Development, Methods of Training & Development, Difference Between Training & Development, Aligning Training to Business Needs, Future of Training & development. 6Career Planning & Coaching & MentoringChapter No 4Recruitment & SelectionRecruitmentIt is a process of locating and encouraging potential applicants to apply for existing or anticipated job openings.Recruitment, logically aims atAttracting a large no of qualified applicants who are ready to take up jobsOffering enough information for unqualified persons to self select themselves out. Organization need for high quality employeesPotential applicants need for suitable jobInternal ApplicantsRecruitment: Matching the needs of applicants and organizationsInformation FlowEnvironment : Economic and social, Technological and politicalConstraints and challengesIn actual practice, it is always not easy to find and select a suitable candidate for a job opening. Sometimes the most suitable candidates may not have been motivated to apply due to several constraints.Poor ImageUnattractive JobConservative internal policiesLimited budgetary supportRestrictive policies of government

Various factors affecting recruitmentThe Economic environment : e.g. LPG have contributed to the demand for management graduates in risk management, marketing skills etc. Companies have done extensive advertising for recruitment. However by late 90s the recession have changed the rule of the game in sectors such as software, automobile, pharmaceuticals.The Technological Environment : New technology creates new jobs. In 1990s chronic shortage of people with requisite skills and knowledge in the field of software, telecommunications, insurance etc. In such a scenario, companies have to step up their recruitment efforts to compete successfully for the small numbers of suitable candidates available in the markets.Various factors affecting recruitmentThe Political Environment: In late 80s equal employment opportunities had become a major slogan in corporate circles.The Legal Environment :The Factories act, 1948 prohibits the employment of women and child (below 18 years) in certain jobs.The Social environment : e.g. At Intel, a managers main job is to take care of his employees career development. And each Intel employee has a development plan, on which he charts career. The employee and his manager talk about the formers goal and Intel invest on the training the employee requires.Process of Recruitment1.Human Resource Planning2.Identify Human Resource Requirements a) Demand or Surplus3.Determine the number of Vacancies4.Choose the resources and methods of recruitment5.Analyze the cost and time involved6.Implement the recruitment program7.Shortlist the candidates8.Evaluate the program

Sources of RecruitmentInternal sources (Recruiting people within)Merits DemeritsCost is minimalLimited ChoiceMost suitable Discourage the entry of new talentMore reliablePromote inefficiencyHelp in create satisfaction, loyalty and commitmentMay lead to infighting among employees aspiring higher level positions.Sources of RecruitmentExternal sources (Recruiting people outside)Merits DemeritsWide ChoiceExpensiveInjection of fresh bloodVery time consuming and long processGenerate healthy competitionCreate demotivationGives long term benefitsSometime this is very uncertain Methods of recruitmentInternal MethodsPromotion & TransferJob PostingEmployee Referrals

Direct & Indirect Methods1. Direct MethodCampus Recruitment

2. Indirect MethodAdvertisement News paperTelevisionRadio

Third Party MethodsConsultantsEmployment ExchangeGate Hiring and ContractorUnsolicited Applicants / Walk insInternet RecruitingExternal MethodsSelectionIt is the process of picking individual who have relevant qualifications to fill jobs in an organization. The basic purpose is to differentiating between applicants in order to identify and hire those with a greater likelihood of success in a job. The needs of the job are matched with the profile of candidates. The most suitable person is then picked up after eliminating the less suitable applicants through successive stages of the selection process.

Selection ProcessReceptionStep 1Selection TestStep 4Application BlankStep 3Screening InterviewStep 2Selection InterviewMedical ExaminationReference CheckHiring DecisionStep 5Step 6Step 7Step 81.Reception:- An organization has to create a favorable impression on the applicants right from the stage of reception.2.Screening Interview:- A junior executive from the HR Deptt may elicit responses from applicants for determining the suitability of an applicant for the job such as age, education, experience, pay expectations, aptitude, location choice etc. This may be consider as Courtesy interview & helps in screen out obvious misfits.3. Application Blank:- One of the most common method used to collect information on various aspects e.g. Personal data (address, sex, identification marks) , Marital data, Physical data, educational data, employment data, References information etc. Even When applicants come armed with elaborated resumes, it is important to ask the applicants to translate specific resume material into a standardized application form. 3.1 Weighted Application Blanks (WABs): To make the application form more job related, some organizations assign numeric values or weights to responses provided by applicants. This is a highly useful selection tool, as it solve the following purposes:It helps company to have a cross comparison of applicants , (fail to meet the eligibility criteria the company can reject the candidate at this stage itself)It can serve as a basis for initiating a dialogue at the interview

4. Selection TestingA test is a standardized, objective measure of a persons behavior, performance or attitude. Intelligence Test : These are mental ability tests. The basic objective of this test is to pick up employees who are alert and quick at learning things. This test measure various abilities such as memory, vocabulary, verbal fluency, numerical ability etc. These test are used at entry level management positions in Banking, Insurance and other financial Services Sector.Aptitude Test : Potential to lean certain skills e.g. clerical, mechanical mathematical etc. In order to select efficient office staff, aptitude tests are necessary. These test are generally used in combination with other tests e.g. intelligent and personality test. 4. Selection TestingPersonality Test : To measure the relation ship between personality factor and actual job criteria. These test measure basic aspects of an applicants' personality such as motivation, emotional balance, self-confidence, interpersonal behavior etc. There are 3 types of tests:Projective Test : Candidate interpret problems or situations based on their own motives, attitudes, values etc.Interest Test: These test show the areas of work in which a person is most interested.Preference Test: These test try to compare with the job and organizational requirements.Step 4. Selection TestingAchievement Test : To check whether the testee actually knows what he or she claims to know. e.g. A typing test shows typing proficiency.Simulation Test : It is a test which duplicates many of the activities and problems an employee faces while at work. It uses to assess potential of a candidate for managerial positions.Assessment centre : A small batch of applicants come to the assessment centre. Their performance in the situational exercises is observed and evaluated by a team of 6 to 8 trained assessors. Following are the activities these centre using The in-basket , The leaderless group discussions, Business Games, Individual presentations, Structured interview4. Selection Testing :Graphology Tests : It involves using a trained evaluator to examine the lines, loops, hooks, strokes, curves and flourishes in a persons handwriting to assess the persons personality and emotional make-up.Polygraph Test : The polygraph records changes in the examinee as the examiner puts questions that call for answer a series of questions.Integrity Test: These are designed to measure employees honesty to predict those who are more likely to steal from an employer of otherwise act in a manner unacceptable to the organization.

5. Selection Interview : It is an oral examination of candidates for employment. This is most essential step in the selection process. In this interviewer tries to obtain and synthesize information about the abilities of the interviewee and the requirements of the job. Most commonly used interviews are :The non-directive interview (no specific format)The directive or structure interview (Predetermined set of questions)The situational interview (A hypothetical incidents given )The behavioral interview (Actual work incidents given)Stress interview (how he/she responds to aggressive, rude & insulting Situations) Panel interview ((3 to 5 interviewers ask new and incisive questions)

6. Medical Examination : To ensure that the applicant is medically suitable for specific job. And to check whether the applicant has heath problems or psychological attitudes likely to interfere with work efficiency or future attendance.7. Reference Check : Candidates are required to give the names of two or three references in their application foams. A good reference check when used sincerely, will fetch useful and reliable information to the organization. 8. Hiring Decision : The line manager concerned has to make the final decision now whether to select or reject a candidate after soliciting the required information through different techniques.

PlacementAfter a candidate has been selected, he should be placed on a suitable job. Placement is the actual posting of an employee to a specific job. It involves assigning a specific rank and responsibility to an employee. Most organizations put new recruits on probation for a given period of time, after which their services are confirmed. During this period, the performance of the probationer is closely monitored. If the new recruits fails to adjust himself too the job and turns out poor performance, the organization may consider his/her name for placement elsewhere.Placement Major benefits of proper placement are:Employees knows what is expected of them.Employee shows good results on the job.Get along with people easily.Keep his spirits high, report for duty regularly.Develop a feeling of belongingness. Avoid mistakes and accidents

Induction / OrientationInduction is process meant to help the new employee to settle down quickly into the job by becoming familiar with the people, the surroundings, the job, the firm and the industry. Induction is the process of acquainting the new employees with the existing culture And practices of the new organization. It helpTo sort out all anxiety of recruited person. To ensure the effective integration of staff. Introduction to the company/department and its personnel structure.Relevant personnel policies, such as training, leaves, codes & ethicsTo clear doubtful situation between new employee and existing one

Objectives of Induction Removes fears : When a new comer steps into an organization various fears bother him a lot. And this program assist him in knowing more about: the job, its content, policies, rules, regulations, people to whom he is supposed to interact, term & conditions of employment.Creates a good impression : It aim is to make newcomer feel at home and develop a sense of pride in the organization. It helps him to : Adjust & adapt to new demands of the job, get along with people, what is expected of him etc.Acts as a valuable source of information : It classifies many things through employee manuals/handbook. It communicates specific requirements to the employee, put him at ease and make him feel confident about his abilities.Steps of Induction / OrientationWelcome to the organizationCompany DetailsDepartment of newcomer - detailsGive Company manualDetails about workgroup & extent of unionism Details about pay, benefits, holidays, leaves, attendance & punctuality etc.Explain training opportunities, career prospects Clear Doubt & encourage to ask questionsTake the employee on a guided tour of buildings, facilities etc.1.2.3.4.5.6.7.8.9.Organizational IssuesHistory of employerOrganization structureName & Title of key executivesEmployees title & departmentLayout of Physical FacilitatesProbationary periodOverview of SOPCompany policies & rulesEmployee handbookSafety procedures

Employee BenefitsPay scale and pay daysVacations and holidaysRest breaksTraining & education benefits Insurance benefitsRetirement benefits Employer-provided services Rehabilitation programmesIntroduction To supervisorTo trainers To co-workers To employee CounselorJob Duties Job LocationJob TasksJob Safety requirements Overview of job Job ObjectivesRelationship of other jobs29Mrs Sunita devi worked for 15 years in the ABC biscuit ltd. She joined very recently the Parle G Company as production Manager. She was supposed to attend a routine departmental meeting last Monday at 5:30 p.m, which was presided over by MD of the company. She did not attend the meeting as there was no formal or informal communication to her. The MD did not like her absence as there were many important items to be discussed regarding the production department. Mrs Sunita Devi was called by the MD on next day and asked explanation for not attending the meeting. Mrs Sunita Devi replied that there was no information. The secretary said that it was a routine meeting and as such information was not sending to any departmental head. But all heads, except Mrs Sunita Devi attended the meeting. Then, MD spent a lot of time to find out the man, who is responsible for the incident. But could not succeed. Lets Discuss!!Find out the person responsible for the incident.What can be the prevention steps you will take in future ..? Chapter - 5Training & Development

Training - DefinitionTraining is a learning experience that seeks a relatively permanent change in an individual that will improve his ability to perform on the job. De Cenzo and S Robbins.

Training is the act of increasing the knowledge and skill of an employee for doing a particular job. Edwin FlippoDevelopment - DefinitionDevelopment is a planned, systematic and continuous process of learning and growth by which managers develop their conceptual and analytical abilities to manage. It refers to formal education, job experience, relationships and assessment of personality and abilities that help employees perform effectively in their current or future job in an organizationsDifference in Training & DevelopmentLearning DimensionsTrainingDevelopmentMeant forOperativesExecutivesFocusCurrent JobCurrent & future jobsScopeIndividual EmployeeWork group or organizationInitiated byManagementIndividualContentSpecific Job relatedGeneral and all rounded knowledgeTime frameImmediateLong RunNeed for TrainingTo perform the assigned task more efficientlyHelp the employees to handle jobs competently, without any wastage.Enables employees to cope up with the latest technological changesHelps employees to improve their performance levels and achieve career goals comfortablyIt help employees mobile and versatile.Its bridges the gap between what the employee has and what the job demands.Training ProcessNeed Analysis PhaseDesign PhaseDevelopment PhaseImplementation PhaseEvaluation PhasePerformance GapDevelopment of training objectivesInstructional StrategyExecution of Plan Outcome EvaluationProcess evaluation dataVarious Training MethodsOn the Job Training MethodsOff the job Training MethodsJob RotationOne to one instructionComputer based TrainingProject ManagementApprenticeshipCoachingMentoring

Simulations / VestibuleRole PlaysLecturesSeminars / ConferencesProgrammed instructionsOn the Job Training MethodsOJT is a form of self-paced learning that allows the individual requiring training to acquire the necessary knowledge and develop the required skills while on job. It must include all four of the critical training elements:Transfer of knowledgeSkill acquisition and practiceCoaching by an experienced providerAssessment of performance in providing services (application of knowledge and skills)

On the Job Training MethodsJob rotation: It involves moving an employee through a series of jobs so he/she can get a feel for the task and its relative aspects. Job rotation is a management technique that assigns trainees to various jobs and departments over a period of a few years. Surveys show that an increasing number of companies are using job rotation to train employees. There are both positive and negative effects involved with job rotation that need to be taken into consideration when a company makes the decision to use this technique.One to one instructions: In this approach a new entrant sat alongside an existing skilled operator and told to watch them carefully. After a period of observation trainees were given their own machine and told to get on with the job.Computer based training : It is easy to provide this training and trainer can follow up with questions and discussions. It is easy to assure that the same information is presented to each trainee.On the Job Training MethodsOn the Job Training MethodsProject Management : Projects require the trainees to do something more innovative to improve the business as well as help them to learn about new area. Apprenticeship: Apprentices are trainees who spends a prescribed amount of time working with an experienced guide, coach or trainer. Apprenticeship and internship are similar to apprenticeships because both demand high levels of participation from the trainee.Coaching & Mentoring - MeaningCoaching Interactive process through which managers and supervisors aim to solve performance problems or to develop employees capabilities. Mentoring - "Mentoring is to support and encourage people to manage their own learning in order that they may maximize their potential, develop their skills, improve their performance and become the person they want to be." Eric Parsloe, The Oxford School of Coaching & Mentoring Various Training MethodsOn the Job Training MethodsOff the job Training MethodsJob RotationOne to one instructionComputer based TrainingProject ManagementApprenticeshipCoachingMentoring

Simulations / VestibuleRole PlaysLecturesSeminars / ConferencesProgrammed instructionsOff the Job Training MethodsThis method is necessary to get people away from their work environment to a place where disruptions are minimized. This enables the trainee to study theoretical information or be exposed to new and innovative ideas. New concepts and techniques can be presented to a large number of people in the shortest possible time.Views, opinions and information can be shared with a large group.The different speeds of individual learning who are usually forced to progress at a compromise rate.Off the Job Training MethodsSimulations / Vestibule : Trainees participate in a reality-based, interactive activity where they imitate actions required on the job. This type of training is commonly used for training personnel for clerical and semi-skilled jobs.Role Playing : Its an interactive method that involves realistic behavior in imaginary situation. This method of training involves action, doing and practices. The participants play the role of certain characters, such as production manager, mechanical engineer, quality control inspector etc.

Off the Job Training MethodsLecture Methods : Its an traditional and direct method of instruction. The instructor organizes the material and give it to a group of trainees in the form of talk. To be effective, the lecture must motivate and create interest among the trainees. An advantage of lecture method is that it is direct and can be used for a large group of trainees.Conference/discussion approach : The trainer delivers a lecture and involves the trainee in a discussion so that his doubt the job get clarified. When big organizations use this method, the trainer uses audio-visual aids such as blackboards, mockups and slides; in some cases the lectures are videotaped or audio taped. Programmed Instruction : This method has become popular in recent years. The subject-matter to be learned is presented in a series of carefully planned sequential units. These units are arranged from simple to more complex level of instruction. The trainee goes through these units by answering questions or filling the blanks. This method is, thus expensive and time-consuming.Off the Job Training MethodsVarious methods of Management DevelopmentType of Skill to be DevelopMethodDecision making SkillsIn basketBusiness GameCase StudyInterpersonal SkillRole PlaysSensitivity TrainingBehavior ModelingJob KnowledgeOn the job experiencesCoachingUnderstudyOrganizational knowledgeJob RotationMultiple managementGeneral KnowledgeSpecial CoursesSpecial MeetingsSpecific ReadingSpecific Individual NeedsSpecial projectsCommittee AssignmentsAligning Training To Business NeedsRational for how organizations can align training to business needsManagers expect training & development professionals to design and develop learning activities that will help the company successfully implement its strategy and reach its business goals.Strategic training & development initiatives are learning-related actions that a company should take to help it achieve its business goals and objectives.The organization have understood that training and development programme of the organization should support the business strategy . Organizations have realized that training is a tool not only for getting better performances, but also for creating organization-wide adaptability.

Aligning Training To Business NeedsRational for how organizations can align training to business needsDue to rapid changing environment organizations have realized to constantly realign their activities to meet new conditionsOrganization need their people to be empowered to take effective & efficient decisions that are linked to the strategy.The change in company strategy necessitated training to all employees in various new technical areas and cross-training in other jobs within their work areas.Organization have realized that worker knowledge is a competitive advantage and training is a strategic tool for it.Aligning Training To Business NeedsTo use human capital to gain a competitive advantage requires linking training & development to business strategy.The value of continuous learning translates into personal and professional growth opportunities including a commitment to self-development, coaching, learning etc.Organization for their consistent growth needs to develop their managers with dysfunctional behaviors through a combination of assessment, training and counseling.Organization have started acknowledging the need for Knowledge-based pay systems, and with the help of T&D an organization can ensure that their employees are in a learning environment which addresses the individual developmental needs.Future of Training & DevelopmentFollowing are the future trends that will affect Training and DevelopmentThe use of new technologies for training delivery will increaseDemand for training for virtual work arrangements will riseEmphasis on capture and storage and use of intellectual capital will increaseCompanies will rely on learning management systems, integration with business processes, and real-time learning

Training will focus on business needs and performanceTraining departments will develop partnerships and will outsourceTraining and development will be viewed more from a change model perspectiveIncrease emphasis on performance analysis and learning for business enhancementFuture of Training & DevelopmentChapter 3Career Planning, Coaching & Mentoring

Concept of CareerIt is sequence of positions held by a person during the course of a lifetime or a career consist of the changes in values, attitudes and motivation that occur as a person grows older.It also comprises of a series of work related activities a that provide continuity, order and meaning to a persons life.Successful people identify their career goals, plan and then take action.Stages in CareerExplorationFrom college to workFirst job and being acceptedEstablishmentWill Performance Increase or begin to decline Mid CareerLate CareerDeclinePreparing for RetirementThe elder statespersonPerformanceAge2535455565LowHigh57Career planning & its processIt is a process by which one selects career goals and the path to these goals. The major focus of career planning is on assisting the employees achieve a better match between personal goals and the opportunities that are realistically available in the organization.Identify individual needs and aspirationsAnalyzing career opportunitiesAligning needs and opportunitiesAction plan and periodic reviewCoaching & Mentoring - MeaningCoaching Interactive process through which managers and supervisors aim to solve performance problems or to develop employees capabilities.Mentoring - "Mentoring is to support and encourage people to manage their own learning in order that they may maximize their potential, develop their skills, improve their performance and become the person they want to be." Eric Parsloe, The Oxford School of Coaching & Mentoring Difference between Coaching & MentoringCoachingMentoringKey GoalsTo correct inappropriate behavior, improve performance and impart skillsTo support and guide personal growthInitiativesCoach Directs the learningProtg is in charge of learningVolunteerismVolunteerism is not necessary (although agreement to participate is essential)Mentor and Protg both volunteer FocusImmediate problems and opportunitiesLong-term personal career developmentRolesHeavy on telling appropriate feedbackHeavy on listening, role modeling, making suggestions and connectingDurationShort term and as-neededLong termRelationshipCoach is often the bossMentor is rarely the bossBenefits of Coaching & MentoringDeveloping employees KSAsOvercoming performance problemsIncreasing productivityCreating promotable subordinatesImproving retentionFostering a positive work culture Teaches the protg about a specific issue Facilitates the protg growth by sharing resources and networks Challenges the protg to move beyond his or her comfort zone Creates a safe learning environment for taking risks Focuses on the protg total development

CoachingMentoringThank You