human resource management selection process

human resource

1. Human Resource Management

2. Human Resource Management
12-2
•Theprocessofplanning,organizing,
directing,andcontrollingtheprocurement,
development,compensation,integration,
maintenance,and separationof
organizationalhumanresourcestotheend
thatorganizational,individual,andsocietal
needsaresatisfied.

3. Objectives of HRM
•Toprovide,utilizeandmotivateemployeesto
accomplishorganizationalgoals.
•Tosecureintegrationofindividualandgroupsin
securingorganizationaleffectiveness.
•Toutilizehumanresourceseffectively.
•Toincreasetothefullesttheemployee’sjob
satisfactionandselfactualization.
•Tocreateasenseandfeelingofbelongingness–team
spiritandencouragesuggestionsfromemployees.

4. •Tohelpmaintainethicalpoliciesand
behaviourinsideandoutsidethe
organisation.
•Tomaintainhighmoralandgoodhuman
relationwithintheorganisation.
•Tomanagechangetothemutualadvantage
ofindividuals,groups,theorganisationand

5. 12-5
Human Resource Planning
•Human Resource Planning (HRP)
–Activities that managers engage in to forecast
their current and future needs for human
resources.

6. Human Resource Planning
•HRPistheactofdecidingonthe
requirednumberofworkerstomeetthe
requirementsinordertocarryoutthe
incorporatedplansoftheinstitution.
•P.BruceColemn

7. Human Resource Management
Human Resource Management includes all
activities used to attract & retain employees and
to ensure they perform at a high level in
meeting organizational goals.
These activities are made up of
1. Recruitment & selection.
2. Training and development.
3. Performance appraisal and feedback.
4. Pay and benefits.
5. Labor relations.

8. HRP-Steps

9. HRP-Objectives
•Assessing manpower needs for future and making
plans for recruitment and selection.
•Assessing skill requirement in future for the
organization.
•Determining training and the development needs
of the organization.
•Anticipating surplus or shortage of staff and
avoiding unnecessary detentions or dismissals.
•Controlling wage and salary costs.

10. •Ensuringoptimumuseofhumanresources
intheorganization.
•Helpingtheorganizationtocopewiththe
technologicaldevelopment and
modernization.
•Ensuringcareerplanningofevery
employeeoftheorganizationandmaking
successionprogrammes.
•Ensuringhigherlaborproductivity

12. Components of a Human Resource Management
System

13. HRM Components
•RecruitmentandSelection
–Usedtoattractandhirenewemployeeswhohavethe
abilities,skills,andexperiences.
–TrainingandDevelopment
–Ensuresthatorganizationalmembersdeveloptheskills
andabilitiesthatwillenablethemtoperformtheirjobs
effectivelyinthepresentandthefuture
•PerformanceAppraisalandFeedback
–Providesmanagerswiththeinformationtheyneedto
makegoodhumanresourcesdecisionsabouthowto
train,motivate,andrewardorganizationalmembers

14. •PayandBenefits
–Rewardinghighperformingorganizational
memberswithraises,bonusesandrecognition.
•Increasedpayprovidesadditionalincentive.
•Benefits,suchashealthinsurance,reward
membershipinfirm.
•Laborrelations
–Stepsthatmanagerstaketodevelopand
maintaingoodworkingrelationshipswiththe
laborunionsthatmayrepresenttheir
employees’interests

16. Recruitment Meaning
Inasimpleterm,recruitmentis
understoodastheprocessofsearching
forandobtainingapplicantsforjob,
fromamongwhomtherightpeoplecan
beselected.

17. Recruitment-Definition
•“Recruitmentisdefinedastheprocess
ofsearchingforprospectiveemployees
andstimulatingthemtoapplyforjob
intheorganization”.
•BFlippo
•“Itisaprocessinwhichtheright
personfortherightpostisprocured”.

18. Types Of Recruitment
•Arisefromchangesin
organization and
recruitmentpolicy
Planned
•By studying trends in the
internal and external
organization.
Anticipated
•Arise due to accidents,
transfer and illness.
Unexpected

19. Purposes And Importance
•Determinethepresentandfuturerequirementsofthe
organizationinconjunctionwiththepersonnelplanningand
jobanalysisactivities
•Increasethepoolofjobcandidateswithminimumcost
•Helpincreasethesuccessrateoftheselectionprocess
reducingthenumberofobviouslyunderqualifiedorover
qualifiedjobapplicants.
•Helpreducetheprobabilitythatthejobapplicants,once
recruitedandselectedwillleavetheorganizationonlyafter
shortperiodoftime.
•Meettheorganization’slegalandsocialobligationsregarding
thecompositionofitsworkforce

20. •Startidentifyingandpreparingpotentialjob
applicantswhowillbeappropriatecandidates
•Increaseorganizationalandindividual
effectivenessintheshortandlongterm.
•Evaluatetheeffectivenessofvariousrecruiting
techniquesandsourcesforalltypesofjob
applicants.

21. Objectives of Recruitment
•To attract people with multi-dimensional skills and
experiences that suit the present and future
organizational strategies
•To induct outsiders with new perspective to lead the
company
•To infuse fresh blood at all levels of organization
•To develop an organizational culture that attracts
competent people to the company
•To search or heat hunt/ head pouch people whose
skills fit the company’s values

22. •Todevisemethodologiesforassessing
psychologicaltraits
•Toseekoutnon-conventionaldevelopment
groundsoftalent
•Tosearchfortalentgloballyandnotjustwithin
thecompany
•Todesignentrypaythatcompetesonquality
butnotonquantum
•Toanticipateandfindpeopleforpositionsthat
doesnotexistyet.

23. 12-23
Recruitment and Selection
Recruitment
Placement
Manpower
planning
Job
analysis

24. Sources of Recruitment
SOURCES
OF
RECRUITMENT
DIRECT/ EXTERNAL
SOURCES
INDIRECT/ INTERNAL
SOURCES

25. Internal Sources
•Internalsourcesincludepresentemployees,employee
referrals,formeremployeeandformerapplicants.
•Presentemployees:promotionandtransfersfromamong
thepresentemployeescanbegoodsourceofrecruitment.
Promotionstohigherpositionshaveseveraladvantages.
Theyare:
–Itisgoodpublicrelations
–Itbuildsmorale
–Itencouragescompetentindividualswhoareambitious
–Itimprovestheprobabilityofagoodselection,since
informationofthecandidateisreadilyavailable
–Itislesscostly
–Thosechoseninternallyarefamiliarwiththeorganization.

26. •Employeereferrals:thisisthegood
sourceofinternalrecruitment.
Employeescandevelopgoodprospects
fortheirfamiliesandfriendsby
acquaintingwiththeadvantagesofa
jobwiththecompany,furnishingcards
introductionandevenencouraging
themtoapply.

27. •Formeremployees:someretiredemployees
maybewillingtocomebacktoworkonapart-
timebasisormayrecommendsomeonewho
wouldbeinterestedinworkingforthe
company.Anadvantagewiththesesourcesis
thattheperformanceofthesepeopleisalready
known.
•Previousapplicants:Althoughnottrulyan
internalsource,thosewhohavepreviously
appliedforjobscanbecontactedbymail,a
quickandinexpensivewaytofillanunexpected
opening.

28. Advantages:
–Itislesscostly
–Organizationstypicallyhaveabetterknowledgeof
theinternalcandidates.
–Anorganizationalpolicyofpromotingfromwithin
canenhanceemployees’morale,organizational
commitmentandjobsatisfaction.
•Disadvantages:
–Creativeproblemsolvingmaybehinderedbythe
lackofnewtalents.
–Divisionscompleteforthesamepeople
–Politicsprobablyhasagreaterimpactoninternal
recruitingandselectionthandoesexternalrecruiting.

29. External Sources
•Professionalortradeassociations:many
associationsprovideplacementservicesfortheir
members.Theseservicesmayconsistofcompiling
seekers’listsandprovidingaccesstomembers
duringregionalornationalconventions.
•Advertisements:theseconstituteapopularmethod
ofseekingrecruitsasmanyrecruiters;prefer
advertisementsbecauseoftheirwidereach.For
highlyspecializedrecruits,advertisementsmaybe
placedinprofessional/businessjournals.
Newspaperisthemostcommonmedium.

30. •Campusrecruitment:colleges,universitiesand
institutesarefertilegroundforrecruitment,
particularlytheinstitutes.
•Walk-ins,write-insandTalk-ins:write-insthose
whosendwrittenenquire.Thesejob-seekersare
askedtocompleteapplicationsformsforfurther
processing.
•Talk-inisbecomingpopularnow-indays.Job
aspirantsarerequiredtomeettherecruiter(onan
appropriateddate)fordetailedtalks.No
applicationsarerequiredtobesubmittedtothe
recruiter.

31. •Consultants:ABC consultants,Ferguson
Association,HumanResourcesConsultantsHead
Hunters,ConsultancyBureau,AimsManagement
ConsultantsandTheSearchHousearesomeamong
thenumerousrecruitingagents.Theseandother
agenciesintheprofessionareretainedby
organizationsforrecruitingandselectingmanagerial
andexecutivepersonnel.
•Contractors:Contractorsareusedtorecruitcasual
workers.Thenamesoftheworkersarenotenteredin
thecompanyrecordsandtothisextent,difficulties
experiencedinmaintainingpermanentworkersare
avoided.

32. •InternationalRecruiting:Recruitmentin
foreigncountriespresentsuniquechallenges
recruiters.Inadvancedindustrialnationsmore
orlesssimilarchannelsofrecruitmentare
availableforrecruiters.

33. MODERN SOURCES OF RECRUITMENT
–Walk-in
–Consultin
–Telerecruitment:Organizationsadvertisethe
jobvacanciesthroughWorldWideWeb
(WWW)

34. RECRUITMENT PROCESS/STEPS
STEPS
Planning
Strategy
development
Searching
Screening
Evaluation &
Control

35. FACTORS AFFCTING RECRUITMENT
•Thesizeoftheorganization
•Theemploymentconditionsinthecommunitywhere
theorganizationislocated
•Theeffectsofpastrecruitingefforts.
•Workingconditionsandsalaryandbenefitpackages
offeredbytheorganization.
•Therateofgrowthoforganization
•Thelevelofseasonalityofoperationsandfuture
expansionandproductionprograms.
•Culture,economicalandlegalfactorsetc.

36. Selection

37. Selection Process
•Itistheprocessofchoosingfromamong
applicantsthebestqualifiedindividuals.
•Selectingincludesinterviewing,theemployer’s
offer,acceptancebytheapplicant,andsigningof
acontractorwrittenoffer.
•Selectionmaybecarriedoutcentrallyorlocally,
butineithercasecertainpoliciesormethodsare
adopted.

38. STEPS IN SELECTION
•Interview by personnel department
•Pre-employment tests-written/oral/practical
•Interview by department head
•Decision of administrator to accept or reject
•Medical examination
•Check of references
•Issue of appointment letter.

39. Placement
•The determination of the job to which an
accepted candidate is to be assigned.
•State of being placed or arranged

40. IMPORTANCE OF SELECTION AND
PLACEMENT
•To evaluate job applicants in view of individual
differences and capabilities
•To select qualified and competent hands that can
meet the job requirement of the organization
•To help in human resources, man power planning
purposes in organization
•To reduce recruitment cost that may arise as a
result of poor selection & placement exercises.

41. Orientation
•“Orientation/Inductionistheprocess
ofreceivingandwelcomingan
employeewhenhefirstjoinsa
companyandgivinghimbasic
informationheneedstosettledown
quicklyandhappilyandstartwork”.

42. Objectives of Orientation
•To reduce the initial anxiety all new employees.
•To familiarize the new employees with the job,
people, work-place, work environment and the
organisation.
•To facilitate outsider –insider transition in an
integrated manner.
•To assist the new employee in identifying
individual strengths and weakness.
•To reduce the cultural shock faced in the new
organisation.

43. Contents of Orientation Program
InformalInduction
•Thisisanunplannedinductionprogramme.This
maybesimplyanintroductiontothenewentrant
aboutthejobandorganisation.Suchtypeof
inductionprogrammeisgenerallycarriedoutby
themediumandsmall-scaleunits.
•Itisoftwotypes;
•SupervisorySystem
•Buddyorsponsorsystem

44. Formal Orientation
•Formal induction is a planned programme carried
out to integrate the new entrant into the
organisation. This is usually carried out by the
large size organisation.
•It includes the following contents;
1.Brief history of the organisation.
2.Organizational mission, vision, objectives and
philosophies.
3.Policies and procedures of the organisation.
4.Rules and regulation of the organisation.

45. 5.Organisationalstructureandauthority
relationship.
6.Termsandconditionsofjobincluding
remuneration,workinghours,holidays,
promotionalavenues,etc.
7.Welfaremeasureslikesubsidizedcanteen,
transport,healthandrecreationfacilities,etc.
8.Safetymeasures.

46. Promotion
•A change for better prospects from one job to
another job is deemed by the employee as a
promotion.

47. Training
•Trainingistheprocessofteachingthenew
and/orpresentemployeesthebasicskills
theyneedtoeffectivelyperformtheirjobs.
•“Trainingistheactofincreasingthe
knowledgeandskillsofanemployeefor
doingaparticularjob.”

48. Reasons of Training
•Increasetheuseoftechnology
•Tominimizelaborturnover
•Toincreasetheproductivity
•Tomanagetimeeffectively
•Toraisethemoraleofemployees

49. Areas of training
•Knowledge
•Technical skills
•Social skills
•Attitudes
•Experience

50. Characteristics Of Training Program
•Individualdifferences
•Relevanceofjobrequirements
•Determinationoftrainingneeds
•Shouldberesultoriented

51. Importance Of Training
•Reduction in learning time
•Better performance
•Reduced supervision
•Increases Morale of the employees
•Facilitates organizational stability and flexibility
•Develops employees skills, talents, competency
•Decreased accidents
•Better use of raw material and other resources
•Increase in production

52. Training and Development

53. STAFF DEPLOYMENT
Staffdeploymentisapersonnel
activitytoensurethatthelaborofthe
organizationwouldbecontinuouslyinan
optimalrelationtothejobsand
organizationalstructure.
Deploymentistheprocessofusing
personnelinaneffectiveandefficientway.

54. Objectives
•Become familiar with policies and protocols of
the institution
•To instill the confidence to carry out the duties
and responsibilities
•Maintain smooth functioning of the organization
•To provide quality nursing care to the patient
•To manage emergency situation
•To make use of available resources
•To deliver the patient care equally and
uniformally

55. Staff Promotion
•“Apromotionisthetransferofanemployeetoa
jobwhichpaysmoremoneyoronethatcarries
somepreferredstatus.”—ScottandClothier
•“Promotionistheadvancementofanemployee
toabetterjob-betterintermsofgreater
responsibilities,moreprestigeorstatus,greater
skillandespecially,increasedrateofpayor
salary.—PigorsandMyers

56. Types of Promotion
1.Horizontal promotion: When an employee is
shifted in the same category, it is called ‘horizontal
promotion’.
2.Vertical Promotion: This is the kind of promotion
when an employee is promoted from a lower category
to lower category involving increase in salary, status,
authority and responsibility.
3.Dry Promotion: When promotion is made without
increase in salary, it is called ‘dry promotion’.

57. Purposes of Promotion
•Torecognizeanemployee’sskillandknowledgeand
utilizeittoimprovetheorganizationaleffectiveness.
•Torewardandmotivateemployeestohigherproductivity.
•Todevelopcompetitivespirit
•Increasesenseofbelongingness.
•Toretainskilledandtalentedpeople.
•Toattracttrained,competentandhardworkingpeople.
•Toimpresstheotheremployeesthatopportunitiesare
availabletothemtooiftheyalsoperformwell.
•Toimprovemorale
•Toimprovehumanrelations

58. Superannuation
•Form of savings and investment → save during
working life to provide money in retirement
•‘Pension’ in most countries = employment-
related retirement savings
•Every organization have a plan of superannuation
for their employee.