PPT HRM.pptx ppt on human resource management

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1. HUMAN RESOURCE MANAGEMENT UL22BB241B Prof Viraja Kanawally MBA,M.phil, MA( Economics Member WICCI Faculty of Commerce & Management

2. PRINCIPLES OF HUMAN RESOURCE MANAGEMENT Employee Hiring: Recruitment Unit 2: Recruitment Recruitment process Internal v/s External recruitment Recruitment diverse workforce Challenges in effective Recruitment Evaluating & benchmarking Recruitment Case Analysis/ Class Presentation Selection; Selection process Selection; Tests; Interview Significance of background verification Impact of social media in selection Work samples and simulations Reliability & validity in selection tests Training & Development Training v/s Development Training need analysis Designing training programs Methods of training and developing employees Evaluating effectiveness of programs

3. Importance of background verifications

4. significance of social media in selection

5. Work Samples and Simulations Work samples Management assessment centers Video- based situational testing Measuring Work Performance Directly Miniature job training and evaluation

6. work samples and simulations Work samples and simulations are types of tests that measure an individual's ability to perform specific tasks or skills that are required for a particular job. These tests are often used in pre-employment testing and performance evaluations. Work samples are real-world tasks or activities that are representative of the job for which an individual is applying. For example, a typing test may be used as a work sample for a data entry job, or a mock sales call may be used as a work sample for a sales position.

7. Simulations Simulations are computer-based or role-playing exercises that simulate real-world situations and tasks that an individual is likely to encounter in a particular job. For example, a simulation may be used to test an individual's ability to make decisions or solve problems in a high-stress, time-sensitive environment.

8. Benifits of worksampling and simulation: 1. Increased validity: Work samples and simulations provide a more accurate picture of an individual's ability to perform the specific tasks and skills required for a particular job, compared to traditional pre-employment tests, such as written tests or interviews. 2. Improved reliability: Work samples and simulations are often standardized and controlled, which can increase the reliability of test results. 3. Better predictiveness: Work samples and simulations can be used to predict an individual's future performance on the job, which can help organizations make informed hiring decisions.

9. Realiability and validity Reliability Describes the consistency of scores obtained by the same person when retested with the identical or alternate forms of the same test. Are test results stable over time? Validity Indicates whether a test is measuring what it is supposed to be measuring. Does the test actually measure what it is intended to measure?

10. A test is, basically, a sample of a person’s behavior. Using a test (or any selection tool) assumes the tool is both reliable and valid. Few things illustrate evidence-based HR—the deliberate use of the best-available evidence in making decisions about the human resource management practices you are focusing on—as do checking for reliability and validity. Source: Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

11. T raining & Development Introduction Differences between Training, Education & Development Role Of Training & Development Identifying Training Needs Training & Development Process Establishing Training and Development Objectives Methods Importance of Training & Development Advantages

12. Introduction to Training Th is is a vital role played by the training and development in the working of the organizations. The training has many implications for health, productivity and safety in the personal development. The programs related to the training and development provided by an organization consist of a wide range of educational techniques. It may be attended by staff on a voluntary or compulsory basis.

13. Definition “The systematic acquisition of attitudes, concepts, knowledge, roles, or skills, that result in improved performance at work.” Training skill enhancement processes for non-managerial jobs Development skill enhancement processes for managerial jobs Training & Development

14. Differences between Training & Development Training 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.

15. Difference between Training and development

16. Types of Training and Development Technical Training Quality Training Skills Training Professional Training

17. Role Of Training & Development

18. Identifying Training N eeds Basic aim of Training Suitable change in the individual concerned. Should be related both in terms of organization's demand and that of individual’s . Various Methods for identifying Training Needs Organizational Analysis. Task Analysis. Man Analysis.

19. Training & Development Process

20. Establishing Training and Development Objectives Desired end results Clear and summarize objectives must be formulated

21. Select T&D Methods On the job training Job Rotation Coaching Job Instructions or Mentoring Internships Off the job training Distance Learning and Videoconferencing C lassroom programs Simulations Role Playing Inbasket method

22. Importance of Training Maintains qualified products / services Achieves high service standards Provides information for new comers Refreshes memory of old employees Achieves learning about new things; technology, products / service delivery Reduces mistakes - minimizing costs Opportunity for staff to feedback / suggest improvements Improves communication & relationships - better teamwork

23. Importance of Training Helps remove performance deficiencies in employees Greater stability, flexibility and capacity for growth in an organization Accidents, scraps and damages to machinery can be avoided Serves as effective source of recruitment It is an investment in HR with a promise of better returns in future Reduces dissatisfaction, absenteeism, complaints and turnover of employees

24. The considerations for designing a training program are as follows: 1. Needs assessment and learning objectives. This part of the framework development asks you to consider what kind of training is needed in your organization. Once you have determined the training needed, you can set learning objectives to measure at the end of the training. 2. Consideration of learning styles. Making sure to teach to a variety of learning styles is important to development of training programs. 3. Delivery mode. What is the best way to get your message across? Is web-based training more appropriate, or should mentoring be used? Can vestibule training be used for a portion of the training while job shadowing be used for some of the training, too? Most training programs will include a variety of delivery methods.

25. 4. Budget. How much money do you have to spend on this training? 5. Delivery style . Will the training be self-paced or instructor led? What kinds of discussions and interactivity can be developed in conjunction with this training? 6. Audience. Who will be part of this training? Do you have a mix of roles, such as accounting people and marketing people? What are the job responsibilities of these individuals, and how can you make the training relevant to their individual jobs? 7. Content . What needs to be taught? How will you sequence the information?

26. 8. Timelines. How long will it take to develop the training? Is there a deadline for training to be completed? 9. Communication. How will employees know the training is available to them? 10 . Measuring effectiveness of training. How will you know if your training worked? What ways will you use to measure this?

27. Designing a Training Programme

28. Evaluating effectiveness of programs

29. THANK YOU Prof.Viraja Kanawallu MBA, MPhil, MA Economics Assistant Professor, Faculty of Commerce & Management