Planning and recruiting

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Information about Planning and recruiting
Business & Mgmt

Published on February 18, 2014

Author: ayeshakhalil3705



what is human resource management. functions of human resource management.scope and importance of human resource management, process of recruitment. forecasting, planning personnel planning and succession planning, attracting, using selection tools,and finally hiring new candidates and all about recruitment process.

HRM Definition Function of hrm Scope of HRM

 The five basic functions of planning, organizing, staffing, leading, and controlling. Organizing Planning Leading Controlling  The policies and practices involved in carrying out the “people” or human resource aspects of a management position, including recruiting, screening, training, rewarding, and appraising.

Nature of HRM Prospects of HRM Employee hiring HRM Industrial relation remuneration motivation

Human Resource Development Employee and Labour Relations Safety and Health Compensatio n Staffing Human Resource Management

 recruitment grievance resolution  union relations   selection  appraisal  education and development  salaries, wages  incentive plans and benefits forecasting  job analysis  attitude surveys  validation studies 

 People is the key factor of production.  Productivity is the key to measure a nation’s economic growth potential, and labour quality is the key to improving productivity.  Competition today is the competition for talents.  Since man is the most uncontrollable and unpredictable variable of all production variables, organizational success depends on the management of people.

 Organization needs: Profits, productivity and markets.  Individual needs: Maslow's Need Hierarchy  Physiological needs, security, belonging, selfrespect and self-actualization.

     the measurement of economic growth potential. Productivity formula: input : output Productivity of worker is the output per hour. Productivity of equipment is the output per every dollar invested. Productivity of energy is the output per every unit of energy consumed.

       Job placing. Orienting new employees. On-job training of employees. Interpreting company policies and procedures. Conducting job appraisals. Controlling labour costs. Labour protection and disciplines.     A line function: directing and managing people in the HRM department. A coordinating function: coordinating HRM activities across the organization. Staff functions: Same as the HRM functions plus labour relations and collective bargaining with the trade unions

Analysing work and designing jobs (recruiting) (selection) training and development performance management compensation employee relations

Type of human capital Judgment Experience training • Intelligence • Relationship • insight Organizational performance • Quality • Profitability • Customer satisfaction

 The process of deciding what positions the firm will have to fill, and how to fill them.  The process of deciding how to fill the company’s most important executive jobs. Overall personnel needs  The supply of inside candidates  The supply of outside candidates 

 The study of a firm’s past employment needs over a period of years to predict future needs.  A forecasting technique for determining future staff needs by using ratios between a causal factor and the number of employees needed.  Assumes that the relationship between the causal factor and staffing needs is constant

Initial Screening Application Blank Pre-employment Testing Interviews Reference Checks Medical Examination

According to Edwin B. Flippo,“  Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organisation Recruitment  is the activity that links the employers and the job seekers. A process of finding and attracting capable applicants for employment

 Looming undersupply of workers  Lessening of the trend in outsourcing of jobs  Increasingly fewer “qualified” candidates  The consistency of the firm’s recruitment efforts with its strategic goals  The available resources, types of jobs to be recruited and choice of recruiting methods  Non recruitment HR issues and policies  Line and staff coordination and cooperation

planning selection processing recruiting

Human Resources planning Staffing needs Job analysis recruitment Pool of applicant selection Job performance

Recruitment Planning and approval for staffing Position announcement Selection of recruitment strategies Selection Selection of „tests” Screen, interview, and checks (reference and other) Final selection / Negotiate and hire Postselection considerations 28

 Choosing from a pool of applicants the person or persons who offer the greatest performance potential.  Completion of a formal application form.  Interviewing.  Testing.  Reference checks.  Physical examination.  Final analysis and decision to hire or reject.

Job descriptio n Job specification Intelligence Honesty Aptitude Drug Reference checking Background investigation Personal specification Job analysis testing Selection Training & development Compensation & benefits Labor relationships hiring

Job analysis Job description Job specifition

Human Resource Planning Tasks Responsibilities Duties Recruitment Selection Training and Development Job Descriptions Performance Appraisal Job Analysis Compensation and Benefits Job Specifications Safety and Health Employee and Labor Relations Legal Considerations Knowledge Skills Abilities Job Analysis for Teams 34

Job description work to b done Job analysis Job specification (necessary personal characters

Effort directed toward producing or accomplishing results. distinct activity for specific purpose large segment of work A grouping of tasks, duties, and responsibilities that constitutes the total work assignment for an employee. one or more duties for 1 person

Job Requirements Recruitment Determine recruitment qualifications Selection Provide job duties and job specifications for selection process Performance Appraisal Provide performance criteria for evaluating employees Training and Development Determine training needs and develop instructional programs Compensation Management Provide basis for determining employee’s rate of pay

 Broadening the scope of a job by expanding the number of different tasks to be performed.  Increasing the depth of a job by adding the responsibility for planning, organizing , controlling, and evaluating the job.  The process of shifting a person from job to job. a process whereby employees rotate in and out of different jobs. 

Identification of the tasks, duties, and responsibilities of a job The knowledge, skills, and abilities an individual needs to perform a job satisfactorily.

 Used to further screen applicants by gathering additional job-relevant information.  Common types of employment tests:  Intelligence  Aptitude  Personality  Interests

What Tests Measure Cognitive (Mental) Abilities Motor and Physical Abilities Personality and Interests Achievement

Personality testing Physical testing Honesty testing Drug testing References

Extraversion  2) Agreeableness  3) Conscientiousness  4) Emotional stability  5) Openness to experience       Personality Dimension Outgoing, talkative, social, assertive Trusting, goodnatured, cooperative, softhearted Dependable, responsible, a chievementoriented, persistent Relaxed, secure, unworried Intellectual, imaginative, c urious, broad-minded Characteristics of Person Scoring Positively on Dimension

Exchange sufficient & necessary information to decide suitability  Social and ritual aspects. Audition. Group/power vetting  Candidate asserts abilities & presents experience.  Communicate relevant information about job/organisation - objective & subjective  Seduce candidate to become an organisational member  Satisfy candidate - give fair opportunity  Importance of not over-selling 

Selection Interviews Interview Structure Interview Content Interview Administration

Interview Formats directive interview following a set of sequence of questions Unstructured or Nondirective Interview Interview: non directive ask questions as they come to mind Structured or Directive Interview

Types of Questions Situational Interview Behavioral Interview Job-Related Interview Stress Interview

 Inquiries to previous employers, academic advisors, co-workers and/or acquaintances regarding applicant’s:  Qualifications.  Experience.  Past work records.  Can better inform potential employer.  Can enhance candidate’s credibility.

 A set of activities that provides the opportunity to acquire and improve job-related skills. Job rotation Coaching Mentoring Modeling Management development

 Base compensation  Salary or hourly wages  Fringe benefits  Additional non-wage or nonsalary forms of compensation  Flexible benefits  Employees can select a set of benefits within a certain dollar amount

Formally assessing someone’s work accomplishments and providing feedback.  Purposes of performance appraisal:   lets people know where they stand relative to objectives and standards.  assists in training and continued personal development of people.

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