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    Human Resource Management

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    laleenmehta
    Human resource management involves planning, recruiting, selecting, orienting, training, developing, and compensating employees to achieve organizational objectives. It deals with productively using people and satisfying individual needs. Key aspects of HRM include recruitment, selection, orientation, training, performance management, compensation and benefits, career development, and decruitment. The goal of HRM is to attract, retain and motivate qualified employees through these processes while aligning individual and company goals. Effective HRM is important for organizational success since people are critical assets and their performance impacts outcomes.

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    Human Resource Management

    Uploaded by

    laleenmehta
    33 views59 pages
    Human resource management involves planning, recruiting, selecting, orienting, training, developing, and compensating employees to achieve organizational objectives. It deals with productively using people and satisfying individual needs. Key aspects of HRM include recruitment, selection, orientation, training, performance management, compensation and benefits, career development, and decruitment. The goal of HRM is to attract, retain and motivate qualified employees through these processes while aligning individual and company goals. Effective HRM is important for organizational success since people are critical assets and their performance impacts outcomes.

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    Human Resource

    Original Title

    HRM Plan

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    Human resource management involves planning, recruiting, selecting, orienting, training, developing, and compensating employees to achieve organizational objectives. It deals with productively using people and satisfying individual needs. Key aspects of HRM include recruitment, selection, orientation, training, performance management, compensation and benefits, career development, and decruitment. The goal of HRM is to attract, retain and motivate qualified employees through these processes while aligning individual and company goals. Effective HRM is important for organizational success since people are critical assets and their performance impacts outcomes.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    33 views59 pages

    Human Resource Management

    Uploaded by

    laleenmehta
    Human resource management involves planning, recruiting, selecting, orienting, training, developing, and compensating employees to achieve organizational objectives. It deals with productively using people and satisfying individual needs. Key aspects of HRM include recruitment, selection, orientation, training, performance management, compensation and benefits, career development, and decruitment. The goal of HRM is to attract, retain and motivate qualified employees through these processes while aligning individual and company goals. Effective HRM is important for organizational success since people are critical assets and their performance impacts outcomes.

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    Human Resource Management

     You have decided to start a business to purchase


    old fashioned antique cars and selling to the
    selected customers after renovation and
    overhauling. The target customers are all over the
    country, extremely rich individuals with a
    classical taste. Do you think it is viable business,
    if yes Why? And if not Why not?
    IMPORTANCE OF HRM
     Our world is an organizational world. We are surrounded by
    organizations and we participate in them as members,
    employees. Most of our life is spent in organization, and they
    supply the goods and services on which we depend to live.
    Organizations on the other hand depend on people, and without
    people, they would disappear.

    People are important assets of an organization.
     Success of an organization depends upon people.
     People’s performance depends upon careful attention to them.
    HUMAN RESOURCE MANAGEMENT
    Involves the productive use of people in
    achieving
     the organization's strategic Objectives
     the satisfactions of individual employees
    needs.

    “ HRM is the management function that


    deals with recruitment, orientation,
    training, development, compensating and
    firing of employees.”
    COMPONENTS OF A HRM SYSTEM

    Human
    Human Resource Career
    Career Compensation
    Resource Compensation &
    &
    Planning
    Planning Development
    Development Benefits
    Benefits

    Performance
    Performance
    HRM
    HRM Management
    Recruitment
    Recruitment Management

    Selection Training/
    Training/
    Selection Orientation
    Orientation Development
    Development
    Recruitment
    RECRUITMENT
     refers to the process of attracting, screening, and
    selecting a qualified person for a job.
    There should be
     Total quality recruitment’

     ‘zero defects recruitment’


    RECRUITMENT
    SOURCES;
     using appropriate media

    a. local or national newspapers

    b. Employment agency

    c. specialist recruitment media

    d. job centers

    METHODS:
     Internal Advertisement

     External Advertisement
    EMPLOYEE TESTING AND
    SELECTION
    SELECTION
     Process of choosing the best and the right candidate
    for the position for the vacancy and for the
    organization.
     It requires the candidate should possess skills,
    abilities, knowledge, eligibility, qualification and
    many more.
     The scheme used for optimally staffing the
    organization
    TOOLS OF SELECTION PROCESS
     1. Announcement of the job position

    2. Acceptance of the application forms

    3. Screening tests of the candidates ( minimum requirement)

    4. Screening of the application

    5. Written tests / Process of examination

    6. Employment face to face interview

    7. Medical process

    8. Letter of appointment
    Orientation
    ORIENTATION
     Definition
     Introduction of new
    employee to their
    job, their colleague
    and the organization.
     Types
     Formal
     Informal
    EXAMPLES

     Names & titles of key executives.


     Employees title & department.
     Vacations
     Rest break
     Over view of production process.
     Company policies & rules.
     Disciplinary regulations
    Training
    TRAINING
     Training represents
    activities that teach
    employees how to
    better perform their
    jobs.

     The process of
    teaching new
    employees the basic
    skills they need to
    perform their job.
    TRAINING
     Process of altering human behavior and attitude
    in a way that increase probability of goal
    attainment.
     Planned activity conducted after a thorough need
    analysis and target at certain competencies, most
    important it is to be conducted in a learning
    atmosphere.
    BENEFITS OF TRAINING

     Improves profitability.
     Improves the job knowledge & skills.
     Improves morale of work force.
     Helps in understanding & carrying out
    organizational policies.
     More efficient problem solving & decision making.
     Adjust to change.
     Increases job satisfaction.
    EMPLOYEE TRAINING METHODS

     On the job.
     Job rotation.
     Mentoring &
    coaching.
     Work books &
    manuals.
     Class room lectures.
    DEVELOPMENT

    Development concerns itself with


    preparing people for future assignments
    and responsibilities.
    EXAMPLE
     At Goodyear employees are expected to
    mandatorily attend training program on
    presentation skills however they are also free to
    choose a course on ‘perspectives in leadership
    through literature’. Whereas the presentation
    skills program helps them on job(Training) the
    literature based program may or may not help
    them directly but future oriented (development).
    PERFORMANCE APPRAISALS
    AND MANAGING CAREER
    EMPLOYEE PERFORMANCE
    MANAGEMENT

     Performance management is a process used


    within organization to establish and evaluate
    an individual’s job performance to achieve
    goals and objectives.
    THE PROCESS IN PERFORMANCE APPRAISALS

     Establishing performance goals and standards


     Measuring actual performance.
     Comparing actual performance and standards
     Performance review
     Making corrective action (if necessary)
    EXAMPLES
     Managers of all departments including all field
    managers.
     Team-based verification of employees
    performance
     360 Degree feedback
    COMPENSATION

     “What
    employees
    receive in
    exchange for
    their work.”
    COMPENSATION
     Employers are able to attract and retain
    employees who will contribute to the
    organization’s success
    “EMPLOYER BRANDING”
     Employees feel they are compensated/rewarded
    fairly/equitably for their efforts and contributions
    to an organization’s success
    COMPENSATION OBJECTIVES
    To attract and keep the desired quality and mix of
    employees
     To ensure fair and equitable treatment
     To motivate employees to improve their performance
    continually
     To ensure compensation is maintained at the desired
    competitive level
    Total Compensation
    Employee Satisfaction
    Supportive Corporate Culture
    Executive Sponsorship

    Rewards Benefits
    • Bonus • Health Plans
    • Salary Increases • Retirement Plans
    • Promotions • Vacation/ time off
    • Equity Offerings
    Salary • Paid Training
    • Awards • Pay • Working Hours
    • Recognition • overtime
    • New job assignments
    EXAMPLE
     Increment on Salary
     15 % on best performance
     7 % on average Performance

     Performance bonus on net


    profit
    (ADDITIONAL INCENTIVES) COMPENSATION
    EXAMPLES
     Friendly Working Environment
     Semi De-Centralized Model
     Pick & Drop Service
     Allowances for Food
     Insurance
     Security
     Work Scheduling
    RESIDENTIAL FACILITY
    MANAGING CAREERS
    CAREER

    A sequence of positions held by a person


    during his or her lifetime.
    It is also defined as “advancement”.

    Full guidance to
    employees in
    developing their career
    DECRUITMENT
     Techniques for reducing the labor supply within
    an organization.
     e.g.
    firing
    transfers
    retirements.
    REASON OF FIRING
     For poor performance at work or low
    productivity.
     Being undisciplined or showing unethical
    behavior at work.
     Not conforming to the company policy
    THE HRM PROCESS

    Human
    Resource
    management

    Recruitment Decruitment

    Selection Orientation Training

    Career Compensation Performance


    development benefits management
    Human Resource
    Planning
    THE PROCESS OF HUMAN RESOURCE
    PLANNING
     Organizations need to do human resource
    planning so they can meet business objectives
    and gain a competitive advantage over
    competitors.

     Human resource planning compares the present state


    of the organization with its goals for the future
     Then identifies what changes it must make in its
    human resources to meet those goals
    HRM “PLANNING”
     Human resource planning is designed to
    ensure the future personnel needs will be
    constantly and appropriately met.
     The HR planning model must address measurement of
    employment data
    “ The process by which managers ensure that
    they have the right number and kinds of
    people in the right places, and at the right
    times, who are capable of effectively and
    efficiently performing assigned tasks.”
    EXAMPLES
     The percentage of vacant positions,
     The length of time it takes to get new employees.
     The percent of new jobs you'll add each year.
    OVERVIEW OF THE HUMAN RESOURCE
    PLANNING PROCESS
    HUMAN RESOURCE FORECASTING

     HR Forecasting attempts There are three major


    to determine the supply steps to forecasting:
    and demand for various
    types of human resources, 1. Forecasting the demand
    and to predict areas for labor
    within the organization 2. Determining labor
    where there will be labor supply
    shortages or surpluses. 3. Determining labor
    surpluses and shortages
    HUMAN RESOURCE PLANNING

    FORECASTING HR REQUIREMENTS
    (DEMAND ANALYSIS)

    Trying to predict future staffing needs

    FORECASTING HR AVAILABILITY
    (SUPPLY ANALYSIS)

    Predicting worker flows and availabilities


    DETERMINING LABOR SURPLUS OR
    SHORTAGE
     Based on the forecasts for labor demand and
    supply, the planner can compare the figures to
    determine whether there will be a shortage or
    surplus of labor for each job category.
     Determining expected shortages and surpluses
    allows the organization to plan how to address
    these challenges.
    CONT…
     SURPLUS LABORS
    Downsizing
    Early retirements
     SHORTAGE OF LABORS
    New recruitment
    Attractive package
    Overtime
    JOB ANALYSIS DEFINED…….
     A systematic way to gather and analyze
    information about

    the content

    and the human requirements of jobs

    and the context in which jobs are
    performed
    JOB JOB ANALYSIS

    Job analysis is the


    procedure through
    which you determine
    the duties of positions
    and characteristics of
    the people to hire for
    them..
    OUTCOMES OF JOB ANALYSIS

    Job Analysis

    Job Job Job


    Description Specification Evaluation
    OUTCOMES OF JOB ANALYSIS continued....
     Job Description
    A written statement of what a job holder does, how its done and why it
    is done.
    Duties, responsibilities and accountabilities

     Job specification
    A statement of the minimum qualifications that a person must possess to
    perform a given job successfully.
    KSA’s ( Knowledge, skills, abilities)

     Job Evaluation
     Relative value of the job in the organization
    METHOD OF COLLECTING JOB
    ANALYSIS INFORMATION

     Interview
     Questionnaires
     Observation
     Participant diary
    JOB ANALYSIS IS A PANACEA
    Job Design

    Union Relations Recruitment

    Job
    Analysis
    Safety & Health Training

    Compensation Legal Aspect


    WORKFORCE DIVERSITY
     People in an organization belongs to different
    areas, religion, culture, location, gender,
    languages, race, professional status and
    individual styles.
     POSITIVE AND NEGATIVE ASPECTS
    HUMAN CAPITAL
     A company's human capital asset is the collective
    sum of the attributes, life experience, knowledge,
    inventiveness, energy, and enthusiasm that its
    people choose to invest in their work.
     human capital is not the people of an
    organization its their knowledge, experience etc.
    HUMAN CAPITAL INCLUDES..
     Effective leadership
     Recruitment of key individuals
     Major training program
    RISK…
     Losing key people
     High turnover
     Difficulty in recruiting appropriate people
    DEF….

    Justin Slay defined four types of fixed capital


     Useful machines
     Buildings
     Improvements of land
     The acquired and useful abilities of all the
    inhabitants or members of the society
    PRIMARY AND SECONDARY FUNCTION OF H.R

     Primary Function:
    Human resource planning
    Equal employment opportunity
    Staffing
    Human resource development
    Compensation and benefits
    Health and safety
    SECONDARY FUNTIONS
     Performance management system
     Information system
     Job design

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