Q.1) Define Human resource development?

Roles responsibility
and functions in an organization and its importance?
DEFINATION:
Human Resource Development (HRD) is a
framework for helping employees, develop there personal and
organizational skills, knowledge and abilities. Human Resource
Development includes such opportunities as employee training, employee
carrier development, coaching, succession planning, key employee
identification, tuition assistance and organizational development.
Role of Human Resource Development :
Human Resource Development reinforce the eecutive
!kills by marketing people aware about the skills re"uired for
#ob performance and by outlining performance standards.
$t uploads career planning and ensure all around growth of
employees.
$t makes utilization of manpower by employing right man to
right #ob at right time.
$t is two ways process and establishes congenital growth of
employees.
$t is action oriented. %mployee&s contributions are rewarded
handsomely.
$t facilitates human resource planning and control by
maintaining update data about the manpower for present and
future use.
$t fights resistance to changes and employees become
accommodating and willing to accept the change.
$t brings about an atmosphere of mutual trust and confidence
leading to overall better performance.
$t maintains transparency in administration.
$t encourages people to show innovation while solving problems
and also take calculated risks.
Responsibilities of Human Resource Development :
Fairness in the workplace:
'ne important managerial responsibility is making
sure that all managers and staff apply personnel policies on a day(to(day
basis and distribute tasks and responsibilities fairly and e"uitably among
employees. )hen developing an integrated human resource management
system, you should review your organization*s #ob classifications and related
salary scales to ensure that salaries are appropriate to the level of
responsibility and are competitive when compared with local economic
conditions.
Setting Work Priorities:
+ou should also review your organization*s
personnel policies, update them as needed, and make the updated
information available to all staff. 'ne of the steps you can take in
strengthening an HRD system is to make sure that all staff has a current
and up(to(date #ob description that provides them with information about
their general duties and responsibilities. ,he #ob description provides the
supervisor with a starting place in developing a work plan with the
employee.
Encouraging Good Performance:
-n important element of a work planning and
performance review system is holding #oint work planning and performance
review meetings on a regular basis. ,his system allows both the supervisor
and the employee to evaluate performance and to plan ahead for training or
other career development activities, if needed. - work planning and
performance review system can improve individual staff performance and
increase staff motivation. $f you use the system as the basis for creating a
staff development plan, it will also help you align staff development efforts
more closely with your organization*s goals.
Providing Meaningful Work:
.ommunicating to employees that their work
matters is an important element in an HRD strategy. %ngaging in systematic
planning and taking steps to make sure that people*s day(to(day work
directly supports the priorities of the organization is critical to meeting your
organization*s ob#ectives. ,hese ob#ectives represent the strategic areas in
which your organization has decided to focus in a given year, as identified
during your organization*s annual planning process.
Staff Development Responsibility :
/aking staff development a priority is an
importance component of a comprehensive HRD system. - well(managed
program of training and staff development can broaden the skills and
competencies of your staff and reap many pay(offs. 0ormal, organized
training is only one vehicle for staff development. 'ther staff development
strategies include1
'n(the(#ob learning through mentoring relationships2
.ross(functional assignments2
/embership in task forces and committees2
-dditional #ob assignments2
,echnical presentations and discussions at staff meetings.
,hese can all provide the challenge and opportunity needed for personal and
professional growth as well as increase the knowledge that people have in
common and epose them to new ways of thinking and doing.
Functions of Human Resource Development :
Develop a HR philosophy for the entire organization and get the
top management committed to it openly and consistently.
3eep inspiring the line managers to have a consistent desire to
learn and develop.
.onstantly plan and design new methods and systems of
developing and strengthening the HRD climate.
4e aware of the business5social5other goals of the organizations
and direct all their HRD effort to achieve these goals.
/onitor effectively the implementation of various HRD
subsystems.
)ork with unions and associations and inspire them.
.onduct human process research, organizational health surveys
and renewal eercise regularly.
$nfluence human resource policies by providing necessary inputs to
the human resource development5top management.
IMPORTANCE OF HUMAN RESOURCE
DEVELOPMENT:
Human Resource is the most $mportant and vital 0actor of %conomic
Development or it can be said that humans are the agents of development.
!ome of the importance of Human Resource or Human .apital is as follows1
1) Country Develops if The Human Resource is Developed: ,o
enhance economic development the state constructs roads, buildings
bridges, dams, power houses, hospitals, etc. to run these units doctors,
engineers, scientist, teachers, are re"uired. !o if the state invests in a
human resource it pays dividend in response.
2) Increase in Productivity: ,he batter education, improved skills,
and provision of healthy atmosphere will result in proper and most
efficient use of resources (non(natural 6 natural) which will result in
increase in economic production.
3) Eradication of Social and Economic Backwardness : Human
Resource development has an ample effect on the backwardness
economy and society. ,he provision of education will increase
literacy which will produce skilled Human Resource. !imilarly
provision of health facilities will result in healthy Human Resource
which will contribute to the national economic development.
4) Entrepreneurship Increase: %ducation, clean environment, good
health, investment on the human resource, will all have its positive
effects. 7ob opportunities would be created in the country. -nd even
business environment will flourish in the state which creates many #ob
opportunities.
5) Social Revolution : 4ecause of Human Resource development the
socio economic life of the peoples of a country changes drastically.
'ver all look changes thinking phenomena changes, progressive
thoughts are endorsed in to the minds of peoples.
Q.2) Wat are te various tecni!ues of "ob design? Wat are
te various metods of "ob evaluation #in brief)?
Definition1
$t is the process of deciding on the content of a #ob in terms of its duties, on
the methods to be used in carrying out the #ob, in terms of techni"ues,
systems and procedures and on the relation between the employees.
$ecni!ues of "ob design are as follo%s&
#1)'ob simplification&
$n the #ob simplification techni"ue the #ob is simplified.
- given #ob is divided into small sub(parts and each part is assigned to
different individual.
)ork simplification is introduced when #ob designer feels that the #ob is not
specialized.
'ob (nlargement&
7ob enlargement is a horizontal epansion of #ob tasks2 that is, the worker is
assigned more tasks at the same general skill level.
$n a manufacturing setting, #ob enlargement might mean having a worker do
several tasks at a work station rather than only one or two.
$n a bank, it might mean training a person to write home loans, car loans,
and installment loans rather than only one of these.
'ob (nricment
$t involves vertical epansion of a #ob&s responsibilities and skills.
$t may mean that a production worker is involved in the design of the
product or production process, is responsible for her own "uality testing,
handles customer complaints, or deals directly with suppliers.
0or #ob enrichment to be of greatest value, at least some of the added tasks
and responsibilities should involve greater use of the worker&s capabilities,
including creativity, pattern recognition, interpersonal communication, and
problem solving.
8ertical epansion of the #ob necessitates greater training and empowerment
of line workers.
'ob Rotation&
7ob rotation can be used to make work more interesting while eploiting the
efficiencies of narrowly defined, repetitive #obs is to have employees work
in teams and echange #obs on a periodic basis.
)ithin a department or production line there may be three, four, or more
different #obs, each involving a different level of interest for the workers.
$f workers take turns and rotate among the #obs, no one is stuck with an
etremely boring or physically demanding #ob all the time2 the desirable and
undesirable #obs are e"ually shared.
How often rotation occurs will vary from #ob to #ob and will be affected by
learning rates, the time needed to switch #obs, and the relative desirability of
the #obs.
)utonomous or *elf+Directed $eam& - self 9 directed work team is a
group of committed employees who are responsible for a :whole& work
process or segment that delivers a product or service to an internal or
eternal customer.

Hig+,erformance Wor- Design& $t is a means of improving
performance in an environment where positive and demanding goals are
set. $t starts from the principle of autonomous group working and
develops an approach which enables groups to work effectively together
in situations where the rate of innovation is high. %mployees are needed
to gain and apply new skills "uickly with minimum supervision for
operational fleibility.
'ob (valuation
.oncept
7ob %valuation is the process of analysis and assessment of #obs to ascertain
reliably their relative worth, using the assessment as a basis for a balanced
wage structure.
7ob %valuation is used to establish a wage structure which is acceptable to
both /anagement and ;abour by providing a relative value of every #ob in a
plant or industry.

Definition
7ob %valuation may be defined as <an attempt to determine and compare
demands which the normal performance of a particular #ob makes on normal
workers without taking into account into the individual abilities or
performance of the workers concerned.
.b"ectives of 'ob (valuation
,he ma#or ob#ectives of #ob evaluation are to help management achieve1
=. %"uitability of wage structure within the firm, and
>. .onsistency of the firm&s overall wage structure with that of the industry
in which the firm operates.
7ob evaluation methods are of two categories 9 non analytical and analytical
/on+)nalytical 0etods& ( ,hese methods make no use of detailed #ob
factors. %ach #ob is treated as a whole in determining its relative ranking.
Ranking /ethod
7ob 9 ?rading /ethod
)nalytical 0etods& +
@oint Ranking /ethod
0actor .omparison /ethod
Ran-ing 0etod&
,his is the simplest and the most inepensive method of evaluation.
,he evaluation is done by assessing the worth of each #ob on the basis of its
title or on its contents, if the latter is available.
,he #ob is not broken down into elements or factors. %ach #ob is compared
with others and its place is determined.
Drawbacks 9 7ob evaluation may be sub#ective, as the #obs are not broken
into factors. $t is hard to measure whole #obs.
'ob 1 2rading metod&
,his method does not call for a detailed or "uantitative analysis of #ob
factors. $t is based on the #ob as a whole.
Ander this method the number of grades if first decided upon and the
factors corresponding to these grades are then determined.
0acts about #obs are collected and are matched with the grades, which have
been established.
,he essential re"uirements of this method are to frame grade descriptions to
cover discernible differences in degree of skill, responsibility and other #ob
characteristics.
7ob grades are arranged in the order of their importance in the form of a
schedule. ,he lowest grade may cover #obs re"uiring greater physical work
under close supervision, but carrying little responsibility.
%ach succeeding grade reflects a higher level of skill and responsibility,
with less and less supervision.
/ore #ob classification schedules need to be prepared because the same
schedule cannot be used for all types of #obs.
,oint Ran-ing 0etod&
,his system starts with the selection of #ob factors, construction of degrees
for each factor, and assignment of points to each degree. Different factors
are selected for different #obs, with accompanying differences in degrees and
points. ,he range of grades and scores is also predetermined( for eample,
from >=B to >CB points, the Dth grade2 >C= to >D= points the Eth grade and so
forth. - given fob is placed on a particular grade, depending on the number
of points it scores.
3actor 4omparison 0etod&
Ander this method one begins with the selection of factors usually five of
them( mental re"uirements, skill re"uirements, physical eertion,
responsibility and #ob conditions.
,hese factors are assumed to be constant for all the #obs. %ach factor is
ranked individually with other #obs.
0or eample 9 all #obs may be compared first by the factor :mental
re"uirements&.
,hen the skills factor, physical re"uirements, responsibility and working
conditions are ranked.
,hus a #ob may rank near the top in skills but low in physical re"uirements.
,he total point values are then assigned to each factor.
,he worth of a #ob is then obtained by adding together all the point values.
Q.5) (6plain te process of training program? Wat are
te metods of training?
Definition of training1
-ccording to %dwin 0lippo, training is <the act of increasing the knowledge
and skill of an employee for doing a particular #ob.F
,raining may be defined as <a planned programme designed to improve
performance and to being about measurable changes in technical knowledge
and skills of employees for doing a particular #ob.F
0($H.D* .3 $R)7/7/2.
,wo methods of training.
)) ./ $H( '.8 $R)7/7/2&
,his type of training is also known as #ob instruction training, is the most
commonly used method.
Ander this method the individual is placed on a regular #ob and certain
skills are taught that are necessary to perform that #ob.
,he trainee learns under the supervision and guidance of a "ualified
worker or instructor. 'n the #ob training has the advantage of giving first
hand knowledge and eperience under the actual working conditions.
'n the #ob training method include #ob rotation, coaching, #ob instruction
or training through step(by(step and committee assignments.
a) 'ob rotation& 7ob rotation involves movement of trainee from
one #ob to another. ,he trainee receives #ob knowledge and
gains eperience from the supervisors or trainers in each of
different #ob assignment. ,his method gives on opportunity to
the trainee to understand the problems of employees on other
#obs and respect them.
b) 4oacing& $n coaching superior plays an active role in training
the subordinate by assigning him challenging tasks. ,he
superior acts as a coach in training the subordinate by assisting
and advising him to complete the assigned task..
c) 'ob instruction& ,his method is known as training through step
by step. Ander < <trainer eplains trainee the way of doing
#ob, #ob knowledge and skills and allows him to do the #ob. ,he
trainer appraises the performance of the trainee, provides
feedback information and corrects the trainee. ,he process or
the steps under #ob instruction method are as follows
!tep=1 @repare the employee for instruction. @ut him at ease.
%plain the #ob and its importance. ?et him interested in
learning the #ob.
!tep >1 @resent the #ob. 0ollow your breakdowns. %plain and
demonstrate one step at a time 9 tell why and howG !tress key
points. $nstruct clearly and patiently. ?ive everything you will
want back, but no more.
!tep C1 have him do the #ob. Have him tell why and how and
stress key points. .orrect errors and omissions as he makes
them. %ncourage him. ?et back everything you gave him in the
step >. .ontinue until you know he knows.
!tep H1 0ollow through. @ut him on his own. %ncourage
"uestions. .heck fre"uently. ;et him know how he is doing.
$f the learner has not learnt, correct him and teach him
repeatedly.

d) 4ommittee assignment& Ander committee assignment group of
trainers are given and asked to solve an actual organizational
problems.
,he trainee solves the problem #ointly. $t develops teamwork.

8) .33 $H( '.8 $R)7/7/2& Ander this method of training,
trainee is separated from the #ob situation and his attention is
focused upon learning the material related to his future #ob
performance.
!ince the trainee is not distracted by the #ob re"uirements, he
can place his entire concentration on learning the #ob rather
than spending his time in performing it. 'ff 9 field #ob training
methods are as follows1
1) 4lassroom metod&
.lassroom method for training personnel includes lectures,
discussions, role(playing and case study.
a) 9ectures& $t is common method to impart facts,
concepts, principles etc to a large group at one time.
,he main advantage of lectures is that it can be used for
a very large group at one time and there is low cost per
trainee.
b) Discussion& .ombining lectures with discussion
eliminate the limitation of one(way communication. $n
this method the trainees interact with the lecturer and
any doubts or misunderstanding of the concept and
principles are cleared.
c) 4ase study& $n this techni"ue, an actual or hypothetical
problem is presented to a training group for discussion
and solution. $t is important to note that the problem is
presented in cases is usually do not have a single
solution, but narrow mindedness of trainees is reduced
as problem(solving ability is increased.
>) :estibule training& $n this method, actual work conditions are
simulated in the classroom. /aterial, files and e"uipments
those are used in actual #ob performance are also used in
training. ,his type of training is commonly used for training
personnel for clerical and semi(skilled #obs. ,he duration of this
training ranges from days to a few weeks.
C) 4ommittee conference& .ommittees can be a method of
training. ,he #unior members of the committee can learn from
the discussion and interaction with the senior member of the
committee. ,he senior member can also learn from the opinions
and views epressed by the #unior members. .ommittees can
serve the purpose of developing good social relations. $n the
case of conference, group discussions and the meetings are held
to discuss various issues and to provide solutions to various
problems. ,he chairperson leads the discussion and then the
participants attempt to provide solutions. ,he conferences act as
a group interaction and echange of views and idea. $t reshapes
thinking and attitudes of tEhe participants.
H) Reading; television and video instructions& @lanned reading of
relevant and current management literature is one of the best
methods of management development. $t is essentially a self(
development programme. - manager may be aided by training
department, which often provide a list of valuable books. -lso
there are television programme that are features towards
management development. 8ideotapes are also available
whereby important managerial discussions, debates and talks
can be viewed and listened.
D) Role playing& $t is defined as a method of human interaction
that involves realistic behavior in imaginary situations. this
method of training involves actions, doing and practice. ,he
participants play the role of certain characters, such as
production manager, mechanical engineer, superintendents,
maintenance engineers, "uality control inspectors, foreman,
workers and the like. ,his method is mostly used for
developing interpersonal interactions and relations.

TRAINING PROCEDURE/PROCESS OF TRAINING :-

%very company has a specific training procedure, depending upon its
re"uirements. - general training procedure is eplained below along with
diagram
,R.4(**<,R.4(D=R( .3 $R)7/7/2
Determining training need of employee
!elect a target group for training
@reparing trainers
Developing training packages
@resentation
@erformance
0ollow up
1. Determining training needs of employee &+
$n the very =st step of training procedure, the HR department,
identifies the number of people re"uiring training, specific area in which
they need training, the age group of employee, the level in organization
etc. in some cases the employee may be totally new to the organization.
Here the general introduction training is re"uired. !ome employees may
have problems in specific areas2 here the training must be specific. ,his
entire information is collected by HR department.
2. *electing target group &+
4ased on information collected in step = the HR department divides
employee into groups based on the following.
-ge group of the employee to be trained
,he area in which training is re"uired
;evel of the employee in the organization
,he intensity of training etc.
>. ,reparing trainers &+
'nce the employees have been divided into groups, the HR
department arranges for trainers. ,rainers can be in house trainers or
specialized trainers from outside. ,he trainers are given details by HR
department, like number of people in the group, their age, their level in
organization, the result desired at the end of training, the area of training,
the number of days of training, the training budget, facilities available
etc.
?. ,reparing training pac-ages &+
4ased on the information provided by trainers, he prepares entire
training schedule i.e. number of days, number of sessions for each day,
topics to be handled each day, depth of which the sub#ect should be
covered, the methodology for each session, the tests to be given foe each
session, handout5printed material to be given in each session etc.
@. ,resentation &+
'n the first day of training program the trainer introduces
himself and specifies the need and ob#ective of the program. ,his is
done so that employees get the right idea about the ob#ectives. He then
actually starts the program. ,he performance of each employee is tracked
by the trained and necessary feedback is provided.
5. ,erformance &+
-t the end of training program the participants reports back to their
office or branches. ,hey prepare report on the entire training program
and what they have learned. ,hey the start using whatever they have
learnt during their training. ,heir progress and performance is constantly
tracked and suitable incentives are given if the participant is able to use
whatever he has learnt in training.
A. 3ollo% up &+
4ased on the employee performance, after training, the HR
department is able to identify what is eactly wrong with training
program and suitable correction is made in the training programme in the
future.
Q.A)Difference bet%een training and development?
(6plain any five metods of 0anagement development
program?
Difference bet%een training and development&
,raining Development
Iature ,angible in nature.
,raining is more
specific, #ob(related
information.
$ntangible in nature.
Development is more
general in nature,
especially at the top
level management level.
$mportance ,raining is important
because technology is
improving and
changing.
Development is
important to adapt to
new technology and
changing patterns in
organization.
!kills ,raining deals with
non( human skills.
Development deals with
human skills.
Directed towards ,raining is normally
directed at operative
employees and relates
to technical aspects.
$t is directed at
managerial personnel to
ac"uire conceptual and
human skills.
/ethodology ?reater emphasis on
'I(7'4 methods
?reater emphasis on
'00 the 7ob methods.
0re"uency ,raining is less
fre"uent2 it is carried
out mostly at induction
and every succeeding
stage of the #ob.
$t is more fre"uent and
continuous in nature.
)ho imparts /ostly the supervisors
impart training
!upervisors, eternal
eperts and self
undertake development.
Relevance ,raining is of more
relevance at #unior(
levels.
Development is of
higher relevance at
middle and senior
levels.
.ost involved $mparting is less
epensive
$mparting development
is more epensive.
Duration ,raining courses are
designed mostly for
short term.
$t involves a broader
long(term education for
a long run term.

/ethods of training managers
'n the #ob training off the #ob training
7ob rotation .lassroom method
@lanned progression !imulation
.oaching and counseling 4usiness games
Ander study .ommittees
7unior boards .onferences
Readings
$n(basket training
./ $H( '.8 0($H.D& +
'n the #ob method refers to training given to personnel inside the company.
,here are different methods of on the #ob training.
1. 'ob rotation
,his method enables the company to train managerial personnel in
departmental work. ,hey are taught everything about the department.
!tarting from the lowest level #ob in the department to the highest level
#ob. ,his helps when the person takes over as a manager and is re"uired
to check whether his #uniors are doing the #ob properly or not. %very
minute detail is studied.
2. ,lanned progression &+
$n this method #uniors are assigned a certain #ob of their senior in
addition to their own #ob. ,he method allows the employee to slowly
learn the #ob of his senior so that when he is promoted to his senior&s #ob
it becomes very easy for him to ad#ust to the new situation. $t also
provides a chance to learn higher level #obs.
>. 4oacing and counseling &+
.oaching refers to actually teaching a #ob to a #unior. ,he senior
person who is the coach actually teaches his #unior regarding how the
work must be handled and how decisions must be taken, the different
techni"ues that can be used on the #ob, how to handle pressure. ,here is
active participation from the senior.
.ounseling refers to advising the #unior employee as and when he
faces problems. ,he counselor superior plays an advisory role and does
not actively teach employees.
?. =nder study &+
$n this method of training a #unior is deputed to work under a senior.
He takes orders from the senior, observes the senior, attends meetings
with him, learns about decision making and handling of day to day
problems. ,he method is used when the senior is on the verge of
retirement and the #ob will be taken over by the #unior.
@. 'unior board &+
$n this method a group of #unior level managers are identified and they
work together in a group called #unior board. ,hey function #ust like the
board of directors. ,hey identify certain problems2 they study the
problem and provide suggestions. ,his method improves team work and
decision making ability. $t gives an idea about the intensity of problem
faced by the company. 'nly promising and capable #unior level managers
are selected for this method.
.33 $H( '.8 $R)7/7/2 0($H.D& +
'ff the #ob training refers to method of training given outside the company.
,he different methods adopted here are
1. 4lassroom metod &+
,he classroom method is used when a group of managers have to be
trained in theoretical aspects. ,he training involves using lectures, audio
visuals, case study, role play method, group discussions etc. ,he method
is interactive and provides very good results.
2. *imulation &+
!imulation involves creating an atmosphere which is very
similar to the original work environment. ,he method helps to train
managers in handling stress, taking immediate decisions, handling
pressure on the #obs etc. -n actual feel of the real #ob environment is
given here.
>. 8usiness games &+
,his method involves providing a market situation to the trainee
manager and asking him to provide solutions. $f there are many people
to be trained they can be divided into groups and each group
becomes a separate team and play against each other.
?. 4ommittee &+
- committee refers to a group of people who are officially
appointed to look into a problem and provide solutions. ,rainee
managers are put in the committee to identify and study a problem in the
organization and to provide suggestions on how they will solve the
problem and to eplain what they learnt from it.
@. 4onference &+
.onferences are conducted by various companies to have elaborate
discussions on specific topics. ,he company which organizes the
conference invites trainee managers from different companies and calls
for eperts in different fields to give presentations or lectures. ,he trainee
managers can ask their doubts to these eperts and understand how
problems can be solved on the #ob.
5. Readings &+
,his method involves encouraging the trainee manager to increase his
reading related to his sub#ect and then asking him to make a
presentation on what he has learnt. $nformation can be collected by
trainee manager from books, magazines and internet etc.
A. 7n bas-et training &+
,he method is adopted from the :$I& and :'A,& baskets normally
found in the manager&s cabin. $n this method the training is given to the
manager to handle files coming in and to finish his work and take
decisions within a specified time limit. ,he trainee manager is taught
how to prioritize his work, the activities which are important for his #ob
and how to take decisions within limited time.
Q.>)(6plain te process of HR planning? *o% flo% cart?
Definition1
-ccording to ?eisler, </anpower planning is the process 9$ncluding
forecasting, developing and controlling by which a firm ensures that it has(
J ,he right number of people,
J ,he right kind of people,
J -t the right places,
J -t the right time, doing work for which they are economically most
usefulF.
,rocess of HR planning&
=) -nalyzing organizational plans.
>) Demand forecasting 9 forecasting overall human resources
re"uirements in accordance with the organizational plans.
C) !upply forecasting 9 obtaining the data 6 information about
present 6 future human resource.
H) %stimating the net human resources re"uirements.
D) $ncase surplus, plan for redeployment, retrenchment and lay(off.
E) $ncase deficit, forecast future supply of human resources.
K) @lan for recruitment, development if supply is more than or e"ual
to net human resource re"uirements.
L) @lan to modify or ad#ust the organizational plan if supply will be
inade"uate with reference to future net re"uirements.
Q.?)Wat is te difference bet%een recruitment and
selection? Wat is induction? Write do%n its ob"ectives;
procedure and metods?
Recruitment !election
Recruitment is the process of searching the
candidates for employment and stimulating
them to apply for jobs in the organization
The basic purpose of recruitments is to
create a talent pool of candidates to enable
the selection of best candidates for the
organization, by attracting more and more
employees to apply in the organization
Recruitment is a positive process i.e.
encouraging more and more employees to
apply
Recruitment is concerned with tapping the
sources of human resources.

There is no contract of recruitment
Selection involves the series of steps by which
the candidates are screened for choosing the
most suitable persons for vacant posts.
The basic purpose of selection process is to
choose the right candidate to
fill the various positions in the organization.
Selection is a negative process as it involves
rejection of the unsuitable candidates
Selection is concerned with selecting the most
suitable candidate through various interviews
and tests.
established in recruitment. Selection results in a contract of service
between the employer and the selected
employee.
7nduction&
$nduction is the process of the receiving and welcoming an employee
when he first #oins a company and giving him the basic information he
needs to settle down "uickly and happily and start work.
$t also known as a :'rientation& orientation is therefore, the process
of indoctrination, welcoming, acclimatization, acculturalisation and
socialization.
.b"ectives of 7nduction&
i. ,o help the newcomer overcome his natural shyness and nervousness
in meeting new people in a new environment.
ii. ,o build up the new employee&s confidence in the organization and in
himself so that he may become an efficient employee.
iii. ,o develop among the newcomers a sense of belonging and loyalty to
the organization.
iv. ,o foster a close and cordial relationship between the newcomers and
the old employees and there supervisors.
v. ,o ensure that the newcomers do not from false impression and
negative attitude towards the organization or the #ob because first
impression is the last impression.
vi. ,o give the newcomers necessary information such as location of
cafeteria, toilets and locker rooms2 rest period and leave rules, etc
Q) *ort notes on&
4areer planning&
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.areer planning is one important aspect of human resource planning and
development.
%very individual who #oins an organization desires to make a good career
for himself within the organization.
He #oins the organization with a desire to have a bright career in terms of
status, compensation payment and future promotions.
0rom the point of view of an organization, career planning and development
have become crucial in management process.
-n organization has to provide facilities5opportunities for the career
development of individual employees.
$f the organizations want to get the best out of their employees, they must
plan regularly the career development programme in their organizations.
$n brief, career planning refers to the formal programme that organizations
implement to increase the effectiveness and efficiency of the human
resources available.
.areer planning and development is the responsibility of the HR department
of the organization.
-s already noted, every person #oining an organization has a desire to make
career as per his potentiality, ability, skills and so on.
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1) ,o map out careers of employees as per their ability and willingness
and to train and develop them for higher positions.
2) ,o attract and retain the right type of persons in the organization.
3) ,o utilize available managerial talent within the organization fully.
4) ,o achieve higher productivity and organizational development.
5) ,o provide guidance and assistance to employees to develop their
potentials to the highest level.
6) ,o improve employee morale and motivation by providing training
and opportunities for promotion.
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,he following activities5areas are covered within the scope of
organizational career planning1
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*uccession ,lanning
!uccession planning is the process or activities connected with the filling of
key positions in the organization hierarchy as vacancies arise.
!uccession planning focuses on identification of future vacancies and
locating the probable successor.
0or eample in succession planning the key concern can be who will be
net .%' or what will happen if the /arketing /anager retires in coming
/arch.
?rooming a person to fill an important position may take years.
!uccession planning involves identification of key positions in the company
and then scouting for people who can effectively fill those positions at short
notice.
7mportance of *uccession ,lanning
=. !uccession planning helps when there is a sudden need due to #ob
hopping5death of serious in#ury to a key employee.
>. ,here is little or no set back due to absence of key employee.
C. -cts as a motivator for the individual employee who comes to know of
the impending promotion in advance.
9abour turnover&
;abour turnover is the rate at which an employer gains and loses employees.

!imple ways to describe it are Mhow long employees tend to stayM or Mthe
rate of traffic through the revolving door.
<,urnover is measured for individual companies and for their industry as a
whole.
$f an employer is said to have a high turnover relative to its competitors, it
means that employees of that company have a shorter average tenure than
those of other companies in the same industry.
High turnover can be harmful to a company*s productivity if skilled workers
are often leaving and the worker population contains a high percentage of
novice workers
High ;abour ,urnover causes problems for a business. $t is costly, lowers
productivity and morale and tends to get worse if not dealt with.
;abour ,urnover does not #ust create costs, but some level of ;abour
,urnover is important to bring new ideas, skills and enthusiasm to the labour
force.
FRINGE BENEFITS:
0ringe benefits may be defined as wide range of benefits and services that
employees receive as an integral part of their total compensation package.
,hey are based on critical #ob factors and performance.
0ringe benefits constitute indirect compensation as they are usually
etended as a condition of employment and not directly related to
performance of concerned employee.
0ringe benefits are supplements to regular wages received by the workers at
a cost of employers.
,hey include benefits such as paid vacation, pension, health and insurance
plans, etc. !uch benefits are computable in terms of money and the amount
of benefit is generally not predetermined.
,he purpose of fringe benefits is to retain efficient and capable people in the
organization over a long period.
,hey foster loyalty and acts as a security base for the employees.
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#1) ,ayment for time not %or-ed by te employee&
Holidays.
8acations.
;eave with pay and allowances.
#2) 4ontingent and deferred benefits&
@ension payment.
?roup life insurance benefit.
?roup health insurance.
!ick leave, maternity leave, child care leave, etc.
!uggestion5service award
!everance pay.
#>) 9egally re!uired payments&
'ld age, disability and health insurance
Anemployment compensation
)orker*s compensation.
#?) 0isc. benefits&
,ravel allowances.
.ompany car and membership of clubs, etc
/oving epenses.
.hild care facilities.
,ool epenses and meal allowances, etc
Wages and *alary
)ages represent hourly rates of pay, and salary refers to the monthly rate of
pay, irrespective of the number of hours put in by an employee.
)ages and salaries are sub#ect to annual to small increments.

,hey differ from employee to employee, and depend upon the nature of #ob,
seniority, and merit.
Wages:
)ages are compensation. ,his includes basic wages, allowances,
bonuses etc. 'n the employers& points of view, wages form that part of
cost of production which is attributed as compensation paid to labor.
)ages are paid in the form of time rate or piece rate to the workers, who
are directly involved in the production or commercial activities.
Salary:
,his is compensation paid to the indirect labor in the form of cash.
$ndirect labor involves supervisors, managers and supporting staff like
office assistants, clerks, etc. !alaries are paid in the form of time rate,
mostly on monthly basis.
'n the basis of the employee needs and ability of the organization,
there are various kinds of wages. )ages are generally four types1
!ubsistence wages
/inimum )ages
0air )ages
;iving )ages
Q.@) Wat is >5C degree appraisal and %rite do%n its
advantages and disadvantages. (6plain its assessment
center?
CEB systems involve evaluation of a manager by every one above him,
alongside and below him.
!tructured "uestionnaires are used to collect responses about the manager
from his boss. @eers and subordinates.
!everal parameters relating to performance and behavior are used in the
"uestionnaire.
%ach manager is assessed by a minimum of fifteen colleagues, at least two
of then being his bosses, four of them peer, and si of them subordinates.
,he responses are presented collectively to the assesses in the form of charts
and graphs. .omments and interpretations are presented later.
.ounseling sessions are arranged to solve the weakness identified in the CEB
degree assessment.
!everal corporations like general electronics, reliance industries, .rompton
graves, ?odre# soaps, )ipro, $nfosys, ,herma etc. are making use this
techni"ue.
,he CEB degree assessment program is effective when used from the top
down.
,he fact that the manager at the top has also been administered the test
convinces everyone and they are willing to go through it as wellG
)dvantages of >5C degree appraisal&
i. ?reater self awareness of the top management.
$t reveals strength and weaknesses in there managing style.
ii. ,he gap between self assessment and the views of one&s colleagues
is reduced.
iii. )hen peer group assessment is included teamwork thrives.
iv. 0acts about organizational culture and ambiance are brought to
light.
v. %mpowerment is facilitated.
vi. $nfleible managers are forced to initiate self(change.
Disadvantages of >5C degree appraisal&
i. ,he system may be utilized to humiliate people.
ii. Responses from colleagues trends to be biased.
iii. ;inking rewards to finding can prove to be unfair.
iv. $gnores performance in terms of reaching goals.
v. -ssesses may deny the truth of negative feedback.
)ssessment centre&
Definition&
$t may be define as a central location where managers may come
together to have their participation in #ob related eercises evaluated by
trained observer.
3eatures of assessment center&
-ssessment center is now used for performance appraisal of eecutive
and supervisor staff. $t is a modern and reliable method for assessment
of staff.
Here, managers have to participate in #ob related eercises and their
performance is #udged by trained observer.
-ssessment center developed first in the A! but are now gaining
universal popularity.
.ompanies in $ndia also used this techni"ue but also help to determine
training and development needs of employees.
$t provides data for human resource planning.
-ssessment centers not only useful as an appraisal techni"ue but also
help to determine training and development needs of employee