Human Resource Management

Hemant Prasad
(mail2hemant@gmail.com)

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Human Resources Management

Recruitment

Recruitment
• The process by which a job vacancy is identified and potential employees are notified. The nature of the recruitment process is regulated and subject to employment law.

Class Objectives
Understand the Organization's recruitment and hiring policy Identify the purpose of the interview; understand the role of Human Resources in the recruitment process Distinguish between appropriate and legal questions and inappropriate (illegal) questions Understand pre-employment “tools” and how to use them to select the most suitable candidate

Posting Positions
Job Posting Template Job description – outline of the role of the job holder Person specification – outline of the skills and qualities required of the post holder Job Content Questionnaire (JCQ) Profiles Benchmark (Job Analysis Survey)

Job Posting Information
Requisition # Job Code JCQ JPS Supv/Resp Job Title Total openings Dept Div/Group Exempt/NE Location Full/PT Work# New/Replace Max Salary Replacing FTE # Hours per week Position # of replacing employee Shift MHQ/BC Schedule Recruiter Account Code Supervisor Funding End Date Position # of Supervisor Primary Contact Name: Contact Number Phone: Fax: SvcReq ALL Pre-Screen/Interview Salary Recommendation Reference Check Offer Letter Skills Testing Reg/Temp

Quality Candidates
Defined Position Critical Competencies Job Analysis Training and development Valid Assessment: Improved job/person match Realistic Job Preview

Keys to Success
Up-to Date Classification Criteria Job Related Qualifications Targeted Recruitment Valid Assessment

Where We Get Resumes
1. Job Portals Naukri.com Jobsahead.com Monsterindia.com Jobstreet.com Timesjobs.com

2. Online Groups & Discussion Boards http://groups.yahoo.com http://groups.google.com

3. Human Networking 4. Headhunting & References 5. Search engines – Google, Yahoo, AltaVista etc

Selection

Selection
The process of assessing candidates and appointing a post holder Applicants short listed – most suitable candidates selected Selection process – varies according to organisation:

Selection
Interview – most common method Psychometric testing – assessing the personality of the applicants – will they fit in? Aptitude testing – assessing the skills of applicants In-tray exercise – activity based around what the applicant will be doing, e.g. writing a letter to a disgruntled customer Presentation – looking for different skills as well as the ideas of the candidate

Structured Interview
Contains interview questions for both general and technical competencies. Modular format; Department determines which questions to ask. Benchmarks are used in scoring responses.

Goals of Structured Interview
To ensure a systematic coverage of applicants. To provide a technique for gathering all the relevant facts. To provide a uniform strategy that objectively evaluates all job candidates. To determine candidates ability, willingness, and manageability.

Ways not to conduct an interview
Interviewers desk is cluttered, looks at the resume 5 minutes before the interview. Constant interruptions, phone calls Starts off with negative aspects of the job. Asks a long line of open ended questions. Makes up questions as they go along.

The Job Interview Situation
Have as much privacy as possible Call applicant by name when inviting them into the office Ensure that the applicant knows your name Greet the applicant courteously and sincerely Make the applicant feel that you are pleased with their interest in the position Establish an informal but business like atmosphere Make the applicant feel important Talk to the applicant as though you were the only contact he would ever have with the University

Contd…..

Compliment a good employment record Interrupt the conversation to keep interview on track Use active listening skills Relax and the applicant will relax Keep information given, confidential Remember the applicants time is valuable Watch for gaps in work record Use application blanks and other data in planning the interview Make an outline in advance, of the main items of information you want to obtain during the interview Plan the time required for interview

The Interview
Greet the applicant. Start the interview promptly. Open with a warm, genuine greeting and firm handshake. Offer the applicant something to drink. Outline the interview. Give the applicant an overview of the process, length of the interview and what to expect after the interview. Give the applicant a realistic job preview. Research suggest that realistic job previews increase employee retention because the applicant gets honest information at the beginning of the process. Present the applicant with a copy of the job description, physical requirements of the job and a list of the responsibilities of the position.

Personal Profile
Drive: A desire to get things done. Goal-Oriented. Motivation: Enthusiasm and willingness to ask questions. Does extra on every job. Communication skills: The ability to talk and write effectively to people at all levels. Chemistry: Gets along with others, A team player. Energy: Someone who goes the extra mile, pays attention to detail, looks for solutions. Determination: Does not quit when a problem gets tough. Confidence: Not arrogant. Poise. Friendly, honest and open to employees high and low. Not intimidated by management, nor overly familiar.

Professional
Reliability: Following up, not relying on anyone else to ensure the job is well done, keeps management informed. Honesty/Integrity: Taking responsibility for own actions, Good and bad. Pride: Pays attention to details all jobs done to best of their ability. Dedication: Whatever it takes in time and effort to see a project through to completion. Analytical Skills: Weighing the pros and cons. Weighing the short-and long term benefits against all possible negatives. Listening Skills: Listening and understanding, as opposed to waiting your turn to speak.

Don’ts
Interview when worried, upset, ill or under stress Hold the interview in a noisy place Keep applicants waiting unnecessarily Give the impression of being abrupt or harsh Allow outside interruptions Seek information you already have Antagonize the applicant Show emotion at any physical handicap Hurt the applicant’s feelings or destroy his faith in himself Forget that the applicant is sensitive to every word the interviewer speaks Appear to loose interest in the interview Pry into personal lives Break or delay an appointment Waste time on a long interview if the applicant is clearly not suitable Fall into a set pattern of interviewing Conduct the interview in a haphazard manner

Lacks Skills to do the job

Not team Player Problems with co/workers Bad Hire

Not my job syndrome

Un-Professional

Part of the problem Not the solution

Able & Suitable

Manageability & Teamwork
Ideal Candidate

Willingness

Professional Behavior & Demeanor

Problem Solving Abilities

Employment Legislation

Employment Legislation
Increasingly important aspect of the HRM role Wide range of areas for attention Adds to the cost of the business

Even in a small business, the legislation relating to employees is important – chemicals used in a hairdressing salon for example have to be carefully stored and handled to protect employees.

Discrimination
• Crucial aspects of employment legislation: – Race – Gender – Disability

Disability is no longer an issue for employers to ignore, they must take reasonable steps to accommodate and recruit disabled workers.

Discipline

Discipline
• Firms cannot just ‘sack’ workers • Wide range of procedures and steps in dealing with workplace conflict – Informal meetings – Formal meetings – Verbal warnings – Written warnings – Grievance procedures – Working with external agencies

Development

Development
• Developing the employee can be regarded as investing in a valuable asset – A source of motivation – A source of helping the employee fulfil potential

Training

Training
Similar to development: – – – – Provides new skills for the employee Keeps the employee up to date with changes in the field Aims to improve efficiency Can be external or ‘in-house’

Rewards Systems

Rewards Systems
The system of pay and benefits used by the firm to reward workers Money not the only method Fringe benefits Flexibility at work Holidays, etc.

Trade Unions

Trade Unions
Importance of building relationships with employee representatives Role of Trade Unions has changed Importance of consultation and negotiation and working with trade unions Contributes to smooth change management and leadership

Productivity

Productivity
Measuring performance: How to value the workers contribution Difficulty in measuring some types of output – especially in the service industry Appraisal – Meant to be non judgmental – Involves the worker and a nominated appraiser – Agreeing strengths, weaknesses and ways forward to help both employee and organisation
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