1.

Job Evaluation
a. Factor comparison method
b. Ranking Method
c. classification Method
d. point Method
2. Job Analysis

There are basically 8 key areas of HR that you need to think about:

Recruitment (job descriptions, application, posting, interview guides, evaluation form, offer
letter)

Training and Development (new hire orientation, employee development)

Benefits and Compensation (pay structure, time tracking, medical, other perks)

Communications (all staff meetings, handbook, newsletters)

Employee Relations (manager training/coaching, discipline process, culture, retention)

Recordkeeping (employee files, reporting)

Health, Safety, and Security

Legal Compliance (state and federal laws)

1. Planning,
2. Staffing,
3. Employee development, and
4. Employee maintenance.

The major functional areas in human resource

management are:
1. Planning,
2. Staffing,
3. Employee development, and
 4. Employee maintenance.

These four areas and their related functions share the common objective of an
adequate number of competent employees with the skills, abilities, knowledge, and
experience needed for further organisational goals. Although each human resource
function can be assigned to one of the four areas of personnel responsibility, some
functions serve a variety of purposes. For example, performance appraisal measures
serve to stimulate and guide employee development as well as salary administration
purposes. The compensation function facilitates retention of employees and also
serves to attract potential employees to the organisation. A brief description of
usual human resource functions are given below:

Human Resource Planning: In the human resource planning function, the number
and type of employees needed to accomplish organisational
goals are determined. Research is an important part of this function because
planning requires the collection and analysis of information in order to forecast
human resources supplies and to predict future human resources needs. The basic
human resource planning strategy is staffing and employee development.

Job Analysis: Job analysis is the process of describing the nature of a job and
specifying the human requirements, such as skills, and experience needed to
perform it. The end product of the job analysis process is the job description. A job
description spells out work duties and activities of employees. Job descriptions are a
vital source of information to employees, managers, and personnel people because
job content has a great influence on personnel programmes and practices.

Staffing: Staffing emphasises the recruitment and selection of the human

resources for an organisation. Human resources planning and recruiting precede the
actual selection of people for positions in an organisation. Recruiting is the personnel
function that attracts qualified applicants to fill job vacancies. In the selection
function, the most qualified applicants are selected for hiring from among those
attracted to the organisation by the recruiting function. On selection, human resource
functionaries are involved in developing and administering methods that enable
managers to decide which applicants to select and which to reject for the given jobs.

Orientation: Orientation is the first step toward helping a new employee adjust
himself to the new job and the employer. It is a method to acquaint new employees
with particular aspects of their new job, including pay and benefit programmes,
working hours, and company rules and expectations.

Training and Development: The training and development function gives

employees the skills and knowledge to perform their jobs effectively. In addition to
providing training for new or inexperienced employees, organisations often provide
training programmes for experienced employees whose jobs are undergoing change.
Large organisations often have development programmes which prepare employees
for higher level responsibilities within the organisation. Training and development
programmes provide useful means of assuring that employees are capable of
performing their jobs at acceptable levels.

Performance Appraisal: Performance appraisal function monitors employee

performance to ensure that it is at acceptable levels. Human resource professionals
are usually responsible for developing and administering performance appraisal
systems, although the actual appraisal of employee performance is the responsibility
of supervisors and managers. Besides providing a basis for pay, promotion, and
disciplinary action, performance appraisal information is essential for employee
development since knowledge of results (feedback) is necessary to motivate and
guide performance improvements.

Career Planning: Career planning has developed partly as a result of the desire of
many employees to grow in their jobs and to advance in their career. Career
planning activities include assessing an individual employees potential for growth
and advancement in the organisation.

Compensation: Human resource personnel provide a rational method for

determining how much employees should be paid for performing certain jobs. Pay is
obviously related to the maintenance of human resources. Since compensation is a
major cost to many organisations, it is a major consideration in human resource
planning. Compensation affects staffing in that people are generally attracted to
organisations offering a higher level of pay in exchange for the work performed. It is
related to employee development in that it provides an important incentive
in motivating employees to higher levels of job performance and to higher paying
jobs in the organisation.

Benefits: Benefits are another form of compensation to employees other than direct
pay for work performed. As such, the human resource function of administering
employee benefits shares many characteristics of the compensation function.
Benefits include both the legally required items and those offered at employers
discretion. The cost of benefits has risen to such a point that they have become a
major consideration in human resources planning. However, benefits are primarily
related to the maintenance area, since they provide for many basic employee
needs.

Labour Relations: The term labour relations refers to interaction with employees
who are represented by a trade union. Unions are organisation of employees who
join together to obtain more voice in decisions affecting wages, benefits, working
conditions, and other aspects of employment. With regard to labour relations, the
personnel responsibility primarily involves negotiating with the unions regarding
wages, service conditions, and resolving disputesand grievances.

Record-keeping: The oldest and most basic personnel function is employee record-
keeping. This function involves recording, maintaining, and retrieving employee
related information for a variety of purposes. Records which must be maintained
include application forms, health and medical records, employment history (jobs
held, promotions, transfers, lay-offs), seniority lists, earnings and hours of work,
absences, turnover, tardiness, and other employee data. Complete and up-to-date
employee records are essential for most personnel functions. More than ever
employees today have a great interest in their personnel records. They want to know
what is in them, why certain statements have been made, and why records may or
may not have been updated.

Personnel records provide the following:

1. A store of up-to-date and accurate information about the companys

employees.
2. A guide to the action to be taken regarding an employee, particularly by
comparing him with other employees.
3. A guide when recruiting a new employee, e.g. by showing the rates of pay
received by comparable employees.
4. A historical record of previous action taken regarding employees.
5. The raw material for statistics which check and guide personnel policies.
6. The means to comply with certain statutory requirements.

Personnel Research: All personnel people engage in some form of research

activities. In a good research approach, the object is to get facts and information
about personnel specifics in order to develop and maintain a programme that works.
It is impossible to run a personnel programme without some pre-planning and post-
reviewing. For that matter, any survey is, in a sense, research. There is a wide scope
for research in the areas of recruitment, employee turnover, terminations, training,
and so on. Through a well-designed attitude survey, employee opinions can be
gathered on wages, promotions, welfare services, working conditions, job security,
leadership, industrial relations, and the like. Inspite of its importance, however, in
most companies, research is the most neglected area because personnel people are
too busy putting out fires. Research is not done to put out fires but to prevent them.

Research is not the sole responsibility of any one particular group or department in
an organisation. The initial responsibility is that of the human resource department,
which however should be assisted by line supervisors and executives at all levels of
management. The assistance that can be rendered by trade unions and other
organisations should not be ignored, but should be properly made use of.

Apart from the above, the HR function involves managing change, technology,
innovation, and diversity. It is no longer confined to the culture or ethos of any single
organisation; its keynote is a cross-fertilisation of ideas from different organisations.
Periodic social audits of HR functions are considered essential.

HR professionals have an all-encompassing role. They are required to have a

thorough knowledge of the organisation and its intricacies and complexities. The
ultimate goal of every HR person should be to develop a linkage between the
employee and the organisation because the employees commitment to the
organisation is crucial. The first and foremost role of HR functionary is to impart
continuous education to employees about the changes and challenges facing the
country in general, and their organisation in particular. The employees should know
about their balance sheet, sales progress, diversification plans, restructuring plans,
sharp price movements, turnover and all such details. The HR professionals should
impart education to all employees through small booklets, video films, and lectures.
The primary responsibilities of a human resource manager are:

1. To develop a thorough knowledge of corporate culture, plans and policies.

2. To act as an internal change agent and consultant.
3. To initiate change and act as an expert and facilitator.
4. To actively involve himself in companys strategy formulation.
5. To keep communication lines open between the HRD function and individuals
and groups both within and outside the organisation.
6. To identify and evolve HRD strategies in consonance with overall business
strategy.
7. To facilitate the development of various organisational teams and their
working relationship with other teams and individuals.
8. To try and relate people and work so that the organisation objectives are
achieved effectively and efficiently.
9. To diagnose problems and to determine appropriate solution particularly in the
human resources areas.
10. To provide co-ordination and support services for the delivery of HRD
programmes and services.
11. To evaluate the impact of an HRD intervention or to conduct research so as to
identify, develop or test how HRD in general has improved individual or
organisational performance.

5 Major Functions of Human Resource Management

August 1, 2017Bhaswati BHR Articles, Know Hows4 comments

Human resource management is all about increasing employee performance to

their highest level corresponding to their role in the organization. Since every
organization is made of people, HRM is all about acquiring services of people,
developing their skills, motivating them to the foremost level and making sure that
they continue to maintain their commitment towards the organization.

In short, HRM is concerned with the management of employees from recruitment

to retirement. Although there are many functions of human resource management,
here is a list of its five major functions:

1. Recruitment and selection

Recruitment is the process of captivating, screening, and selecting potential and
qualified candidates based on objective criteria for a particular job. The goal of this
process is to attract the qualified applicants and to encourage the unqualified
applicants to opt themselves out.
Before starting the process of recruitment, the companies must execute proper
staffing plans and should grade the number of employees they are going to need.
Forecasting of the employees should depend upon the annual budget of the
organization and short-term and long-term goals of the organization.

Recruitment and selection process is very important to every organization because

it reduces the costs of mistakes such as engaging incompetent, unmotivated, and
underqualified employees. Firing the unqualified candidate and hiring the new
employee is again an expensive process.

2. Orientation
Many organizations do not provide a thorough orientation to the new employees.
This is the fundamental step to help a new employee to adjust himself with the
employer and with his new job. Employee orientation program should include the
objectives and goals of the organization and how the employee can help to achieve
the long-term and short-term goals of the organization.

Giving intensive orientation to the employee is one of the major functions of

human resource management. The program should help the employee to know his
assigned duties and his exact job description, job role, and the relationship of
position to other positions in the organization. It gives clarification to the employee
to take an active role in the organization.

Related: 5 Ways to Make the Job of an HR Person Easier

3. Maintaining good working

conditions
It is the responsibility of the human resource management to provide good working
conditions to the employee so that they may like the workplace and the work
environment. It is the fundamental duty of the HR department to motivate the
employees. The study has been found that employees dont contribute to the goals
of the organization as much as they can. This is because of the lack of motivation.

Human resource management should come up with a system to provide financial

and non-financial benefits to the employee from the various departments.
Employee welfare is another concept which should be managed by HR team.
Employee welfare promotes job satisfaction.

4. Managing employee relations

Employees are the pillars of any organization. Employee relationship is a very
broad concept and it is one of the crucial functions of human resource
management. It also helps to foster good employee relations. They have the ability
to influence behaviors and work outputs.

Management should Organize activities which will help to know an employee at

the personal and professional level. Well-planned employee relations will promote
a healthy and balanced relation between the employee and the employer. It is the
key for the organization to be successful.

5. Training and development

Training and development are the indispensable functions of human resource
management. It is the attempt to improve the current or future performance of an
employee by increasing the ability of an employee through educating and
increasing ones skills or knowledge in the particular subject.

HR: Functions
Hiring
Promotions
Reassignments
Position classification and grading
Salary determination
Performance appraisal review and processing
Awards review and processing
Personnel data entry and records maintenance
Consultation and advisory services to management and employees
Conduct problems
Performance problems
Policy development
Technical policy interpretation
Work Permitting Immigration Visa Program
Benefits
Health care insurance
Life insurance
Disability insurance
Retirement
Voluntary accidental death and dismemberment insurance
Leave Transfer Program
Tuition Assistance Plan
Training opportunities
Combined Federal Campaign
Employee assistance referral
 Workers' compensation

HR staffing plan.
HR budget.
Seeking counsel from an employment law attorney.
Tax obligations/mandatory benefits.
Payroll system/administration.
Companywide staffing plan.
Job descriptions.
Pay structure.
Benefits plans/administration.
Employee handbook.
Safety procedures.
Employment posters.
Hiring procedures.
Personnel files.
Performance evaluation process.
 Topic: - Job Evaluation

Intro

Once a right candidate is placed on a right job, the person needs to be duly compensated for the job
he/she performs. In the pursuit of equal payment, there should be established a consistent and
systematic relationship among base compensation rates for all the jobs within the organizations. The
process of such establishment is termed job evaluation. Different jobs in an organization need to be
valued to ascertain their relative worth so that jobs are compensated accordingly and an equitable
wage and salary structure is designed in the organization. This is necessary for sustaining cordial
relations within and between employees and employer.
Hence, there is a need for job evaluation in the modern organizations

1. What is job evaluation?

Ans: - A job evaluation is a systematic way of determining the value/worth of a job in relation to other
jobs in an organization with respect to certain factors such as qualifications and skills required for the
purpose of establishing a rational pay structure

.but before checking the worth of the job we need to gather information about the job thats why we
do Job analysis to find out the role of the job. Thus, job evaluation begins with job analysis

Job evaluation is the rating of jobs in an organisation and as it compares the jobs with other jobs it is
even a called a comparison method

The objective of job evaluation is to determine which jobs should get more pay than others.

It is important to remember that job evaluation is a measurement of the internal relativity of the
position and not the incumbent in the position

In the words of Edwin B. Flippo. (Author) "Job evaluation is a systematic and orderly
process of determining the worth of a job in relation to other jobs."

According to Kimball and Kimball Jr. (Author) , "Job evaluation represents an effort to
determine the relative value of every job in a plant and to determine what the fair basic wage
for such a job should be."

2. Why do we evaluate jobs?

Ans: - We evaluate jobs to determine their intrinsic worth. We systematically assess the degree of
complexity of the job content, discretion and requirements, independent of any pre-conceived
standards of remuneration and without regard to the qualities and performance of the job-holder
performing the job. This results in a rational rank order of jobs, and job structure based on a system
that is readily understood, fair and defensible, for all stakeholders (e.g. management, job-holders and
Human Resources).

3. When to conduct job evaluation?

 Ans: - The job evaluation process should be conducted after completing a job analysis but before
creating a compensation program. Job evaluation should be conducted for every new position in order
to ensure the organization is hiring the correct level based on expected tasks, qualifications and
responsibilities of the job.

4. Process of Job Evaluation?

Several methods such as job ranking, job grading, and factor comparison are employed in
job evaluation. Research indicates, however, that each method is nearly as accurate and
reliable as the other in ranking and pricing different jobs. Job evaluation forms the basis for
wage and salary negotiations.