Second Sessional

HRM/102/III/BBA
HR Manager’s proficiencies

HR Proficiencies:

 Traditional knowledge and skills about employee recruitment & selection, training,
compensation

Business proficiencies:

 Ability to create profitable enterprises that serve customers effectively

 Need to be familiar with how company operates (strategic planning, production, finance,
marketing etc.)

Leadership Proficiencies:

 Work with team

 Ability to coordinate, guide and motivate the team
 Lead the groups
 Drive the required changes

Learning proficiencies:

 Always ready to learn

 Ability to analyse and learn new technologies and policies
 Ability to understand and cope up with continuous changes
 Well-informed and up-to-date with global as well as local changes
 Strategic Human Resource Management (SHRM)
Concept of strategy in context of organization:

 Action plan/ blueprint designed to achieve a long-term goal

 Insights on scope of an organization over the long term
 Analysis of the opportunities and threats existing in the external environment to
prepare effective plan
 A way to examine proposals to match resources of the organization to its changing
environment (Employees, Product, Market, Customers and other stakeholders,
outsourcing)
 “Art of forecasting, designing and directing overall actions and process of
organization to compete in market”
 It is the pattern of the organization's behavior and outlook over time (Goal, view,
value, attitude, practices, ethics, adaptability, change, adoption)
 A ploy: a specific tricky action to outwit a competitor and determine the direction of
the organization
Strategic Human Resource Management (SHRM):

 A transformed way to do the HRM function to achieve competitive advantage

 “The connection of HRM functions with strategic goals and objectives in order
to improve business performance and develop organizational culture that
foster innovation and flexibility”
 The aim of SHRM
 Implementation of best plan, adoption of changes
 Advancement, flexibility, innovation and competitive advantage
 Develop a fit for purpose & “organizational culture”
 Improve business performance
Difference between HRM and SHRM
Competitive Advantage
 Competitive Advantage:

 Something that places a company or a person above the competitors: Quality

(employees/product/services), efficiency, innovation, responsiveness to
customer
 Quality, skill, knowledge & morale of the employees which cannot be copied
 Distinctive capabilities, strategies & approach towards the work
 Ability of an organization to formulate strategies to exploit rewarding
opportunities, thereby maximizing its return on investment
 Capability to achieve TQM
 Maintaining uniqueness

Unit 2: Recruitment & Selection

Introduction to Job Analysis:
Job: a group of positions similar in their significant duties
Job Analysis:
 A formal and detailed examination of jobs
 A systematic investigation of tasks, duties and responsibilities necessary to do a job
 An important personnel activity as it identifies what people do in their jobs and what
they require in order to do the job properly
 Nature of Job

Job Task

 A piece of work to be done or undertaken

 An identifiable work activity carried out for a specific purpose
Job Duty
 Several tasks which are related by some sequence of events e.g. pick up, sort out
and deliver incoming mail
Job Responsibilities
 Obligation to perform certain task and duties