‫بسم اهلل الرمحن الرحيم‬

Advanced Human
Resources Management

Fundamentals of HRM (2)

Dr. Abdelnasser Ghanem
2
Dr. Abdelnasser ghanem (aahhg@hotmail.com)
Objectives & Contents

1 HR Planning

2 Recruitment
3
Selection

4 Performance Appraisal

5 HR Training

6 HR Development

7 Who Manage HR

8 Measuring HR Contribution
 Function (2) HR Planning
HR Planning : is an important activities for
efficient organizational performance, it is
the process of deciding what positions the
firm will have to fill to be able to achieve
its goals/period, and how to fill them.
It depends on two types of factors:
Internal factors : strategy, objectives, Financial position, capacity.
External factors : Economic, political, labor market, competition, & other
HR planning includes forecasting: Which positions will be needed, how many, when
they will be needed, The supply of inside candidates, & supply of outsiders

HR
Planning Two fundamental
How forecasting methods
Suitable
many
time
Mathematical Judgmental
From What Methods Methods
where skills regression / Simulation Estimates / Delphi
 Function (2) HR Planning
Workforce strategic planning is best
understood as sub-plan of the firm’s
strategic and business planning:
1- Reviewing organization’s strategic
objectives
2. Forecasting HR future needs

3. Assessment of available work force

Assessment
Assessment
of labor For example, plans to enter new
of Current
market businesses, to build new factory,
HR or to reduce activities will all
supply
influence the number and types
4. Develop HR plans to
of positions to be filled. At the
fulfillment the requirements
same time, decisions of how to
Forecasting Predict current fill these positions will impact
Outside Employees’ other HR plans, such as training
Candidate development and recruitment plans.
Supply needs
 Function (2) HR Planning
The final stage of planning involves preparing
plans to fulfill the gap between the current
and desired HR structure, the organization
might face one of four situations:

over employment over employment at Shortage at Shortage at

at organization organization with organization with a organization with
with a shortage in availability of supply shortage in labor availability in the
the labor market in the market market labor market
•Transformational •Downsizing •Head hunting, Plan the
training •Transformational •Increase recruitment and
• Retaining training productivity of selection process
employees for current employees, to fulfill the
potential needs • Shift toward other organization needs
in future technology
 Function (3) Recruitment
Recruitment is the process of finding the best-
qualified candidate for a job opening, in a timely
and cost effective manner. The process includes
analyzing the requirements of a job, attracting
employees to that job in a timely, so it depends
on two other functions:
Needed jobs
HR Planning HR Plans
Numbers needed
When needed
Recruit
Investigate other performance
Job What KSAs
(Outsourcing – Work overtime) Description needed
Recruitment

Internal sources External sources

Current / previous Staff College / Walk-ins / agencies
Different sources &
Internal methods External Methods different methods are
Ads/ Transfer/ Promotion Ads/ agencies/ internet
followed due to the
Selection nature and level of a job‫و‬
 Function (3) Recruitment
Internal Recruitment External Recruitment
Advantages Disadvantages Advantages Disadvantages

• More accurate • Failed applicants • New sources bring • Select someone

view of be dissatisfied new perspectives. who will not fit
candidate’s skills • Time wasted • Less training needs the job and/or
interviewing of new hires the organization.
• More because of prior
commitment to unsuitable • May cause morale
candidates experience.
the organization problems for
• preventing • New hires are likely internals who are
• Increases loyalty diversification to have fewer
not selected.
• Less training and comes by new problems with
colleagues. • Longer orientation
orientation comers may be required .
 Function (4) Selection
Employee Selection is the process of
putting right person on right job. It is a
procedure of matching organizational
requirements with the skills and
qualifications of applicants

Appointment
Medical
Examination
Selection
committee choice
Checking
references
Interviews A wide range of selection methods
can be used such as: Interview /
Selection test
Personality test/ Biographical
Applications' inventory / Mental ability test/
first screening
Pool of
Physical abilities /Work Sample test/
applicants Assessment Center, and other.
 Function (4) Selection
External &Internal
Environment
Appointment
Medical
Examination
Selection
committee choice
Checking Interview : is a procedure designed to obtain
references information from a person through oral
Interviews responses to oral inquiries. Three types:
structured, Unstructured, Simi structured
Selection test Major Types of Tests :
Applications' Basic skills tests: Ex.: languages, computer, IQ, EQ tests.
first screening Technical skills tests: Testing technical specialized skills
Pool of Psychological tests: Testing personality, Emotional
applicants
stability, work under pressure
Function (5) Performance Appraisal
Performance appraisal : is the process of
evaluating employee’s performance relative to
job performance standards, sharing that
information to improve their performance.
Three uses for appraisal:
Administrative: such as: pay, and promotion,
Development : such as career decisions
Strategic: uses related to org. performance.

Appraisal Methods: 360 ̊ Method / Assessment Centers / Rating Scale / Forced

Distribution / Narrative Forms/ Management by Objectives

Some common appraisal errors

Recency Central tendency Rater Bias Contrast Errors

Is to use only the Managers may The appraisal Is to compare
recent events to tend to rate all reflect manager’s employees to each
judge employees within bias due to other not to
employees’ a narrow range. gender, age, and performance
performance other. standards.
Function (6) Compensation System

Function concerned with the package

employees get as a result of their work at the
organization it consists of two major types:
Direct (Performance based) Indirect (Membership based)
Monetary : cash non-monetary Monetary: cash non-monetary
paid to employees, services and paid to employees The services and
in return for the benefits offered to because they benefits offered to
contributions they employees in belong to the employees in
give. It is called return for their organizations return for their
direct because the direct work regardless of membership such
payment is directly activities such as performance : as:
linked to the transport services Life Insurance Medical Insurance
performance and and meals during Pension and social care
the level of effort. work and uniform Social security
Function (7) Training
Training is a process by which people acquire
specific, identifiable skills to perform their
current jobs.

Types of training needs

Organizational Task Individual
Types of training methods
Instructor-Led Self-directed Informal
Types of training Evaluation
Cost-Benefit Time series control group
Function (8) HR Development
It is the function aims to improve employees’
capabilities beyond required for their current jobs.
It is oriented to develop and maintain organization’s
HR capital.
Internal External
Analysis Analysis

S W Organizational Strategy O T

Functional Strategies

HR Strategies

Review the available Identify the needed HR

human resources structure for achieving
structure the strategic goals

Identify Gab

Development Strategies using all HRM tools

(hiring, training, Promoting, firing, and other)
 Who manages HR
The management duties are of integrated nature
between two types of authority: (Line Authority)
and advisory authority (Staff Authority).
Line Manager : managing departments which
are revenue generators (manufacturing, selling),
and are responsible for achieving the
organization's main objectives

Staff Manager: departments which are not

related to revenues, and are responsible for
activities that support line functions (such as
accounting, maintenance, and HR management)

Human resource managers

are usually staff managers. They assist and advise line managers in
areas like recruiting, hiring, and compensation.
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 Who manages HR
Three fundamental skills are required for any
manager to be able to manage efficiently:

Top More Conceptual skills: Vision and

management important at analytical capabilities, creativity
higher levels and then make the right decision
Important Human Skills: Communication and
Middle
at all leadership skills: dealing with
management
levels people, understanding the
behaviors and motivations.

Operational More Technical skills: the full awareness

Management important of the specialized aspects of the
at lower function that allow him/ her to
levels lead the team
 Structure of Department of HRM
HRM has a significant impact on the
performance and success of the organizations,
due to it impact on employees’ lives, future,
financial balance, and their physical, and
psychological health

The size and structure of HR department vary

according to the size and structure of the
organization, however three characteristics are
necessarily required

1- The HR manager must be directly connected to the Director-

General of the organization due to the important decisions he
makes.

2- The accessibility and ability to communicate all parts of the

organization easily.

3- To be able to carry out all functions of HRM and to achieve its

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operational and strategic objectives
 Measuring HRM Contribution

Different indicators express the efficiency of HRM functions of an

organization at the strategic and operational levels:

 The ability of HR to achieve the strategic objectives of the organization.

Strategic Measures

 The availability of ready alternatives for key positions of an organization.

 Lower labor turnover and dropout rates
 The ability to attract and retain competent capabilities.
 Clarity of HR development plans and their impact on strategic performance
 The higher levels of job satisfaction.
 Maximizing and the utilization of human capital
Operational Measures

 Flexibility and quality of HR administrative processes.

 The efficiency of training programs and their impact on performance.
 The fairness of the incentive systems applied and the high level of
satisfaction with them.
 Low rates of problems between workers and management
 The availability of equal opportunities among workers.
 Low absenteeism and work accidents.
 Dr. Abdelnasser ghanem
18
(aahhg@hotmail.com)