Contents

Executive Summary ....................................................................................................................3

Introduction ................................................................................................................................4
Learning Outcome 1....................................................................................................................6
Explain the purpose and scope of Human Resource Management in terms of resourcing an
Organization with talent and skills appropriate to fulfil business functions. (P1) ......................6
1. Definitions of HRM .........................................................................................................6
2. Purpose of HRM ..............................................................................................................7
3. Functions of HRM ...........................................................................................................8
Critically evaluate the effectiveness of the recruitment and selection techniques in two
Organizations. (D1) ............................................................................................................... 39
Company A ............................................................................................................................... 39
Dialog Axiata PLC ................................................................................................................ 39
Company B ............................................................................................................................... 44
COMMERCIAL BANK ........................................................................................................ 44
Learning Outcome 2.................................................................................................................. 52
Explain the benefits of different HRM practices within the organization for both employer and
employee. (P3) ...................................................................................................................... 52
Evaluate the effectiveness of different HRM practices in terms of raising organizational profit
and productivity. (P4) ............................................................................................................ 57
4.1 Organizational Profit and Productivity.......................................................................... 57
4.2 The way HRM practices support to raise organizational profit and productivity............ 57
Explore the different methods used in HRM practices, providing specific examples to support
evaluation within an organizational context (M3) .................................................................. 62
Critically evaluate HRM practices and application within an organizational context, using a
range of specific examples (D2)............................................................................................. 63
Task 07 ..................................................................................................................................... 72
Analyze the importance of employee relations in respect to influencing HRM decision making
and evaluate the key aspects of employee legislation (P5 & M4) ........................................... 72
5.1 Employee Relations, Employee engagement, Flexible working practices ...................... 72
5.2 Importance of employee relations for HRM decision making ....................................... 73
5.3 Evaluation .................................................................................................................... 74

PageI1IofI82
 Identify the key elements of employment legislation and the impact it has upon HRM decision
making. (P6 and M4) ............................................................................................................. 75
6.1 Key elements of employment legislation ...................................................................... 75
6.2 How Legislations impact on HRM decision making ..................................................... 76
6.3 Evaluation .................................................................................................................... 80
REFERENCES ......................................................................................................................... 81

PageI2IofI82
ExecutiveISummary
TheIobjectivesIofIthisIreportIareItoIunderstandIhowItheIstructure,IvaluesIandItheIculturesIhasIt
heIabilityItoIinfluenceIperformanceIinIanIorganization.I
TheImodelsIandItheoriesIweIappliedIgivesIanalysisIonIhowItheseIorganizationsIareIableItoIbuil
dIaIconnectionIbetweenIstructure,IcultureIandIperformance.IAndIhowItheyIareImotivatingItheIe
mployeesItoIexpandItheIorganizationItoIachieveIitsIgoals.
TheoriesIsuchIasIbenefitsIofIhumanIresourceIandItheIdutiesIandIresponsibilities,IevaluationIofI
businessIobjectivesIandIimportanceIofIrewards.IElaboratingItheIcurrentIworkforce,IrecruitmentI
process,ItrainingIandIdevelopment,IperformanceIappraisal.
IIhaveIusedItheImodelsIandItheoriesIthatIgivesIaIanalysisIofIhowItheIorganizationsIhumanIreso
urcesIisImaintained.IThisIisIcompletelyIbuildsIaIconnectionIbetweenIstructure,IcultureIandIperf
ormance.IAndIhowItheIemployeesIareIwellImanagedIbyItheIcompany.I
IIhaveItakenItwoIgiantsI(DialogIandICommercialIBank)IinItheIfieldItoIunderstandIhowItheIhu
manIresourceImanagementIisIusedIandIspeciallyIhighlightingIitsIstrengthsIandIweaknesses.IHo
wImuchIessentialIitIisIforIanIorganization.IWorkforceIplanning,IobjectivesIofItheItwoIcompani
esIandIhowItheyIareIdrivingItheIemployeesItoIachieveIitsIgoalsIandItargets.IComparingItheItw
oIcompanies’IperformanceIandIhowItheyIconductingIthereIareIpractices,IconcludingItheIassign
mentIbyIgivingIrecommendationIforItheIcompaniesIinImyIpointIofIviewIforIitsIimprovement.

PageI3IofI82
Introduction
WhatIisIDilmah?
I

MerrillIJ.IFernandoIdedicatedIhisIlifeItoIteaIwhenIinItheI1950s,IheIsawItheIconcentrationIo
fIownershipIinItheIteaIindustryIinItheIhandsIofIaIfewIlargeIcorporations.IThisIwasIleadingIt
oItheIcommoditizationIofItea.IHeIdecidedIthatIinItheIinterestIofIteaIdrinkersIaroundItheIwo
rld,IandItheIcropIthatIhisIcountryIproducedIwithIsoImuchIcareIandIartistry,IheIwouldIfightI
thisIprocessIofIcommoditization.
ItItookIhimInearlyIfourIdecadesIandIinI1988IheIlaunchedIhisIownIbrandI–
IDilmah.IDilmahITeaICompanyIwasItheIfirstIproducerIownedIteaIbrand,IandIofferedIteaI‘pi
cked,IperfectedIandIpacked’IatIorigin.IUnlikeItheImulti-
originIblendsIthatImonopolizedIsupermarketIshelves,IDilmahIbroughtIteaIthatIisIfreshlyIpac
kedIatIsourceIandIthereforeIrichIinIflavorIandInaturalIgoodnessImakingIitIoneIofItheIfinestI
teasIofItheIworld.
DilmahIisIunique;IaIbrandIthatIisIfoundedIonIaIpassionateIcommitmentItoIqualityIandIauth
enticityIinItea,IitIisIalsoIaIpartIofIaIphilosophyIthatIgoesIbeyondIcommerceIinIseeingIbusin
essIasIaImatterIofIhumanIservice.IThisIisIwhatImakesIDilmahItheIfirstIethicallyIproducedIt
ea.IInI2005,IMerrillIandIhisIsonsIDilmahIandIMalik,IpledgedItoIfollowItheIprinciplesIdictat
edIbyItheI12IPrinciplesIofIDilmahIinIeveryIaspectIofItheirIbusinessIandIinItheIconductIofIt
heirIworkers,IstaffIandImanagement.

PageI4IofI82
VISIONIMISSIONIANDIVALUESIOFIDILMAH

VISION

Formulated by out team of globally reowned tea experts and approved

Tea standards personally by the chairman/CEO, unique c0ollection of Tea standards
determine the elevation, religion and quantity of teas to e procured.

MISSION

Selection based on samples obtained from plantation/ brokers to meet comapny standards.
evaluvate 10,000 - 12,000 samples weekly.

DILMAH VALUES

Sourcing Procuring tea, herbs, spices flavours and packinh materilas.

PageI5IofI82
LearningIOutcomeI1I
ExplainItheIpurposeIandIscopeIofIHumanIResourceIManagementIinItermsIofIre
sourcingIanIOrganizationIwithItalentIandIskillsIappropriateItoIfulfilIbusinessIfun
ctions.I(P1)

1.IDefinitionsIofIHRM

• PigorsIandIMyersI–
I“ItIisIbasicallyIaImethodIofIdevelopingIpotentialitiesIofIemployeesISoIthatItheyIfee
lImaximumIsatisfactionIofItheirIworkIandIgiveItheirIbestIeffortsItoItheIorganization
”.

• EdwinIB.IFlippoI-
IdefinedIHRMIasI“planning,Iorganizing,Idirecting,IcontrollingIofIprocurement,Ideve
lopment,Icompensation,Iintegration,ImaintenanceIandIseparationIofIhumanIresources
ItoItheIendIthatIindividual,IorganizationalIandIsocialIobjectivesIareIachieved.”

• IvancevichIandIGlueckI–
I“HumanIresourceImanagementIisItheIfunctionIperformedIinIorganizations’IthatIfaci
litateItheImostIeffectiveIuseIofIpeopleI(employees)ItoIachieveIorganizationalIandIin
dividualIgoals”.

• 4.IDaleIYoderI-
I“HRMIisItheIprovisionIofIleadershipIandIdirectionIofIpeopleIinItheirIworkingIorIe
mploymentIrelationship.”

• WikipediaI-
IHumanIresourceImanagementIisItheIstrategicIapproachItoItheIeffectiveImanagemen
tIofIpeopleIinIaIcompanyIorIorganizationIsuchIthatItheyIhelpItheirIbusinessIgainIaIc

PageI6IofI82
 ompetitiveIadvantage.IItIisIdesignedItoImaximizeIemployeeIperformanceIinIserviceI
ofIanIemployer'sIstrategicIobjectives.

HRMIisItheIpracticeIofIrecruiting,Ihiring,Ideploying,IandImanagingIanIorganization'sIempl
oyees.

2.IPurposeIofIHRM

OrganisationalIObje
ctive

FunctionalIObjectve
SocialIobjectives
PurposeIofIHRMI I

PersonelIObjective

TheIprimaryIobjectiveIofIHRMIisItoIensureItheIavailabilityIofIaIcompetentIandIwillingIwor
kforceItoIanIorganization.IBeyondIthis,IthereIareIotherIobjectives,Itoo.ISpecifically,IHRMIo
bjectivesIareIfourIfoldsIsocietal,Iorganizational,Ifunctional,IandIpersonal.

• SocietalIObjectives:I

IToIbeIethicallyIandIsociallyIresponsibleItoItheIneedsIandIchallengesIofItheIwhileIminimizi
ngItheInegativeIimpactIofIsuchIdemandsIuponItheIorganization.ITheIfailureIofIorganization
sItoIuseItheirIresourcesIforItheIsociety’sIbenefitIinIethicalIwaysImayIleadItoIrestrictions.IFo
rIexample,ItheIsocietyImayIlimitIHRIdecisionsIthroughIlawsIthatIenforceIreservationIinIhiri
ngIandIlawsIthatIaddressIdiscrimination,IsafetyIorIotherIsuchIareasIofIsocietalIconcern.

• IOrganizationalIobjectives:I

IToIrecognizeItheIroleIofIHRMIinIbringingIaboutIorganizationalIeffectiveness.IHRMIisInot
IanIendIinIitself.IItIisIonlyIaImeansItoIassistItheIorganizationIwithIitsIprimaryIobjectives.IS
implyIstated,ItheIdepartmentIexistsItoIserveItheIrestIofItheIorganization.

• IFunctionalIObjectives:I

PageI7IofI82
ToImaintainItheIdepartment’sIcontributionIatIaIlevelIappropriateItoItheIorganization’sIneed
s.IResourcesIareIwastedIwhenIHRMIisIeitherImoreIorIlessIsophisticatedItoIsuitItheIorganiz
ation’sIdemand.ITheIdepartment’sIlevelIofIserviceImustIbeItailoredItoIfitItheIorganizationIit
Iserves.I

• PersonalIobjectives:I

IToIassistIanIemployeeIinIachievingItheirIpersonalIgoals,IatIleastIinsofarIasItheseIgoalsIenh
anceItheIindividual’sIcontributionItoItheIorganization.IPersonalIobjectivesIofIemployeesImu
stIbeImetIifIworkersIareItoIbeImaintained,IretainedIandImotivated.IOtherwise,IemployeeIpe
rformanceIandIsatisfactionImayIdeclineIandIemployeesImayIleaveItheIorganizationI.TheIhu
manIresourcesIrequirementsIofIaIbusinessIgrowIasIitsIstaffIincreases,IwithIveryIsmallIcomp
aniesIneedingIbasicIhands-onIpersonnelImanagementIandImid-
sizeIcompaniesIbeginningItoIaddIstrategicIplanning.IUnderstandingItheIdifferentIservicesIh
umanIresourcesIprovideItoIcompaniesIwillIhelpIyouIdecideIwhichItoIaddItoIyourIpersonnel
Imanager’sIplate.

OneIofItheImainIgoalsIofIHumanIResourceIManagementI(HRM)IisItoIincreaseItheIperform
anceIofIorganizations.IHowever,IfewIstudiesIhaveIexplicitlyIaddressedItheImultidimensiona

Financial

Organizational

Employee

lIcharacterIofIperformanceIandIlinkedIHRIpracticesItoIvariousIoutcomeIdimensions.IThisIst
udyIthereforeIaddsItoItheIliteratureIbyIrelatingIHRIpracticesItoIthreeIoutcomeIdimensions:I
financial,IorganizationalIandIemployeeI(HR)Ioutcomes.IFurthermore,IweIwillIanalyzeIhowI
HRIpracticesIinfluenceItheseIoutcomeIdimensions,IfocusingIonItheImediatingIroleIofIjobIsa
tisfaction.I

3.IFunctionsIofIHRM

• WorkforceIPlanning

PageI8IofI82
WorkforceIplanningIisIaIcontinualIprocessIusedItoIalignItheIneedsIandIprioritiesIofItheIorg
anizationIwithIthoseIofIitsIworkforceItoIensureIitIcanImeetIitsIlegislative,Iregulatory,Iservic
eIandIproductionIrequirementsIandIorganizationalIobjectives.IWorkforceIplanningIenablesIe
videnceIbasedIworkforceIdevelopmentIstrategies.

TheIprocessIforIworkforceIplanningIcanIbeIcategorizedIinIfourIstepsIasIshownIbelow

KeyIstepsIforIworkforceIplanningI

DefineIbusinessIobjectivesI

EvaluvateIcurrentIworkforceI

EstablishIfutureIrequiremntsIandIidentifyIanyIgaps.

EstablishIaIplanItoIaddressItheIgaps.

1.IDefineIbusinessIobjectives

AsIaIstartingIpointIitIisIessentialIforIbusinessIobjectivesItoIbeIarticulatedIinIorderItoIprovid
eIclarityItoItheIworkforceIplanningIprocess.IThisIcanIbeIdoneIinItheIformIofIaIstrategy,IaIv
ision,ImissionIandIgoalsIatIaItopIlevelIandIthenIbrokenIdownIfurtherItoIobtainIadditionalId
etailIatIdivisionIandIbusinessIfunctionIlevel.IItIisIthenIpossibleItoIdevelopIaIstrategicIpeopl
eIplanIwhichIalignsIwithItheseIobjectives.IInIaddition,IbyIextendingItheIobjectiveIidentifica
tionItoIdivisionalIlevelIit’sIalsoIpossibleItoIpickIupIonIanyIinIcongruenciesIandIestablishIif
IanyIsub-
narrativesIandIplansIexistIatIideaIconceptionIorIproposalIstageIthatImayIimpactIonItheIover
allIdirectionIofItheIbusinessIandIworkforceIplanningIrequirements.IWhenIobjectivesIareIide
ntifiedIitIisIthenIpossibleItoIdetermineIwhatIcoreIcompetenciesIandIskillsIwillIbeIrequiredIi
nIwhichIareasIinIorderItoIsupportItheIgrowthIofItheIbusinessIandIdriveIitIforwards.

PageI9IofI82
2.IEvaluateItheIcurrentIworkforce

TheIsecondIstepIinvolvesIensuringIthatIyouIhaveIanIaccurateIpictureIofItheIcurrentIworkfor
ceIandItrendsIwithinItheIorganization.IThisIenablesIyouItoIevaluateItheIgapIbetweenItheIfut
ureIrequirementsIofItheIbusinessIandItheIcurrentIreality.IFromIthisIitIisIthenIpossibleItoIest
ablishIanIeffectiveIgap-
closingIstrategy.IInIorderIforIthisIprocessItoIbeIeffectiveIitIisIessentialIforItheIHRIprofessio
nalsIwhoIareIconductingIthisIactivityItoIhaveIaccessItoIrobustIdataIandIanalyticsIconcernin
gItheIcurrentIworkforce.IThisIdataIshouldIincludeItheIfollowingIinformation:

• EmployeeIdata,IincludingIdemographics,IsalaryIinformation,IemploymentItype,Ileng
thIofIserviceIandIdistributionIofIemployeesIperIdivision
• LabourIturnoverIstatisticsIperIdivisionIandIroleItype
• RecruitmentIdata,IincludingItimeItoIhire,IsourcesIofIhire,IqualityIofIhireIandIcostIp
erIhire
• CompetencyImeasuresIwhichIdistinguishIskillsIandIabilitiesIofItheIcurrentIworkforc
eIandItrackIprogressIofIdevelopmentIactivities
• RewardIdataIsuchIasIinformationIonIhowIemployeesIatIdifferentIlevelsIareIrecogniz
edIandIrewardedIforItheirIwork
• UtilizationIofIcontractIworkersIshouldIbeIclearlyImeasuredIandIarticulated,IasIshoul
dIfluctuationsIinIanyIsupplementaryItemporaryIworkers

• Recruitment

TheIrecruitmentIprocessIisItheIvalueIaddedIHRIProcess.IItIisIaboutIattracting,IinterviewingI
andIhiringInewIemployees.ITheIperfectIrecruitmentIincludesItheIadaptionIofItheInewIhire.II
tIisIaboutItheIdefinitionIofItheIjobIvacancy,IdesigningItheIappealingIrecruitmentItextIandIof
feringItheIcompetitiveIpackageItoItheIwinningIcandidate.ITheIrecruitmentIprocessIisImanag
edIbyItheIrecruitmentIstrategy.IHRIshouldIalwaysIfindItheIrightIpositionIonItheIjobImarketI
asItheIcandidatesIflowIsmoothlyIthroughItheIorganization.ITheIrecruitmentIisInotIjustIexter
nal;ItheIinternalIrecruitmentIhasIanIenormousIimpactIonItheIperformanceIofItheIcompanyIa
ndIincreasesItheIsatisfactionIofIemployees.ITheIrecruitmentIisInotIjustItheIoperationalIHRI
process.ITheIdefinitionIofItheIrecruitmentIisInotIeasy,IandItheIwholeIprocessIcanIbeIextrem
elyIcomplex.

PageI10IofI82
 • Selection

SelectionIisItheIprocessIofIpickingIorIchoosingItheIrightIcandidate,IwhoIisImostIsuitableIfo
rIaIvacantIjobIpositionIinIanIorganization.IInIothersIwords,IselectionIcanIalsoIbeIexplainedI
asItheIprocessIofIinterviewingItheIcandidatesIandIevaluatingItheirIqualities,IwhichIareIrequi
redIforIaIspecificIjobIandIthenIchoosingItheIsuitableIcandidateIforItheIposition.

DifferentIauthorsIdefineISelectionIinIdifferentIways.IHereIisIaIlistIofIsomeIofItheIdefinition
sI

• EmployeeIselectionIisIaIprocessIofIputtingIaIrightIapplicantIonIaIrightIjob.
• SelectionIofIanIemployeeIisIaIprocessIofIchoosingItheIapplicants,IwhoIhaveItheIqua
lificationsItoIfillItheIvacantIjobIinIanIorganization.
• AIgoodIselectionIprocessIwillIensureIthatItheIorganizationIgetsItheIrightIsetIofIempl
oyeesIwithItheIrightIattitude.

• TrainingIandIDevelopment

TrainingIandIDevelopmentIisIoneIofItheImainIfunctionsIofItheIhumanIresourceImanagemen
tIdepartment.ITrainingIrefersItoIaIsystematicIsetupIwhereIemployeesIareIinstructedIandItau
ghtImattersIofItechnicalIknowledgeIrelatedItoItheirIjobs.IItIfocusesIonIteachingIemployeesI
howItoIuseIparticularImachinesIorIhowItoIdoIspecificItasksItoIincreaseIefficiency.

• PerformanceIAppraisal

AnIemployeeIperformanceIappraisalIisIaIprocessIoftenIcombiningIbothIwrittenIandIoralIele
mentsIwherebyImanagementIevaluatesIandIprovidesIfeedbackIoneIemployeeIjobIperforman
ce,IincludingIstepsItoIimproveIorIredirectIactivitiesIasIneeded.IDocumentingIperformanceIp
rovidesIaIbasisIforIpayIincreasesIandIpromotions.I

PERFORMANCEIAPPRAISALIANDIDEVELOPMENT

WhileItheItermIperformanceIappraisalIhasImeaningIforImostIsmallIbusinessIowners,IitImig
htIbeIhelpfulItoIconsiderItheIgoalsIofIanIappraisalIsystem.I

PageI11IofI82
 TheyIareIasIfollows:

ToIimproveItheIcompany'sIproductivity

ToImakeIinformedIpersonnelIdecisionsIregardingIpromotion,IjobIchanges,IandItermination

ToIidentifyIwhatIisIrequiredItoIperformIaIjobI(goalsIandIresponsibilitiesIofItheIjob)

ToIassessIanIemployee'sIperformanceIagainstItheseIgoals

• RewardIsystems

RewardImanagementIisIaIpopularImanagementItopic.IRewardImanagementIwasIdevelopedI
onItheIbasisIofIpsychologists'IbehavioralIresearch.I

DefiningImotivationIasI"theIdegreeItoIwhichIanIindividualIwantsIandIchooseItoIengageIinI
certainIspecificIbehaviors",ItoIwhichIVroomI(quotedIinIMitchell,I1982)IaddsIthatIperforma
nceI=IabilityIxImotivation.IToIhaveIanIefficientIRewardISystemIthen,IisImandatoryIthatIem
ployeesIknowIexactlyIwhatItheirItaskIis,IhaveItheIskillsItoIdoIit,IhaveItheInecessaryImotiva
tionIandIworkIinIanIenvironmentIallowingItheItransformationIofIintendedIactionsIintoIanIa
ctualIbehavior.IFromItheIcompanyIpointIofIviewIinstead,IanIeffectiveIperformanceIappraisa
lIhasItoIbeIpresent,IinIorderItoIletImotivationIbeIaImajorIcontributorItoItheIrewardedIperfor
mance.

WorkforceIplanningIandIresourcingIatIDilmah

HumanIResourcesIReviewItheICompanyIcarriesIoutIanIappraisalIofIeachIandIeveryIemploy
eeIonIaIbi-
annualIbasis.ITheIreviewIidentifiesItheIstrengthsIandIweaknessesIofItheIemployees,IwhilstI
evaluatingIhis/herIcontributionItoItheIperformanceIofItheIcompany.ITheIreviewIalsoIidentifi
esItheItrainingIneedsIandIexternal/internalItrainingIprogramsIareIconductedItoImeetItheIide
ntifiedIneeds.

DilmahIrecruitIrightIpeopleIwithItheIrightIskillsIinItheIrightIplaceIinItheIrightItime.

IMakeIexistingIstaffIisItheIfirstIstep,IunderstandingItheirIindividualIskillsIandItalentsIasIwel
lIasIworkingIwithIthemIinIsuchIaIwayIasItoIgetItheIbestIoutIofIthem.I

PageI12IofI82
 ManagingItheirIexistin OfferingIflexibleIworking,ImakingItheImostIofItheIworkIsched
gItalentIeffectivelyIcan ulesIandIemployeeIhours.
IincludeI–I IdentifyingIskillsIgapsIinIyourIexistingIworkforceIandIeitherIof
feringItrainingItoIexitingIemployeesIorIrecruitingInewIworkersI
toIbridgeIthatIskillIgap.

IdentifyingIobsoleteIfunctionsIandIredistributingIstaffIaccording
ly.

EnsuringIemployeeIsatisfactionIbyIofferingIflexibleIworking,Itr
ainingIandIdevelopment,IandIaIhostIofIotherIemployeeIbenefits
.

EmployeeIempowermentI(trainingIandIdevelopmentIdiversity,Is
ustainableIlifestyles)

CareerIdevelopmentIprogramsIandIrewardIsystems

IntroducingInewIflavorsIthatIwillIbeIdemandIinItheImarket

AssessItheirIcurrentIworkforce.IYourIfirstIstepIinIstrategicIHRI
planningIisIidentifyingIcurrentIemployees'Iknowledge,IskillsIan
dIabilities.I...

CreateIemployeeIdevelopmentIplans.I...

CreateIaIsuccessionIplan.I...

DecideIif/howItoIincreaseIresourcesIforItheIfuture.

The way HR purpose and functions are applied to workforce planning and resourcing.
Explain how HRM purpose and functions facilitates workforce planning and resourcing.
Apply your answer to Dilmah.

WorkforceIPlanningIisItheIprocessIofIanalyzing,Iforecasting,IandIplanningIworkforceIsuppl
yIandIdemand,IassessingIgaps,IandIdeterminingItargetItalentImanagementIinterventionsItoIe
nsureIthatIanIorganizationIhasItheIrightIpeopleIIwithItheIrightIskillsIinItheIrightIplacesIatIt
heIrightItimeI-ItoIfulfillIitsImandateIandIstrategicIobjectives.

PageI13IofI82
 Dilmah an enjoyable and rewarding
place to work, an organization that
nurtures and develops its people for
the benefit of the individual, the
company, and the community.
Ensure that all employees, and their
Protect the health of dilmah
resident dependents, have access to
workforce and promote healthier
food and shelter, sanitation, clean
lifestyles
water and primary healthcare

Demonstrate leadership in equal

Develop our employees’ life and
business skills and empower all
dilmah employees to make their
voices heard through democratic
worker representative bodies
opportunity employment, thriving
as an ethnically and culturally Reward dilmah employees for
diverse company; encourage and achieving the company’s business
facilitate female representation and objectives
the contribution of women to the
business

Educate dilmah employees on the

values and principles of sustainable
development

So,IwithIcorporateIboardsIwellIawareIthatIcompetitiveIadvantageIreliesIonItheIexcellenceIo
fItalentIasImuchIasIonItheIexcellenceIofIproductsIorIservicesIHRIfunctionsIareIkeenlyIfocu
sedIonIwhatIisItheIbestIpeopleIacquisitionImodel.

BusinessIobjectivesIofIDilmah

HumanIResourceIplanningIisIaIprocessIthatIcomprisesIforecasting,Ideveloping,IandIcontroll
ingIbyIanIorganizationItoIensureIthatIitIhasItheIrightInumberIandIkindIofIpeopleIwithIregar
dItoItheirIskillsIandIcompetencies.soIinIdilmahItheyIhaveIsomeIofItheIobjectIplanningIasIfo
llows

PageI14IofI82
 • Dilmah give the information obtained through HRP is highly important for identifying surplus
and unutilized human resources. It also renders a comprehensive skill inventory, which
Objective # 1 facilitates decision making, like, in promotions. In this way HRP provides information which
. Provide can be used for other management functions.
Information:

Objective • Dilmah Planning for human resources is the main responsibility of management to ensure
# 2. Effective effective utilization of present and future manpower. Manpower planning is complementary to
Utilization of dilmah planning.
Human
Resource:

• At the national level, manpower planning is required for economic development. It is

Objective particularly helpful in the creating employment in educational reforms and in geographical
# 3. mobility of talent.So dilmah provide more training and development programs to increase the
Economic manpower planning
Development
:

Objective
# 4. To • HRP to determine the future human resource needed in an organization. In the absence of such
Forecast a plan, it would be difficult to have the services of the right kind of people at the right time.So
Human dilmah concern above the human resources working in their company they tries to fulfill the
Resource employees needs and wants
Requirement
s:

Objective • Dilmah volunteers to assist in analyzing the competency of present workforce. It determines
# 5. Analyze the current workforce strengths and abilities.
Current
Workforce:

• Dilmah conduct Proper HR planning aims at coping with severed changes in market conditions,
Objective technology products and government regulations in an effective way. These changes call for
# 6. Effective continuous allocation or reallocation of skills evidently in the absence of planning there might
Management be underutilization of human resource.
of Change:

AnIunprecedentedIincreaseIinIjobIopeningsIshowsIthatItheIdemandIforItalentIisIforcingIco
mpaniesItoIplanIbetterIandIrecruitIbetter.ICompaniesIcannotIhireIfastIenoughItoIkeepIupIwi

PageI15IofI82
thItheirIworkforceIdemands.I“TheIchallengeIofIworkforceIplanning.ILeveragingIHRIAnalyt
ics.

TalentsIandIskillsIrequiredItoIperformIatIDilmahIandIhowItheyIareIacquiredIthroug
hIHRIfunctions.

TalentImeansIattitude,Iskill,IorItheIabilityItoIperformIaIparticularIworkIorIjob.IAccordingIt
oItheImanagement,ItalentIrefersItoIidentification,Iinculcation,Iutilization,IandIretentionIofIaI
setIofIskillsIorIabilitiesIofItheIemployeesIinItheIinterestIofItheIorganization.

However,IattractingItheIbestItalentIfromItheIjobImarketIisInotIeveryone’sIcupIofItea.IItIreq
uiresIaIlotIofIcompetence,IexpertiseIandIexperienceIonItheIpartIofItheIorganizationItoIrecru
itItheIbestIinItheIindustry.IMajorIpartIofItheIHumanIResourceIDepartmentIisIdevotedItoItal
entImanagement,IwhichIisImostlyIdedicatedItoItheIpurposeIofIrecognizing,IsourcingIandIpo
achingIbestItalent.

GatheredIinformationIisIorganized,Istored,Ishared,IandIanalyzedIusingIdefinedItechniques.

TheIanalysisIofIsuchIinformationIwillIbeIbasedIonIresources,Idocuments,IpeopleIandItheirI
skills.

ProperlyIanalyzedIinformationIwillIthenIbeIstoredIasI'knowledge'IofItheIenterprise.IThisIk
nowledgeIisIlaterIusedIforIactivitiesIsuchIasIorganizationalIdecisionImakingIandItrainingIn
ewIstaffImembers.

ThereIhaveIbeenImanyIapproachesItoIknowledgeImanagementIfromIearlyIdays.IMostIofIe
arlyIapproachesIhaveIbeenImanualIstoringIandIanalysisIofIinformation.IWithItheIintroducti
onIofIcomputers,ImostIorganizationalIknowledgeIandImanagementIprocessesIhaveIbeenIau
tomated.

Therefore,IinformationIstoring,IretrievalIandIsharingIhaveIbecomeIconvenient.INowadays,I
mostIenterprisesIhaveItheirIownIknowledgeImanagementIframeworkIinIplace.

TheIframeworkIdefinesItheIknowledgeIgatheringIpoints,IgatheringItechniques,ItoolsIused,I
dataIstoringItoolsIandItechniquesIandIanalyzingImechanism.

TheIconnectionIbetweenItalentedIemployeesIandIexceptionalIorganizationalIperformanceIh
asIalwaysIbeenItheIheartIofIanyIhumanIresourceIrelatedIdecisions.IHowever,ItheIfollowing

PageI16IofI82
IfactorsIhaveIcontributedItoItheIgrowingIimportanceIandIdemandIofItalentImanagementIsk
ills

• DevelopmentIofIaIskilledIworkforce

InItheIfaceIofItheIproblemsIsuchIasIpopulationIgettingIolderIandIlackIofIskilledIworkers,It
alentImanagementIhasIbecomeIaInecessityIforIeveryIorganization.ILeadersIwithItalentIman
agementIskillsIareIableItoIcreateIandImaintainIaIsupportiveIasIwellIasIpeople-
orientedIorganizationalIcultureIwhereIemployeesIlearnIandIdevelopIalongIwithItheIdevelop
mentIofItheIorganization.

• ValueIcreation

Employees’ItalentIisIrapidlyIbecomingIoneIofItheIchiefIsourcesIofIvalueIcreation.IInIaIrese
archIconductedIbyIBrookingsIInstitutionIinI1982,IitIwasIdiscoveredIthatIonlyI38%ofIanIav
erageIcompany’sIvalueIwasIattributedItoIintangibleIassetsIsuchIasIintellectualIproperty,Ibra
ndIandImostIimportantly,Ipeople.I

• ChangingIemployees’Iexpectations

WithIemployeesIbecomingIincreasinglyIdedicatedItoItheirIprofessionsIandIdemandingImore
IchallengingIandImeaningfulIwork,IcapturingIbothItheI‘hearts’IasIwellIasI‘minds’IofItheIw
orkforceIhasIbecomeIextremelyIdifficultIwithoutIleadersIhavingIexceptionalItalentImanage
mentIskills.

KnowledgeI&ITraining
DilmahIhasItraditionallyItakenItheIleadIinIbringingIinnovationItoIaIglobalIteaIcategoryIthatI
hasIsufferedIdeclineIasIaIresultIofIcommoditization.ISignatureIeventsIsuchIasItheIDilmahIth
eICulinaire,IDilmahITeaISommelier,IChefsI&ItheITeaImaker,ITeaIinIFiveISenses,IMixologi
stsIandItheITeaImakerIandIRealIHighITeaIareIinnovationsIinItheIteaIcategoryIthatIseekItoIe
ducateIandIinspireIhospitalityIprofessionalsItoIofferItheirIguestsIaIcompletelyInewIteaIexpe
rience.ITheIeventsIfosterIgreaterIinterestIinIqualityItea,IandIgreaterIrespectIforIthisIhealthy,
InaturalIandIversatileIbeverage.IItIalsoIseeksItoIdisseminateIinformationIaboutItea.
TheIDilmahISchoolIofITeaIisIaIteaIprogramIthatIseeksItoIinspireIpassionIinIteaIthroughIkn
owledgeIofItheIartisanalIaspectsIofIteaIamongstIhospitalityIprofessionals,IteaIaficionadosIan
dIconsumers.ITheIemphasisIisIonItheIimportanceIofIRealITeaIandItheIversatilityIofIthisInat
uralIherbIinITeaIGastronomy,IfoodIpairingIandITeaIMixology.ITheIfirstIDilmahISchoolIofI
Tea,IwasIestablishedIinI2009IwithItheIaimIofIupholdingItheItraditionsIofItea,IbyIcultivating
IaIrespectIforIteaIandIsharingIitsIrichIculturalIheritage.ITeamakers,IMerrillIJ.IFernandoIand
IhisIsonsIhaveIaIuniqueIperspectiveIonItea.ITheirIdesireItoIshareItheIspecialIpleasureIinIrea

PageI17IofI82
lIteaIisIcomplementedIbyIanIemphasisIonIeducatingIteaIdrinkersIthatIledItoItheIestablishme
ntIofItheIschool.
DilmahIandItheILyonIbasedICentreIofIculinaryIandIhospitalityIexcellence,IInstituteIPaulIBo
cuseIannouncedIaIpartnershipIinIestablishingItheIfirstIInternationalITeaISchoolIinIOctoberI
2009.IInItheIinnovativeIstyleIofIPaulIBocuse,IChairmanIofItheIInstituteIandIoneIofItheIfine
stIChefsIofItheI20thICentury,IandIDilmahITea,ItheIDilmahITeaISchoolIatItheIInstituteIisIaI
groundbreakingIventure.
ExplainItheIstrengthsIandIweaknessesIofIdifferentIapproachesItoIrecruitmentIandISe
lection.I(P2)

RecruitmentI

RecruitmentIisIaIprocessIofIfindingIandIattractingItheIpotentialIresourcesIforIfillingIupItheI
vacantIpositionsIinIanIorganization.IItIsourcesItheIcandidatesIwithItheIabilitiesIandIattitude,
IwhichIareIrequiredIforIachievingItheIobjectivesIofIanIorganization.

ApproachesIofIRecruitment

RecruitmentIbroadlyIclassifiedIintoItwoIdifferentIcategories.

Internal External
source of source of
recruitment recruitment

InternalIsourcesIofIrecruitment

InternalIsourcesIofIrecruitmentIreferItoIhiringIemployeesIwithinItheIorganizationIinternally
.IInIotherIwords,IapplicantsIseekingIforItheIdifferentIpositionsIareIthoseIwhoIareIcurrently
IemployedIwithItheIsameIorganization.I

AtItheItimeIrecruitmentIofIemployees,ItheIinitialIconsiderationIshouldIbeIgivenItoIthoseIe
mployeesIwhoIareIcurrentlyIworkingIwithinItheIorganization.IThisIisIanIimportantIsourceI
ofIrecruitment,IwhichIprovidesItheIopportunitiesIforItheIdevelopmentIandIutilizationIofIthe
IexistingIresourcesIwithinItheIorganization.

InternalIsourcesIofIrecruitmentIareItheIbestIandItheIeasiestIwayIofIselectingIresourcesIasIp
erformanceIofItheirIworkIisIalreadyIknownItoItheIorganization.ILetIusInowIdiscussImoreI
onItheIvariousIinternalIsourcesIofIrecruitment.

PageI18IofI82
MethodsIofIinternalIrecruitment

1. Promotions

PromotionIrefersItoIupgradingItheIcadreIofItheIemployeesIbyIevaluatingItheirIperformance
IinItheIorganization.IItIisItheIprocessIofIshiftingIanIemployeeIfromIaIlowerIpositionItoIaIh
igherIpositionIwithImoreIresponsibilities,Iremuneration,Ifacilities,IandIstatus.IManyIorgani
zationsIfillItheIhigherIvacantIpositionsIwithItheIprocessIofIpromotions,Iinternally.

2. Transfers

TransferIrefersItoItheIprocessIofIinterchangingIfromIoneIjobItoIanotherIwithoutIanyIchang
eIinItheIrankIandIresponsibilities.IItIcanIalsoIbeItheIshiftingIofIemployeesIfromIoneIdepart
mentItoIanotherIdepartmentIorIoneIlocationItoIanotherIlocation,IdependingIuponItheIrequir
ementIofItheIposition.

• Let’sItakeIanIexampleItoIunderstandIhowIitIworks.IAssumeIthereIisIaIfinanceIcom
panyIcalledIABCILtd.IHavingItwoIbranches,IBranch-AIandIBranch-
B,IandIanIemployeeIfromIBranch-

PromtionsI TransfersI

RecruitingIformerIEmployees InternalIAdvertisementsI

EmployeeIRefferralsI PreviousIApplicants

AIresignedIfromIhisIjobIresponsibilities.IHence,IthisIpositionIhasItoIbeIfilledIforIth
eIcontinuationIofItheIprojectIinIBranch-A.

InIthisIscenario,IinsteadIofIsearchingIorIsourcingInewIcandidates,IwhichIisItimeIconsumin
gIandIexpensive,IthereIisIaIpossibilityIofIshiftingIanIemployeeIfromIBranch-BItoIBranch-
A,IdependingIuponItheIprojectIrequirementsIandItheIcapabilitiesIofIthatIrespectiveIemploy

PageI19IofI82
ee.IThisIinternalIshiftingIofIanIemployeeIfromIoneIbranchItoIanotherIbranchIisIcalledIasIT
ransfer.

3. RecruitingIFormerIEmployees

RecruitingIformerIemployeesIisIaIprocessIofIinternalIsourcesIofIrecruitment,IwhereinItheIe
x-
employeesIareIcalledIbackIdependingIuponItheIrequirementIofItheIposition.IThisIprocessIis
Icost-
effectiveIandIsavesIplentyIofItime.ITheIotherImajorIbenefitIofIrecruitingIformerIemployeesI
isIthatItheyIareIveryIwellIversedIwithItheIrolesIandIresponsibilitiesIofItheIjobIandItheIorga
nizationIneedsItoIspendIlessIonItheirItrainingIandIdevelopment.

4. InternalIAdvertisementsI(JobIPosting)

InternalIAdvertisementsIisIaIprocessIofIposting/advertisingIjobsIwithinItheIorganization.ITh
isIjobIpostingIisIanIopenIinvitationItoIallItheIemployeesIinsideItheIorganization,IwhereIthey
IcanIapplyIforItheIvacantIpositions.IItIprovidesIequalIopportunitiesItoIallItheIemployeesIwo
rkingIinItheIorganization.IHence,ItheIrecruitmentIwillIbeIdoneIfromIwithinItheIorganization
IandIitIsavesIaIlotIofIcost

5. EmployeeIReferrals

EmployeeIreferralsIisIanIeffectiveIwayIofIsourcingItheIrightIcandidatesIatIaIlowIcost.IItIisI
theIprocessIofIhiringInewIresourcesIthroughItheIreferencesIofIemployees,IwhoIareIcurrentl
yIworkingIwithItheIorganization.IInIthisIprocess,ItheIpresentIemployeesIcanIreferItheirIfrie
ndsIandIrelativesIforIfillingIupItheIvacantIpositions.

OrganizationsIencourageIemployeeIreferrals,IbecauseIitIisIcostIeffectiveIandIsavesItimeIas
IcomparedItoIhiringIcandidatesIfromIexternalIsources.IMostIorganizations,IinIorderItoImot
ivateItheirIemployees,IgoIaheadIandIrewardIthemIwithIaIreferralIbonusIforIaIsuccessfulIhi
re.

6. PreviousIApplicants

Here,ItheIhiringIteamIchecksItheIprofilesIofIpreviousIapplicantsIfromItheIorganizationalIrec
ruitmentIdatabase.ITheseIapplicantsIareIthoseIwhoIhaveIappliedIforIjobsIinItheIpast.ITheseI
resourcesIcanIbeIeasilyIapproachedIandItheIresponseIwillIbeIpositiveIinImostIofItheIcases.I
ItIisIalsoIanIinexpensiveIwayIofIfillingIupItheIvacantIpositions.

PageI20IofI82
StrengthsIandIweaknessesIofIinternalIrecruitment.

Strengths Weaknesses

• It is simple, easy, quick, and cost
effective
• No need of induction and training, as
the candidates already know their job
and responsibilities
• It motivates the employees to work
hard, and increases the work
relationship within the organization.
• It helps in developing employee
loyalty towards the organization
• It has limited scope because all the
vacant positions cannot be filled
• It prevents new hiring of potential
resources. Sometimes, new resources
bring innovative ideas and new
thinking onto the table.
• If an internal resource is promoted or
transferred, then that position will
remain vacant
• There could be issues in between the
employees, who are promoted and
who are not

ExternalIsourcesIofIRecruitment

ExternalIsourcesIofIrecruitmentIreferItoIhiringIemployeesIoutsideItheIorganizationIexternal
ly.IInIotherIwords,ItheIapplicantsIseekingIjobIopportunitiesIinIthisIcaseIareIthoseIwhoIareI
externalItoItheIorganization.

ExternalIemployeesIbringIinnovativenessIandIfreshIthoughtsItoItheIorganization.IAlthough
IhiringIthroughIexternalIsourcesIisIaIbitIexpensiveIandItough,IitIhasItremendousIpotentialI
ofIdrivingItheIorganizationIforwardIinIachievingIitsIgoals.ILetIusInowIdiscussIinIdetailIthe
IvariousIexternalIsourcesIofIrecruitment.

MethodsIofIExternalIrecruitmentI

I. DirectIRecruitment DirectIRecruitment EmploymentIExchanges

EmploymentIAgencies AdvertisemntsI

PageI21IofI82 ProfessionalIAssociations
DirectIrecruitmentIrefersItoItheIexternalIsourceIofIrecruitmentIwhereItheIrecruitmentIofIqu
alifiedIcandidatesIareIdoneIbyIplacingIaInoticeIofIvacancyIonItheInoticeIboardIinItheIorga
nization.IThisImethodIofIsourcingIisIalsoIcalledIasIfactoryIgateIrecruitment,IasItheIblue-
collarIandItechnicalIworkersIareIhiredIthroughIthisIprocess

II. EmploymentIExchanges

EmploymentIexchangeIisIaIgovernmentIentity,IwhereItheIdetailsIofItheIjobIseekersIareIsto
redIandIgivenItoItheIemployersIforIfillingItheIvacantIpositions.IThisIexternalIrecruitmentIi
sIhelpfulIinIhiringIforIunskilled,Isemi-skilled,IandIskilledIworkers.

III. EmploymentIAgencies

EmploymentIagenciesIareIaIgoodIexternalIsourceIofIrecruitment.IEmploymentIagenciesIar
eIrunIbyIvariousIsectorsIlikeIprivate,Ipublic,IorIgovernment.IItIprovidesIunskilled,Isemi-
skilledIandIskilledIresourcesIasIperItheIrequirementsIofItheIorganization.ITheseIagenciesIh
oldIaIdatabaseIofIqualifiedIcandidatesIandIorganizationsIcanIuseItheirIservicesIatIaIcost

IV. Advertisements

AdvertisementsIareItheImostIpopularIandIveryImuchIpreferredIsourceIofIexternalIsourceIo
fIrecruitment.ITheIjobIvacancyIisIannouncedIthroughIvariousIprintIandIelectronicImediaIw
ithIaIspecificIjobIdescriptionIandIspecificationsIofItheIrequirements.IUsingIadvertisementsI
isItheIbestIwayItoIsourceIcandidatesIinIaIshortIspanIandIitIoffersIanIefficientIwayIofIscree
ningItheIcandidates’IspecificIrequirements.

• Let’sItakeIanIexample.IAssumeIthatIthereIisIaISalesICompanyIcalledIXYZILtdIwhi
chIhasIgotIaInewIprojectIofIsellingIaIproductIinIaIshortIspanIofItime,IasItheIcompe
titionIisIveryIhigh.IInIthisIscenario,IchoosingItheIspecificIrecruitmentIplaysIaIvitalI
role.IHereItheIidealItypeIofIrecruitmentIwhichIshouldIbeIchosenIisIAdvertisement.

AdvertisementIisItheIbestIsuitableIpracticeIforIthisIkindIofIhiring,IbecauseIaIlargeIvolumeI
ofIhiringIinIaIshortIspanIcanIbeIdoneIthroughIAdvertisementIonly.IAdvertisementIisIoneIo
fItheIcostliestIwayItoIrecruitIcandidates,IbutIwhenItimeIandInumberIareIimportant,IthenIad
vertisementIisItheIbestIsourceIofIrecruitment.

V. ProfessionalIAssociations

PageI22IofI82
ProfessionalIassociationsIcanIhelpIanIorganizationIinIhiringIprofessional,Itechnical,IandIm
anagerialIpersonnel,IhoweverItheyIspecializeIinIsourcingImid-levelIandItop-
levelIresources.IThereIareImanyIprofessionalIassociationsIthatIactIasIaIbridgeIbetweenItheI
organizationsIandItheIjob-seekers.

StrengthsIandIweaknessesIofIExternalIrecruitment.

Strengths
• ItIencouragesInewIopportunitiesIforIjob
Iseekers
• OrganizationIbrandingIincreasesIthroug
hIexternalIsources
• ThereIwillIbeInoIbiasingIorIpartialityIb
etweenItheIemployees
• TheIscopeIforIselectingItheIrightIcandi
dateIisImore,IbecauseIofItheIlargeInum
berIcandidatesIappearing.
weaknesses
• ThisIprocessIconsumesImoreIti
me,IasItheIselectionIprocessIisI
veryIlengthy
• TheIcostIincurredIisIveryIhighI
whenIcomparedItoIrecruitingIth
roughIinternalIsources
• ExternalIcandidatesIdemandImo
reIremunerationIandIbenefits

SelectionI

SelectionIisItheIprocessIofIpickingIorIchoosingItheIrightIcandidate,IwhoIisImostIsuitableIf
orIaIvacantIjobIpositionIinIanIorganization.IInIothersIwords,IselectionIcanIalsoIbeIexplain
edIasItheIprocessIofIinterviewingItheIcandidatesIandIevaluatingItheirIqualities,IwhichIareIr
equiredIforIaIspecificIjobIandIthenIchoosingItheIsuitableIcandidateIforItheIposition.

TheIselectionIofIaIrightIapplicantIforIaIvacantIpositionIwillIbeIanIassetItoItheIorganization
,IwhichIwillIbeIhelpingItheIorganizationIinIreachingIitsIobjectives.

DifferentIauthorsIdefineISelectionIinIdifferentIways.IHereIisIaIlistIofIsomeIofItheIdefinitio
nsI−

PageI23IofI82
 • EmployeeIselectionIisIaIprocessIofIputtingIaIrightIapplicantIonIaIrightIjob.

• SelectionIofIanIemployeeIisIaIprocessIofIchoosingItheIapplicants,IwhoIhaveItheIqu
alificationsItoIfillItheIvacantIjobIinIanIorganization.

• SelectionIisIaIprocessIofIidentifyingIandIhiringItheIapplicantsIforIfillingItheIvacanci
esIinIanIorganization.

• EmployeeIselectionIisIaIprocessIofImatchingIorganization’sIrequirementsIwithItheIs
killsIandItheIqualificationsIofIindividuals.

AIgoodIselectionIprocessIwillIensureIthatItheIorganizationIgetsItheIrightIsetIofIemployeesI
withItheIrightIattitude.

ApproachesIofISelection

• Interviews

AnIinterviewIisIaIpurposefulIexchangeIofIideas,ItheIansweringIofIquestionsIandIcommuni
cationIbetweenItwoIorImoreIpersons.IGenerally,IanIinterviewIisIaIprocessIofIprivateImeeti
ngIconversationIbetweenIpeople,IwhereIquestionsIareIaskedIandIanswered,IforIobtainingIi
nformationIaboutIqualities,Iattitudes,IprospectusIetc.I

AnIinterviewIrefersItoIaIconversationIwithIoneIorImoreIpersonsIactingIasItheIroleIofIanIin
terviewerIwhoIaskIquestionsIandItheIpersonIwhoIanswersItheIquestionsIactsIasItheIroleIof
IanIinterviewee.

ITheIprimaryIpurposeIofIanIinterviewIisItoItransferIinformationIfromIintervieweeItoIintervi
ewer.IInterviewsIcanIbeIeitherIformalIorIinformal,IstructuredIorIunstructured.IInterviewsIc
anIbeIcarriedIoutIone-to-
oneIorIinIgroups;ItheyIcanIbeIconductedIoverItelephoneIorIviaIvideoIconferencing.

ThereIareIdifferentImeaningsIofItheIwordI“interview”,IasIdifferentIscholarsIdefinedItheIter
mIdifferently.IHowever,IinterviewsIhaveIsomeIbasicIobjectives,IwhichIareIasIfollows:

•
• [“{“ThroughIinterviews,IrecruitersIcanIverifyItheIinformationIobtainedIthro
ughIapplicationIformsIandItests.I

PageI24IofI82
 • RecruitersIcanIobtainIadditionalIinformationIaboutItheIcandidatesIwhichIare
InotImentionedIinItheIapplicationIformsIorIresumes.
• InterviewsIprovidesIanIapplicantItheIinformationIandItheInecessaryIfactsIab
outItheIjobIandItheIorganization.I
• InterviewsIestablishIaImutualIunderstandingIbetweenItheIapplicantIandItheI
organization

VariousIresearchesIhaveIprovedIthatIorganizationsIthatIspendImoreItimeIonIrecruitmentIha
veIbenefittedIgreatlyIinIlongIterm.IAnIimportantIthingItoIdo,IwhenIyouIareIplanningIforIan
IinterviewIisItoIthink,IwhomIyouIareIinterviewingIandIwhatIkindIofIinformationIyouIwantI
fromIthatIperson.IHence,IyouIshouldIprepareIaIlistIofIquestions,IwhichIyouIwantItoIask,Ipri
orItoIconductingIanIinterview.I

InterviewingIisIbothIanIartIandIaIscience.IHence,IhowItoIinterviewIisIaItechniqueIthatIever
yIHRIprofessionalIshouldIlearnIandItryItoIimplement.

IMPORTANCEIOFIINTERVIEW

AnIinterviewIprovidesIanIorganizationItheIscopeItoIlearnImoreIaboutItheIapplicants,IwhoIc
omeIforIanIinterview,IwhileItheIapplicantsIgetIanIopportunityItoIbecomeImoreIfamiliarIwit
hItheIdemandsIofIaIgivenIposition.IInterviewsIenableIbothItheIpartiesItoIexchangeIinformat
ion,IaskIquestionsIandIalsoIhelpIinIevaluatingItheIpotentialIforIestablishingIaIprofessionalI
workingIrelationshipIwithItheIorganization.

PageI25IofI82
 Interviews help in gathering a
wide range of information about
the applicants’ attitude, feelings Interviews help in selecting the
and motivations, which in turn right candidate from a group of
help in the decision-making applicants, who applied for a job.
process to hire the right
candidates.

Information given in the

Interviews are a medium to help
collect useful information about
potential candidates
application form or resume is
very less. Recruiters can ask the
candidates to provide an
elaborate explanation during the
interview.

• CVIEvaluation

OnceIaIresumeIhasIbeenIinitiallyIscreenedIforIkeywords,IitIneedsIaImoreIcarefulIreview.IT
hisIsecondIpassIisIdesignedItoIverifyIsomeIofItheIsecondIorderIcriteriaIofItheIjobIdescriptio
nIareImet.IForIinstance,IlevelIofIeducation,IyearsIofIexperienceIrequiredIbyItheIposition,Isa
laryIrangeIandIcurrentIlocation.IOtherIfunctionsIofIthisIevaluationIincludeIaIcloserIlookIatIj
obIfunctionsIperformedIbyItheIcandidateIandIcomparingIthemItoItheIjobIdescription.

ThisIphraseIoftenIrequiresIaImoreIinIdepthIunderstandingIofItheIjobIdescriptionIandIrequire
ments.IForIinstanceItoIdetermineIrelevantIyearsIofIexperience,ItheIreviewerImustIaddItheIn
umberIofIyearsIandItheIrelevantIjobsItoIcomeIupIwithItheIyears’Iexperience.IItIcanIoftenIb
eIaIjudgementIcallIonIwhichIpartsIofIaIjobIhistoryIareIrelevantItoIaIjobIsearch.IThisImeans
ItheIpersonIperformingIthisIstepImustIhaveIaIsuitableIdepthIofIunderstandingIaboutItheIjob
IdescriptionIandIrequirementsIofItheIposition.

• AssessmentITests

PageI26IofI82
TestsImeasureIknowledge,IskillsIandIability,IasIwellIasIotherIcharacteristicsIsuchIasIperson
alityItrails.

TestingItypes:

CognitiveIAbilityItest

ItImeasuresItheIlearning,IunderstandingIandIanIabilityItoIsolveIproblemsI

PhysicalIabilityItest

ItIassessesImuscularIstrengthIcardiovascularIenduranceIandIcoordinationI

IntegrityItest

ItIisIdesignedItoIassessItheIlikelihoodIthatIapplicantsIwillIbeIdishonestIorIengageIi
nIillegalIactivity.

WorkIsampleItesting

MeasuresIperformanceIonIsomeIelementIofItheIjob

• AssessmentICentre

AssessmentICentreIorIManagementIAssessmentICentreIisIoneIofItheIselectionItechniquesIu
sedIinIorganizationsItoImeasureItheIknowledge,IskillsI&IabilitiesI(KSA)IofIaIperson.IAItra
ditionalIassessmentICentreIinvolvesIsixIparticipantsIandIlastsIfromIoneItoIthreeIdays.ITheI
participantsIareIevaluatedIbyItrainedIassessorsIbyIvariousItechniquesIlikeIsimulationsIandIa
lsoIsometimesIusingIinterviewsI&Itests.

AssessmentIcenterIisInotIjustIaIbuildingIforIassessingIaIjobIcandidate,IitIisIaIprocessIofIev
aluationIofIbehaviorIbasedIonImultipleIevaluationIincluding:IjobIrelatedIsimulations,Iinterv
iewsIorIpsychologicalItests.

TheIassessmentIcenterImethodIprovidesIaIsortIofIwide-
ranging,ImultidimensionalIassessmentIthatIhasIaIstrongIrecordIofIbothIresearchIsignificanc
eIandIpracticalIeffectivenessItoIbeIacceptedIbyIparticipantsIandIdecision-
makersIalike.IInIessence,ItheIpurposeIofIassessmentICentreIisItoIexamineItheIskillsIandIps
ychologicalIstateIofIanIindividualIinIorderItoIdetermineIhisIorIherIperformance.

• BackgroundIinvestigations.

PageI27IofI82
AIBackgroundIcheckIisIaIprocessIaIpersonIorIcompanyIusesItoIverifyIthatIpersonIisIwhoIth
eyIclaimItoIbe,IandIprovidesIanIopportunityIforIsomeoneItoIcheckIaIperson’sIcriminalIreco
rd,Ieducation,IemploymentIhistory,IandIotherIactivitiesIthatIhappenedIinItheIpastIinIorderIt
oIconfirmItheirIvalidityI.TheIfrequencyIpurposeIandIlegitimacyIofItheIbackgroundIchecksIv
ariesIbetweenIcountries,IindustriesIandIindividuals.IAnIemploymentIbackgroundIcheckItypi
callyItakesIplaceIwhenIsomeoneIappliesIforIaIjob,IbutIcanIalsoIhappenIatIanyItimeItheIemp
loyerIdeemsInecessary.IAIvarietyIofImethodsIareIusedItoIcompleteIsuchIaIcheck,IfromIcom
prehensiveIdataIbaseIsearchItoIpersonalIreferences.I

Strengths and weaknesses of different selection approaches.

Approach of Selection Strengths Weaknesses

CV Evaluation The candidate has usually
already prepared this so very
quick and easy way for
candidates to apply for a
position.
Quick to send as an
attachment to an email so
organization receives
information quickly and can
speed up the process when
facing a tight recruitment
time deadline
Candidate can produce a
truly unique and
personalized document that
paints a detailed and in
depth profile of their skills
experience and
qualifications that helps to
match the applicant to the
person specification and
makes matching and
choosing candidates for
interview much easier
Interviews Relation between the
interviewer and the
interviewee can be
developed through an
interview. It increases
mutual understanding and
co-operation between the
parties
Candidates can lie and
manipulate the truth by
leaving out key issues or
gaps in their employment
history or by exaggerating
and embellishing upon their
career record.
Mislead human resources
staff and end with the wrong
candidates being chosen for
interview.
Questions or sections on an
application form can be
designed to fit the specific
needs of the organization’s
recruitment policy which
also speeds up the process
by avoiding unnecessary
information
Much attention is required
for a good interview. But
sometimes it is observed
that both the interviewer and
the interviewee are less
attentive. That is why real
information cannot be
collected

PageI28IofI82
 Suitable candidates can be
selected through interview
because the interview can
know a lot about the
candidate by this process
Interview can help to save
time to select the best
suitable candidate. Within a
very short time
communication can be
accomplished with the
interview
Assessment Tests Tests provide a basis for
finding out the suitability of
candidates for various jobs
Tests provide better
objective criteria than any
other method. Subjectivity
of every type is almost
eliminated.
Labour Turnover Reduced
Assessment Centre It is more valid because the
candidate is evaluated
(judged) by many different
experts
The candidate can find out
their strengths and
weakness.
The candidates can improve
their performance. They can
increase their strengths and
remove their weaknesses
Background investigations It’s important that employers
maintain standards when
making hiring decisions to
keep their workplace safe
PageI29IofI82
In the case of the interview
some confusion may be
arisen in the future as, there
is no evidence actually that
have been discussed at
interview
Interviewee may be
disappointed while she or he
faces the interviewer’s
questions which are not
related to the field. That is
why a suitable candidate
may be neglected.
The inferences drawn from
the tests may not be correct
in certain cases. The skill
and ability of a candidate
may not be properly judged
with the help of tests
Fear of Exposure
The tests may not be
properly used by the
employees. Those persons
who are conducting these
tests may be biased towards
certain persons. This will
falsify the results of tests.
Tests may also give
unreliable results if used by
incompetent persons
Highly experienced
managers are required to
evaluate the candidates
It is very time consuming
The candidates may not get
proper feedback.
Expensive
 Ongoing background checks
are not always implemented
by employers, but they help
to maintain safety by
ensuring that employees are
still following company
policies even after they are
hired on.
A background check will
also help employers reduce
turnover rates
Some people find the use of
background checks a
violation of their personal
liberties, and companies run
the risk of offending highly
qualified candidates by
undertaking them. They may
also offend candidates of
they fail to face to undertake
background checks in a
uniform manner; offenses of
this kind can lead to
lawsuits, including
discrimination charges.
Background checks can take
anywhere from 24 hours to a
week or more depending on
the details being sought, and
this can delay the hiring
process, which may affect
production. Many
companies will only screen a
short list of candidates, or
their final choice, so if the
background check does not
elicit positive results, the
whole hiring process will
have to start again

EvaluateItheIstrengthsIandIweaknessesIofIdifferentIapproachesItoIrecruitmentIandIs
election.I(M2)

RecruitmentI

WithItoday’sIrapidIexpansionIandImarketIgrowth,ImanyInewIpositionsIandIopportunitiesIar
eIcreatedIwithinIanIorganization.IManagersIwillIneedItoIconsiderItheirIrecruitmentIstrategie
sItoIfillIupItheIneededIpositions.IWhenIfacingIthisIchallenge,ImanagersItypicallyIencounter
IaItrade-
offIbetweenIpromotingIfromIwithinIorItoIexternallyIhireInewIemployeesItoIfillIupItheIneed
edIpositions.

TheIinternalIrecruitmentIprocessIrefersItoIpromotingIandIassigningItasksItoIemployeesIfro
mIwithinItheIsameIorganizationItoIhigherIpositions.

PageI30IofI82
 InternalIRecruitment
Strengths Weaknesses

• ItIisIsimple,Ieasy,Iquick,IandIcostIeffect • ItIhasIlimitedIscopeIbecauseIallItheIvac
ive antIpositionsIcannotIbeIfilled
IOneIofItheIgreatestIadvantageIofIthisIrecr PromotingIfromIwithinIonlyIconsidersIyour
uitmentIprocessIisItheIlowerIcosts.IByIpro IcurrentIemployees.IThisIwillIminimizeIthe
motingIpre- IpoolIofIapplicantsIfromIwhichIyouIcanIsel
existingIemployees,IsaveIallItheImoneyIand ectIaIsuitableIemployee,IlimitingIyourIhirin
ItimeIattachedItoIsearching,Iinterviewing,Ia gIoptions.IAsIaIresult,IcompanyIwouldIfac
ndIselectingIsuitableInewIcandidate. eIdifficultyIinIfindingItheIrightIapplicantIfo
rItheIneededIposition

• NoIneedIofIinductionIandItraining,IasIt
heIcandidatesIalreadyIknowItheirIjobIa
ndIresponsibilities
WhenIhiringInewIemployeesIisItoIseeIifIth
eyIareIaIgoodIfitIforItheIorganizationalIcult CompanyIcurrentIemployeesImightIbeIvery
ure.IHowever,IwhenIyouIpromoteIemploye
esIfromIyourIcompany,ItheyIwillIbeIfamili
arIwithItheIcultureIandIworkIenvironment.I
ThisImakesIthemIbetterIequippedIforIanIea
sierIandIsmootherItransitionItoItheirInewIp
ositions.
• ItIpreventsInewIhiringIofIpotentialIreso
urces.ISometimes,InewIresourcesIbringI
innovativeIideasIandInewIthinkingIonto
ItheItable.
IexperiencedIinItheirIcurrentIjobs.IHowever
,IifIyouIareIplanningItoIpromoteIthem,Ithey
IwillIneedIfurtherItrainingItoIobtainItheInee
dedIskillsIforItheirInewItasks.IMoreover,Ipr
omotedIemployeesIleaveIvacanciesIinItheir
IoldIpositions.ISo,IyouIwillIneedItoIhireIex
ternalIemployeesItoIfillItheseIpositions.IThi
sIprocessImightIcostIaItremendousIamountI
ofIresourcesIandItime

• ItImotivatesItheIemployeesItoIworkIhar • IfIanIinternalIresourceIisIpromotedIorItr
d,IandIincreasesItheIworkIrelationshipI ansferred,IthenIthatIpositionIwillIremai
withinItheIorganization nIvacant
IfIyouIadoptIaIpolicyIofIpromotingIyourIe OrganizationImayIbeIhavingIseveralIqualifi
mployeesIbasedIonItheirIperformance,Iman edIemployeesIforIcertainIpositions,IbutIthe
yIofIthemIwillIbeIeagerItoIworkIhardItoIwi yImayInotIbeIaIperfectImatchIforIanIopenI

PageI31IofI82
nItheIpromotion.IThisIwillIincreaseItheIlev position.IForIinstance,IifIaIrecentlyIcreated
elsIofImotivationIamongstIyourIemployeesI IroleIisIfairlyIinnovativeIandInewIforIyourI
asItheyIrealizeItheIspaceIofIcareerIdevelop business,IthenIcurrentIemployeesIinItheIco
mentIwithinItheIorganization.IAllIinIall,Iyo mpanyImayInotIbeIableItoIfulfilItheIrespon
uIwillIhaveIhighlyImotivatedIemployeesIw sibilitiesIofIthisIrole.IForIthisIrole,Icompan
hoIareIconstantlyIimprovingItheirIperforma yIneedIsomeoneIwithInewIideasIandIskills.
nceIandImoreIlikelyItoIstayIlongerIinItheIo
rganization

• ItIhelpsIinIdevelopingIemployeeIloyalty • ThereIcouldIbeIissuesIinIbetweenItheIe
ItowardsItheIorganization mployees,IwhoIareIpromotedIandIwhoI
ThereIisIaIstrongIrelationshipIbetweenIemp areInot
loyeeIsatisfactionIandIemployeeIloyalty,Ian EmployeesIwhoIhaveIbeenIconsideredIforI
dIbetweenIemployeeIloyaltyIandIcustomerI aIpromotionIforIaIcertainIroleIcouldIfeelIre
loyalty,Iultimately,Iprofitability.IItIisIoftenI sentfulIifIanIexternalIcandidateIorItheirIow
saidIthatIitIisIextremelyIimportantIforItheIo nIcolleagueIisIhiredIforIthatIroleIeventually
rganizationsItoIprovideIaIhealthyIworkIenv .IAlso,ImanagersIareIreluctantItoIgiveIawa
ironment,IinIorderItoIattractIandIretainIqual yItheirIstarIperformersIasIlosingIthemIwoul
ified,IhighlyIcommitted,IandIloyalIworkfor dIimpactItheIentireIteam’sIperformance.IInI
ce,IbecauseIcommittedIandIloyalIemployee fact,IcertainImanagersIwouldIalsoIgoItheIe
sIreinforceIemployees’ImotivationItoIactIin xtentIofIhinderingItheIprocessIofItransferIo
ItheIbestIinterestIofIorganizationsItheyIwor rIpromotionIandIthisIcanIleadItoIhostilityIa
kIfor.IEmployees’IloyaltyIisIimportantIforIt tIwork.
heIorganizationIbecauseIemployeesIareIaIvi
talIresourceIforItheIorganization,Iespecially
IsinceItheyIrepresentIaIsignificantIinvestme
ntIinItermIofIlocating,Irecruiting,ItrainingIl
etIaloneIsalaries,IwelfareIplans,IbonusesIan
dIrewardsIetc.

ExternalIRecruitment

PageI32IofI82
 Strengths Weaknesses

• ItIencouragesInewIopportunitiesIforIjob ExternalIrecruitmentImakeIaIclearIdistincti

Iseekers onIbetweenIitsIlimitationsIandIitIwillIalsoI

AIcreativeIexternalIrecruitmentIcampaignIe provideIbeneficialIknowledgeIaboutItheItec

nablesItheIrecruiterItoItapItopIchoiceIcandi hniquesIofIanIexternalIrecruitmentIprocess.

dates.IWhenIautomatedIwithIanIapplicantItr I
ackingIsystem,ItheIexternalIrecruitmentIpro • ThisIprocessIconsumesImoreItime,I

cessIexpandsIyourIreach,IattractsItheIrightI asItheIselectionIprocessIisIveryIlen

candidates,IkeepsIthemIengagedIandImakes gthy

IitImuchIeasierItoIbringIthemIonboard.
ExternalIrecruitmentIareIthatIitIisItime-
consumingIasImostIofItheIcompaniesIpostI
anIadvertisementIforItheirIcompanyIrecruit
mentIdrive.IThenIthereIisIaIquiteIpossibleIc
hanceIofIreceivingIaIhigherInumberIofIappl
icantsIforItheIpostIandItheIrecruiterIneedIto
IbeIveryIcarefulIwithItheirIdecisionIofIsele
ctingItheIbestIcandidateIforIeachIroundIsel
ectionIprocess.

• OrganizationIbrandingIincreasesIthroug • TheIcostIincurredIisIveryIhighIwhe
hIexternalIsources nIcomparedItoIrecruitingIthroughIin
ExternalIrecruitmentIattractsIaIvarietyIofIa ternalIsources
pplicationsIfromIcandidatesIwithIvaryingIw AsImostIpartIofItheIexternalIrecruitmentIpr
orkIexperiences.IThisIgivesIyouIeasyIacces ocessImainlyIdealsIwithIcompleteInewIcan
sItoIcandidatesIwho’veIgainedIknowledgeIf didatesIthenItheIcompanyIneedsItoIcomeIu
romIworkingIforIdifferentIcompanies.IHirin pIwithIaIpayIscaleIforIthatIcandidateIwhich
gItheseIcandidatesIwouldImeanIgainingIins IshouldIvalueItheIskillIandIability.IThisIcan
ightsIintoInewIandIinnovativeIbusinessIpra IturnIthingsIaIbitIcostlyIforItheIcompanyIas
cticesIandIknowingIotherIaspectsIofIyourIc ItheyIareIinIneedIofInewIideasIandItoIgetIs
ompetitor’sIbusinessesItheIcompanyIreceiv uchInewIandIcreativeIideasIfromItheIpotent
esIaIvarietyIandInumberIofIcandidatesIwho ialIcandidate.

PageI33IofI82
IownsIknowledgeIandIabilityItoIhandleIthat
Ijob.I

• ThereIwillIbeInoIbiasingIorIpartialit • ExternalIcandidatesIdemandImoreIr
yIbetweenItheIemployees emunerationIandIbenefits
WhenIaIcandidateIisIselectedIfromIanIexter
IfItheIcompanyIentersIaIselectionIprocedur nalIrecruitmentIprocess,IthereIisIaIpossibilit
eIwithIexternalIrecruitmentIthenIthereIareIi yIthatItheIcandidateImightIhaveIlessIchanc
ncreasedIchancesIofIfindingIaIsuitableIcand eIofIunderstandingItheIenvironmentIofItheI
idatesIforItheIjob.IThisIincreasedIchanceIpr company.IAndIthisIlesserIunderstandingIca
ovidesIbetterIavailabilityIofIskilledIandIqua nImakeIaIbigIdifferenceIinItheIfutureIactivi
lifiedIemployeesIforItheIcompanyIbyIusing tiesIofItheIcompany.ITherefore,IthereIisIso
ItheIexternalIrecruitmentImethod. meIsortIofIissuesIwithIanIexternalIprocessI
whichIneedsItoIbeIrectifiedIforIaIbetterIund
erstandingIofItheIcompanyIenvironment.

• TheIscopeIforIselectingItheIrightIcandid
ateIisImore,IbecauseIofItheIlargeInumb
erIcandidatesIappearing.
AnotherIsmartIfactorIthatIcanIbeIobservedI
fromIcandidatesIrecruitedIfromIexternalIrec
ruitmentIisIthatItheyIofferIuniqueIandInewI
waysIthatIareIfollowedIinItheIcompetitorIor
IotherIcompaniesItheyIworkedIforI,I
WhenIaIcompanyIgoesIwithIanIexternalIrec
ruitmentImethod,IthereIisIaIquiteIbetterIpos
sibilityIofIfindingIandIidentifyingIaIfresher
IcandidateIwhoIisIcapableIofIdeliveringIne
wIskillsIandIinputsIforItheIbettermentIofIth
eIcompany.ITherefore,IhiringIaIcandidateI
withIexternalIrecruitmentImakesIthingsIcle
arIandIbetterIforItheIcompanyIwhoIisIinIde

PageI34IofI82
 sperateIneedIofIfresherIskillsIandIinputsIfor
ItheIoverallIgrowthIofItheIcompany.

MentionIinIwhichIkindIofIsituationsItheseIapproachesIareIappropriateItoIapply.

• DealingIwithIpoorIindividualIorIteamIperformance

• ManagingIunhappyIclientIorIcandidateIsituations

• HandlingIpeerItoIpeerIandIteamIin-fighting

• RecruitmentIconsultantsInotIdoingIwhatItheyIhaveIpromisedIyouItheyIwould

SelectionI

SelectionIisItheIprocedureIofIselectionIorIchoosingItheIcorrectIcandidate,IwhoIisImaximum
IappropriateIforIaIvacantIjobIpositionIinIanIorganization.IInIotherIwords,IselectionIcanIalso
IbeIclarifiedIasItheIprocedureIofIinterviewingItheIcandidatesIandIassessingItheirIpotentials,I
whichIareIessentialIforIaIpreciseIjobIandIthenIselectingItheIsuitableIcandidateIforItheIpositi
on.

• CVIEvaluation

StrengthI

QuickIandIeasyItoIapplyIforItheIjob.

TheIcandidateIhasIusuallyIalreadyIpreparedIthisIsoIveryIquickIandIeasyIwayIforIcandidates
ItoIapplyIforIaIposition

QuickItoIsendIasIanIattachmentItoIanIemailIsoIorganizationIreceivesIcanIspeedIupItheIproc
essIwhenIfacingIaItightIrecruitmentItimeIdeadlineIinformationIquicklyIandICandidateIcanIp
roduceIaItrulyIuniqueIandIpersonalizedIdocumentIthatIpaintsIaIdetailedIandIinIdepthIprofile
IofItheirIskillsIexperienceIandIqualificationsIthatIhelpsItoImatchItheIapplicantItoItheIperson
IspecificationIandImakesImatchingIandIchoosingIcandidatesIforIinterviewImuchIeasier

PageI35IofI82
Weaknesses

CandidatesIcanIlieIandImanipulateItheItruthIbyIleavingIoutIkeyIissuesIorIgapsIinItheirIempl
oymentIhistoryIorIbyIexaggeratingIandIembellishingIuponItheirIcareerIrecord.I

CandidatesIcanIlieIandImanipulateItheItruthIbyIleavingIoutIkeyIissuesIorIgapsIinItheirIempl
oymentIhistoryIorIbyIexaggeratingIandIembellishingIuponItheirIcareerIrecord.IThisIcanImis
leadIhumanIresourcesIstaffIandIendIwithItheIwrongIcandidatesIbeingIchosenIforIinterview.I
ThereIisInoIsignedIstatementIofIhonestyIrequiredIasIaIprotectionIwithIaICV

MisleadIhumanIresourcesIstaffIandIendIwithItheIwrongIcandidatesIbeingIchosenIforIintervi
ew

QuestionsIorIsectionsIonIanIapplicationIformIcanIbeIdesignedItoIfitItheIspecificIneedsIofIth
eIorganization’sIrecruitmentIpolicyIwhichIalsoIspeedsIupItheIprocessIbyIavoidingIunnecess
aryIinformationItheIlackIofIstandardizationIonIaICVImakesIitIveryIdifficultItoIcompareIcan
didatesIwithIeachIotherIifItheyIallIhaveIaIdifferentIstyleIofICV.IItIisIeasierItoIconsiderIanIa
pplicationIformIwithIstandardIquestions,IallowingIallIcandidatesItoIanswerIthemIwhichIwill
IhelpIcomparison.IQuestionsIorIsectionsIonIanIapplicationIformIcanIbeIdesignedItoIfitItheIs
pecificIneedsIofItheIorganization’sIrecruitmentIpolicyIwhichIalsoIspeedsIupItheIprocessIbyI
avoidingIunnecessaryIinformation

• Interviews

StrengthI

✓ DevelopItheIrelationship

RelationIbetweenItheIinterviewerIandItheIintervieweeIcanIbeIdevelopedIthroughIanIintervie
w.IItIincreasesImutualIunderstandingIandIco-operationIbetweenItheIparties.

✓ SelectionIofIsuitableIcandidate

SuitableIcandidatesIcanIbeIselectedIthroughIinterviewIbecauseItheIinterviewIcanIknowIaIlot
IaboutItheIcandidateIbyIthisIprocess.

✓ SufficientIinformationIandItimeIsavingI

PageI36IofI82
InterviewIcanIhelpItoIsaveItimeItoIselectItheIbestIsuitableIcandidate.IWithinIaIveryIshortIti
meIcommunicationIcanIbeIaccomplishedIwithItheIinterview

Weaknesses

✓ LackIofIattention

MuchIattentionIisIrequiredIforIaIgoodIinterview.IButIsometimesIitIisIobservedIthatIbothIthe
IinterviewerIandItheIintervieweeIareIlessIattentive.IThatIisIwhyIrealIinformationIcannotIbeI
collected.

✓ NoIrecord

InItheIcaseIofItheIinterviewIsomeIconfusionImayIbeIarisenIinItheIfutureIas,IthereIisInoIevid
enceIactuallyIthatIhaveIbeenIdiscussedIatIinterview.

✓ DisappointedI

IntervieweeImayIbeIdisappointedIwhileIsheIorIheIfacesItheIinterviewer’sIquestionsIwhichIa
reInotIrelatedItoItheIfield.IThatIisIwhyIaIsuitableIcandidateImayIbeIneglected.

• AssessmentITests

StrengthI

CanIfindIsuitableIcandidatesI

TestsIprovideIaIbasisIforIfindingIoutItheIsuitabilityIofIcandidatesIforIvariousIjobsIandITests
IprovideIbetterIobjectiveIcriteriaIthanIanyIotherImethod.ISubjectivityIofIeveryItypeIisIalmo
stIeliminated.

Weaknesses

TheIinferencesIdrawnIfromItheItestsImayInotIbeIcorrectIinIcertainIcases.ITheIskillIandIabili
tyIofIaIcandidateImayInotIbeIproperlyIjudgedIwithItheIhelpIofItests.

TheItestsImayInotIbeIproperlyIusedIbyItheIemployees.IThoseIpersonsIwhoIareIconductingIt
heseItestsImayIbeIbiasedItowardsIcertainIpersons.IThisIwillIfalsifyItheIresultsIofItests.ITest
sImayIalsoIgiveIunreliableIresultsIifIusedIbyIincompetentIpersons.

• AssessmentICentre

PageI37IofI82
StrengthI

ItIisImoreIvalidIbecauseItheIcandidateIisIevaluatedI(judged)IbyImanyIdifferentIexperts,ItheI
candidateIcanIfindIoutItheirIstrengthsIandIweaknessIandIalsoItheIcandidatesIcanIimproveIth
eirIperformance.ITheyIcanIincreaseItheirIstrengthsIandIremoveItheirIweaknesses

Weaknesses

HighlyIexperiencedImanagersIareIrequiredItoIevaluateItheIcandidatesIandIitIisIveryItimeIco
nsumingIsometimesItheIcandidatesImayInotIgetIproperIfeedback.

• BackgroundIinvestigations

StrengthI

It’sIimportantIthatIemployersImaintainIstandardsIwhenImakingIhiringIdecisionsItoIkeepIthe
irIworkplaceIsafeIOngoingIbackgroundIchecksIareInotIalwaysIimplementedIbyIemployers,I
butItheyIhelpItoImaintainIsafetyIbyIensuringIthatIemployeesIareIstillIfollowingIcompanyIpo
liciesIevenIafterItheyIareIhiredIon.IAIbackgroundIcheckIwillIalsoIhelpIemployersIreduceItu
rnoverIrates

Weaknesses

BackgroundIchecksIcanItakeIanywhereIfromI24IhoursItoIaIweekIorImoreIdepending
IonItheIdetailsIbeingIsought,IandIthisIcanIdelayItheIhiringIprocess,IwhichImayIaffectIprodu
ction.IManyIcompaniesIwillIonlyIscreenIaIshortIlistIofIcandidates,IorItheirIfinalIchoice,IsoIi
fItheIbackgroundIcheckIdoesInotIelicitIpositiveIresults,ItheIwholeIhiringIprocessIwillIhaveIt
oIstartIagain

SomeIpeopleIfindItheIuseIofIbackgroundIchecksIaIviolationIofItheirIpersonalIliberties,IandI
companiesIrunItheIriskIofIoffendingIhighlyIqualifiedIcandidatesIbyIundertakingIthem.IThey
ImayIalsoIoffendIcandidatesIofItheyIfailItoIfaceItoIundertakeIbackgroundIchecksIinIaIunifo
rmImanner;IoffensesIofIthisIkindIcanIleadItoIlawsuits,IincludingIdiscriminationIcharges.

MentionIinIwhichIkindIofIsituationsItheseIapproachesIareIappropriateItoIapply.

• JobIdescriptionsImeetIbusinessIrequirements

PageI38IofI82
 • CandidatesIareIassessedIagainstIconsistentIselectionIcriteriaIatIeveryIstage

• TheIcandidateIcanIbeIconfidentIitIisIaIgenuineIjobIoffer

• TheIprocessIcanIbeIfollowedIbyIallIstakeholders.

CriticallyIevaluateItheIeffectivenessIofItheIrecruitmentIandIselectionItechniquesIinItwoIOrga
nizations.I(D1)

RecruitmentIinvolvesIonItheIlookoutIforIandIattractingIaIpoolIofIpeopleIfromIwhichIqualifi
edIcandidatesIforIjobIvacanciesIcanIbeIchosen.IItIisIoneIofItheIkeyIissuesIofIemployeeIreso
urcing.IGenerallyIrecruitmentIisIaIprocessIofIidentifyingIandIattractingIpotentialIcandidates
IfromIwithinIandIoutsideIofIanIorganizationItoIbeginIevaluatingIthemIforIfillIupIanIestablis
hedIvacancy.ITheIpotentialIsuccessIofIanyIrecruitmentIprocessIresetsItoIaIgreatIextentIonIt
heIqualityIofIitsIapplicants.itIisIveryIimportantIforIaIorganizationsIthatItheyIhaveIanIeffecti
veIandIhighIqualityIrecruitmentIprocessIinIplaceIasIitIhelpsIthemItoIachieveIhighIorganizati
onalIperformanceIandIminimizeItheIlaborIturnover.

AnIeffectiveIrecruitmentIprocessIincludesIvariousIstagesIlikeI–
IverifyingIthatIaIvacancyIexists,IjobIanalysisIthroughIjobIdescription,IpersonalIspecification
,IadvertisingItheIvacancyIthroughIvariousImediaIasIjobIcenters,IemployeeIreferrals,IpostersI
etc.IOnceItheseIstagesIareIfollowedIandIcandidatesIareIidentified,IorganizationIcanIproceed
ItowardsItheInextIstep.I

CompanyIA

DialogIAxiataIPLC

CompanyIoverview

• DialogIaxiataIisIoneIofItheIlargestItelecommunicationIserviceIproviderIinIsrilanka,Ih
asItheIdistinctionIofIplacingIsrilankaIasItheIfirstIinItheIregionIandIamongItheIfirstI4
0IcountriesIinItheIworldItoIsupportIhighIspeedIpacket-basedImobileIdataIservices.

• ItIisIaIsubsidiaryIofIAXIATAIGROUPIonIberhad,IMalaysia.

PageI39IofI82
 • Founded:I1993IasIMTNInetworksI(pvt)ILtd.
• DialogIoperatesI2.5G,I3G,I3.5G,IandI4GILTEIcommunication.
• DialogIproducts:IDialogImobile,IDialogITV,IDialogIbroadbandIservice,IDialogIglob
al.

DialogIAxiataIGroup,IaIsubsidiaryIofIAxiataIGroupIBerhadI(Axiata),IoperatesISriILanka’sI
LeadingIQuad-
PlayIConnectivityIProvider.IDialogIAxiataIPLC,IlistedIonItheIColomboIStockIExchange,Isu
pplementsIitsImarketIleadingIpositionIinItheIMobileITelecommunicationsIsectorIwithIaIrob
ustIfootprintIandImarketIpresenceIinISriILanka’sIFixedITelecommunicationsIandIDigitalITe
levisionImarketsIthroughIitsIfullyIownedIsubsidiariesIDialogIBroadbandINetworksI(Private)
ILtdI(DBN)IandIDialogITelevisionI(Private)ILtd.,I(DTV).IDialogIAxiataIGroupIisISriILank
a'sIlargestIForeignIDirectIInvestorI(FDI)IwithIinvestmentsItotalingIUSDI2.3IBillion.

TheIwinnerIofIsixIGlobalIMobileIAwards,IDialogIhasItheIdistinctionIofIbeingIvotedIbyISriI
LankanIConsumersIasItheITelecomIServiceIProviderIofItheIYearIforIsevenIyearsIinIsuccess
ionIatItheISLIM-
NielsenIPeople'sIChoiceIAwards.IDialogIwasIalsoIvotedIbyISriILankanIconsumersIasItheII
nternetIServiceIProviderIofItheIYearIforIsixIyearsIconsecutively,IandIhasItoppedISriILanka’
sICorporateIAccountabilityIrankingsIforItheIpastIeightIyearsIinIsuccession,IandIisIanIISOI9
001IcertifiedIcompany.ITheICompanyIhasIreceivedInumerousIlocalIandIinternationalIaward
sIincludingItheINationalIQualityIAwardIandISriILankaIBusinessIExcellenceIAward.I(www.
dialog.lk)

DialogIAxiataIisIoneIofItheIlargestImobileItelecommunicationIcompaniesIinISriILankaIwith
IaIvisionItoIbeItheIundisputedIleaderIinItheIprovisionIofImulti-sensoryIconnectivity.

TheirIparentIcompanyIAxiataIisIoneIofItheIlargestItelecommunicationsIcompaniesIinIAsiaI
withItheIfastestIgrowingIAsianIfootprintsIandIaIvisionIofIbecomingIaIregionalIchampion.IA
dvancingIAsiaIisIAxiata'sIgoalIandIwillIachieveIthisIthroughIbringingIaffordableIconnectivi
ty,IinnovativeItechnologyIandIworldIclassItalentItoItheIentireIregion.

TheyIfirmlyIbelieveIthatIValuesIandIEthicsIformItheIstrongIfoundationIuponIwhichItheirIor
ganizationIhasIbuiltIitself.ITheyIalsoIbelieveIinIfairIandIresponsibleIremunerationIandIperfo
rmanceIbasedIcareerIgrowthIthusIensuringIthatItheirIemployeesIareItreatedIfairlyIandIequita
bly.
PageI40IofI82
WeIareIconstantlyIonItheIlookoutIforItalented,IenthusiasticIandIpassionateIindividualsIwhoI
areIdeterminedItoIdeliverIresultsIandIgrowIwithIthemIandIshareIinItheirIsuccess.ITheyIareIl
ookingIforIthoseIindividualsIwhoIareIconfidentIaboutIrealizingIourIVisionIandIexecuteIthei
rIeveryIMissionIwithIanIunwaveringIcommitmentIandIutmostIpassionIforIexcellence.

Vision

ToIbeItheIundisputedIleaderIinItheIprovisionIofImulti-
sensoryIconnectivityIresultingIalways,IinItheIempowermentIandIenrichmentIofISriILankanIl
ivesIandIenterprises.

OurIMission

ToIleadIinItheIprovisionIofItechnologyIenabledIconnectivityItouchingImultipleIhumanIsens
orsIandIfaculties,IthroughIcommittedIadherenceItoIcustomer-
driven,IresponsiveIandIflexibleIbusinessIprocesses,IandIthroughItheIdeliveryIofIqualityIserv
iceIandIleadingIedgeItechnologyIunparalleledIbyIanyIother,IspurredIbyIanIempoweredIsetIo
fIdedicatedIindividualsIwhoIareIdrivenIbyIanIirrepressibleIdesireItoIworkIasIoneItowardsIaI
commonIgoalIinItheItruestIsenseIofIteamIspirit.

ValuesI

PageI41IofI82
AtIdialogIrecruitingItheyItakeItheItimeItoIgetItoIknowItheirIclients,IhowItheyIoperateIandIt
oIunderstandIwhat’sIimportantItoIthemIsoIthatItheyIcanIfindItheIbestIcandidateIforItheIposi
tionItheyIareIlookingItoIfill.

TheirIservicesIincludingIfulltimeIplacementIasIwellIasIcontracts,IcontractItoIhireIandIfreela
nceIplacement.ITheirIattentionItoIdetailIandItheIqualityIofItheirIcandidatesIsetsIupIapartIfro
mIanyIotherIrecruitingIfirm

TheyIbuildItrustingIrelationshipsIwithIourIcandidatesIandItheirItransparencyIandIfeedbackIh
aveIgivenIusItheIabilityItoIcontinuallyIworkIwithItheIbest.ITheyIspecializeIinIrelationships:
ItheyIunderstandingIofItheirIclientsIandIcandidatesImeansItheyIknowItheIrightIcandidateIfo
rItheIrightIrole.ITheyIareIcommittedItoIpartneringIwithIourIclientsItoIhelpIdeliverIsolutions
IthatImeetItheirIstrategicIbusinessIneeds.I(www.dialog.lk)

AtIdialogItheyIbelieveIinIqualityIoverIquantity.ITheyIfindIcandidatesIsoItheyIcanIfocusIo
nIrunningItheirIbusiness

TheyIunderstandingIofItheIrelationshipsIandInetworksIthey’veIdevelopedIallowsIthemItoIpr
ovideIcandidatesIdirectIaccessItoItheIbestIopportunitiesIandIcompanies.

TheirIcultureIofIhelpingItheirIstaffIdevelopIprofessionallyImeansIthatItheyItryItoIrecruitIfor
InewlyIavailableIpositionsIfromIexistingIstaffIfirstIbeforeIadvertisingIthemIexternally.IThey
IalsoIbelieveIfreshItalentIandIideasIhelpIinnovateIandIdevelopItheirIorganizationIandIrecruit
IexternallyIdependingIonItheIneed.I(AuthorIdeveloped,I2020)

SuccessfulIapplicantsIareIassuredIofIfairIjudgmentIproceduresIbasedIonIqualifications,Imeri
tIandIqualities,IandIopportunitiesItoIuseIthemItoIadvanceItheirIcareers.

PageI42IofI82
WhenIaIroleIneedsItoIbeIfilledI(eitherIinternallyIorIexternally),IHRIshouldIscheduleIanIinta
keImeetingIwithItheIhiringImanagerItoIlearnImoreIaboutItheIjob,ItheIessentialIrequirements
IandItheIprofileIofItheIidealIcandidate.ITheIrecruitingIstrategyI(howIareIweIgoingItoIfindIth
eseIinternalIorIexternalIcandidates)IcanIbeIdiscussed,IandIexpectationsIcanIbeIset,IUsingIaI
checklistIofIquestionsIandIdiscussionItopicsItoIaddressIduringItheseImeetingsIcanIhelpItoIc
aptureItheIkeyIelements,IandIsendingIaIfollow-upIe-
mailItoItheIhiringImanagerIoutliningItheIagreementsIandIexpectationsIthatIwereIsetIduringIt
heImeetingIcanIensureIeveryoneIisIonItheIsameIpage.

InternalIrecruitingItypicallyIconsistsIofIoneIorImoreIofItheIfollowingIapproaches:

• InternalIjobIposting.
• NominationIbyImanager.
• Knowledge,IskillsIandIabilitiesIdatabase.
• SuccessionIplanning.

RegardlessIofIwhichIapproach—orIcombinationIofIapproaches—
anIemployerIadopts,IitIshouldIcraftIaIpolicyIthatIisIfairIandIequitableItoIinternalIapplicants,

IthatIsetsIexpectationsIforIemployeesIapplyingIforIaIposition,IandIthatIisIimplementedIcons
istentlyIandIcommunicatedIopenlyIthroughoutItheIorganization.

ScreeningICVI

PageI43IofI82
TheyIdoIpreliminaryIlevelIinterview,IifIselectedIfromItheI1stIinterviewItheyIwillIbeIproceed
ingItoItheIsecondIinterview.IIfItheIcandidateIselectedIfromItheIsecondIinterview,Iplacement
ItestIwillIbeIthere.

AfterIachievingItheIexpectedIlevelIfromItheIassessmentItheyIareIfillingItheIinterviewIreport
IandIsendingItoItheIHR.

TheyIwillIinformItheIselectionIwillIbeIdoingItheInegotiationI(ifIneeded)IandIinformingIthe
mItoIcomeIforItheIdocumentationIpartIwithItheIrelevantIdocuments.

CompanyIBI

COMMERCIALIBANK

TheyIareItheIlargestIprivateIsectorIfinancialIservicesIinstitutionIinISriILankaIservingIoverIt
hreeImillionIcustomersIwithIaIteamIofI4,987IemployeesIdrivingIperformance.ITheirInetwor
kIspansI12IcountriesIconnectingIcommunitiesItoIglobalImarketsIandIopportunitiesIplayingIa
IkeyIroleIinItheIdevelopmentIofIvillages,ItownsIandIcountriesIweIoperateIin.ITheIfirstISriI
LankanIbankItoIbeIlistedIamongstItheI‘TopI1000IBanksIinItheIWorld’IinI2008,ItheyIareIth
eIonlyISriILankanIbankItoIhaveIbeenIincludedIinIthatIprestigiousIgroupIofIbanksIconsecuti
velyIforItheIpastIsixIyears.ITheyIaspireItoIbecomeIaIregionalIplayerIinISouthIAsiaIasItheyI
expandIourIoverseasIoperationsIleveragingItheirIexpertiseIhonedIoverI48IyearsIinIbanking.

SriILanka’sIBestIBank’IhasIaIrichIhistoryIdatingIbackItoItheIpre-
independenceIera.ITheIbirthIofIComIBankIinItheI1920s’,IduringItheIBritishIcolonialIperiod,
IaItimeIwhenItrade,IcommerceIandIenterprisesIopenedIup,IandIthrived.

However,IweIgatheredImomentumIinI1969,IwhenICommercialIBankIofICeylonIbecomesIan
IindependentIentityIbeginningIanIunbrokenIandIunprecedentedItraditionIofIexcellenceIinIser
viceIthatIhasIcontinuedItoIthisIday.

PageI44IofI82
InItheIunlimitedIvisionIofIgrowthIthatIisIbeingIunfoldedIwithIeveryIstepIforward,ItheyIareI
evolvingItoIaInewIeraIofIfinancialItransactions.I

AlreadyICommercialIBankIisIinItheIvanguardIofItheIdigitalItransformationIsweepingItheIw
orld.IAutomationIisIsetItoIplayIaIkeyIroleIinIdrivingIoperationalIexcellenceIandIcostIsaving
sIandIensuringIconsistentIqualityIbyItransformingItheIvitalIfrontIlinesItoIbeIfutureIreadyIan
dIsupportingItheIessentialIbackendIactivitiesIforIaIparadigmIshiftIinItheItraditionalIbankingI
model.I

PioneeringInewIdigitalIapplicationsIwithinItheIeverIchangingImobileIplatform,ItheIBankIisI
sweepingIintoItheIdigitalIageIbringingIwithIitIhithertoIunimaginedIbenefitsIforIcustomersIw
hereverItheyIareIlocated.I

AdroitlyInavigatingItheIcuttingIedgeIofIcreativeItechnologyIsolutions,ICommercialIBankIisI
aIregionalItechnologyIpioneerIwithIitsIe-
passbook,IaImobileIphoneIandI‘tabIbased’IaccountIpassbookIappIintroducedIforItheIfirstIti
meIinISouthIAsia,IfacilitatingIeffectiveImobileIphoneIbasedIbankingItransactions.I(AuthorI
developed,I2020)

CommercialIBankIisIpoisedItoIpioneerInewIvistasIofIgrowthIandIopportunities,ImakingIinr
oadsIinIlifestyleIchangesIlikeIneverIbefore,IenablingITransIglobalIfinancialIconnectivityItha
tIdefiesItheItraditionalIphysicalIboundariesIofItimeIandIspace.

PageI45IofI82
CommercialIbankIisIveryIcarefulIinItheirIHRIplanning.ITheyIareIgenerallyIuseItrendIanalys
is.ITheyIsetItheIgoalIfirstIandIafterIthatItheyIplanIforItheIrecruitment.IForIthisItheyIneedIto
IfindIout,IhowImanyIpositionsItheyIneedIandItheIamountIofIpeopleItheyIneed.ItheyIgeneral
lyIrecruitIthroughI
I. NeedIbasis:ItheyIanalyzeItheIneedIofIemployee;ItheyIrecruitItheirIemployeeIbasedI
onItheirIneeds.
II. PerformanceIbasis:ItheyIalsoIrecruitIthroughIperformanceIbasisI/recruitIfromItheIe
mployeeIfromItheIinternIstudentsIbasedIonItheirIperformance.

InternalIandIexternalIcandidates
CommercialIbankIPLCIrecruitsItheirIcandidatesIfromIbothIinternalIandIexternalIsources.IFo
rItopImanagersItheyIuseIinternalIrecruitmentIandItheyIfollowIpersonnelIreplacementIchart.I
ByIthisItheyIcanIeasilyIgetIcurrentIperformanceIofIemployeeIandIchancesIofItheirIportabilit
y,IforItheImid-
levelIcandidatesItheyIuseImanualIsystemItoItrackIemployeeIqualificationIandIalsoItheyIuseI

PageI46IofI82
intranetsIandIbulletinIboards.IForIexternalIrecruitmentIprocessItheyIuseIBDjobsIwebsiteIan
dIsometimesItheInationalIdailyInewspapers.
CentralizedIrecruitmentI-
ICommercialIbankIPLCIfollowsItheIcentralizedIrecruitmentIsystem.ITheyImakeItheirIrecrui
tmentIdecisionIcentrally.itIisIcostIandItimeIefficient.

RecruitmentIandIselectionI
RecruitmentIprocessIbasicallyIstartsIwithItheIanalysisIofItheIjobIdescriptionIandIjobIspecifi
cationIforIaIspecificIjob.IJobIanalysisIandIjobIspecificationIideallyIprovideItheIinformationI
aboutItheIjobItitle,Ilocation,IsalaryIscale,IskillIandIknowledgeIaIcandidateImustIhaveIrespec
tiveIheadIofItheIdepartmentIprepareItheIjobIdescriptionIbasicallyIandIsendIitItoItheIHRIdep
artment.
EmployeeIsourcesI
HumanIresourcesIdepartmentIofIcommercialIbankIdecidesIhowItoIfillItheIvacantIposition,I
whetherIthroughIinternallyIorIexternally.
InternalIsources ExternalIsources

RecruitmentIfromIinternalIsourcesIareIusua
llyIdoneIwhenIrecruitingIforIaInewIprojectI
midlevelIandItheItopIlevelIpositions.IForIto
pIlevelIpositionsItheyIuseIinternalIsources.I
AdvertisementsIareIpostedIonIintranetIandI
alsoIonIbulletinIboardIofICommercialIbank
IPLC.ITheyIalsoIrecruitItopIpositionsIthrou
ghIevaluationsIbasisIpromotions.
CommercialIbankIPLCIrecruitsIfromIextern
alIsourcesIforIentryIlevelIpositionsIandIals
oIforIsomeIpositionsIwhichIrequireIcertainI
technicalIexpertiseIandIexperienceIwhichIt
heIemployeesIinItheirItalentIpoolIdoInotIha
ve.IAdvertisementsIareIpostedIonlineIatIw
ww.bdjobs.comIandIsometimesIinItheInatio
nalIdailyInewspaper.

ThisImethodIisIusedItoIfillIaIvacancyIofIC CommercialIBankIdependsIonIexternalIlab
ommercialIBank,IusingIanIexistingIemploy orImarket,IwhenItheyIdoInotIfindIexistingI
eeIwithItheIrightIrequirementsIandIqualific employeesIwhoIhasItheIrequiredIknowledg
ations.ITherefore,IifIthereIisIanyIvacancyIt e,IexperienceIorIskillsIforItheIvacantIoppor
heImanagementIofItheIbankIwillIadvertiseIi tunity.ITheIhumanIresourceIdepartmentIofIt
tIinItheIinternalInewsletter,IwhichIisIhande heIbankIwillIbeIinformedIbyItheImanagem
dIoverItoIallItheIemployeesImakingImoreIs entIofItheIrespectiveIdepartments,IwhichIha
paceIforIopportunities.IWithinIoneIweek’sIt sIjobIvacanciesIandIwillIbeIprovidedIwithIt
imeIifItheIbankIfindsIaIsuitableIpersonIfro heIdescriptionIofItheIjobIandIotherIinforma
mItheIcompanyIitselfItoIfillItheIvacantIposi tion
tion,ImostIprobablyItheyIareIgivenItheIjob.
ICommercialIBankIfacesImanyIadvantagesI
dueItoItheIinternalIrecruitmentImethod.ITh
eyIareIasIshowIbelow,
• CostIeffectivenessI–
ItheIbankIshouldIinvestImoneyIupo
nIrecruitment,IselectionIandItraining
I&IdevelopmentIwhenIpickingIanIe
mployeeIexternally.IThisIcanIcutIof

PageI47IofI82
 fIbyItheIinternalImethodIofIrecruitm
ent.

• GivesImoreImotivationItoIallItheIe
mployeesIandIleadsItoIpromotions.

• IncreaseIcommitmentItoItheIcompa
nyIbyItheIemployees

ApplicationIcallingI
JobIapplicationsIagainstIeachIvacantIpositionIareIcollectedIbyIHRIdepartment.ICandidatesIc
annotIappearIforImoreIthanI1interviewIwithinI1IyearIandIprobationaryIemployeesIareIalsoI
notIallowedItoIapplyIforIinterviewIforIanyIotherIposition.IafterI1yearIofItheIprobationaryIp
eriodIinternIcanIapplyIforIaIfixedIposition.
• JobIexperienceI(IfIapplicable)I
• SkillsIsetIsuchIasIMSIword,IMSIExcelIetc.
• ParticipationIinIextraIco-curricularIactivities.
EntranceIexamI(WrittenItest)I
ITheIapplicantsIthatImeetItheIaboveIcriteriaIareIthenIcalledIforIaIwrittenItest.noImatterIwha
teverItheIpositionIis,IeachIofItheIapplicantsIhasItoIgoIthroughIthisIwrittenItestIandIgainIsati
sfactoryImarksItoIbeIeligibleIforItheInextIstep.ITheIwrittenItestIconsistsIofI200Imarks,Ither
eIareI100ImarksIforItheImathsIandI100ImarksIforItheIEnglishI(EssayI-50,IcaseIstudyI–
I25,IletterI-
25).IThroughIthisItestItheIapplicants’IanalyticalIabilityIandIskillsIonIEnglishIareItestedI
Interview
TheIapplicantsIthatIsuccessfullyIpassItheIwrittenItestIareIthenIcalledIforIinterviewIwithIaIb
oard.ITheIboardIconsistsIofIheadIofIHRIandIdeputyIheads.ITheIboardItestsItheIapplicant’sI
adaptabilityItoIworkIenvironment,IstressIendurance,Iconfidence,IexecutionIstyleIetc.
MedicalIexamIandIpoliceIverificationIreportIsubmission
TheIapplicantsIwhoIpassItheIaboveItestsIareIconsideredItoIbeIeligibleIforItheIjobIprimarily.
IHowever,ItheyIareIaskedItoIsubmitIaImedicalItestIreportIandIaIpoliceIverificationIreportIin
IorderItoImakeIsureIthatItheyIareIphysicallyIfitIforItheIjobIandIdoInotIhaveIanyIunethicalIh
istory.I
On-board
IfItheIapplicantIpassesIallItheIabove-
mentionedItests,Ihe/sheIisIputIintoIprobationaryIperiodIforI18ImonthsIwhichIisIconsideredI
asItrainingIperiodIalso.I
JoiningI

PageI48IofI82
AfterItheseI18ImonthsIofIprobationaryIperiodIends,ItheIapplicantIisIcalledIforIanotherIinter
viewIwhereIjobIrelatedIquestionsIareIasked.IUponIpassingIofIthisItestIhe/sheIisIfinallyIappo
intedIasIofficer.IIfIfailedIinIthisItest,ItheIapplicantIisIputIintoIprobationaryIperiodIagainIfor
IanotherI6ImonthsIorI12Imonths.

SelectionI
CommercialIBanksImanagementIexploresIbothIinternalIandIexternalIsourcesIforIreplacemen
tIneeds.IInternalIrecruitmentIisIwhereItheIbankIisIsuppliedIwithItheIworkIforceIwithinItheIc
ompanyIitself.IThisIcanIbeIanIactionIofIeitherItransferringIorIpromotion.IThereIareImanyIu
niformIwaysICommercialIBankIusesItheirIinternalIrecruitmentImethod.IMostlyItheIbankIus
esItheIinventories,IwhichIisIalsoIknownIasIaIcomputerizedIdatabaseIthatIisIcontainedIwithIt
heIbasicIinformationIofIallItheIemployees.ITheIinventoryIcarriesItheIinformationIaboutIeac
hIemployee’sIskills,Iknowledge,IperformanceIandIotherIrelevantIcharacteristics.
Evaluation
CompareItheIrecruitmentIandIselectionIapproachesIusedIbyIbothIcompanies.IProvideIjustifi
cationsIandIrecommendations.
BothItheIorganizationsIthatIhaveIbeenIdiscussedIaboveIusesIbothIinternalIandIexternalIrecr
uitmentImethods.IYet,IitIshouldIbeInoticedIthatIforIanIorganizationIitIisImoreIcostIeffective
ItoIuseItheIinternalImethod.IItIisIclearIthatIaIcompanyIhasItoIputIasideIaIcertainIamountIw
henIitIcomesItoItheIprocessesIofIrecruitingIselectingIandItrainingI&Idevelopment.I
Therefore,IifItheIcompanyIcanIfindIanIexistingIemployeeIwithItheIrightIrequirementsItoIfill
IupIaIvacancy,ItheIcostIwillIbeIlessIasIforItheIaboveIprocessesIwouldInotIhaveItoIbeIpracti
ced.
However,ItheIinternalImethodIcanIalsoIholdIaIdisadvantage.IByIrecruiting,IaIcandidateIexte
rnallyImayIbringImoreIknowledge,IskillsIandIdiversityItoItheIorganization.I
InIcertainIinstances,ItheIinternalImethodIwouldInotIbeIeligibleItoIdoIso.ITherefore,IbyIexter
nalIrecruitmentItheIorganizationIwillIbeIableItoIfindItheIbestIcandidatesIforItheIvacantIjobIt
hanIfromItheIinternalImethod.I
Hereby,IitIisIclearIthatIbothIinternalIandIexternalImethodsIareIvaluableIforIanIorganizationI
inItheIrecruitmentIprocess.
TheIprivateIsectorIcommercialIbanksIareItheImostIstructuredIorganizationsIasItheyIareIcont
inuouslyIdevelopingIandIupdatingIhumanIresourceI(HR)IpoliciesIandIpracticingIthoseIpolic
iesIproperly.ITherefore,IthisIpaperIcouldIbeIbeneficialIforItheirIfutureIdevelopment.ISomeIr
ecommendationsIcanIbeIdrawnIbasedIonItheIaboveIanalysisIandIfindingsIlikeIbanksIshould
IgiveImoreIemphasizeIonIinternalIrecruitmentInotIonlyItoIincreaseIemployeeImotivationIan
dIloyaltyIbutIalsoItoIreduceIexternalIcostsIofIadvertising,IselectionIactivities,Iorientation,Itr
ainingIandIdevelopmentIetc.I(AuthorIdeveloped,2020)
TheyIalsoIcanIuseItheIsourcesIofIcampusIrecruitmentItoIacquireIfreshIandIenergeticIemplo
yees,IdirectImailItoItheItopIandIrenownedIpersonnelItoIobtainItheImostIcompetentIandIexpe

PageI49IofI82
riencedIemployees.ISometimesItheyIalsoIcanIallowIwalk-insIorIwrite-
insIapplicationIforItheIjuniorIlevelIposition.
InItheIrecentIcompetitiveIjobImarket,InotIonlyItheIjobIseekersIareIstrugglingIforIgettingIaIs
uitableIjobIbutIalsoIorganizationsIareIstrivingIforIconductingIeffectiveIrecruitmentIandIsele
ctionIactivitiesItoIplaceIandIretainIhighlyIqualifiedIemployeesIinItheIsuitableIposition.IAnIe
ffectiveIrecruitmentIandIselectionIprogramIensuresIaIrightInumberIofIqualifiedIemployeesIf
orIachievingIorganizationalIstrategicIgoalsIinIaIcost-effectiveIway
AIpoolIofIcompetentIemployeesIhelpsIinIgainingIcompetitiveIadvantageIwithIthatIorganizat
ionalIeffectivenessIdependsIonIskilledIandIcompetentIemployees.IImplementationsIofIrecrui
tmentIandIselectionIfunctionsIareIaccuratelyIrelevantIforIbanksItoIgainIcustomerIsatisfactio
nIthroughIprovidingIbetterIqualitativeIservicesIwhichIultimatelyIensuresIincreasedIorganizat
ionalIgrowthIandIprofitabilityIalongIwithIhighIemployeeIsatisfaction,IproductivityIandIloyal
ty.
OverallIorganizationalIperformanceIandIitsIreputationIpositivelyIinfluencedIbyItheIeffective
IexecutionIofIrecruitmentIandIselectionIfunctions.IOrganizationalIachievementsIandIexisten
ceIgreatlyIrelyIonIeffectiveIpracticesIofItheseIfunctionsIasItheyIareItheIvitalIpartIcorporateI
levelIstrategies.IComprehensiveIrecruitment,IvalidIselectionItest,IproperIselectionIprocessIa
ndIorganizationalIprofitsIareIpositivelyIrelated.IUsesIofIproperIapproachIorIstyleIcanIleadIt
oIgettingIgoodIqualityIemployeesIwhichIinIturnIgiveItheIbetterIorganizationalIperformance.
SummaryI
DialogIAxiataIPLC CommercialIbank
TheIcoreIintentionIofIrecruitmentI TheIhumanIresourcesIdepartmentIofIcommercialIban
policyIisIfindingIsuitableIemploye kIisIresponsibleIforIdevelopingIaIcompetentIworkfor
eIwhoIwillIcontributeItoIgrowingI ceIforItheIorganizationIactivitiesI.ToIdoIsoIitIhasIaIs
profitsIandIatItheIsameItimeIthatIi trongIandIorganizedIstructureIintoIdifferentIunitsI,w
ndividual’sIcareersIdevelopmentIir hichIareIindividuallyIresponsibleIforIrecruitmentI,sel
respectiveIofIwhereIhe/sheIcomesI ectionIandIappointmentI,formulationIofIpoliciesI,pub
from. licationIofIreportsI,conductingIorientationI,trainingIa
ndIappraisalI,compensationIofIemployeesI,eradicatio
TheIrecruitmentIplanningIprocessI nIofIinjusticeIorIviolationIofIrightsIinItheIworkplace
ofIdialogIaxiataIisIalignedIwithIits Ietc.
IbusinessIplanIprocess.
CommercialIbankIemployeesIareIrecruitedIbyIgoingI
DialogIAxiataIwasIableItoIsatisfyI throughImultipleIstepsIstartingIfromIstaffIrequisition
theirIinternalIemployeesIbyIguidin IandICVIsourcingItoIwrittenItest,IinterviewsIandIfin
gIandIallowingItheIstaffItoIreachIf allyIjoining.
orItheirIownIpersonalIgoalsIatItheI

PageI50IofI82
 sameItime.(AuthorIdeveloped,202 TheIemployeesIareItrainedIthroughIdifferentItraining
0) IprogramsIorganizedIbyItheImanagement

Recommendations

AlthoughItheIcompanyIisIsuccessfulIinImanagingIchangeIandIconflicts,ItheIfollowingIreco
mmendationsIwouldIenableItheIcompanyImore

• BuildIanIinnovativeIplatformItoIencourageIcreativityIamongIstaff

• AlthoughIstaffIisIgivenItheIopportunityItoIcomeIupIwithIinnovativeIideas,IatItheImo
mentItheIcompanyIdoesInotIhaveIaIspecialIdepartment
• WhenIoutsourcingIgiveImoreIchoiceItoIemployeesItoIchooseItheirIownIway

WhenIoutsourcing,IweIfeelIthatItheIstaffIshouldIbeIgivenIaIchanceItoIchooseIwhatIisIbestIf
orIthem.IForIexampleIinIcaseIwhenIcardIcenterIofIDialogIwasIoutsourced,ItheyIwereInotIgi
venIanyIchanceIforItheirIownIviewsIwhetherItheyIwantIaItransferItoIanotherIdepartmentIwi
thinIDialogIorIwantItoIjoinItheInewIcompany.IIfItheyIshouldIhaveIgivenItheIchanceIorIatIl
eastIgotIsomeIfeedback,IthenItheyImightInotIhaveIfeltInegative.

• IntroduceIjobIenrichmentItoImotivateItheIstaffs

AtItheImomentIthereIisInoIjobIrotationIorIjobIenrichmentIprogramsIwithinItheIcompany.IH
owever,IifIjobIenrichmentIprogrammeIisIintroduced,ItheIstaffIwouldIfeelImoreImotivatedIa
ndIresponsibleIforItheirIwork.IItIwouldIenableIthemItoItryInewItasksIandIstretchItheirIskills
IbeyondIwhatItheyIhaveIbeenIdoingIallItheItime.

• GoI“GREEN”

InIorderItoIreduceItheIcompany’sIhighIenergyIcost,IitIcanIgoItoIsolarIpanels

SalaryIstructureIshouldIbeImoreIcompetitive

PageI51IofI82
LearningIOutcomeI2
ExplainItheIbenefitsIofIdifferentIHRMIpracticesIwithinItheIorganizationIforIbothIemploye
rIandIemployee.I(P3)

BenefitsIforIEmployer

HumanIresourceImanagementIisItheIprocedureIofIlinkingItheIfunctionIofIhumanIresourceIw
ithItheIgoalsIofItheIfirmIsoIasItoIdriveIandIimproveIproductivity.IInIsimpleIterms,Imanage
mentIofIhumanIresourcesIinvolvesIhiring,Irecruiting,IandImanagingIemployees.IAIhumanIr
esourceIthatIisIsuccessfulIrequiresImanyIpiecesIofItheIcompany,IinvolvingItheIadministratio
nIofIsafetyIandIhealthIandItheIorganizationalIculture.IWhenIyouIunderstandIeveryIelementI
ofIhumanIresourceImanagement,IyouIcanIstructureIyourIbusinessIprocessesIeffectively.

1. ImproveIorganizationalIproductivity.I

TrainingIisIrecommendedIbyImanyIexpertsItoIincreaseItheIproductivityIofItheIemployees.IT
heIsuccessIofIanyIorganizationIisIdeterminedIbyItheIproductivityIofIitsIemployees.IIfItheIor
ganizationsIhaveIeducated,Iwell-
trainedIandIknowledgeableIemployees,IitIwillIhaveIaIdirectIimpactIonItheirIproductivity.

• EmployeesIgetInewIskills

AInewIsenseIofIpurposeIisIgivenItoItheIemployeesIwhenItheyIacquireInewIskillsIthroughItr
aining.

• EmployeesIgetImoreIconfident:

AnIemployeeIknowsIwhatItoIdoIandIhowItoIdo,IitImakesIhimImoreIawareIandIheIfeelsIpre
paredIforItheIupcomingItasksIwhichImakesIhimIconfident.ITrainingImustIbeIprovidedItoIth
eIemployeesItoImakeIthemIunderstandIhowItoImanageItheItasksIandIactivitiesIwithInewIan
dIdifferentIprocedures.

• HelpsIinIincreasingIemployeeIsatisfaction

WhenItheIemployeesIbetterIunderstandItheIworkIthatItheyIneedItoIdoIinItheIorganization,Iit
IleadsItoIjobIsatisfaction.IEmployeesIgetIsatisfiesIwhenItheyIareIgivenIcareerIgrowthIandIa
dvancementIopportunities.ISkillsIandIknowledgeIhelpIinIperformingItheirIdutiesIoptimallyI

PageI52IofI82
whichIfurtherImakesIthemIsatisfied.IToIgiveItheirIbest,IemployeesIneedIskillsIwhichItheyIc
anIacquireIwithItheIhelpIofItraining.

2. ManageIconflictsIandImaintainIorganizationalIpeace.

HumanIresourcesImanagersIhelpImediateIdisputesIwithinIanIorganization,IwhetherIbetween
IemployeesIorIbetweenImanagementIandIemployees.ITheyIinterpretIcompanyIpoliciesIandI
proceduresIandIdefineIappropriateIworkplaceIbehavior.ITheyIalsoIattemptItoIresolveImatter
sIsuchIasIinsubordination,IpoorIattitude,IinappropriateIlanguageIandIotherIdisrespectfulIwor
kplaceIbehaviorsIthatIcouldIpossiblyIleadItoIconflictIandIdisciplinaryIaction.

3. DevelopIandImaintainIgoodIemployeeIrelations.I

HumanIresourcesImanagersIprovideIsupportIforIemployeesIwhoIfeelItheirIrightsIhaveIbeenI
violated.IEmployeesIwhoIexperienceIdiscriminationIorIharassmentImayIcontactIhumanIreso
urceImanagersIforIassistanceItoIremedyItheIsituation.IHumanIresourcesImanagersIinterpretI
anti-
discriminationIandIharassmentIlawsIandIassistIemployeesIwithIlegalImatters.ITheyIalsoIme
diateIdisagreementsIbetweenIworkersIandIemployersItoIavoidIpossibleIlitigation.

4. MaintainIfavorableIorganizationalIculture.

CompanyIcultureIisIpowerful:IitIcanIimpactIsales,Iprofits,IrecruitingIeffortsIandIemployeeI
morale,IwhetherIpositivelyIorInegatively.IAIgreatIcompanyIcultureIattractsIpeopleIwhoIwan
tItoIworkIorIdoIbusinessIwithIaIcompany.IItIcanIinspireIemployeesItoIbeImoreIproductiveI
andIpositiveIatIworkIwhileIreducingIturnover.IItIcanIevenIactIasItheIbestIrecruiter,Iattractin
gIqualifiedIcandidatesIwhoIwantItoIworkIforIyourIcompany.IIt’sIeasyItoIseeIhowIimportant
IcompanyIcultureIcanIbe.

ImprovingIemployeeIsatisfactionIthroughIaIstrongIandIsupportiveIcompanyIcultureIcanIred
uceIrecruiting,IhiringIandItrainingIexpensesIwhileIimprovingImoraleIandIincreasingIprofits.

5. HelpfulIforIplanningItheIchange.

SuccessionIplansIidentifyIpotentialIreplacementsIforIkeyIpositions,IwhileItrainingIandIdevel
opmentIisImeantItoIimproveItheIskillsIofItheIindividual,IorIisIseenIasIaIbenefitIprovidedIby
ItheIcompany.IByIcombiningItrainingIandIdevelopmentIwithIaIsuccessionIplan,IanIorganiza

PageI53IofI82
tionIcanIbetterIprepareIforItheIloomingItalentIshortageIandItheIuncertaintyIthatItheIfutureIh
olds.

Organization’sIsuccessionIplanIwithIitsItrainingIandIdevelopmentIprogram,IallowsIanIorgan
izationItoIgroomIandIequipIhigh-potentialIemployeesIforItheirIfutureIrolesIinItheIcompany.I

6. AttractIandIretainIappropriateIemployees.

WhileIrecruitmentIandIretentionIseemsItoIbeIaIfunctionIofItheIhumanIresourceIteam,IitIrem
ainsItheImainIhubIofIallIpoliciesIandIsystemsIofIhumanIresourceIdepartments.IAcquiringIq
ualifiedIemployees,IretainingIthemIinItheIcompany,IgivingIthemItheIrightItrainingItoIcompl
eteItheirIjobsIandIencouragingIthemItoIfurtherItheirIeducation,Iskills,IandIawardingIthemIw
ithIcompensationIandIbenefitsIwillIdriveItheIorganizationItoIsuccess.

7. EmployeeImotivationIandIsatisfaction.I

RewardingIandIrecognizingItheIemployeesIcanIbeIhugelyIbeneficialItoItheIbusiness.ICom-
paniesIbelieveIrewardIandIrecognitionIsystemsIresultIinIbetterIstaffIreten-
tion,IwhileIhalfIalsoIattributeIgreaterImotivationItoIofferingIincentives.IEngagedIemploy-
eesIstayIlonger,IactivelyIinvolveIthemselvesIinItheIworkplaceIandIproduceIbet-
terIresults.IImprovingIlevelsIofIemployeeIengagementIisIkeyItoIboostingIproductivi-
tyIandImaximizingIReturnIoverIinvestment.

BenefitsIforIemployee

1. HelpingIworkersIwithItrainingIandIdevelopment.

HRMIpracticesIsatisfyIemployeesIandIencourageIthemItoIcontributeItoIaIcompany'sIintellec
tualIassets.IWorkers’IknowledgeIandIskillsIcanIincreaseIaIbusiness'IcompetitiveIadvantage.I
EffectiveIorganizationsIcapitalizeIonIthisIpositiveIeffectIofIHRMIbyIhelpingIemployeesIim
prove.ITheseIfirmsIprovideIresourcesIforIemployeeIeducationIandItrainingIandIchancesItoIu
seIandIshareIknowledge.

2. ProvideIsafetyIworkplace.I

AIHealthI&ISafetyIProgramIconsistsIofIclearlyIdefinedIactionsItoIimplementItheIhealthIand
IsafetyIpolicy.IAIsafeIworkIenvironmentIisIaIfeatureIofIgoodIcompaniesIthroughoutItheIwo
rld.IAllIemployeesIwantIassuranceIofItheirIsafetyIandIprotection.

PageI54IofI82
TheIdevelopmentIofIaIsafeIworkplaceIhelpsItoIreduceItheInumberIofIaccidentsIthatIhappenI
atIaIworkplace.ITheIimplementationIofItheIproperIsafeguardsIhelpsItoIimproveIemployeeIm
orale.ITheseImeasuresIalsoIhelpItoIimproveItheIproductivityIofItheIemployees.ITheIcreatio
nIofIaIsafeIworkplaceIhelpsItoIcreateIstrongIbondsIbetweenItheIemployeesIandIemployers.I
TheseIstrongIbondsIhelpItoIimproveItheIoverallIefficiencyIofItheIbusinessIoperationsIofIthe
Icompany.

3. ForIcareerIdevelopment.

ManagersImustImaximizeIemployeeIperformance.IThat'sIwhyIemployersItendItoIhireIorIpro
moteImanagersIwhoImanageIworkersIeffectively.ISuccessfulImanagersIimplementIHRMIpr
acticesIandIhelpIpeopleIincreaseIfeelingsIofIbeingIcompetentIinItheirIpositionIandIpositivel
yIimpactingItheIcompany.IEmployeesIworkingIunderIpositiveImanagersItendItoIfeelImoreI
motivated.

EmployeeIdevelopmentIisIalmostIuniversallyIrecognizedIasIaIstrategicItoolIforIanIorganizat
ion'sIcontinuingIgrowth,IproductivityIandIabilityItoIretainIvaluableIemployees.ITrainingIinv
olvesIprogramsIwhichIenableIemployeesItoIlearnIpreciseIskillsIorIknowledgeItoIimproveIpe
rformance.IDevelopmentIprogramsIinvolveIaImoreIexpansiveIemployeeIgrowthIplan,IforIfu
tureIperformanceIratherIthanIimmediateIcareerIroleIimprovement

EffectiveIemployeeIdevelopmentIisIbasedIonIaIprogressionIofIbenefits.ITheseIstartIwithIim
provementsIinIanIindividual’sIperformance,IwhichIthenItransferItoIhisIorIherIlocalizedIwor
kplace,IwhichIthenIultimatelyIresultIinIaIpositiveIimpactIonItheIwholeIorganization.ITheIsi
zeIorIscaleIofIthatIimpactIisInotInecessarilyIimportant.ISoIlongIasIitIisIpositiveIandIsignific
ant.

4. MaintainIgoodIemployer-employeeIrelationships.I

WhenIemployeesIhaveIaIstrong,IhealthyIrelationshipIwithItheirIemployers,ItheIentireIcomp
anyIbenefits.IStudiesIshowIthatIemployeesIwhoIhaveImutuallyIrespectfulIrelationshipsIwith
ItheirIemployersIareImoreIlikelyItoIbeIhappy,IloyalIandIproductiveIinItheIlong-run.I

StrongIemploymentIrelationsIcreateIaIpleasantIatmosphereIwithinItheIworkIenvironment;IitI
increasesItheIemployeeImotivationIandIcanIalsoIbeIincreasedIthroughIimprovedIemployeeI
morale.ICompaniesIthatIhaveIinvestedIintoIemployeeIrelationsIprogramsIhaveIexperiencedIi
ncreasesIinItheIproductivity,IandIthereforeItheIincreasedIproductivityIleadsItoIincreasesIinIp
rofitsIforItheIbusiness.

PageI55IofI82
 5. ToIsortIoutIproblemsIandIgrievances.I

ItIisItheIdutyIofIHRItoIlookIintoIsuchIgrievancesIwithoutIprejudgingIanythingIinIanIobjecti
veIandIunemotionalImanner.

InIanIorganization,IemployeesIhaveIcomplaintsIagainstItheirIemployersIsuchIasIdissatisfacti
onIfromItheIquantumIofIwages,ImodeIofIpaymentIforIovertimeIwork,IworkingIconditions,I
promotion,Itransfer,IdismissalIorIdischarge,IpoorIqualityIofIfoodIinItheIcanteen,Ietc.ITheseI
typesIofIcomplaintsIshouldInotIbeIallowedItoIaggravate.

HRMItryItoIidentifyIandIresolveIthemIasItheyIcomeItoIhisIknowledge.IIdentificationIofIgri
evancesIandItheirIproperIhandlingIisInecessaryIforImaintainingIharmoniousIindustrialIrelati
ons.IAIgrievanceIcanIbeIanyIdiscontentIorIdissatisfaction,IwhetherIexpressedIorInot,Iwheth
erIvalidIorInot,IarisingIoutIofIanythingIconnectedIwithItheIcompanyIthatIanIemployeeIthink
s,IbelievesIorIevenIfeelsIisIunfair,Iunjust.

PageI56IofI82
EvaluateItheIeffectivenessIofIdifferentIHRMIpracticesIinItermsIofIraisingIorganizationalIpr
ofitIandIproductivity.I(P4)

4.1IOrganizationalIProfitIandIProductivity

4.1.1IOrganizationalIProfit
IItIisIclearIthatIeveryIbusinessIoperateIinIorderItoIearnIprofit.IInImostIcasesItheImainIgoalI
ofIaIbusinessIisImakingIprofit.IAIbusinessImayIhaveIotherIgoalsIbutIifItheyIdoInotImakeIpr
ofitIinItheIbusinessIthenItheyIwillIhaveItoIendItheIbusiness.I

ProfitIisItheIincomeIaIcompanyIearnedIinIaIcertainIperiodIofItime.IThereIareItwoItypesIofI
profitInamelyIgrossIprofitIandInetIprofit.IGrossIprofitIisInotItheIactualIprofitIofIaIbusinessI
andIitIisIfoundIbyIdeductingItheIcostIofIgoodsIsoldIfromInetIsales.IThus,InetIprofitIisIconsi
deredIasItheIactualIprofitIretainedIbyIaIbusinessIandIitIisIactuallyItheIdifferenceIbetweenIth
eIrevenueIearnedIbyItheIcompanyIandItheIexpensesIincurred.I(AuthorIDeveloped,I2020)

4.1.2IOrganizationalIProductivity
ProductivityIisIcommonlyIdefinedIasIaIratioIbetweenItheIoutputIvolumeIandItheIvolumeIof
Iinputs.ITheImainIfocusIofIhumanIfactorsIresearchIhasIbeenIonIimprovingIindividualItaskIp
erformance.IResearchersIhaveIobtainedImeasuresIofIindividualIperformance,IsuchIasIspeed,
Iaccuracy,IandItimeIneededItoIlearn,IandIhaveIusedItheseItoIestimateIindividualIproductivit
y.IInIsomeIcasesItheyIhaveImeasuredIproductivityIdirectly.ITheIimplicitIorIexplicitIassumpt
ionIunderlyingItheseIeffortsIhasIbeenIthatIincreasedIindividualIproductivityIwillIincreaseIor
ganizationalIproductivity.I

WeIliveIinIanIincreasinglyIcompetitiveIglobalIeconomy.ITheIabilityIofIcompaniesIandIcoun
triesItoIenhanceItheIproductivityIofItheirIresourcesIisIcriticalIforIremainingIcompetitiveIinIt
hisIenvironmentIand,IonIaInationalIlevel,IforIenhancingItheIstandardIofIliving.I(Paul,I1995
)

4.2ITheIwayIHRMIpracticesIsupportItoIraiseIorganizationalIprofitIandIproductivity

LeadershipIdevelopment,ItalentImanagement,IandIperformanceImanagementIandIrewardsIw
ereIthreeIareasIinIwhichI"theIhigh-
performingIcompaniesIdifferentiatedIthemselvesIdramatically.IThisIrecognitionIofItheIimpo
rtanceIofIeffectiveIHRIpracticesIisIleadingIsomeIexecutivesItoIaddItheIvalueIofItheirIstaffsI
toItheirIbalanceIsheets.

PageI57IofI82
LeadersIinImanyIotherIcompaniesIareIlookingIatIwaysItoImeasureIandIreportItheIvalueIofIt
heirIemployeesIandItheirIHRIpractices.

ForImostIHRIprofessionals,InoneIofIthisIisInew.IHRImetricsIareIaIsignificantIpartIofItheIpr
ofession'sIbodyIofIknowledge.IButIgrowingIappreciationIofItheIvalueIofItheseImeasuresIofI
HRIeffectivenessIbyIbusinessIleadersIandIbusinessIanalystsIoutsideIHRIwillIhighlightIthem
IevenImoreIinItheIyearsIahead.

ToIevaluateIemployeeIproductivityIasIsanctionedIbyIhumanIresourceImanagementIpractice,
IasIHRMIpracticesIhaveIsignificantIimpactIonIemployeeIoutcomesIparticularIonItheIproduc
tivity.ISupportIforIpredictionsIthatIimpactIofIHRIpracticesIonIemployeeIproductivity,Ilinkin
gItoItheIHRIsystemIfocusedIonIhumanIcapitalIenhancementIwasIdirectlyIrelatedItoImultiple
IdimensionsIofIoperationalIperformanceIsuchIasIemployeeIproductivity.I(Jennifer,I2012)

TheIfollowingIareIsomeIofItheIHRMIpracticesIsupportIraisingIorganizationalIproductivityIa
ndIprofitability:

4.2.1ITrainingIandIdevelopment

TrainingIandIDevelopmentIisIoneIofItheImainIfunctionsIofItheIhumanIresourceImanagemen
tIdepartment.ITrainingIrefersItoIaIsystematicIsetupIwhereIemployeesIareIinstructedIandItau
ghtImattersIofItechnicalIknowledgeIrelatedItoItheirIjobs.IItIfocusesIonIteachingIemployeesI
howItoIuseIparticularImachinesIorIhowItoIdoIspecificItasksItoIincreaseIefficiency.

DilmahIhasItraditionallyItakenItheIleadIinIbringingIinnovationItoIaIglobalIteaIcategoryIthatI
hasIsufferedIdeclineIasIaIresultIofIcommoditization.ISignatureIeventsIsuchIasItheIDilmahIth
eICulinaire,IDilmahITeaISommelier,IChefsI&ItheITeaImaker,ITeaIinIFiveISenses,IMixologi
stsIandItheITeaImakerIandIRealIHighITeaIareIinnovationsIinItheIteaIcategoryIthatIseekItoIe
ducateIandIinspireIhospitalityIprofessionalsItoIofferItheirIguestsIaIcompletelyInewIteaIexpe
rience.ITheIeventsIfosterIgreaterIinterestIinIqualityItea,IandIgreaterIrespectIforIthisIhealthy,
InaturalIandIversatileIbeverage.IItIalsoIseeksItoIdisseminateIinformationIaboutItea.

TheIDilmahISchoolIofITeaIisIaIteaIprogramIthatIseeksItoIinspireIpassionIinIteaIthroughIkn
owledgeIofItheIartisanalIaspectsIofIteaIamongstIhospitalityIprofessionals,IteaIaficionadosIan
dIconsumers.ITheIemphasisIisIonItheIimportanceIofIRealITeaIandItheIversatilityIofIthisInat
uralIherbIinITeaIGastronomy,IfoodIpairingIandITeaIMixology.ITheIfirstIDilmahISchoolIofI
Tea,IwasIestablishedIinI2009IwithItheIaimIofIupholdingItheItraditionsIofItea,IbyIcultivating
PageI58IofI82
IaIrespectIforIteaIandIsharingIitsIrichIculturalIheritage.ITeaImakers,IMerrillIJ.IFernandoIan
dIhisIsonsIhaveIaIuniqueIperspectiveIonItea.ITheirIdesireItoIshareItheIspecialIpleasureIinIre
alIteaIisIcomplementedIbyIanIemphasisIonIeducatingIteaIdrinkersIthatIledItoItheIestablishm
entIofItheIschool.

DilmahIandItheILyonIbasedICentreIofIculinaryIandIhospitalityIexcellence,IInstituteIPaulIBo
cuseIannouncedIaIpartnershipIinIestablishingItheIfirstIInternationalITeaISchoolIinIOctoberI
2009.IInItheIinnovativeIstyleIofIPaulIBocuse,IChairmanIofItheIInstituteIandIoneIofItheIfine
stIChefsIofItheI20thICentury,IandIDilmahITea,ItheIDilmahITeaISchoolIatItheIInstituteIisIaI
groundbreakingIventure.ITheIcompanyIencouragesItheIorganicIgrowthIofIitsIhumanIresourc
esIandIprovidesItrainingIforIourIemployeesItoIgrowIandIenhanceItheirIcareers.I(Sustainabil
ityIReport,I2018/2019)

4.2.2IRewardImanagement

RewardImanagementIisIaIpopularImanagementItopic.IRewardImanagementIwasIdevelopedI
onItheIbasisIofIpsychologists'IbehavioralIresearch.I

ToIhaveIanIefficientIRewardISystemIthen,IisImandatoryIthatIemployeesIknowIexactlyIwhat
ItheirItaskIis,IhaveItheIskillsItoIdoIit,IhaveItheInecessaryImotivationIandIworkIinIanIenviro
nmentIallowingItheItransformationIofIintendedIactionsIintoIanIactualIbehavior.IFromItheIco
mpanyIpointIofIviewIinstead,IanIeffectiveIperformanceIappraisalIhasItoIbeIpresent,IinIorder
ItoIletImotivationIbeIaImajorIcontributorItoItheIrewardedIperformance.

HumanIResourcesIreviewItheICompanyIcarriesIoutIanIappraisalIofIeachIandIeveryIemploye
eIonIaIbi-
annualIbasis.ITheIreviewIidentifiesItheIstrengthsIandIweaknessesIofItheIemployees,IwhilstI
evaluatingIhis/herIcontributionItoItheIperformanceIofItheIcompany.ITheIreviewIalsoIidentifi
esItheItrainingIneedsIandIexternal/internalItrainingIprogramsIareIconductedItoImeetItheIide
ntifiedIneeds.

TheIreviewIidentifiesItheIachievementIofIindividualIobjectivesIandIKeyIPerformanceIIndic
ators,ItheIstrengthsIandIweaknessesIofItheIemployees,IwhilstIevaluatingIhis/herIcontributio
nItoItheIperformanceIofItheICompany.IThisIreviewIalsoIidentifiesItheItrainingIneedsIandIex
ternal/internalItraining.I(AuthorIDeveloped,I2020)I

4.2.3IJobIdesign

PageI59IofI82
JobIdesignIisIaIsystematicIprocessIofIorganizingIworkIintoItheItasksIrequiredItoIperformIaI
specificIjob.IItIdefinesItheIcontentsIandItheIwayItheItasksIareIcombinedItoIcompleteIaIjob.I
JobIdesignIintegratesItheItasks,IfunctionIandIrelationshipIinIorderItoIachieveIcertainIorgani
zationalIobjectives.I

TheyIcontributeItoItheIglobalIeconomicIprosperityIandIsocialIwellbeingIthroughIjobIcreatio
nIandIskillIdevelopment,IyouthIemployment,ItradeIandIinvestment.

ThereIareIseveralIimportantImethodsIandItechniquesIthatItheImanagementIusesIwhileIdesig
ningItheIjobs.ITheseIare:I

• JobIEnlargement

ItIisItheIprocessIofIincreasingItheIscopeIofIaIjobIbyIaddingImoreItasksItoIit.ITheIrelate
dItasksIareIcombined.IJobIenlargementIinvolvesIexpandingItheInumberIofItasksIorIdutie
sIassignedItoIaIgivenIjob.IJobIenlargementItherefore,InaturallyIisIoppositeItoIworkIsimp
lification.IAddingImoreItasks/IdutiesItoIaIjobIdoesInotImeanIthatInewIskillIandIabilities
IareIneededItoIperformIit.IThereIisIonlyIaIhorizontalIexpansion.

JobIenlargementIreducesImonotonyIandIboredom.IItIhelpsItoIincreaseIinterestIinIworkIandI
efficiency.IButIthereIisInoItimeIincreaseIofItheIjob.IEnlargedIjobsIrequireIlongerItrainingIp
eriodIasIthereIareImoreItaskItoIbeIlearned.

• JobIEnrichment

ItIinvolvesIdesigningIaIjobIinIsuchIaIwayIthatIitIprovidesItheIworkersIgreaterIautonomyIfor
IplanningIandIcontrollingIhisIownIperformance.IItIseeksItoIimproveItasks,IefficiencyIandIh
umanIsatisfactionIbyIbuildingIintoIpeople’sIjobs,IgreaterIscopeIforIpersonalIachievementIan
dIrecognition,ImoreIchallengingIandIresponsibleIworkIandImoreIopportunityIforIindividualI
advancement.

TheIadvantagesIhereIareIthat,IJobIenrichmentIbenefitsIemployeesIandIorganizationIinIterms
IofIincreasedImotivation,Iperformance,IjobIsatisfaction,IjobIinvolvementIandIreducedIabsen
tees.

FurtherIanIenrichedIjobIshallImeetIcertainIpsychologicalIneedsIofIjobIholdersI(IdentityIachi
evement)Ietc.IJobIenrichmentIisImotivatingIandIsatisfyingIasIitIaddsIstatusItoIone’sIjob.IE
mpowerment,IaIby-
PageI60IofI82
productIofIjobIenrichment,IgivesItheIemployeesIaIsenseIofIownershipIandIcontrolIoverIthei
rIjob.

• JobIRotation

ItIisIoneIofItheImethodsIofIjobIdesignIwhichIisIanIanswerItoItheIproblemIofIboredom.IJobI
rotationIimpliesItheIshiftingIofIanIemployeeIfromIoneIjobItoIanotherIwithoutIanyIchangeIin
ItheIjob.IWithIjobIrotation,IaIgivenIemployeeIperformsIdifferentIjobsIbut,ImoreIorIless,Ijob
sIofItheIsameInature.

TheIadvantagesIofIjobIrotationIare—
itIrelievesItheIemployeeIfromItheIboredomIandImonotonyIofIdoingIaIsingleItask.ITheIorga
nizationIalsoIstandsItoIbenefitIasItheIworkerIbecomeIcompetentIinIseveralIjobsIratherIthanI
onlyIone.IPeriodicIjobIchangingIcanIalsoIimproveIinter-departmentIco-operation.

TheIlimitationsIare—
theIbasicInatureIofItheIjobIremainsIunchanged.IAlsoIfrequentIshiftingIofIemployeesImayIca
useIinterruptionIinItheIworkIroutineIofItheIorganization.

4.2.4ITheIflexibleIorganization

AIflexibleIorganizationIisIoneIthatIisIableItoIadaptIandIrespondIrelativelyIquicklyItoIchang
esIinIitsIexternalIenvironmentIinIorderItoIgainIadvantageIandIsustainIitsIcompetitiveIpositio
n. AIsuitableIorganizationalIstructureIisIkeyItoItheI"flexibility"IofIaIbusiness.

CommonIcharacteristicsIofIaIflexibleIorganizationIareIlikelyItoIbe:

•IEncouragementIandIadoptionIofImethodsIofIflexibleIworking

•IFlatterIratherIthanItallIhierarchiesIinItheIorganizationalIstructure

•IDecision-
makingIbasedIonIstrongIcommunication;IlikelyItoIbeIdecentralized,IwithIwidespreadIuseIof
IemploymentIempowerment.

PageI61IofI82
ExploreItheIdifferentImethodsIusedIinIHRMIpractices,IprovidingIspecificIexamplesItoIsup
portIevaluationIwithinIanIorganizationalIcontextI(M3)

HRM Practice Methods / Tools Examples

Job Analysis In Dilmah Each department develops

• Job Description appropriate job analyses depending on its
• Job Specification scope of operations and position
. descriptions are formulated describing the
required competencies to deliver the
expected targets.

Training and • On the job training Training and development program lineups
Development • Off the job training are offered to the individuals after a
stringent evaluation process. External and
internal training programs are conducted for
all categories in their workforce, in addition
to on the job training through a culture of
mentoring and job rotation.

In Dilmah they provide training and

professional development by attending
seminars/workshops/conferences,
participating as speakers at events, using
web based learning resources and reading
business updates etc.
(Sustainability Report,2018/2019)

Performance • Annual, semiannual In Dilmah Performance is appraised

Appraisal or quarterly review. biannually for executives and non-
• Checklists executives through a state of the art HRIS
• Field Review and competency evaluation. The Employee
Technique Performance Management System (EPMS)
evaluates the employee on individual Key

PageI62IofI82
 • Performance Test Performance Indicators (KPIs),
Competencies and Dilmah Values during
the assessment period. The EPMS facilitates
evaluation process as one-to-one discussion
and provides a continuous feedback among
the appraise and the appraiser.
(Sustainability Report,2018/2019)

Reward • Bonus In Dilmah Rewards and remuneration are

Management • Salaries based on a transparent and well-defined
performance evaluation system to nurture a
performance driven culture.

Employee rewards and recognitions has

been decided based on their performance
and Benefits has been spread amongst the
employees based on the transparency and
company HR policy.
(Sustainability Report,2018/2019)

Job Design • Job Rotation Dilmah uses job rotation, job enlargement
• Job Enrichment and job enrichment as job redesigning
• Job Enlargement techniques.

CriticallyIevaluateIHRMIpracticesIandIapplicationIwithinIanIorganizationalIcontext,IusingIaIra
ngeIofIspecificIexamplesI(D2)

TheIpremiseIofIstrategicIHRMIisIthatItheIcompany'sIpoliciesIandIproceduresIrelatedItoIem
ployeesIshouldIfitIintoItheIDilmah’sIbroaderIstrategicIplan.IDevelopingItheseIlinksIbetween
IHRIandIstrategyIhasItheIdistinctIadvantageIofIhelpingItheIDilmahItoIevaluateIitsIcurrentIH
RIpoliciesIandItoIreplaceIoutdatedIorIinefficientIpoliciesIwithIonesIthatIpromoteIaIbetterIw
orkplaceIenvironmentIandIemployeeIrelations.

PageI63IofI82
AsItheIDilmahIevaluatesIitsIHRIpolicies,IitIcanIuseItheIstrategicIplan'sIaimsIandIobjectives
ItoIevaluateIeachIHRIprocess.IThoseIthatIfallIoutIofItheIstrategicIvisionIcanIbeIreformulate
dIorIdiscardedIinIfavorIofIbetterIones.

Dilmah’sIstrategicIvisionIwillIideallyIrelyIonIinputIfromIaIbroadIrangeIofIstakeholdersIincl
udingImanagers,Iemployees,IcustomersIandIinvestors.ICreatingIanIHRIstrategyIthatIalignsI
withIthisIsenseIofIopenIcommunicationIcanIhaveItheImajorIbenefitIofIhelpingIstakeholdersI
feelIlikeItheirIopinionsIareIvaluedIandImeaningfulItoItheIcompany'sIownersIandIexecutives.

DilmahICompanyIisIadoptedIbyIHRMIpracticeIbecauseIofIitsIbenefits.IButIatItheIsameItim
e,IvariousIchallengesIandIissuesImayIemergeIinIfrontIofImanagersIofIhumanIresourceIdepar
tmentIwhileIperformingItheirIduties.

DilmahIhasItoIselectIsuchIcandidatesIwhichIareInotIonlyItechnicallyIexpertIbutIsociallyItoo
IbecauseItheIcompanyIcannotIreceiveIexpectedIoutputIfromIemployeesIwhoIareIunableItoIs
ocialize.IThisIaffectsItheIproductivityIofItheIcompany.IHiringIemployeesIisInotIonlyItheIch
allengeIthatIDilmahIfaces;IretainingIthemIisIalsoIone.IRetentionIofIemployeesIisIessentialIt
oIminimizeIemployeeIturnoverIrate.IThisIisIaImajorIchallengeIforIDilmah.I

MaximizingIprofitIandIminimizingIcostIisItheIessenceIofIproductivity.IHigherItheIproductiv
ityIlevel,ImoreIsuccessfulIwillIbeItheIcompany.IDilmahIshouldIalwaysIfocusIonImaintainin
gIhighIproductivityIlevel.

BelowIareItheIHRMIpracticesI

• RecruitmentI&ISelection

HRIrecruitmentIandIselectionIpracticesIgenerallyIareIbasedIonItheIorganization'sImissionIa
ndItheIworkplaceIculture.IForIexample,IemployersIthatIrecognizeItheIvalueIofIworkplaceIdi
versityIembraceIrecruitmentIpracticesIdesignedItoIattractIaIdiverseIapplicantIpool.IRecruitm
entIpracticesIunderlieIrecruitingIactivitiesIandIfunctionsIsuchIasIsponsoringIcareerIfairsIatIc
ollegesIandIuniversitiesIwithIdiverseIstudentIpopulations,IadvertisingIjobIvacanciesIacrossIs
everalIvenuesItoIreachIaIbroadIaudience.

TheIrecruitmentIandIselectionIfunctionIensuresIthatIorganizationsIhaveIqualifiedIemployees
.ITheIhiringIprocessIstartsIwhenIaImanagerIidentifiesIanIopenIpositionIwithinItheIorganizat
ion.ITheIrecruiterIplacesIaIjobIadvertisementIthatIlistsItheIdutiesIandIqualificationsIofItheIp

PageI64IofI82
osition,IscreensIapplicationsIasItheyIarriveIandIselectsIcandidatesItoIinterview.IRecruitment
IprofessionalsIalsoIadministerIpre-
employmentItests,IconductIbackgroundIchecksIandImakeIemploymentIoffersItoIselectedIca
ndidates.

RecruitmentIisIaIprocessIofIfindingIandIattractingItheIpotentialIresourcesIforIfillingIupItheI
vacantIpositionsIinIanIorganization.IItIsourcesItheIcandidatesIwithItheIabilitiesIandIattitude
,IwhichIareIrequiredIforIachievingItheIobjectivesIofIanIorganization.

InternalIsourcesIofIrecruitmentIreferItoIhiringIemployeesIwithinItheIorganizationIinternally
.IInIotherIwords,IapplicantsIseekingIforItheIdifferentIpositionsIareIthoseIwhoIareIcurrently
IemployedIwithItheIsameIorganization.

AtItheItimeIrecruitmentIofIemployees,ItheIinitialIconsiderationIshouldIbeIgivenItoIthoseIem
ployeesIwhoIareIcurrentlyIworkingIwithinItheIorganization.IThisIisIanIimportantIsourceIofI
recruitment,IwhichIprovidesItheIopportunitiesIforItheIdevelopmentIandIutilizationIofItheIexi
stingIresourcesIwithinItheIorganization.

SelectionIisItheIprocessIofIpickingIorIchoosingItheIrightIcandidate,IwhoIisImostIsuitableIf
orIaIvacantIjobIpositionIinIanIorganization.IInIothersIwords,IselectionIcanIalsoIbeIexplain
edIasItheIprocessIofIinterviewingItheIcandidatesIandIevaluatingItheirIqualities,IwhichIareIr
equiredIforIaIspecificIjobIandIthenIchoosingItheIsuitableIcandidateIforItheIposition.

TheIselectionIofIaIrightIapplicantIforIaIvacantIpositionIwillIbeIanIassetItoItheIorganization
,IwhichIwillIbeIhelpingItheIorganizationIinIreachingIitsIobjectives.

Internal recruitment

Advantages Disadvantages

• Cost-effectivenessIandIrapidity.
• CareerIdevelopmentIopportunities.
• InternalICandidatesIareIfamiliarIwith
IorganizationalIoperationsIandIcultur
e.
• MotivationIandIengagement.
• LimitedIpoolIofIcandidates.
• NotIselectedIinternalIcandidates’Ihi
ghIexpectationsIandIdisappointmen
t.
• NoInewIideasItoItheIorganization.
• NeedItoIhaveIaIstrongImanagemen
tIprogram.

PageI65IofI82
 External recruitment

Advantages Disadvantages

• BriningInewIideasItoItheI
organization
• NeededIskillsIandItalents
• IncreasesIdiversity.
• BusinessIsecretsIandIideas
IfromIcompetitors.
• SlowIandIExpensive.
• TimeIusedIforItrainings.
• NewIrecruitsIhaveItoIgetIfamiliarIwithIorgani
zation’sIoperationIandIculture.
• InternalIcandidatesInotIselectedIorIpromotedI
mayIloseItheirImotivation.

ProblemsIassociatedIwithItheIrecruitmentIandISelection

TheIgreatestIweaknessIofItheItraditionalIrecruitmentIprocessIisIthatIitIisn’tIalwaysIefficientI
inItermsIofIattractingItheIrightIcandidates.IUsingItraditionalImethodsIsuchIasIpostingIopenI
positionsIonItheIcompanyIwebsiteIandIonlineIjobIboards,IattendingIrecruitmentIfairsIorIeve
nImakingIcoldIcallsIorIreachingIoutIviaInetworkingIsitesIlikeILinkedInIdoesn’tIalwaysImea
nIthatItheIrightIcandidatesIwillIseeItheIpostingIandIchooseItoIapply.

However,IwhatIrecruitersIareIlikelyItoIseeIwhenItheyIuseItraditionalImethodsIareIcandidate
sIwhoIaren’tIsuitableIatIall,IorIwhoIhaveIsomeIofItheIdesiredIskillsIandItalentsIbutIaren’tIq
uiteIaIperfectIfit.ITheIresultIisIaIlotIofItimeIwastedIreviewingIapplicationsIfromIunqualified
Iapplicants,IandIinIsomeIcases,IbadIhires.IEvenIwhenItheIprocessIemploysItechnologyItoIe
valuateIcandidates,ItheIprocessIisn’tIperfect.IUsingIartificialIintelligenceItoolsItoIscanIcover
IlettersIandIresumesIforIkeywordsIcanIfalselyIeliminateIgreatIcandidatesIbecauseItheyIdidn’
tIuseItheIrightIwordsI–
IandIpushIlessIqualifiedIcandidatesItoItheItopIofItheIlistIbecauseItheyIusedItheIrightIwords.
(AuthorIdeveloped,2020)

TheIproblemIisIthatIsomeIcompaniesIhaveImadeItheIrecruitingIprocessItooIcomplicated,Ian
dItheyIaren’tIfocusedIonItheIrightIprioritiesIwhenIitIcomesItoIfindingItheIrightIperson.ISom
eIrecruitersIareIsoIfocusedIonIweedingIoutIcandidatesIwhoIaren’tIaIperfectImatchIforItheIc
ompanyIcultureIorIwhoIdon'tIfitIeveryIcategoryIonItheIperfectIemployeeIchecklistIthatIthey
IalienateIpotentiallyIgreatIcandidates.IOtherItimes,IrecruitersIuseItoolsIthatIareIdesignedItoI
improveIefficiency,IbutIthatIdoIlittleImoreIthanIrepelIcandidates.

PageI66IofI82
ThereIareItimesIinIwhichIaIcandidateIlooksIgreatIonIpaperIandIpresentsIwellIinIanIintervie
wI–
IbutIthatIcandidate'sIperformanceIdoesn’tImatchIupItoItheirIpotentialIorIwhatIheIhadIclaime
dItoIbeIableItoIdo.ISometimes,IthisIisIdueItoIaIrushedIrecruitmentIprocessIorIaIleapIofIfait
hIonItheIpartIofItheIrecruiter,IbutIsomeIcandidatesIpresentIsoIwellIthatIit’sIhardItoItellIwhe
nIit’sIallIjustIsmokeIandImirrors.

Recommendations for Recruitment and selection

From cutting hiring costs to creating diverse workplaces, there are a lot of things that employers
are focused on right now in order to improve their overall recruitment process. A smart
recruiter doesn’t necessarily need to spend 12 hours in the office to ensure better performance.

Using a fully automated recruitment suite with latest resume search and matching technology
gives the most suitable CVs for a particular role. This reduces recruiter’s screening and
shortlisting time and helps them expedite the overall selection process. A good recruitment
software also helps recruiters schedule interviews with shortlisted candidates in bulk and allows
interviewers to provide structured feedback post candidate’s interview. Recruiters can then take
quick action based on feedback from the interviewer which is visible to them in real time. They
can even manage and track the status of their offers given to the candidates. Hence, making HR
technology part of the recruitment strategy makes the selection process extremely quick and
effective.(Author developed,2020)

Communicating with candidates to keep them in loop of their hiring status is a good idea to
improve the recruitment and selection process. Not only in cases where a candidate is made an
offer but also where a candidate has been rejected, it’s a good practice to let the candidate know
about it.

• TrainingIandIDevelopment

TrainingIandIdevelopmentIareIHRImanagementIfunctionsIthatIincludeInew-
employeeIorientation,IjobIskillsItraining,IleadershipItrainingIandIprofessionalIdevelopment.I
TheseIactivitiesIimproveIemployees'IjobIskillsIinItheirIcurrentIpositionsIandIequipIthemIwit
hIskillsIandIexpertiseIforIcross-
functionalIworkIthatIcanIincreaseItheirIvalueItoItheIorganization.IProfessionalIdevelopment
IsupportsIanIorganization'sIsuccessionIplanningIstrategyIbyIpreparingIfutureIleadersIforIhig

PageI67IofI82
herlevelIjobsIandImoreIresponsibility.IHRImanagementItrainingIandIdevelopmentIfunctions
IreflectIpromotion-from-withinIpracticesIandIsupportIemployees'IworkIgoals.

Advantages
Quali TrainingIstaffIwillIimproveItheIlevelIandIqualityIofItheirIwork.IItIteachesIthemIn
tyIofI ewIskillsIandIbroadensItheirIunderstandingIsoItheyIcanIproduceIbetterIresults.ITr
work ainersIcanIteachIthemInewIskillsIorIsimplyIdevelopItheirIcurrentIonesItoIimprov
eItheirIwork:ItheseIcouldIbeIlittleIthings,IlikeIhavingIaIbetterIknowledgeIofIservi
cesIorIproducts.
Motiv TrainingIstaffIwillIgiveIthemIgreatImotivationItoIdoItheirIjobIwell.ITheyIwillIfee
ation lIvaluedIandIappreciateIthatIyouIhaveItakenItheItimeItoItrainIthemIandIimproveIt
heirIskills.IThisIshouldIgiveIthemIanIincentiveIandIprovideIthemIwithIgreatImoti
vationItoIcarryIoutItheirIjobItoItheIbestIofItheirIability,ItoIsayI‘thankIyou’IforIth
eItraining.
HelpI TrainingIdoesInotIhaveItoIbeIdoneIexternally;Isometimes,IinternalItrainingIworks
buildI IjustIasIwell,IifInotIevenIbetter.IThisIwillInotIonlyIshowItheItraineesIhowItoIperf
relati ormIaItaskItheIwayItheIcompanyIlikes,IitIwillIhelpIbuildIgoodIteamIrelationships
onshi .ITrainingIinvolvesIaIlotIofIteamworkIandIone-on-
ps oneItimeItogether,IwhichIisIaIgreatIwayItoIlearnItoIworkIandIgetItoIknowIfellow
IstaffImembers.I

ProblemsIassociatedIwithItheITrainingIandIDevelopment

TrainingIstaffItakesIaIlotIofItime.IThisItimeIisIusuallyItakenIoutIofIaIworkingIday,IwhichIc
ouldIaffectItheIworkIandIproductivityIlevels.IDependingIonIhowImanyIpeopleIyouIareItrain
ing,IitImayIaffectIworkIprogress.IIfIyouIareItrainingIaIfullIteamIforIaIfullIday,IthisIisIaIfull
IlossIofIbusinessIforIthatIday.IThisIcanIbeIveryIcostlyIforItheIcompanyInotIjustIfinanciallyI
butIalsoIinItermsIofIproductivity.I(AuthorIdeveloped,I2020)

TheIcostIofItrainingIisn’tItheIonlyImonetaryIissue.IOften,IwhenIstaffIhaveIbeenIgivenItraini
ngIandIprogressIinItheirIrolesIbyIbroadeningItheirIskills,ItheyIexpectIcompensationIforIthisI
achievementIinItheIformIofIaIpayIrise.

ForImostIcompanies,ItheIhighestIpriorityIwhenIitIcomesItoIallocatingItrainingIresourcesIis
IincreasingItheIeffectivenessIofItrainingIprograms.IThisIisIhardlyIsurprisingIbecauseIbothIe

PageI68IofI82
xecutivesIandIlearnersIbenefitIfromItrainingIthat’sIoptimizedItoIsaveItimeI(andImoney)Iwhi
leIdeliveringIallIitsIlearningIpromises.

Recommendations for Training and Development

Both employees and companies are concerned with developing future skills and managing careers.
Companies want a work force that is motivated and productive, has up-to-date skills, and can
quickly learn new skills to meet changing customer needs. Employees want to develop skills that
not only are useful for their current jobs but also are congruent with their personal interests and
values. Employees are interested in developing skills that can help them remain employable with
either their current employer or a future one. Given the increasing time demands of work,
employees are also interested in maintaining balance between work and nonworking interests.

RewardISystem

RewardImanagementIisIaIpopularImanagementItopic.IRewardImanagementIwasIdevelopedI
onItheIbasisIofIpsychologists'IbehavioralIresearch.I

ToIhaveIanIefficientIRewardISystemIthen,IisImandatoryIthatIemployeesIknowIexactlyIwhat
ItheirItaskIis,IhaveItheIskillsItoIdoIit,IhaveItheInecessaryImotivationIandIworkIinIanIenviro
nmentIallowingItheItransformationIofIintendedIactionsIintoIanIactualIbehavior.IFromItheIco
mpanyIpointIofIviewIinstead,IanIeffectiveIperformanceIappraisalIhasItoIbeIpresent,IinIorder
ItoIletImotivationIbeIaImajorIcontributorItoItheIrewardedIperformance.I

Advantages

Productivity It’s well-known that engaged staff are significantly more productive,
working efficiently and proactively in order to do a good job. If
efforts are likely to be praised and rewarded, then it makes sense that a
member of staff will work harder to receive such employee
recognition.

PageI69IofI82
 Job satisfaction Recognizing an employee’s efforts demonstrates that the job they’re
doing is valuable to the business. It sends the message that their hard
work is worth rewarding and therefore must be important. This, in
turn, makes the individual feel that they are making a difference.

Employee happiness A happy and fulfilled employee can be motivated to perform better
because of the positive feeling they have towards the company. If an
employer treats its staff with respect and gratitude, then those staff
members will want to do a good job in return. This positivity can also
be felt across the business, creating a happy working environment that
people will want to be a part of.

Retention A high staff turnover leads to poor morale that can make others want
to look elsewhere. The time required to find and train new staff affects
utilization and the fiscal costs are high, so retaining staff has to be a
priority. The provision of rewards gives employees a tangible reason
to stay.

ProblemsIofIhavingIrewardISystem

WhileIplanningIandIdesigningItheIEmployeeIRewardIPrograms,IitIisIoftenIfoundIthatIHRIa
ctuallyIworksIinIisolationIorIatIbestIwithIaIonlyIfewIchosenIstakeIholdersIwhoItheyIareI‘co
mfortable’Iwith,IandInotIinIoverallIalignmentIwithItheIcompany’sIgoalsI(vision/mission)Ior
IitsIbusinessIstrategies.ITheIsameIresultsIinIaIlackIofIbroadIalignmentIbetweenItheIemploye
eIneedsIandItheIemployer’sItopIobjectives.

BasedIonItheIsizeIofIyourIworkforce,IyourIorganization'sIcompensationIstructureIandIindust
ry,IsomeIemployeeIrewardIprogramsIcanIbeIcost-prohibitive.

OrganizationsIthatIimplementIrewardsIprogramsIthatIincreaseIyearIafterIyearIriskIemployee
sIbelievingItheyIareIentitledItoIever-
increasingIbonusesIandIrewardsIforIsimplyIdoingItheirIjobs.IHumanIresourcesIbestIpractice
sIdefinitionIofIemployeeIrewardsIisImoreIcloselyIalignedIwithIrewardingIemployeesIwhoI
makeIremarkableIcontributionsItoItheIorganization'sIsuccess.IWhenIemployeesIconsistentlyI
meetIperformanceIexpectationsIwithoutIgoingItheIextraIstepIorIdemonstratingIcommitment,

PageI70IofI82
IloyaltyIandImotivation,ItheyIdoInotIalwaysIdeserveIaIreward.IInformalIrecognitionIsuchIas
IanIexecutive'sIhandwrittenInoteIofIappreciationIoftenIcanIbeImoreIeffectiveIthanIaImoneta
ryIreward.IItIalsoIhasItheIpotentialIofIminimizing,IandIeventuallyIeliminating,Iemployees'Is
enseIofIentitlement

DevelopingIanIemployeeIrewardsIprogramItoIimproveIemployeeIretentionIcanIbeIproblema
tic,IparticularlyIbecauseImanyIemployeesIciteIineffectiveIleadershipIasItheIreasonIforIresig
ning.IAnIemployeeIrewardsIprogramIwithItheIintentIofImotivatingIworkersIandIreducingItu
rnoverIcanIbeIcostlyIandIcounterproductive.IEmployeesIwhoIareIdisengagedIorIhaveIlowIm
oraleIareImoreIlikelyItoIchooseIsatisfyingIworkingIrelationshipsIandIchallengingIworkIassi
gnmentsIoverImonetaryIrewards.IAnIemployeeIrewardsIprogramIthatIbribesIemployeesIulti
matelyIwillIfail,IandItheIcompanyIwillIhaveIveryIlittleItoIshowIforIitsIeffortsIexceptIeviden
ceIofIpoorlyIspentIhumanIresourcesIfunds.

Recommendations for improvement

Efforts to create a national system of industrial assistance to improve the manufacturing

performance of smaller companies should recognize the importance of creating a system and not just
increasing the number of assistance facilities and service providers. Appropriate elements of
centralized coordination and control, in conjunction with decentralized and distributed management
and direction, are needed to create an efficient, comprehensive system of assistance resources.

Having strong relationships at work drives employee engagement, but it doesn't happen
automatically. Building strong coworker relationships takes time, effort, and sometimes, dedicated
team-building activities.

Company have begun to understand the value of providing their employees with added flexibility. It
can improve morale and reduce turnover.

PageI71IofI82
TaskI07
AnalyzeItheIimportanceIofIemployeeIrelationsIinIrespectItoIinfluencingIHRMIdecisionIma
kingIandIevaluateItheIkeyIaspectsIofIemployeeIlegislationI(P5I&IM4)

5.1IEmployeeIRelations,IEmployeeIengagement,IFlexibleIworkingIpractices

EmployeeIRelations

TheItermI'employeeIrelations'IrefersItoIaIcompany'sIeffortsItoImanageIrelationshipsIbetwee
nIemployersIandIemployees.IAnIorganizationIwithIaIgoodIemployeeIrelationsIprogramIpro
videsIfairIandIconsistentItreatmentItoIallIemployeesIsoItheyIwillIbeIcommittedItoItheirIjobs
IandIloyalItoItheIcompany.

EmployeeIrelationsIreferItoItheIrelationshipIsharedIamongItheIemployeesIinIanIorganizatio
n.ITheIemployeesImustIbeIcomfortableIwithIeachIotherIforIaIhealthyIenvironmentIatIwork.
IItIisItheIprimeIdutyIofItheIsuperiorsIandIteamIleadersItoIdiscourageIconflictsIinItheIteamIa
ndIencourageIaIhealthyIrelationshipIamongIemployees.

AnIemployeeImustItryIhisIlevelIbestItoIadjustIwithIeachIotherIandIcompromiseItoIhisIbestI
extentIpossible.

Advantages Disadvantages
• LowerITurnoverICosts • LackIofIClearIGuidelines

EveryItimeIanIemployeeIleavesIanIor TheIlackIofIclearIguidelinesIoftenIresultsIinIc
ganization,IthatIorganizationIincursIc onfusionIinItheIworkplace.IIt'sIdifficultIforIw
ostsIforItheIseparationIandIreplaceme orkersItoIdevelopItheirIownIprotocolsIwhenIr
ntIofItheIemployee. ulesIareInotIfirmlyIestablished.

• ProductIandIServiceIQuality • ConductIIssues

WhenIemployeesIhaveIgreaterIinputIi
ntoItheIproductionIprocessIforIaIgood
IorIservice,ItheIqualityIincreases,IasIt
hereIisIgreaterIcommitmentIonItheIpa
rtIofIthoseImakingIorIdeliveringItheIe
nd-product.
ThereIcanIbeImoreIconductIissuesIwhenIfor
malIproceduresIaren'tIinIplaceIatIwork.IEmpl
oyeesIandImanagementImightIhaveIlooserIatt
itudesItowardItheirIconductIinIanIinformalIen
vironment.IAmongItheIproblemsIthatIcanIocc
urIareIvulgarIjoke-

PageI72IofI82

• Success
TheIrealityIsometimesItheseIrelations
hipsIcanIflourishIforItheIbestIandIbrin
gIyouIhappiness.
telling,IwhichIcanIbeIinterpretedIasIsexualIha
rassment.IOtherIlessIseriousIissuesIthatIcanIo
ccurIdueItoIlackIofIformalIprotocolIareIpoorI
timeImanagementIandIdecreasedIproductively
IamongIemployees.

EmployeeIengagement

EmployeeIengagementIisIaIworkplaceIapproachIresultingIinItheIrightIconditionsIforIallIme
mbersIofIanIorganizationItoIgiveIofItheirIbestIeachIday,IcommittedItoItheirIorganization’sI
goalsIandIvalues,ImotivatedItoIcontributeItoIorganizationalIsuccess,IwithIanIenhancedIsens
eIofItheirIownIwell-being.

EmployeeIengagementIisIbasedIonItrust,Iintegrity,ItwoIwayIcommitmentIandIcommunicatio
nIbetweenIanIorganizationIandIitsImembers.IItIisIanIapproachIthatIincreasesItheIchancesIof
IbusinessIsuccess,IcontributingItoIorganizationalIandIindividualIperformance,IproductivityIa
ndIwell-
being.IItIcanIbeImeasured.IItIvariesIfromIpoorItoIgreat.IItIcanIbeInurturedIandIdramatically
Iincreased;IitIcanIbeIlostIandIthrownIaway.

FlexibleIworkingIpractices

FlexibleIworkingI-IgivingIflexibilityIoverIwhere,IwhenIandItheIhoursIpeopleIworkI-
IisIincreasinglyIinIdemandIbutItheInumberIofIqualityIflexibleIjobsIfallsIwellIshortIofIthatId
emand.IThereIisIanIopportunityIforIemployersItoIdoImoreItoIprovideIflexibilityIforItheIben
efitIofIallIemployeesIandIorganizations.

FlexibleIworking,IalsoIknownIasIflextimeIorIflexiItime,IrefersItoInon-
traditionalIworkingIarrangementsIthatItakeIintoIaccountIanIindividual’sIpersonalIneeds,Iofte
nIinvolvingIsomeIdegreeIofIworkingIfromIhome.IFlexibleIworkingIisIoftenIusedItoIdescrib
eIanyIotherIworkingIarrangementIthanItheItraditionalInineI–to-five

5.2IImportanceIofIemployeeIrelationsIforIHRMIdecisionImaking

PageI73IofI82
 • IncreasedIproductivity

StrongIemploymentIrelationsIgoIaIlongIwayIinIincreasingItheIproductivityIofIanIorganizati
onIonItheIwhole.IStrongerItheIemployeeIrelations,IbetterIitIisIforItheIorganization.IThisIisIs
aidIbecauseIwhenIrelationsIbetweenIemployerIandIemployeeIareIgreat,IemployeesItendItoIb
eImoreIsatisfiedIandIthusIendIupIbeingImoreIproductiveIatIwork.IAndIwhenIeachIemployee
IisIgenuinelyImoreIproductive,ItheIoverall,IproductivityIofItheIorganizationIshootsIup.

• IncreasedIloyaltyIamongIemployees

AspectIthatIitIboostsIloyaltyIamongIemployeesItoIaIgreatIextent.ICreatingIaIpleasantIandIpr
oductiveIworkIemploymentIcanIhaveIaIdrasticIeffectIonIanIemployee’sIloyalty.IAndIwhenIl
oyaltyIincreases,ItheIchancesIofIemployeeIretentionIalsoIincreasesImanifoldIandIthusIbenefi
tsItheIorganizationIinItheIlongIrun.IForImostIbusinessesIhavingIaIlongIturnoverIoftenIleadsI
toIaIlotIofIhasslesIandIthusIoneIhasItoIhaveIaIstrongIemployeeIrelationsIinIplace.

• MotivateItheIemployees

MotivatingItheIemployeesIisItheIfirstIstepItowardsIdevelopingIaIstrongIemployeeIrelationIa
tIworkplace.IAlwaysIrememberItoIencourageIthemIandImotivateIthemIasImuchIpossible.IM
oreImotivatedIandIencouragedItheyIfeel,ImoreIloyalItheyIare.IAndIsuchIanIeffortIalwaysIle
adsItoIaIbetterIpossibleIworkIenvironmentIandIthusIcreateIaIgreatIworkingIenvironment.

• SetIproperIgoals

SettingIproperIgoalsIforIyourIemployeesIalsoIworksIwondersIinItermsIofItheIimportanceIof
IemployeeIrelationsIatIworkplace.IAsIseniorImanagementIpeople,IensureIthatIyouIareIableIt
oIsetIproperIgoalsIforIyourIemployeesIthatIcanIbeIeasilyIachieved.IOnceItheyIseeIaIconcret
eIgoalIinIfrontIofIthem,IitIcanIoftenIgiveIthemItheIurgeItoIworkImoreIefficientlyIandIthusI
becomeImoreIproductive.

HavingIstrongIemployeeIrelationsIatIworkplaceIisIessentialIinIorderItoIboostIefficiencyIi
nIanIorganization.IAlwaysIrememberItoIensureIgoodIemployeeIrelationsIareImanagedIprop
erlyIwhenIeveryoneIisIhappyIandIcontendedIinItheirIindividualIspaces.

5.3IEvaluation

PageI74IofI82
AnIevaluationImayIbeInecessaryIfollowingIanIemployee’sIprobationaryIperiodIorIforIanIan
nualIreview.IItIisIimportantItoIofferIinsightfulIandIconstructiveIfeedbackIinItheIevaluationIt
oIensureIyourIteamImembersIremainImotivatedIandIcontinueItoIdevelopIvaluableIskills.

EmployeeIperformanceIisIsystematicallyIassessedIbeginningIwithIanIevaluationIeveryIquart
erIduringItheIprobationaryIperiod.IConsequentItoIconfirmation,IemployeesIareIappraisedIan
nuallyIonItheirIworkIperformanceIandIbehavior.ISalaryIincrementsIareIthereafterIbasedIonIt
heIperformanceIreviewIrating.

TheIstrategyIandIactionIplanIexaminedItheIpossibleIimpactsIonItheIorganizationIandIhowIit
IcouldIbecomeIaImoreIresilientIandIsustainableIcompanyIandIatItheIsameItime,ImakeIasIgr
eatIaIcontributionIasIpossibleItoItheIwiderIgoalIofIsustainableIdevelopment.IInIshort,ItheIai
mIwasItoIdevelopIaIlong-
termIandIstretchingIsustainableIdevelopmentIstrategyIforIDilmah.IFromIthisIprocess,ItheyIi
dentifiedIaIsetIofIhighIlevelIgroupIsustainabilityIcommitmentsIbyIwhichItheyInowIguideIth
eirIactionsIandIevaluateIourIsuccess.

IdentifyItheIkeyIelementsIofIemploymentIlegislationIandItheIimpactIitIhasIuponIHRMIde
cisionImaking.I(P6IandIM4)

6.1IKeyIelementsIofIemploymentIlegislation

TheIpurposeIofILaborILawIisIdesignedItoIprotectItheIrightsIofIindividualIworkersIandIempl
oyeesIandItoIpromoteIproductive,IsafeIworkplace.IAnyItermIofItheIemploymentIcontractIno
tIregulatedIbyIstatuteIisIstillIsubjectedItoItheIcommonIlaw,IEmploymentIlawIisIanotherIna
meIusedIforIlaborIlaw.IKeyIlegalIissuesIandIconstraints.I(Equality,IdataIprotection,IhealthIa
ndIsafety,IredundancyIandIdismissal)

TheIfarIreachingIimpactIofIemploymentIlegislationIwhenIHRImanagersItakeIdecisionsIrega
rdingItheIjobsIandIentireIcompanyIisIconversedIinItheIfollowing:ITheIveryIfirstIimpactIisIo
nIdecisionsIregardingItheIworkplaceIdesignsIandIsafetyImeasurementsIofItheIworkersIwher
eItheIHRIpersonnelIshouldIcomplyIwithItheIminimumIrequirementsIotherwiseItheyIwillIbeI
legallyIpenalized.IAgain,IasItheIkeyIobjectiveIofIlegislationIisIshieldingIworkersIfromIdiscr
iminationIandIinequality,ImangersIofIHRIhaveItoIformulateIspecialIHRIplansIandIworkplac
eImanagingIpolicies.ILegislationIalsoIregulatesIpayrollIpoliciesIandIotherIremunerationIand
IbenefitsIplansIinIlineIwithItheIworkingItimeIschedulingIandIplanningIaccordinglyIsoIthatIe

PageI75IofI82
veryIHRIdecisionIgoesIrightIconfirmingIfairnessIandIequality.IMoreoverIemploymentIlegisl
ationIimpactsIsocialIsecurityIplansIofItheIcompanyIandIspecialIprovisionsIdependingIonIsit
uationsIandIjobInature
(GrubbIandIWells,I1994).I

6.2IHowILegislationsIimpactIonIHRMIdecisionImaking

• MinimumIsalaryIrate

MinimumIsalaryIisItheIminimumIamountIofIcompensationIanIemployeeImustIreceiveIforIp
erformingIlabor.IItIisIillegalItoIpayIanIemployeeIlessIthanItheIminimumIwage.

TheIpurposeIofIminimumIwagesIisItoIprotectIworkersIagainstIundulyIlowIpay.IMinimumIw
agesIcanIalsoIbeIoneIelementIofIaIpolicyItoIovercomeIpovertyIandIreduceIinequality,Iinclu
dingIthoseIbetweenImenIandIwomen,IbyIpromotingItheIrightItoIequalIremunerationIforIwor
kIofIequalIvalue.

InIdefiningIaIminimumIwage,IitIisIimportantItoIbeIspecificIaboutIwhichIcomponentsIofIaI
wageIcanIbeIcountedIinItheIminimum,ItheIextentIandIconditionsIunderIwhichIpaymentIin-
kindIcanIbeIallowed,IhowItheIminimumIisIcalculatedIforIworkersIwithIpieceIrateIpay,IandI
ifItheIminimumIisIanIhourlyIand/orIaImonthlyIrate.

• CasualILeaves

CasualIleaveIisIgenerallyIunderstoodIasItheIleaveIthatIisInotIearnedIwhileIonIduty.IPriorIint
imationIisIneededItoIbeIgivenItoItheIemployerIifIanIemployeeIneedsItoIavailIcasualIleaveIc
anIbeItreatedIasIcasualIleaveIonlyIifIitIhasIbeenIsanctionedI/grantedIbyItheIemployer.ITheI
quantumIofIcasualIleaveItoo.,IisIlikeIsickIleaveIandIisIfixedIbyItheIcompanyI/organizationIi
nIaccordanceIwithItheIstate‘sIshopsIandIestablishmentIactIorIanyIotherIlowIapplicableItoIit,
IexceptIwhereIitIhasIbeenIspecificallyIprovidedIbyIlow.

HalfIdayIperImonthIorIoneIdayIforIeveryItwoImonthsIinItheIfirstIyearIofIemployment.

7daysIfromItheIsecondIyearIofIemployment.

• AnnualIleaves

PageI76IofI82
TheIamountIofIhoursIorIdaysIemployeesIofIanIorganizationIisIpermittedItoIbeIawayIfromIt
heirIemploymentIpositionIwithinIaIyear'sItimeIwithoutIconsequences.IThisItimeIoffIisIpaidI
byItheIcompanyIandIemployeesIareIallowedItoIrequestItheItimeIforIanyIreasonsItheyIwishIt
oIbeIoffIofIwork.
AnnualIleaveIrefersItoIpaidItimeIoffIprovidedItoIemployeesIasIpartIofItheIemploymentIcont
ract.IInImostIcasesItheIamountIofIannualIleaveI–
IwhichImayIorImayInotIincludeIpublicIholidaysI–
IwillIbeIstipulatedIinItheIemploymentIcontract.IMostIorganizationsIrequireIstaffItoIgiveIadv
anceInoticeIofItheirIintentionItoItakeIholiday;IgenerallyItheIlongerItheIperiodIofItimeItheIe
mployeeIwantsItoItakeIoff,ItheIlongerItheInoticeIperiodIrequired.

AnnualIleaveIisIanIemployeeIbenefitIalthoughImostIcountriesIaroundItheIworldIhaveImini
mumIannualIleaveIprovisionsIwhichIemployersImustIadhereIto.

• NoIentitlementIinItheIfirstIyearIofIservice
• TheIleaveIearnedIaccordingItoItheIperiodIofIserviceIcanIbeIobtainedI(maximumI–
I14)
• InItheIsucceedingIyearsIearnedIleaveIofI14Idays.

• HoursIofIwork

TheIstandardIhoursIofIworkIforIemployeesIareIeitherI8IhoursIaIdayI(40IhoursIaIweek)IorI7
.5IhoursIaIdayI(37.5IhoursIaIweek).IThisIisIusuallyIworkedIbetweenI08:00IorI08:30IandI17
:00,IMondayItoIFridayIinclusive.IThereIisIaIpaidI15-
minuteIbreakIinItheImorningIandIaIpaidI15-minuteIbreakIinItheIafternoon.

EmployeesIinIsomeIoccupationalIgroupsIareIrequiredItoIworkIshiftsIwhereItheirIdaysIofIres
tImayIbeIotherIthanISaturdayIandISunday,IorItheirIhoursImayIbeIotherIthanItheIstandardIho
urs.

• WeeklyIHoliday

PageI77IofI82
AnIemployeeIwhoIworksIforIhoursIorImoreIinIgivenIweekIisIeligibleIforIoneIandIhalfIdays
IasIaIweeklyIholidayIwithIfullIremuneration,IwhichIshouldIbeIgrantedIonIsuchIweekIorIthe
IweekIimmediatelyIsucceeding.IGenerally,IsuchIasIleaveIisIgrantedIasIaIhalfIdayIonISaturd
ayIandIaIfullIdayIonISundayI.InIpractice,ImanyIorganizationsIprovideIaIcompleteIdayIasIaI
holidayIonISaturday.

• MaternityILeave

TheIdurationIofImaternityIleaveIisI12IweeksI(84Idays)IexcludingIweeklyIholidays,IPoyaIda
ysIandIstatutoryIholidays.IOutIofItheseI12Iweeks,I02IweeksImaternityIleaveIisIbeforeIconfi
nementI(includingItheIdayIofIherIconfinement)IandI10IweeksIfollowingItheIdayIofIconfine
ment.

IInIaccordanceIwithItheIMaternityIBenefitsIOrdinance,I12Iweeks,IinclusiveIofIallInon-
workingIdays,ImaternityIleaveIisIallowed.IInIlineIwithItheIMaternityIBenefitsI(Amendment
)IAct,I(No.I15IofI2018),ItheI12-
weekImaternityIleaveIisIapplicableIinItheIcaseIofIbirthIofIliveIchildIwhileItheI6-
weekImaternityIleaveIisIprovidedIinItheIbirthIofInon-
liveIchild.ITheIearlierIrestriction,IbasedIonItheInumberIofIthirdIorIsubsequentIbirth,IhasIbee
nIrepealed.INow,IirrespectiveIofItheIpriorInumberIofIchildren,IwomenIworkersIareIentitledI
toImaternityIleaveIofI12IweeksIifItheIconfinementIresultsIinItheIbirthIofIaIliveIchild.I

Also,IinIaccordanceIwithItheIamendmentIofIShopIandIOfficeIEmployeesI(RegulationIofIE
mploymentIandIRemuneration)I(Amendment)IAct,IaIfemaleIemployIisIentitledItoIhaveI70I
daysImaternityIleaveIonIherIconfinement.IInIcaseIofIshopIandIofficeIworker,ItheIleaveIisIre
ducedItoI28IdaysIifItheIconfinementIdoesInotIresultIinItheIdeliveryIofIaIliveIchild.IMaternit
yIleaveIisIgrantedItoIaIfemaleIworkerIuponIprovidingIaInoticeItoIherIemployerImentioningI
thatIherIdateIofIdeliveryIisIwithinIaImonthIorI14Idays.IAfterIconfinement,IsheImustIinform
ItheIemployer,IwithinIaIweek,IaboutIherIdateIofIdeliveryIforItheIpurposeIofIascertainingIth
eInumberIofIdaysIsheIisIpermittedItoIabsentIherselfIfromItheIemployment.ISheIshouldIalso,
IspecifyItheInumberIofIchildrenIsheIhas.

ThereIisInoIprovisionIinIlawIregardingIextensionIofImaternityIleaveIinIcaseIofIcomplicatio
nsIorIsicknessIdueItoIconfinementIorIinIcaseIofImultipleIbirths.

PageI78IofI82
 • WorkplaceIsafety

WorkerIhealthIandIsafetyIhasIhistoricallyIbeenIaImajorIgoalIforIunions,IandIinItheIearlyIda
ysIofIlaborIorganizing,IunionsIwereIresponsibleIforImajorIreductionsIinIworkerIfatalitiesIin
ImanufacturingIindustries.IAIsaferIworkplaceIbenefitsIanIorganizationIasIitIreducesIworkerI
compensationIcosts,Iabsenteeism,IhealthIinsuranceIcostsIandIproductivity.

UnsafeIworkIenvironmentsIhaveIclearIconsequencesIforIbothIindividualsIandIorganizations.
IAsIsuch,IanIever-
expandingIresearchIbaseIisIprovidingIaIgreaterIunderstandingIofItheIfactorsIthatIaffectIwor
kplaceIsafetyIacrossIorganizationalIlevels.

WorkplaceIsafetyIandIhealthIlawsIestablishIregulationsIdesignedItoIeliminateIpersonalIinjur
iesIandIillnessesIfromIoccurringIinItheIworkplace.ITheIlawsIconsistIprimarilyIofIfederalIan
dIstateIstatutes.IFederalIlawsIandIregulationsIpreemptIstateIonesIwhereItheyIoverlapIorIcon
tradictIoneIanother.

AIsafeIandIhealthyIworkplaceInotIonlyIprotectsIworkersIfromIinjuryIandIillness,IitIcanIalso
IlowerIinjury/illnessIcosts,IreduceIabsenteeismIandIturnover,IincreaseIproductivityIandIqual
ity,IandIraiseIemployeeImorale.IInIotherIwords,IsafetyIisIgoodIforIbusiness.IPlus,Iprotectin
gIworkersIisItheIrightIthingItoIdo.

ForIaIsmallIbusiness,IoneIinjuryIcanImeanIfinancialIdisaster.ICostsItoIaIbusinessIinclude:

• ProductionIlosses
• WagesIforIworkInotIperformed
• IncreasedIworkers'IcompensationIinsuranceIcosts
• DamageItoIequipmentIorImachinery
• HiringIand/orItrainingInewIemployees
• DeclineIinIproductIqualityIandIworkerImorale
• DeclineIinIworkerImorale
• HighIturnoverIandIlostIworkItime

TheIcostIofIinjuryIpreventionIisIfarIlessIthanItheIcostIofIanIinjury.IAIsafeIandIhealthyIwor
kplaceIattractsIandIretainsIqualityIemployees.IIt'sIanIassetItoIaIcommunity,IoperatesImoreIe
fficientlyIandIenjoysIaIhealthyIbottomIline.ITheIbusinessIandItheIworkersIthriveIinIaIsafe,I
healthy,IrespectfulIandIcaringIenvironment.

PageI79IofI82
SafeIandIhealthyIworkplaces:

• HaveImoreIsatisfied,IproductiveIworkersIwho
o ProduceIhigherIqualityIproductsIandIservices
o ReturnItoIworkImoreIquicklyIafterIanIinjuryIorIillness
o FeelIloyalItoItheIorganization
• AreIbetterIplacesItoIwork
• RetainIemployees
• EstablishIpositiveIcommunityIrelations

6.3IEvaluation

DiscussItheIlawsIpracticedIbyIDilmahIandItheirIimpactItoItheIcompany.

✓ DilmahIHumanIRightsIPolicy

RespectIforIHumanIRightsIisIfundamentalItoItheIsustainabilityIofItheIDilmahIGroupIofICo
mpaniesIandItheIcommunitiesIinIwhichItheyIoperate.IInItheirICompanyIandIacrossItheirIGr
oup,ITheyIareIcommittedItoIensuringIthatIpeopleIareItreatedIwithIdignityIandIrespect.IThey
IareIcommittedItoIidentify,Iprevent,IandImitigateIadverseIhumanIrightsIimpactsIresultingIfr
omIorIcausedIbyItheirIbusinessIactivitiesIbeforeIorIifItheyIoccurIthroughIhumanIrightsIdueI
diligenceIandImitigationIprocesses.

ThisIPolicyIisIguidedIbyIinternationalIhumanIrightsIprinciplesIencompassedIinItheIUnivers
alIDeclarationIofIHumanIRights,ItheIInternationalILaborIOrganization’sIDeclarationIonIFun
damentalIPrinciplesIandIRightsIatIWork,ItheIUnitedINationsIGlobalICompact,ItheIUnitedI
NationsIGuidingIPrinciplesIandIlocalIlawsIonIBusinessIandIWorkerIRights.

✓ WorkIplaceIsecurity

SecurityIsafeguardsIforIemployeesIareIprovidedIasIneededIandIwillIbeImaintainedIwithIres
pectIforIemployeeIprivacyIandIdignity.

PageI80IofI82
ItIisIalsoIimportantItoIknowIthatItheIgovernmentIcanIchangeItheIrulesIandIregulationsIconc
erningIbusinessesIfromItimeItoItime.ITherefore,ItoIbeIonItheIgoodIsideIofItheIlaw,IensureIt
hatItheyIareIupItoIdateIwithItheIgovernmentIlaws.

BusinessIlawsIaffectIemployerItoIemployeeIrelationshipsIandIvice-
versa.IForIinstance,IitIisImandatoryIforIemployersItoIfollowIgovernmentIregulationsIregardi
ngItheIwayItheyItreatItheirIemployeesIandItheirIhiringImechanism.

✓ QualityIfoodsIandIsafetyIpolicy

TheImaterialsIincludedIinIaIproductIundergoIaIprocessIcalledI“MaterialIApproval”,IanIasse
ssmentIbyIfoodIpackaging/Iengineering/qualityIspecialistsIbeforeIbeingIsentItoIcommercialI
production.ITheIproductIsafetyIassessmentIincludesIcomplianceIwithIlawsIandIregulationsIt
oIensureIthatItheIproductIisIsafeIforItheIconsumer.

TheirIproductionIprocessIensuresIaIpureIandIhygienicIproduct,IwhilstIconformingItoItheIhi
ghestIfoodIsafetyIstandards,IensuringIcomplianceIwithIstatutoryIandIregulatoryIstandardsIa
ndImutuallyIagreedIrequirementsIofItheirICustomers.

✓ SystemsIandIInternalIControls

ITheIBoardIhasIoverallIresponsibilityIofItheIsystemsIofIinternalIcontrolIandIhasIputIinIplac
eIsufficientIinternalIcontrolsItoIprotectIitsIassetsIandItoIensureIcomplianceIwithIstatutoryIre
quirements.ITheICompanyIisIcertifiedIforIISOI9001I:I2008IQualityIManagementISystem,IF
SSCI22,000ICertificationISchemeIforIFoodISafetyISystems,IBRCIGlobalIStandardIforIFoo
dISafetyI:IIssueI6,IISOI14001I:I2004IEnvironmentalIManagementISystemIStandardIandIIS
O/IECI17025:2005ILaboratoryIaccreditationIforIchemicalItesting.IAllIsystemsIareIwellIdoc
umentedIwithIclearlyIdefinedIprocesses,IdutiesIandIresponsibilities.ITheseIProductIPerform
anceIIndicatorsIareImonitoredImonthlyIandImanagementIreviewsIareIheldIquarterly.

REFERENCES
✓ EconomicsIDiscussion.I2020.IShareIYourIKnowledgeIonIEconomicsI|IEconomicsIDi
scussion.I[online]IAvailableIat:I<https://www.economicsdiscussion.net/>I[AccessedI
29ISeptemberI2020].

PageI81IofI82
✓ Resource,IN.,I2020.ICareersIatINescoIResourceI|IHome.I[online]INescoIResourceIC
areers.IAvailableIat:I<http://www.nescoresource.com/>I[AccessedI29ISeptemberI20
20].

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