BACR1 Human Resource Management
Lesson 1: Introduction to Human Resource
Management
The term “Human Resource Management”, the field was
generally known as “personnel administration.”
It was only in the early 1950’s that is gradually gained
acceptance and recognition in private business and industry.
It was developed in response to the substantial increase in
competitive pressures business organizations that gave rise
to an enhanced concern on the part of firms to engage in
strategic planning.
What is Human Resource Management?
 It is the management of various activities designed
to enhance the effectiveness of an organization’s
workforce in achieving organizational goals.
 It involves management functions like planning,
organizing, directing, and controlling.
 HRM is the process of recruiting, training
appraising, and rewarding employees.
What is the importance of HRM?
 to manage employees to work effective, creatively,
quality and productivity to reach competitive
advantages over competitor and achieve
organization goals and objectives.
 deals with issues related to compensation,
performance management, organization
development, safety, wellness, benefits, employee
motivation, employee training and others.
 managing people and the workplace in the
culturally and suitable environment
 establish systems for performance development,
career succession planning and employee
development.
 HRM is important to managers since it helps them
to avoid some of the personnel mistakes you do not
want to make while managing a company such as
hiring the wrong person for the job, a high
employee turnover problem, etc.
Functions and Scope of Human Resource Management
1. Human Resource Planning
o Planning is concerned with the determination of the
number of personnel required in an organization.
2. Job Analysis and Design
o Job analysis is a detailed and systematic study of
jobs.
o is undertaken to know the nature and characteristics
of the people to be employed in different kinds of
jobs.
o Job design is related with deciding the contents of
the job in terms of its duties and responsibilities
3. Recruitment and Selection
o Recruitment is a systematic process of searching
for the required qualified personnel and stimulates
them to apply for jobs in the establishment
o Selection is the process of choosing the most
suitable persons out of all applicants.
4. Orientation and placement
o Orientation is given to newly selected employees
in order to provide a variety of information relating
to an organization such as its rules and regulations,
subordinates, and superiors.
5. Training and Development
o Proper training should be given to employees to
acquire new knowledge and skills.
o Many training and development programs are
designed by the company in order to make the
employees more capable and fit in performing their
work.
6. Performance Appraisal and Job Evaluation
o Performance appraisal is the process of assessing
the performance and progress of an employee or of
a group of employees on a given job.
o It also measures their potential for development.
7. Employees and Executive Remuneration
o It is the responsibility forth every human resource
manager to design and implement a suitable wage
and salary structure for the benefit of the employees
8. Motivation
o It is an important factor, which encourages
employees to give their best performance and helps
in achieving enterprise goals.
9. Communication
o Transmission of ideas, information, facts, opinions
or emotions by two or more persons.
o It helps much in managing and coordinating the
employees of an organization more effectively.
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Functions of Human Resource Management
1. Managerial Functions
2. Operative Functions
A). Managerial Functions
It includes planning, organizing, directing,
coordinating, and controlling various activities of the
personnel department.
1. Planning
o it is the determination of human resource needs, or
manpower requirements in advance, its objectives,
policies, and programs
2. Organizing
o is the process of allocating tasks among its
members for achieving organizational objectives.
o It specifies how the duties are to be divided among
the different departments and the employees.
3. Directing
o the human resource management verifies the
effectiveness of various plan and policies of
motivation.
4. Co-ordination
o the entire activities of the organization are to be
properly coordinated to achieve organizational
goals.
o It should be done at all levels of an organization.
5. Controlling
o this is a process which verifies whether everything
occurs in the organization according to plans.
o It involves the observation, comparison and
evaluation of the workers performance with the
predetermined standards.
B). Operative Functions
These functions include activities like procurement,
development and compensation of employees.
1. Procurement
o This function is related to the procurement of a
sufficient number of competent persons for
performing business tasks.
2. Training and Development
o Proper training should be given to employees for
increasing their skills and abilities which is
concerned with the development of employees by
increasing their skills and proficiency in work.
3. Compensation
o the HRM must determine the remuneration of
workers in the organization.
oThe employees must get adequate and equitable
remuneration for the work done.
4. Personnel Records
o personnel department should keep sufficient records
relating to employees’ training, development,
achievement, transfer, promotion, etc.
5. Maintenance
o personnel manager has to look after the health of
the workers at work and off work.
o They should be provided with sanitation, safety
measures, canteen, etc.
Lesson 2: Human Resource Planning
Human Resource Planning
 Planning is the responsibility of all managers.
 It focuses on the demand and supply of labor and
involves the acquisition, development, and
departure of people.
 a process by which the management ensures the
right number of people and right kind of people, at
the right place, at the right time doing the right
things for which they are recruited and placed for
the achievement of goals of the organization.
Purpose of Human Resource Planning
 ensure that a predetermined number of persons with
the correct skills are available at a specified time in the
future.
Thus, HR planning systematically identifies what must
be done to guarantee the availability of the human resources
needed by an organization to meet its strategic business
objectives.
HR planning considers both the internal and external
environmental influences of an organization, its objectives,
culture, structure, and human resource management.
Approaches to Human Resource Planning
Three sets of forecasts are required:
1. a forecast of the demand for human resources
- examination of the internal and external labor
supply
2. a forecast of the supply of external human
resources
- the techniques used for forecasting the internal
supply of personnel include turnover analysis, skill
inventories, and succession planning
3. a forecast of the supply of human resources
available within the organization
 BACR1 Human Resource Management

- but not all vacancies can be filled from within o A sound Human Resource management can predict
the organization. the possible resistance from employees and to
develop suitable strategies for Human Resource
Time Frame of HRP
development.
 short range (0 to 1 year)
 intermediate range (2 to 5 years)
 long range (beyond 5 years) Characteristics of HR Planning
Factors Affecting the Time Frame of HRP  HR plan must include HR needs in light of
organizational goals and objectives
1. Demand – (number of employees required to
 HR plan must be directed towards well-defined
achieve organizational objectives)
objectives.
2. Supply – (they have too much labor)
 HR plan must ensure that the right kind of people and
3. Net Needs – (additional human resources
the right number of people at the right time are doing
requirements while the organization has its
work for which they are economically most useful
current human resources)
Manpower Forecasting
Two approaches used in forecasting the demand for human
resources are:  is the first step of the entire manpower planning
activity.
1. Quantitative approach
 foresees the demand and supply of different types of
o this approach uses statistical and mathematical
manpower resources in the firm.
techniques.
 The basic idea is to look into in which department; unit
o The focus of this approach is on forecasting HR
or level there is a shortage or surplus of human
shortages, surpluses
requirements.
o it aims to reconcile the supply and demand for
human resources given the organization’s Four Basic Terms of Manpower Forecasting
objectives
2. Qualitative approach 1. Long Term Trend
o this approach uses expert opinion (usually a line o long term forecasting is usually done for five years
manager) to predict the future. or more depending on the company operations and
o The focus is on evaluations of employee customer demands.
2. Cyclical Variations
performance and probability as well as
o this refers to the reasonable and predictable
management.
movement that occurs over one year or more.
Importance of HR Planning 3. Seasonal Variations
o this is a reasonable prediction change over one
1. Forcing Top Management to involve in HRM
year.
o Systematic HRP forces the top management of an
o This covers firms who manufacture seasonal
organization to participate actively in total HRM
products and hire temporary workers for a
functions, an area that has been neglected by most
temporary increase in demand like Christmas and
of the companies until recently.
other special occasions.
2. Coping with Change
4. Random Variations
o It enables an enterprise to cope with changes in
o this is one occasion where there is no special
competitive Human Resource market place,
pattern and it is quite difficult to predict or
technology and government regulations.
determine.
3. Providing base for developing talents Jobs
o Are becoming highly intellectual all over the world
and individuals are getting vastly professionalized.
4. Protection of weaker section of society
o well-conceived personnel planning programme
would protect the interests of such groups.
5. Resistance to change
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HR Planning Process
1.
Determining the objectives of Human Resource
Planning
o The objective for which the manpower planning is
to be done should be defined precisely
o to ensure that the right number of people for the
right kind of job is selected.
2. Analyzing Current Manpower Inventory
o the next step is to analyze the current manpower
supply in the organization through the stored
information about the employees in terms of their
experience, skills, proficiency, etc. required to
perform a particular job.
3. Forecasting Demand and Supply of Human
Resources
o here the required skills of personnel for a
particular job are matched with the job description
and specification.
4. Analyzing the Manpower Gaps
o the demand is more than the supply of human
resources, that means there is a deficit, and thus
new candidates are to be hired.
o if the demand is less than supply, there arises a
surplus in the human resources, and hence, the
employees have to be removed either in the form
of termination, retirement, layoff, transfer, etc.
5. Employee Plan
o this plan is to be formulated accordingly.
6. Training and Development
o the training programs are conducted to equip the
new employees as well as the old ones with the
requisite skills to be performed on a particular job.
7. Appraisal Manpower Planning
o the human resource plan is compared with its
actual implementation to ensure the availability of
many employees for several jobs.
o The firm has to decide the success of the plan and
control the deficiencies if any.
Lesson 3: Recruitment
What is Recruitment?
 Recruitment is a process of identifying, screening,
shortlisting, and hiring potential resource for filling
up the vacant positions in an organization.
 It is a core function of HRM.
 It is the process of choosing the right person for the
right position and at the right time.
 also refers to the process of attracting, selecting,
and appointing potential candidates to meet the
organization’s resource requirement.
The Importance of Recruitment for HR Professional
1. Determine the present and future requirements for
manpower planning and job analysis activities.
2. Increase the success rate of the selection process by
eliminating under-qualified or over-qualified
applicants.
3. To reduce recruitment costs that may arise as a result
of poor selection.
4. Increases organizational effectiveness by employing
qualified and competent hands that can meet the
requirement of the organization.
5. Identify and prepare potential job applicants.
6. Evaluate the effectiveness of different recruitment
techniques.
Recruitment Goals
1) Attract the qualified applicants
o The primary goal of recruitment is to select
qualified applicants that possess the necessary
knowledge and skills that will fill the positions
needed in organizations.
2) Encourage unqualified applicants to self-select
themselves out
o Encouraging unqualified applicants would help the
company save time and resources.
Different Methods of Human Resource Recruitment
A). Internal Source
1. Job Posting
 BACR1 Human Resource Management
o is a process of posting/advertising jobs within the
organization.
2. Employee referrals
o In this process, the present employees can refer
their friends and relatives for filling up the vacant
positions
3. Previous applicants
o these applicants are those who have applied for jobs
in the past.
B). External Source
1. Direct recruitment
o where the recruitment of qualified candidates is
done by placing a notice of vacancy on the notice
board in the organization.
2. Employment exchanges
o where the details of the job seekers are stored and
given to the employers for filling the vacant
positions.
3. Employment agencies
o These agencies hold a database of qualified
candidates and organizations can use their services
at a cost.
4. Advertisements
o The job vacancy is announced through various print
and electronic media with a specific job description
and specifications of the requirements.
5. Campus recruitment
o is an external source of recruitment, where
educational institutions such as colleges and
universities offer opportunities for hiring students.
6. Word-of-mouth advertising
o the job opening is spread out to the company’s
community of friends and families.
Recruitment Process
 The recruitment process is a process of identifying the
job vacancy, analyzing the job requirements, reviewing
applications, screening, shortlisting, and selecting the
right candidate.
These five practices ensure successful recruitment
without any interruptions. In addition, these practices also
ensure consistency and compliance in the recruitment
process
1. Identify the Hiring Needs
You can determine your hiring needs by checking:
 Any gaps in performance, skills or proficiencies that
you need to fill
 A sudden increase in workload that your team cannot
seem to handle
 Any employees who will be leaving the company soon
2. Prepare Job Description
o A complete job description helps you know what to
look for in potential candidates.
o It also serves as a checklist for candidates to tick
before they decide they are suitable for the role and
apply- which means, more relevant candidates.
The elements that should be included in a job description
are:
 Title
 Responsibilities
 Necessary qualifications and skills
 Compensation, benefits, perks and
 Location

3. Talent Search Process
o This is where you decide how to attract and retain
the ideal candidates.
o consider whether you can find a possible candidate
from within the company itself or whether you need
to hire from outside.
4. Shortlisting the Candidates
o Shortlisting is the process of identifying the
candidates from your applicant pool who best meet
the required and desired criteria for the open
requirements and whom you want to move forward
to the next step of your recruitment process, which
is usually some form of an interview.
5. Interviewing Candidates
o Interviewing is an integral part of the recruitment
process that helps in removing unqualified or
 BACR1 Human Resource Management

irrelevant candidates, which were received through • Set them up to meet with their manager
sourcing. • Introduce them to their Workspace
• Offer consistent basic support
A job interview can help you compare potential
• Ask for Feedback
candidates with others to choose the one that best fits the
• Follow up on their progress
needs of the role.
3 Types of Interviews
a) Structured interview
o have predetermined questions in a set order.
o They are often closed-ended, featuring
dichotomous (yes/no) or multiple-choice questions.
o The types of questions asked to make structured
interviews a predominantly quantitative tool.

b) Unstructured interview
o is the most flexible type of interview.
o The questions and the order in which they are asked
are not set.
o are by definition open-ended.

c) Semi-structured interviews
o are a blend of structured and unstructured
interviews.
o interviewer has general plan to ask, the questions do
not have to follow particular order

6. Evaluating Candidates
o In this process, the effectiveness and validity of the
process and methods are assessed.
o the performance of the recruitment process is
thoroughly evaluated.
o job offer is the agreement that an employer extends
to a candidate, intending to hire them. Job offers
may be formal or informal and given orally and/or
in writing.

7. Employee Onboarding
o Onboarding is the process of providing new hires
with the necessary resources to enable them to fit
into a company's culture.

HOW TO ONBOARD NEW EMPLOYEES

Onboarding is the process of providing new hires with the
necessary resources to enable them to fit into a company's
culture.
• Send a Welcome Message
• Show them around the workplace
• Introduce them to the HR Department