“Functions of HR”

AT
Ten Marketing
Summer Internship Report submitted to Amity Global Business

School Noida for the partial fulfilment of the degree of MBA

By
Prity Kumari
Section B
Under the guidance of:
Prof Dr Ruchi Sinha

AMITY GLOBAL BUSINESS SCHOOL

AMITY UNIVERSITY, NOIDA

1
 ACKNOWLEGMENT

The satisfaction and euphoria that accompany the successful completion of a work would be
incomplete if I do not mention as an expression of thanks the people who made it possible and
whose constant guidance and encouragement served as a beacon of light and crowned my efforts
with success. This report would not have been possible without the support and guidance I
received from various people at various stages of the project.

My sincere thanks to my company mentor Ms. Laxmi Chaitanya, HR Manager, Ten Marketing,
who helped me understand the technical aspects of my project and helped me in every possible
way.

Furthermore, I would like to sincerely thank the entire HR team and the questionnaire
respondents there for giving me their time and active cooperation.

In addition to my industrial mentor, I am grateful to my faculty mentor Dr. Ruchi Sinha who
provided me with her valuable suggestions from time to time and under her excellent guidance,
encouragement and patience this project could be completed successfully.

(Prity Kumari)

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 CERTIFI
CATE

I hereby certify that Prity Kumari, a 3rd semester student of Master of Business Administration
– Hr and Marketing, batch 2022-2024 has worked under my supervision on the project titled
“Study on Functions of HR at Ten Marketing”. I am satisfied with her work on the project.

Dr Ruchi Sinha

(Faculty mentor)

AGBS

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 DECLARATION

I hereby declare that this project report titled “Study on Hr Functions at Ten Marketing”
has been successfully completed at Ten Marketing, in partial fulfilment of the requirement for
the award of “Master of Business Administration” – by Amity Global Business School,
Amity University, Noida. This is an original manuscript developed by me and has not been
provided from any of its sources, has not formed the basis for the award of any degree,
diploma or any similar degrees by this institute or any other universities

DATE:

LOCATION: NOIDA

(Prity Kumari)

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 CONTENTS

1. Abstract…………………………………………………………………………….6
2. Company Profile………………………………………………………………….7
3. Introduction……………………………………………………………………….8
4. Literature Review…………………………………………………………………9
5. Objectives…………………………………………………………………….……11
6. Research methodology…………………………………………………………….12
7. Findings……………………………………………………………………………13
6.1 Deployment
6.1.1 Joining………………………………………………………………….14

6.2 Function of HR
6.2.1 Function of HR……………………………………………….19
 Managerial Functions…………………………………17
 Operative Function………………………………………….20
 Advisory Function…………………………………………..22
6.2.2 Types of authority …………….……………………………………..23
6.2.3 Recruitment ……………………………………………….25
6.2.3 Interview ……………………………………………….26
6.2.4 Induction & Training…………………………………………………….27
7. Administrational Control...........................................................................................................31
8. Training and Development Program.....................................................................................33
9. Organisational Structure……………………………………………….………….36
10. Recruitment Strategy……………………………………………….………….40
11. Job Description……………………………………………….………….40

10. Conclusion........................................................................................................................................51
11. Recommendation………………………………………………………………………..52
12. References ……………………………………………………………………………..53

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 ABSTRACT

HR management deals with the human component of the company, so it is the most
important asset of any organization and also the main source of achieving competitive
advantage. Since every organization is made up of people, getting their services,
development, skills, motivating them to high level of performance and ensuring that they
continue to maintain their effectiveness in the organization is necessary to achieve the
organizational goals and objectives. Human resource management is as challenging as
technology or capital management, and for its effective management, every organization
requires an effective human resource management system. In this project I mainly focus on

The project is focused on maximum knowledge of personnel procedures in the organization.

The company's HR procedures have been explained here to understand how the company
follows these procedures. This project is done to understand the subject of HR, its practical
implementation, its necessity, its implications and benefits.

Check specific HR processes and provide suggestions for their overall quality improvement,
mainly the HR functions within the project were: Deployment and employee involvement.

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 Company Profile
Joining is a beginning, keeping together is progress, and working together is success.” As
Edward Everett quoted, this is also our motive. TEN is a virtual start-up working to improve
business education. It is a community Edu-Tech group with the goal of quality education. A
strong motive, clear goals and thorough knowledge of the field are unshakable weapons that
an entrepreneur requires. We firmly believe in the qualities of an entrepreneur, passion,
perseverance and progress!

The Entrepreneurship Network (TEN) is a community-based Edu-Tech group dedicated to

providing quality education and expertise.
Our current customer segment currently represents more than 700 colleges and more than
20,000 students, with new institutions coming in all the time.
This organization would enable you to accelerate your aspirations by giving you the
opportunity to master the most sought-after skills in today's market.
With hands-on guidance from our richly experienced faculty, you would have the best
training possible.

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 Introduction

Human resource policies are formal rules and guidelines that every business puts in place to
hire, train, evaluate and reward members of its workforce. These policies, if organized and
disseminated in an easy-to-use form, can serve to prevent many misunderstandings between
employees and employers regarding their rights and responsibilities in the workplace. It's
tempting for a new small business owner to focus on the interests of the business and put off
the task of writing a human resources policy. All business analysts and employment lawyers
will advise a new business owner to write a policy on paper, even if it is a simple one,
designed according to a sample model. It is important to have policies written down so that
everyone is clear about what the policies are and that they are applied consistently and fairly
throughout the organization. Additionally, when issues involving employee rights and
company policies come before federal and state courts, it is standard practice to assume that a
company's human resources policy, whether written or oral, is part of the employment
contract between the employee and the company. Without clearly written policies, the
company is at a disadvantage.

A well-written and well-presented HR policy manual can set the tone that a new entrepreneur
wants to maintain in their business. Such a policy also serves to disseminate information
about what employees can expect from the company and what the employer expects from
employees regarding work performance and behaviour on the job. Formal policies can be
helpful for managers and other supervisors who are faced with decisions about hiring,
promoting, and rewarding the people who work under them.

Prudent and comprehensive HRM policies can save companies a significant amount of
management time, which can then be spent on other business activities such as new product
development, competitor analysis, marketing campaigns, etc.

Members of the legal and business communities agree that organizations can do a lot to cut
off legal threats from disgruntled current or former employees simply by creating—and
enforcing—a fair and comprehensive set of HR policies.

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 LITERATURE REVIEW
Schuler (1992) states that strategic human resource management (SHRM) has many different
components, including “policies, culture, values and practices. An organization's strategic
business needs are influenced by its internal (consisting primarily of factors such as
organizational culture and the nature of the business) and external characteristics (consisting
of the nature and state of the economy in which the organization exists and critical success
factors, i.e., opportunities and threats provided by the industry) that are influenced by HR
activities. Thornhill, Lewis, Millmore, and Saunders (2000) found a potential role for human
resource strategies that can be used to change or realign organizational culture.

An organization can change its culture through its recruitment strategy of replacing managers
with outside managers, organizational restructuring, downsizing, training programs, new
compensation strategies, and performance management to change employee behavior or
reinforce new ones. After economic liberalization,

Indian organizations were under pressure to move from cheap, home-grown, less efficient
and outdated technologies to high-cost modern technologies and prepare people to use them.
This was done to develop and sustain their competitive advantage in the larger business
environment (Khan, 1999).

The potential value of employees needs to be increased by collectively increasing and

connecting their skills and abilities in line with current market demands and to be faster than
the competition. The success of HRM will be determined by its ability to harness the
intelligence and spirit of people by creating a learning climate.

Indian organizations typically focus their HRM efforts on developing competencies, culture
and effectiveness among employees individually or in groups (Singh, 2003).

Hendry and Pettigrew (1992) suggest that a number of internal factors directly contribute to
shaping the content of HRM, such as organizational culture, structure (location of HR),
leadership, level of technology used and business output.

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HRM could be understood as offering strategic choices to be made by HRM to promote the
most effective 'role behaviour' that is consistent with the organization's strategy and aligned
with each other (Sparrow and Hiltrop, 1994).

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 Objectives
1) Measure the level of employee satisfaction on various factors and make
suggestions for their improvement.

2) To examine the relationship between employee personal factors (gender,

designation, qualifications, age and years of service in the company) with the
level of satisfaction.

3) Derive and analyze the current level of employee satisfaction in the company
4) To study the various factors that influence employee satisfaction.
5) To study the various sources of recruitment followed in Ten Marketing.
6) To study about the functions of the HR in Ten Marketing.

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 Methods of data collection

Data Collection is an important aspect of any type of research study. Inaccurate data
collection can impact the results of a study and ultimately lead to invalid results.

Data collection methods for impact evaluation vary along a continuum. At the one end of
this continuum are quantitative methods and at the other end of the continuum are
Qualitative methods for data collection.

There are two types of data collection methods:

1. Primary data collection

2. Secondary data collection

Primary Data Collection: Raw data or primary data is a term for data collected at
source. This type of information is directly forming first hand sources by means of surveys,
observations and experimentation and not subjected to any processing or manipulation and
also called primary data. It includes:

1. Interview

2. Questionnaire

3. Survey

4. Observation

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 RESEARCH METHODOLOGY

The research methodology used in this project is as follows:

SAMPLING DESIGN: -

Simple random sampling is used in this project to select the employees from the total
population.

SAMPLE SIZE: -

Sample size – 23

In all 10 employees from HR department and 12 employees from other departments were
interviewed.

METHODS OF DATA COLLECTION: -

For examining each HR process, depending on the nature of process being examined, the
used method is: -

Direct observation of the process: In order to have an unbiased view, the processes were
directly observed as they were being carried out.

The data was collected through primary and secondary sources.

• PRIMARY SOURCES: The primary sources used in the study are questionnaire and
discussion with employees of Ten Marketing.

• SECONDARY SOURCES: Secondary data was also collected from company

website, magazines and journals.

FINDINGS

For each HR process, findings have been documented in the following format:
Process Definition:
It includes the basic purpose of the process and how it is carried out in Ten Marketing.

Observations:
These include employees’ feedback and personal observations.

Suggestions And Expected Impact:

These are based on the observations and for each suggestion its corresponding expected
impact is documented

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The findings for each HR process are as follows:

1) Deployment:

An overview of deployment in Ten Marketing is as follows:

I.e., deployment in Ten Marketing. basically consists of 3 HR processes:
Joining, Induction and Background Check.

Taking each HR process under deployment one by one as follows:

1.1) Joining:

Process Definition:

Normally, joining in Ten Marketing happens every month. But, depending on business
needs, new employees may join on any other day as well.
An employee from the HR Operations is given the responsibility of handling joining process.
It basically involves:

 Verification of all the documents submitted by new joiners

 Filling of all the required forms
 Orientation
Observations-

Employees’ feedback: -

Most of the employees agreed to the points that: -

 They had good experience on the first day at Ten Marketing.

 They had good perception of Ten Marketing during the first month and it remained
same over time too.
 Some of them feel that they were asked to fill too many online forms which was tiring
on the first day of the joining.

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Functions of HR

1) Managerial Functions

2) Operative Functions

3) Advisory Functions

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 Functions of HR

The HR department is a specialized section of a large organization; the department

responsible for recruiting, training, and placing employees and for establishing policies
for personnel management.

The marketing industry is highly competitive, organizationally diversified and driven by

intense competition. There are so many Ed-Tech companies in today's market. IN
current market, is also understandably bearish. However, HR issues are at the fore more than
at all. It is difficult to verify that an organization's HR goals are not strangling local markets,
but complying with labour councils and legislation and leading the human side of the
business.

To achieve this in a diverse, fast-changing organization such as the marketing industry, which
it has decentralized policies; decision makers and processes are really challenging.

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Some of the major functions of human resource management are as follows:

1. Managerial Functions

2. Operative Functions

3. Advisory Functions.

A human or personnel department is set up in most organizations under the leadership of

an executive known as a Human Resource/Personnel Manager. This department plays an
important role in effective human resource management.

The HR department provides assistance and service to all other departments in HR matters.
Although the personnel officer or human resources manager is a worker in relation to other
departments of the company, he has line authority to take orders within his department.

1. Managerial Functions:

The Human resource manager is a part of the organizational management. So, he must
perform the basic managerial functions of planning, organising, directing and
controlling in relation to his department.

There are functions are briefly discussed below:

 Planning:

To get things done through the subordinates, a manager must plan ahead. Planning is
necessary to determine the goals of the organization and lay down policies and
procedures to reach the goals. For a human resource manager, planning means the
determination of personnel programs that will contribute to the goals of the enterprise,
i.e., anticipating vacancies, planning job requirements. Job descriptions and
determination of the sources of recruitment.

The process of personnel planning involves three essential steps:

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Firstly. A supply and demand forecast for each job category is made. This step requires
knowledge to both labour market conditions and the strategic posture and goals of the
organization.

Secondly, net shortage and excess of personnel by job category are projected for a specific
time horizon.

Finally, plans are developed to eliminate the forecast shortage and excess of particular
categories of human resources.

Organizing:

Once the human resource manager has established objectives and developed plans and
programs to reach them, he must design and develop organization structure to carry out the
various operations.

The organization structure basically includes the following:

Grouping of personnel activity logically into functions or positions.

Assignment of different functions to different individuals.

Delegation of authority according to the tasks assigned and responsibilities involved.

Co-ordination of activities of different individuals.

Directing:

The next logical function after completing planning and organizing is the execution of the
plan. The basic function of personnel management at any level is motivating, commanding,
leading and activating people. The willing and effective co-operation of employees for the
attainment of organizational goals, is possible through proper direction. Tapping the
maximum potentialities of the people is possible through motivation and command.

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MANAGEMENT is said to be the process in which managers instruct, guide and supervise
the performance of workers to achieve predetermined goals. It is said that direction is the
heart of the management process. Planning, organization, staffing have no meaning unless
the management function takes place.

Thus, leadership is an important managerial function in building healthy industrial and

human relations in addition to securing employee contributions. Coordination deals with the
task of interweaving efforts to ensure the successful achievement of a goal. A HR manager
has to coordinate different managers at different levels regarding HR functions. The
personnel management function should also be coordinated with other management functions
such as material, machinery and money management.

Controlling:

Human resource management includes planning, evaluating and controlling the performance
of both employees and employees working in the human resources department. Here it is
important that the internal structure of the company as well as the market conditions are
examined on the one hand. As is customary in Controlling, it is differentiated by plan, action
and finally the development of further steps towards development. Employees can be defined
as a cost factor, potential added value and as a group of stakeholders. Human resource
management ensures that competitive advantage can be developed and risks to the company
should be identified and avoided in time.

Her responsibilities include:

1) Ensuring high quality reporting

2) Creating transparency

3) Improving efficiency

4) Determining the added value of all HR measures

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2. Operative Function:

The human resources department is the backbone of any organization. The department selects
the right person from the market and places the right individual in the appropriate department.
Recruitment involves gathering a pool of applications from which the hiring manager selects
suitable employees. As an HR professional, you need to be highly selective when it comes to
hiring an employee. The operational functions of human resource management include a wide
range of functions: employment, supply, development, compensation, maintenance and
integration.

Employment
Employment is the main operational function of HRM. This task is performed by HR
managers for all departments of any organization. The HR department creates a personnel
policy and coordinates with all company departments. Employment involves securing and
employing professionals who have the required skills that are necessary to achieve the
organization's goals. It also includes job analysis, recruitment, selection, candidate
placement, induction meetings and internal mobility. When you decide to excel in your HR
career, you need to be highly skilled and experienced in order to perform the
aforementioned work with precision.

Development of human resources

This process involves improving, changing skills, knowledge, abilities, creativity, values,
abilities, commitments, etc. based on the requirements of organizations and job vacancies
for the present and future. This also includes performance appraisal, career planning,
training management development, promotion and demotion, internal transfer, mobility
and organizational development. The employee gets all the support from the HR
department of the organization when he is newly inducted into the company.

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Compensation

Compensation means determining the pay scale and other emoluments for the employees.
Establishing and maintaining properly the pay system of any firm is considered to be the
most important task of HR managers. Being an HR manager, you need just and impartial pay
rates to the employees. In addition to this, an HR manager must regularly manage the
performance system of the employees and should continue to design reward scheme for the
employees such as performance-based incentives, bonus and flexible working schedule.

Maintenance

The HR manager's maintenance function involves maintaining efficient and skilled

professionals in organizations. When it comes to the maintenance function, HR managers
must assure employees that they must have job security. A positive work environment is
what employees in an organization must have, and this must be ensured by the HR
department. After working for a long time, the brain needs rest in order to work accurately.
There must be recreational activities in the workplace, but make sure that it does not limit the
work process. Employees must be provided with transportation and canteen facilities.

HR operations vary from one organization to another depending on the size, nature and goals
of the organizations. Smaller organizations follow a shorter HRM process with an emphasis
on procurement and compensation and do not prioritize development, training and
maintaining employment relationships. On the other hand, large organizations have a
comprehensive human resource management process to meet both management and
workforce requirements. A properly set HR department can lead the organization to the
zenith with a qualified workforce.

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 3. Advisory functions:

The human resources manager has specialized education and training in the field of
human resources management. He is an expert in his field, so he can advise on HR
matters in the organization.
1. Top management consulting: The HR manager is a specialist in human resource
management functions. May advise senior management in formulating policies and
procedures. He may also make recommendations to senior management for assessment
of the workforce he deems suitable. This function also includes consulting regarding the
maintenance of high-quality interpersonal relationships and above-ground employee
morale.

2. Department Head Advice: In this function he advises the heads of various departments
on policies related to job design, job description, recruitment, selection, evaluation.

Authority of HR

It offers some advice on what managers can do to increase the likelihood that their
orders will be accepted and obeyed. He claims that there will be more and more manager
orders
accepted long-term if:
The manager uses formal communication channels that are familiar to all members of
the organization.
Each member of the organization is assigned a formal communication channel through
which orders are received.
1) The line of communication between manager and subordinate is as direct as possible.
2) The entire chain of command is used to issue orders.
3) The manager uses formal lines of communication only for organizational matters.
4) The command is verified as originating from the manager.

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Types of authority:

3 main types of authority can exist within an organization:

Each type exists only to enable individuals to carry out the different types of responsibilities
with which they have been charged.
1. Line authority:

The most basic authority in an organization reflects existing superior-subordinate

relationships. It consists of the right to make decisions and give orders regarding production,
sales or the behaviour of subordinates related to finance. In general, line authority refers to
matters directly related to production, sales, finance, etc., and consequently to the
achievement of objectives.

Those directly responsible for these areas within the organization have delegated line
authority
assist them in the performance of their mandatory activities.

Staff authority:
To ensure that line and HR personnel work together productively, management must ensure
that both groups understand the organization's mission, have specific goals, and realize that
they are partners in helping the organization achieve its goals.
2
Size is perhaps the most important factor in determining whether or not it is an organization

will have staff. The larger the organization, the greater the need and capability

employ HR staff.

As an organization grows, it usually needs employees with expertise in diverse areas. While
small organizations may also require this kind of diverse expertise, they often find it more
practical to hire part-time consultants to provide it as needed rather than hiring full-time
staff who may not always be busy.

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Functional authority:

Functional authority consists of the right to issue orders within a segment of the
organization in which that right does not normally exist.
This authority is usually assigned to individuals in addition to the line or staff authority
they already have.

Functional authorization generally covers only specific task areas and is functional only for
a specified period of time. It is intended for individuals who, in order to perform duties in
their own areas, must be able to exercise some control over members of the organization in
other areas.
Less burden on line managers – Staff managers relieve line managers of their worries by
concentrating on specialized functions such as accounting, selection and training of
employees, public relations, etc. Thus, line managers have less burden. Many issues that
are ignored or poorly addressed in the line organization can be properly covered. It is more
flexible. Disadvantages

The shortcomings of line and personnel organization are as follows:

(1) Confusion - It is very difficult to clearly establish the relationship between authority and
responsibility between managers and employees. This creates confusion between them.
(2) Inefficiency of the staff - The role of the staff is purely advisory. Since they do not have
the authority to enforce their recommendations, the staff's services may prove to be
ineffective.

(3) Conflict between line and staff – There is generally conflict between line and staff
managers, line authorities feel that workers do not always give the right type of advice and
therefore reject even some very good schemes. Literary offices do not want to give
management the impression that they are in any way inferior to employees. So there is a
conflict between the line and the staff.

Functions of HR

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1. RECRUITMENT:

The nature of the job, its role and key responsibilities should be covered in the job description
and explained in the selection interview. You may also consider sharing some or all of the
information listed below to give a real insight into the structure and culture of the
organisation, behaviours and standards expected and future plans/intentions:

INTERVIEW:

The word interview comes from Latin and Middle French words meaning "to see each other"
or "to see each other." In general, an interview means a private meeting between people
when someone asks

are asked and answered. The person who answers the interview questions is called the
interviewer.

So an interview is a formal meeting between two people (an interviewer and an interviewee)
where questions are asked by the interviewer to obtain information, characteristics, attitudes,
wishes, etc. Form the interviewee.

Types of Interviews: There are many types of interviews that an organization can arrange. It
depends on the objectives of the interview. Some important types of interviews are listed
below:

1. Personal interviews: Personal interviews include:

2) Selection of employees
3)Employee promotion
4) Retirement and dismissal of employees

Of course, this type of interview is designed to gain information about how well the
interviewee will do on the job through discussion and observation.

2. Appraisal Interviews: Interviews held annually to assess the progress of the interviewee
are called appraisal interviews. Naturally, this happens between superiors and subordinates.

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The main objective of this interview is to find out the strengths and weaknesses of the
employees.
1. Persuasive Interviews: This type of interview is designed to sell someone a product or
idea. When a sales representative talks to a target buyer, persuasion takes the form of
convincing the target that a product or idea fills a need.
Structured Interviews: Structured interviews tend to follow formal procedures; the
interviewer follows a predetermined program or questions.

2 Unstructured interviews: When the interview does not follow formal rules or procedures.
This is called an unstructured interview. The discussion is likely to be free-flowing and may
move quickly from topic to topic depending on the interests of the interviewee and the
interviewer.

3 Counseling interviews: Can be conducted to find out what is troubling workers and why
someone is not working.

4 Disciplinary Interviews: Disciplinary interviews occur when an employee is accused of

violating the organization's rules and procedures.
5 Stress interviews: These are designed to put the interviewee in a stressful situation so that
the responses of the interviewees can be observed.

6 Public talks: This includes political parties "radio, television and newspapers".

7 Informal or conversational interview: In a conversational interview, no predetermined

questions are asked, in order to remain as open and adaptable as possible to the nature and
priorities of the interviewee; during the interview the interviewer "goes with the flow".
8 General interview guide approach: The guide approach is to ensure that the same general
areas of information are collected from each interviewee, which provides more focus than the
conversational approach, but still allows for a degree of freedom and flexibility in eliciting
information from the interviewee.
9 Standardized or open-ended interview: Here, all interviewees are asked the same open-
ended questions; this approach allows for faster conversations faster conversations that can be
more easily analyzed and compared.

10 Closed or Fixed Answer Interview: This is an interview where all the interviewers ask
the same questions and are asked to select answers from the same set of alternatives. This
formal is useful for those who are not practiced in interviews.

26
3.INDUCTION & TRAINING:
All new employees who join the company to learn the new "ropes" and settle in quickly

to become productive from the very beginning, they undergo initial training. The aim of the
induction program is to ensure that new employees are given all the help and guidance they
need as soon as possible to perform their work at the required level.

Remember that the onboarding process begins during the recruitment and selection phase,
when contact is made with potential new employees for the first time. It is therefore crucial
that the things you do and say before their first day are as well thought out and prepared as
those you do after the candidate takes office.

The process includes:

a) Recruitment
b) Before starting employment
c) The first day
d) The first week
e) The first month
f) End of trial period

Before employment:

All new hires should receive a formal offer letter along with a contract of employment. In
addition to this information, they should also advise new hires to check out the 'new hire
website'.

page for more information. Other forms, e.g. company details, etc., should be filled out by the
new employee before joining by printing and sending to HR. Alternatively, we must ensure
that all new employees have access to these forms on their first day of employment.

It may also be necessary to send connection instructions by phone or email with the following
information:

• where and when to report

• who will meet them

27
• map, directions for transport and parking

• what else to take with you, e.g. tools, special clothes, packed lunches, etc.

The content of individual training programs will vary according to the needs of the
individual. New employees may fall into one or more groups, such as:

• school leavers/skill seekers

• graduates

• long-term unemployed

• people with disabilities

• experienced individuals changing jobs within or outside the organization

• shift workers

• Internal staff relocation department

Each group has different needs, so induction programs are designed with this in mind. Also
consider people with special needs, ie a disability, or very young people who may have
limited, if any, experience of working life. Induction programs for certain jobs or roles should
also take into account factors such as health and safety rules and regulations.
New employees will have a significant amount of information available to them as they move
into their new role. Try to divide the training program into subjects or areas of responsibility
so that the individual can gradually build their knowledge and avoid confusion or overload.

First day:

New starters will undoubtedly be nervous and even scared on their first day. It is
important that they feel welcome and given time to adapt to the new environment and
colleagues.

28
They should:

• meet and introduce your teammates

• inspection of the building(s) or workplace, warning about toilets and restaurant facilities,
etc.

• discussed their rollout program and schedule (see link above or on website)

• satisfied that all necessary documentation has been completed and received
First week:

With all new hires we can explain and discuss the key aspects of their job, the goals and
objectives of their immediate team and how they in turn contribute to the organisation's
goals. This will likely involve them getting to know members of other teams and/or
departments and visiting other offices and/or locations.

At the end of the first week, managers determine how new employees will settle in and:

• review the introductory program and assess your understanding of the information provided
at the address

this point

• agree how to clarify or revisit areas where understanding is confused or lacking

• explain what is expected in the coming weeks

• ask employees for feedback on how they feel and whether they feel entitled to it

First month:

By the end of the first month, the goal is to design some personal goals that will give them
clear direction and focus. We can also start compiling ideas for a personal development plan.

29
The plan would include areas in which they have demonstrated limited knowledge and/or
skills so far during their training.

We should solicit feedback from people involved in the onboarding process and use it to
assess the progress of the new employee. In case of any concern regarding them
performance or ability, we should address them at the earliest opportunity. Often, new
starters simply need greater clarity or reminding of certain key requirements.

Rating:
It is important to constantly evaluate processes and procedures and check their
effectiveness. We can ask whether the boot program has met its objectives and whether
adjustments are necessary. We should also ask the new employee for feedback on
improvements that could be made to improve the onboarding process, as well as whether
they need additional support at this stage.
PROBATION
Work environment, trial period (or trial period) is a status given to new employees of a
company or business. This is widely referred to as the employee's probationary period.
This status allows a supervisor or other company manager to evaluate in detail the
progress and skills of a new hire, determine appropriate tasks, and monitor other aspects
of the employee, such as honesty, reliability, and interactions with co-workers,
supervisors, or customers.

A candidate who is going to join any company that has to follow the rules set for their
probationary period, minimum service period from the date of joining and sign the
contract.

Ten Marketing is now opening more branches due to high competition with other
companies.
Salary and deposit in companies:
Now due to the single exam system, candidates have to prioritize joining the participating
company. To give you a clearer view of the salary, probationary period, minimum service
period and bond, here we provide a complete list of all involved companies. Candidates
can compare rules made by company at single place before their joining.
5. OFFER LETTER ISSUANCE

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The company issues Offer Letters to selected candidates. After receiving receipt of Offer
Letter, successful candidates will be required to visit the designated centres, for
completing pre-recruitment formalities and medical examination.

The final joining of the candidates will be done subject to compliance of eligibility
criteria and also on successful completion of pre-recruitment formalities.

The company has also withheld candidates list whose result is kept in abeyance due to
non-submission of conclusive documents for their eligibility. These candidates are being
advised separately by email to submit the required documents failing which they will not
be considered for selection and their candidature will be cancelled.

6. ADMINISTRATIONAL CONTROL

In recent years the growth of practice, the proliferation of multiple files, the great
increase in paper generated, and the heightened need for rapid recovery and delivery of
documents in the
process of representing Clients have resulted in a need to improve the company’s filing capacity.
In particular, the company has determined that it is essential to eliminate redundant and other
duplicative files including multiple copies of identical documents, temporary notes and
superseded drafts.

Objective
To meet the company's own requirements including accounting, control and futures

31
transaction verification.

a) Confirm legal/regulatory requirements.

Record keeping consists of 3 components viz.

• Record keeping

• Recording media

• Record keeping
Records: Records arise from the transactions/functions performed by the company and
relate to the data and information resulting from them. Records include vouchers, ledgers,
registers, forms, reports, returns/statements, office notes, etc. The record may be in paper
or electronic form. The policy provisions apply regardless of the medium on which the
records are stored.
The maintenance of records is subject to compliance with legal provisions.

The minimum level of record keeping required to meet the various criteria at each of the 3
different levels is set out in the following paragraphs. Record retention, recording media
and record location are primarily related to the criteria of availability and durability.

The period prescribed for the destruction of old records under the Companies (Retention
Period of Records) Rules 1985 applies only to those records and registers where no
liability arises.
In the case of unclaimed deposits, the liability remains outstanding and companies are
required to maintain/keep records.
Recording media

As already mentioned in paragraph 3, the media can be paper or electronic. Determination

Recording media will be based on the following:

1. Compliance with Legal/Regulatory Requirements.

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2. The need to ensure that the media selected does not conflict with the accessibility
requirements of COMPANY inspectors/internal/external auditors.

3. The physical state in which the record will be stored.

Record Retention
Departments/Offices/Branches shall exercise proper control over the destruction of records
after the prescribed retention period, which shall include, but not be limited to:

1. Authorization and approval prior to destruction

2. Register for recording details of destroyed documents, date and method of destruction.

Record location
Generally, the location of the record will be in the same branch/office where the records were
created/used. In case the placement is to be in another place, prior permission from the
control authority must be obtained. The overriding principle is that records continue to be
available to management in a timely manner.

7. ATTENDANCE RECORD:

Here, HRIS is mainly used in an automated way, and if not, then at least in a semi-automated
way, where HR records the attendance of all employees, paid and unpaid leave, leave or not
granted leave and timely reporting of the course. Although today there are smart machines
and systems that manage attendance by swiping a card or fingerprint

readers, so in the modern world it is not a core HR function, but often in some places,
especially small ones

organizations, it is still a function of HRs and we can say that HRIS include attendance
management.

8. TRAINING AND DEVELOPMENT PROGRAM:

Human resource management considers training and development as a function related to
organizational activity aimed at improving the work performance of individuals and groups

in an organizational setting. Training and development can be described as “an educational

process that involves improving skills, concepts, changing attitude and acquiring additional
knowledge to enhance employee performance.

Training:

Training is a process that provides an employee with the required skills to perform their job
efficiently, skilfully and with quality. Employee training is not continuous, but periodic and
at a set time. Generally, the training will be provided by an expert or professional in the
related field or occupation.

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Training is the process of learning a sequence of programmed behavior. It is the application
of knowledge and makes people aware of the rules and procedures that govern their behavior.
It helps bring about positive changes in the knowledge, skills and attitudes of employees.
Training is an investment in getting more and better work from your talent.

Types of training

1. Introductory training

2. Induction training

3. Practicing the vestibule

4. Update training

5. Apprenticeship training

Development:

Human resource development (HRD) as a theory presents a framework for the expansion of
human capital within an organization through the development of both the organization and
the individual to achieve improved performance.

Human resource development is the integrated use of training, organization, and career
development efforts to improve individual, group, and organizational effectiveness. HRD
develops key competencies that enable individuals in organizations to perform current and
future work through planned learning activities. Groups within organizations use HRD to
initiate and manage change. HRD also ensures alignment between individual and
organizational needs.
advantages:

A performance evaluation system can motivate staff to do their best for themselves and
the practice by promoting staff recognition and improving communication.

Evaluations should be conducted fairly, consistently and objectively to protect your

employees and your practice.

An effective performance appraisal system has standardized evaluation forms, performance

measures, feedback guidelines, and disciplinary procedures.

Feedback is what performance appraisal is all about.

So, before you implement your performance appraisal system, make sure everyone who will
be doing the appraisal knows what feedback to give, how to give it, and how to get feedback
from the employee in return.
Provide balanced feedback. Don't make the common mistake of overlooking an employee's
shortcomings and focusing only on their strengths. By understanding their weaknesses,
employees can take responsibility for their performance and role in practice. And when

34
employees are given the support, they need to improve in these areas, they learn to take pride
in their work and are willing to take on new challenges with confidence.

ORGANISATIONAL STRUCTURE
Organizational structure refers to the way an organization organizes people and jobs so that
its work can be done and its goals achieved. When the work group is very small and face-to-
face communication is frequent, a formal structure may be unnecessary, but in a larger

35
organization, decisions must be made about the delegation of various tasks. Procedures are
thus established that allocate responsibilities for different functions. It is these decisions that
determine the organizational structure.

In an organization of any size or complexity, employees' responsibilities are usually defined

by what they do, who they report to, and with managers, who reports to them. Over time,
these definitions are assigned to positions in the organization rather than specific individuals.
The relationships between these positions are graphically represented in the organizational
chart (see Fig. 1a and 1b). The best organizational structure for any organization depends on
many factors including the work it does; its size in terms of employees, revenue and
geographic distribution of its facilities; and the scale of its business (the degree to which it is
diversified across markets).

There are several structural variations that organizations can adopt, but there are a few basic
principles that apply and a small number of common patterns. The following sections
explain these patterns and provide the historical context from which some of them emerge.
The first part deals with organizational structure in the twentieth century. The second section
provides further details on traditional, vertically aligned organizational structures. Several
alternative organizational structures are described below, including structures organized by
product, function, and geographic or product market. Next, combinational structures or
matrix organizations are discussed. The discussion ends with a solution to emerging and
potential future organizational structures.

Organizational structure defines how activities such as task allocation, coordination, and
supervision go toward achieving the organization's goals. It can also be thought of as the
looking glass or perspective through which individuals see their organization and its
environment.
Organizations are a variant of grouped entities.
An organization can be structured in many different ways depending on its goals. The
structure of the organization will determine the modes in which it operates and performs.

36
Organizational structure allows the expressed allocation of responsibilities for various
functions and processes to different entities such as branch, department, work group and
individual.

TYPES OF ORGANIZATIONAL STRUCTURE

1. pre-bureaucratic structures
Pre-bureaucratic (business) structures lack standardization of tasks. This structure is most
common in smaller organizations and is best used for solving simple tasks. The structure is
completely centralized. The strategic leader makes all the key decisions and most of the
communication is done through one-on-one conversations. It is particularly useful for new
(entrepreneurial) businesses as it allows the founder to manage growth and development.

2. Bureaucratic structures
Bureaucratic structures have many levels of management, from senior managers to regional
managers to department store managers. Because there are many levels, decision-making
authority must flow through more layers than a flatter organization. A bureaucratic
organization has rigid and strict procedures, policies and constraints. This kind
the structure is reluctant to adapt or change what they have been doing since the beginning of
the company. Organizational charts exist for each department and everyone knows who is
inside charge and what their responsibilities are for every situation. Decisions are made
through an organized process, and a strict command and control structure is present at all
times. In bureaucratic structures, the authority is at the top and information is then flowed
from top to bottom. This causes for more rules and standards for the company which
operational process is watched with close supervision. Some advantages for bureaucratic
structures for top-level managers are they have a tremendous control over organizational
structure decisions.

3. post-bureaucratic

The term post-bureaucratic is used in organizational literature in two senses: in general

and in a much more specific one. In a general sense, the term post-bureaucratic is often
used to describe a range of ideas developed since the 1980s that specifically differ from
Weber's ideal type of bureaucracy. This may include total quality management, culture
management and matrix management, among others. However, none of them left behind

37
the basic principles of bureaucracy. Hierarchies still exist, authority is still Weber's
rational legal type, and organization is still bound by rules. Arguing this way, Heckscher
describes them as sanitized bureaucracies rather than a fundamental departure from
bureaucracy.
4. Functional structure
A functional organizational structure is a structure that consists of activities such as
coordination, supervision, and assignment of tasks. Organizational structure determines
how an organization functions or operates. The term organizational structure refers to how
people in an organization are grouped and to whom they report. One traditional way of
organizing people is by function. Some common functions within an organization include
manufacturing, marketing, human resources, and accounting.
Functional organizations are best suited as producers of standardized goods and services
in high volume and at low cost. Coordination and specialization of tasks are centralized in
a functional structure, making the production of a limited number of products or services
efficient and predictable.

5. Divisional structure
A divisional or product structure consists of separate divisions. A division is a set of
functions that create a product. It also uses a plan to compete and operate as a separate
business or profit centre. According to Zainbooks.com, the divisional structure is
considered the second most common organizational structure in America today.

Employees who are responsible for certain market services or product types are placed in
a divisional structure to increase their flexibility. Examples of segmentation include
regional, consumer type, and product type. Divisions may also have their own
departments, such as marketing, sales, and engineering.

The advantage of a divisional structure is that it uses delegated authority so that

performance can be directly measured with each group. This leads to better manager
performance and high employee morale.

6. Matrix structure

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The employee group matrix structure operates both by function and by product. This
structure can combine the best of both separate structures. A matrix organization often
uses teams of employees to carry out work to take advantage of the strengths as well as
compensate for the weaknesses of functional and decentralized forms. An example would
be a company that produces two products, "product a" and "product b". Using a matrix
structure, this company would organize functions within the company as follows:
"product" and "business department," product.

RECRUITMENT STRATEGY

Recruiting, which covers the entire process of acquiring, selecting, and hiring employees for
an organization, is a function that is usually found within human resources. The person
responsible for developing effective recruiting strategies will typically be a talent acquisition
manager, HR director, or recruiting/sourcing manager. Changes to the recruiting program at a
strategic level can include improving communication with candidates, developing talent
acquisition, succession planning, optimizing recruiting channels, rethinking interview
processes, and deploying new recruiting technologies.

Recruitment strategy is probably one of the most misunderstood and misused terms thrown
around in our industry today. Try asking your clients and colleagues to define the term, and

39
we guarantee you'll get very different answers. Recruitment strategy means completely
different things to different stakeholders (line managers, hiring managers, HR professionals,
recruiting professionals). Try doing a Google search for the term or search reputable and
trusted recruiting sources.

Good luck… you won't find much relevant or interesting!

Whenever we get the chance, we test the definition of the recruitment strategy and talk to
experts and industry leaders. We usually spend a good hour or two talking about the tried and
true recruiting buttons:

• Recruitment processes and policies

• Recruitment programs

• Attracting and sourcing techniques

• Recruiting technology (ATS and career websites)

―An organization's recruiting strategy is a plan consisting of levers or means

(structural and organizational delivery design, strategic programs, policies, and technologies)
that drive desired recruiting outcomes (hiring quality, top-notch recruiting leaders, and
candidate experience,

etc.). Think of an organization's recruitment strategy as a framework or model – a blueprint

for achieving the desired results. A great place to start when creating your organization's
strategy is to define your desired recruitment outcomes. These deliverables should be closely
linked to your organization
unique mission, values and goals.

Your organization's desired recruitment outcomes will most likely touch on some common
ones

topics:
a) Better fit employees who are more productive and stay on the job longer (quality of hire)

b) Experience in recruiting world-class leaders and candidates

c) Ability to meet the peak demand of the recruitment cycle or reduce costs and overhead
during slower periods

d) Key recruiting metrics and reports are readily available

After you've successfully outlined your organization's desired recruitment outcomes,

begin to design potential drivers of those outcomes. Some common drivers are:

a) Structural delivery options (in-source, outsourcing, hybrid)

b) Draft recruitment organization (centralized, decentralized, hybrid)

40
c) Recruitment of the level of talents and competences

d) Hiring managers and other stakeholders recruiting skills

e) Recruitment processes and policies

f) Recruitment programs

g) Techniques for attracting and acquiring candidates

h) Recruiting Technology (ATS and Career Websites)

FEATURES OF RECRUITMENT:

1) It is a process rather than a single act or event.

2) Linking activities because it connects employers and potential employees.

3) Positive activity to find authorized persons, from which suitable persons are selected.

4) Find the human resources needed to meet job requirements.

5) Ability to assign jobs to suitable candidates.

6) Two-way process between recruiter and recruit.

7) Complex work involving many factors such as company image, nature of jobs offered,
organizational policies, working conditions, etc.

CANDIDATES SELECTION PROCESS:

Develop selection criteria for the position

You are now ready to develop the criteria that will be used to screen resumes and select the
best person for the job. These should be based on the job description of the position and must
be measurable within the selection process. Clear and measurable selection criteria will help

avoid bias so that the interviewers are able to objectively evaluate the suitability of the
candidate for the given topic
work.

Consider the following:

a) What knowledge, skills, qualifications and experience are necessary for the new employee
to perform the duties of the given position?

41
b) What qualities does a new employee need to have to make sure they fit the culture of your
organization?

c) Do any of your criteria exclude certain groups as prohibited under human rights
legislation?

d) Are the criteria specific, measurable and job-related?

Choosing your methods of recruitment

Recruitment for skilled positions is increasingly competitive, which means organizations

must be increasingly creative in attracting the right people. Consider where you are most
likely to find your ideal candidate

a) Will they come from other non-profit organizations?

b) Are they in your volunteer base?

c) Be innovative and prepared to consider several different methods to attract the best person
for the job

d) How will recent college or university graduates be?

e) are your chosen methods likely to reach your target candidates?

Recruit effectively

a) What are the time frames for filling the positions?

b) What size candidate pool will you need?

c) For a general, non-specialist position, you're more likely to find a suitable candidate in a
smaller pool, so you'll want to recruit in a way that keeps the number of applications
reasonable

d) For a very senior or highly skilled position, you will probably need to reach out to as wide
a pool as possible to get the best candidate

Factors affecting recruitment policy:

42
 1) Organizational goals

2) Personnel policy of the Organization and its competitors

3) Government policy on reservations

4) Preferred recruitment sources

5) Recruitment needs of the organization

6) Recruitment costs

7) Financial consequences

8) Selection criteria and preferences etc.

Prerequisites for a good recruitment policy:

It should be:

1) Comply with applicable public policy and legislation on hiring and employment
relations

2) Ensure job security and continuous employment for employees

3) Integrate organizational and employee needs

4) To provide each employee with the freedom and opportunities to use and develop
knowledge and skills to the maximum extent possible

5) Treat all employees fairly and equitably in all employment relationships

6) Provide appropriate employment and protection to the disabled, women and minority
groups

7) Support responsible unions

8) Be flexible enough to meet the changing needs of the organization

OBJECTIVE:

A) Hire qualified, knowledgeable, motivated, engaged and flexible employees.

B) Recruit employees who are likely to be able to fill various parallel and vertical positions
within the organization.

43
c) Keep employees longer, reduce employee turnover and limit their need
recruitment activities.

Reduce the cost of hiring and the overall cost of recruitment activities in the organization.

• To ensure we always hire the RIGHT people for the RIGHT role at the RIGHT time,

• Also leverage strong Employer Branding to attract the best talent available in the industry

JOB ANALYSIS

Once a position becomes available, it is important that the supervisor/manager takes the
opportunity to review the job and person specification. In order to be effective in the selection
of employees, it is necessary to have an up-to-date, accurate job description and to understand
how it is carried out

refers to other jobs in the organization. This means that the main function of work and its
responsibilities: "Why, how and what is done?"

A vacancy provides an opportunity to reassess the duties of the position and update the job
specification in accordance with current organizational requirements and practices. Such a
review includes a job analysis which may result in a revised job and person specification.
Due to the importance of both of these documents in the selection process, special attention
should be paid to the analysis of the work.

Where a job and person specification is being created or revised and there has been a change
in reporting or organizational structure, new responsibilities or an increase in job value,
advice should be sought from HR on pay levels to ensure that the position is set to the correct
level. If you are unsure whether the revised job and person specification requires this action
to be taken, seek advice from HR.

The right start to a recruiting effort is to conduct a job analysis, documenting the actual or
intended requirements of the job to be performed. These job descriptions should be reviewed
or updated prior to recruitment to reflect current requirements. Starting your recruitment with
an accurate job analysis and job description will ensure that your recruitment starts on the
right path to success

Job analysis enables those involved in recruitment and selection for a position to begin a

Competency analysis "to determine which criteria or competencies" are necessary for success

in position. The information that is gathered during the job analysis phase helps to get a clear
picture of the role, both from a technical and behavioral perspective.

Technical information is gathered through a process of interviewing key people associated

with the role.

Behavioural information is collected through a questionnaire in which a number of

employees who work closely with the role, such as supervisor, associate/content expert
and/or first report, rate the position against a number of criteria. from the job analysis then

44
helps in the development of the position description, interview guide and activities in the
final selection phase.

Realistic job previews

A realistic view of the job involves providing candidates with an accurate and complete
representation of tasks and responsibilities. Presents the pros and cons of the job to potential
candidates.

Realistic job previews can include information such as:

• Description of a typical day at work

Aspects of work that were rewarding for others

• Aspects of the job that others found difficult

• Opportunities for advancement and professional development

• Compensation and benefits

• Unique requirements: travel, physical demands, shift work, overtime.

Providing realistic insight is likely to have a number of benefits, including:

• Better job satisfaction

• Increased work performance

• Reduction of voluntary turnover, especially for complex orders

• Improved communication through honesty and openness

• Reducing the risk of burnout due to unrealistic expectations.

JOB SPECIFICATION

A job specification summarizes the human qualities required to complete the job
satisfactorily. It tries to describe the key qualifications that someone needs to do the job

45
successfully. It explains the important attributes of a person in terms of education,
experience, skills, knowledge and abilities (SKA) for the performance of a particular job. The
job specification is the logical outcome of the job description. For every job description, it is
desirable to have a job specification. This helps the organization find what kind of people are
needed to fill specific jobs. The personal attributes that are described through the job
specification can be divided into three categories:

Essential attributes: skills, knowledge and abilities (SKAs) that a person must have.

Desirable qualities: qualifications that a person should have.

Contraindications: attributes that become a handicap for successful work performance.

A job specification can be developed by interviewing current job holders about the attributes
required to perform the job satisfactorily. The views of supervisory authorities could also be
used as additional inputs. Checking the job requirements of other organizations with similar
job positions will also help in developing job specifications.

A job specification is useful in the selection process because it offers a clear set of
qualifications for the individual to be hired for a particular job. Likewise, a well-written job
specification offers new recruits a clear picture of what they will be doing in the organization.

The job specification describes your knowledge, skills, education, experience and abilities

believes that they are necessary for the performance of a particular job. The job specification
is emerged from the job analysis. Ideally, also from a detailed job description, a job
specification describes the person you want to hire for a specific job.

A job specification will quickly adapt to your requirements, while a job description

defines in detail the duties and requirements of the employee's work. Work

the specification provides the detailed characteristics, knowledge, education, skills and
experience needed to perform the job with an overview of the specific job requirements.

Parts of the job specification

46
Experience: Number of years of experience in the position you are looking for. Number of
years of experience required for the selected candidate. Note whether the position requires
progressively more complex and responsible experience and supervisory or managerial
experience.

Education: List what degrees, training or certifications are required for the position.

Required Skills, Knowledge, and Characteristics: List the skills, knowledge, and personal
characteristics of individuals who have successfully performed this job. Or,

use job analysis data to determine the attributes you need from your "ideal"

candidate. Your planning or email participants can also help you determine these job
specification requirements.

High-Level Job Requirements Overview: In less than ten bullet points, list the key
components and requirements of the position you are filling.

A job specification is useful for recruiting as it helps you write your job postings
and your website recruiting material. The job specification is also useful for
distribution in social media, for screening resumes, and for interviewers.

A job description is a list of the general tasks or functions and responsibilities of a given
position. It also usually includes who the position is reporting to, specifications such as the
qualifications needed for the person in the position, the salary range for the position, etc. A
job description is usually developed by conducting a job analysis, which includes an
examination of the tasks and sequence of tasks necessary to perform the job. The analysis
focuses on the areas of knowledge and skills that the job requires. Note that a role is a set of
responsibilities or expected outcomes associated with a task. The job usually involves several
roles. The job description can be expanded to include a person specification. An alternative
terminology used within the UN system is Terms of Reference.

The job description is a key document in the recruitment process and must be completed
before any further steps are taken. Must contain:

job title (which must be gender neutral)

place of work

salary grade or salary schedule of the function

47
line manager to whom the position manager is responsible

any posts reporting to the post holder

the main purpose of the work

main duties and responsibilities

any special working conditions (e.g., evening or weekend work)

Items that should be included in the job description are:

• A note stating that as duties and responsibilities change, the job description will be
reviewed and modified in consultation with the manager.

• A statement that the employee will perform any other duties that are within the broad scope
and purpose of the job as required by the line manager or MC.

Purpose

The objective of a job description is to have a clear outline of duties and

responsibilities to make the screening process as direct and focused as possible.

Job descriptions may have the following elements:

a) improvement cooperation by giving all members of the organization insight in

existing responsibilities/roles
b) enabling career moves within the organization
c) determination of amount of pay per function
d) increase of results by specification of responsibilities and key performance
indicators
e) development of job owner by specification of competences
f) may include the phrase "perform other duties as assigned"

Possible job description items

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Job

A specific designation of a position in an organization, usually associated with a job

description that details the tasks and responsibilities associated with it. With the rise of online
job search engines, job titles have become increasingly important. In many cases, this causes
job inflation.

Duties

It may also be called Completed Tasks; may be as lengthy as necessary to fully describe each
essential duty or responsibility that comprises the employee's functions, usually beginning
with principal duties.

Roles and Responsibilities

This includes level of supervision, management requirements and any working relationships
and may also include your company/individual goals.

Job specification or qualification

This section could include academic requirements such as each graduation degree and above.

Salary and benefits

Describes the type of reward, hourly or wage and amount. In addition, it includes both
standard benefits and any fringe benefits associated with the position.

Here is the Example that I Posted a Job Description and Requirement for
my Company Ten Marketing.

About company: -

“Coming together is a beginning, keeping Together is progress and working together is a

success”. As quoted by Edward Everett is our motive as well. TEN is a virtual start up
working for the Betterment of business education. It is a community-Based Edu-Tech group
with an objective for quality Education. A strong motive, clear cut goals and Sound
knowledge about the field are the unfaltering Weapons an entrepreneur requires. We believe
strongly in the qualities of an entrepreneur, Passion, Perseverance and Progress!
About internship: -

49
The Entrepreneurship Network (TEN) is A community-based Edu-Tech group Whose
objective is to provide quality Learning and expertise. We are seeking to Hire Human
Resources (HR) intern to Join our team. If you’re passionate for Your work, TEN Company
is a great Company for you. Don’t hesitate to apply.

Responsibilities: -

• Identify hiring needs and execute Recruitment plans.

• Manage different online sourcing Platforms for recruitment.
• Review applications and Interview processes.
• Coordinate with the candidates Proactively.
• Develop recruitment related Documents.
• Support the development and implementation of HR initiatives and systems.
• Provide counselling on policies and procedures.
• Be actively involved in recruitment by preparing job descriptions, posting ads and
managing the hiring process.
• Create and implement effective onboarding plans.
• Develop training and development programs.
• Assist in performance management processes.

Skills Required: -

• Excellent written and verbal communication, strong editing skills.

• Superlative commitment, flexibility and motivation to stay focused and generate high
quality leads.
• Familiarity with MS excel (analysing spreadsheets and charts).
• Excellent communication and Negotiation Skills, ability to deliver engaging presentations.
• Ability to collaborate with team members, Self-Motivated and organized.
• Bachelor’s degree in business, marketing or related field.
• Experience in sales, marketing or related field.
• Strong communication skills and IT fluency.
• Ability to manage complex projects and multi-task. Excellent organizational skills.
• Ability to flourish with minimal guidance, be proactive, and handle uncertainty.
• Proficient in Word, Excel, Outlook, and PowerPoint.
• Comfortable using a computer for various tasks.

Only those candidates can apply who: -

• Can start the internship immediately.
• Have relevant skills and interests.

Perks: -
• Experience Certificate, Letter of Recommendation (Based on Performance) on Successful
Completion of Internship Tenure.
• Star Performer Certificate (Based on Performance).
• Flexible work hours.

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 Conclusion

In conclusion, the functions of Human Resources (HR) play a pivotal role in shaping the
success and sustainability of organizations in today's dynamic and ever-evolving business
landscape. HR functions encompass a wide array of responsibilities, ranging from talent
acquisition and development to employee engagement and compliance management.

First and foremost, HR serves as the gatekeeper of an organization's human capital,

responsible for attracting, selecting, and retaining the right talent. This function is not limited
to recruitment alone; it also extends to creating a diverse and inclusive workforce, fostering a
positive workplace culture, and ensuring that employees have the necessary tools and
resources to excel in their roles.

Employee development and performance management are also crucial HR functions.

HR teams facilitate training and skill development initiatives to enhance employee
capabilities and, consequently, the organization's overall performance. Regular performance
evaluations, feedback, and goal-setting processes are essential in aligning individual efforts
with organizational objectives.

HR is also instrumental in fostering a healthy work environment by addressing employee

concerns, resolving conflicts, and promoting work-life balance. Employee engagement and
satisfaction are paramount, as they directly impact productivity, morale, and retention rates.

Furthermore, HR is responsible for ensuring compliance with labour laws and regulations,
which is vital for mitigating legal risks and maintaining ethical practices within the

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organization. This includes managing employee records, overseeing payroll and benefits
administration, and staying up-to-date with ever-changing labor laws.

In today's digital age, technology has revolutionized HR functions, making data-driven

decision-making and analytics a core part of the HR toolkit. Leveraging data helps HR
professionals make informed choices regarding recruitment strategies, employee
performance, and engagement initiatives.

In summary, the functions of HR are multifaceted and critical to an organization's success.

HR professionals serve as strategic partners who contribute to the achievement of business
objectives by aligning human capital strategies with the organization's mission and vision. As
the business landscape continues to evolve, HR functions will evolve in tandem, adapting to
new challenges and opportunities while remaining a cornerstone of effective organizational
management.

RECOMMENDATION

Based on the findings, it can be concluded that in terms of the HR function (included in the
project), there are currently some areas that are good and some areas that can be further
improved so that as a result, the overall quality of the HR resources, the services provided by
this process can be improved.

Good areas are:

• Ten Marketing always provides a safe working environment.

• The policies and procedures at Ten Marketing are fair.

• HR at Ten Marketings is very supportive of:

Internship in HR at Ten Marketing is very helpful. Daily employee complaints are

dealt with in a timely manner.

• Additionally, there have been many improvements over the years:

More employee-friendly policies have come in, the onboarding process has improved, etc.

Proposals and expected impact have already been documented for each HR process. Overall,
all suggestions are a subset of the following major areas of improvement:

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• Leaders/project managers can play a major role in employee engagement:

o Participation in fun events would only increase if employees find time for such activities.
Supervisors themselves must recognize the importance of participating in non-work-related
activities and encourage their team members to actively participate in such activities.

o Appreciation emails and thank you cards can also be used as a medium to motivate
employees

o They need to increase their interaction with their team members

• The number of events at the project/team level can be increased:

This will not only increase the number of events, but also increase the number of people
who participate in those events.

References

BOOKS: -

Human Resource Management – By: Ashwatthama.

Human Resource Management – By: Michael Armstrong.
Human Resource Policy Analysis: Organizational Applications –
By: Richard J. Niehaus.

WEBSITES: -

 www.scribd.com
 https://www.entrepreneurshipnetwork.net/

JOURNALS AND ARTICLES: -

 Policies of Ten Marketing.

 Documents of Ten Marketing.

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