Project Human Resource

Management

Human
Resources

2009

HR 1
rds
Reco
 Introduction

HRD is about improved performance and productivity

through increased knowledge, competencies, skills, and
attitudes. In other words, HRD is about learning, its
effects on employees, and its impact on the organization.
The manager of HRD is the person responsible for the
management of learning within the organization and the
development of programs and activities that foster
growth. This role is often viewed as the primary role of a
manager of HRD. It consist; the five basic elements of
management—planning, organizing, staffing, controlling,
and marketing.
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 Environment Planning
1.Importance of strategic planning to the HRD
department
2. Staff recruitment, selection, hiring, evaluation, and
development
4. HRD policies, procedures, and standards
5. Financial management
6. Management of equipment and facilities
8. Supervision of staff and operation
9. Program schedule
10. Environmental maintenance

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 Resource Method
• Employee Development
• Employee Selection Methods
• Vision and mission
• Training and development
• Documentation and standards
• Keeping a Corporate Culture Alive
• Performance Appraisal
• HR Policy and Manual
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 Employee Development
• Employee Satisfaction
• Employee Motivation
• Employee Career Coaching
• Employee Development
• Employee Satisfaction with Training
Program
• Employee Cost
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 Employee Selection Methods
• Application Forms
• Employment Interviews
• Tests of Abilities, Aptitudes, and Skills
• Personality Test

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 Documentation and standards
• Maintaining personnel files that meet your needs and
your employees' privacy rights.
• Making performance evaluations help employees grow
and develop
• Maintaining job descriptions, search, and interview
documentation.
• Meshing employee documentation with your handbook
and other policies.

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 Vision and mission

• To be amongst the Top 5 consumer electronics and home appliances

companies globally and number 1 in India by 2010.
• To lead the identity of Videocon by Lean Manufacturing and
Maximum Profit.
• Thrust on Quality Cost Delivery Innovation Production (QCDIP)
through training and development.
• Videocon’s mission expression has been crafted to envelope both
extant and emerging realities. To delight and deliver beyond
expectation through ingenious strategy, intrepid entrepreneurship,
improved technology, innovative products, insightful marketing and
inspired thinking about the future.

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 Training and development
• Training being the corner stone of Success makes
employees more effective and productive. It is an integral
part of the whole e management programme, with all its
many activities functionally inter related.
• Development process covers not only those activities
which improve job performance but also those which
bring out growth of the personality. In our organization ,it
is intended to equip persons to earn promotion and hold
greater responsibility.

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 Keeping a Corporate Culture Alive

• Once a corporate culture is in place, there are practices

within the organization that act to maintain it by giving
employees a set of similar experiences. For example,
many of the human resource practices reinforce the
organization's culture. The selection process,
performance evaluation criteria, reward practices,
training and career development activities, and promotion
procedures ensure that those hired fit in with the culture,
reward those who support it, and penalize (and even
expel) those who challenge it. Three forces play a
particularly important part in sustaining a culture—
selection practices, the actions of top management, and
socialization methods. Let's take a closer look at each 10
 Some Suggestions for a
Successful Management Career
• Develop a Network
• Remembering your manners.
• Maintain a positive working environment.
• Support Your Boss
• Resolve problems quickly.
• Present The Right Image.
• Do Good Work

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 Employee Satisfaction

• The management perspective is simple: Happy

employees help create happy customers. Employees who
service happy customers are more likely to emerge from
the interaction happy . . . And so on and on the
interaction spirals, virtually feeding on itself. This effect
has been popularized in the concept of the "satisfaction
mirror" (i.e., employee satisfaction leads to customer
satisfaction and business results), first described in an
article in the Harvard Business Review. The article,
written by a number of highly respected Harvard
professors, established a theory of linkage between the
level of service provided by businesses and their
profitability. It served as an impetus for a reexamination
of how employees were treated within their workplaces.
The argument was largely intuitive, stimulating others to
explore it more scientifically.
 Employee Motivation

• here is an old saying you can take a horse to the water but you cannot
force it to drink; it will drink only if it's thirsty - so with people. They
will do what they want to do or otherwise motivated to do. Whether
it is to excel on the workshop floor or in the 'ivory tower' they must
be motivated or driven to it, either by themselves or through external
stimulus.
• Are they born with the self-motivation or drive? Yes and no. If no,
they can be motivated, for motivation is a skill which can and must
be learnt. This is essential for any business to survive and succeed.
• Performance is considered to be a function of ability and motivation,
thus:
• Job performance =f (ability) (motivation)
 Employee Career Coaching
• Identifying and developing strong leaders for
future roles is critical to the ongoing success of
an organization. Without an effective succession
planning program in place, companies will face
greater challenges than those incurred during the
implementation of a program, including:

• Waging the “War on Talent”

• Fewer leaders prepared to take on new roles
• Obstacles to achieving strategic goals
 Employee Cost
• KPI for Measuring Employee
Productivity
• KPI for Measuring Employee Cost
 KPI for Measuring Employee
Productivity
• average sales turnover per employee
• average profit per employee
• value added per employee
 KPI for Measuring Employee
Cost
• employment costs as % of sales turnover /
profit
• employment costs per employee
• employment costs as % of operating costs
 Performance Appraisal

• 1 job results/outcome
2 essay method
3 Ranking
4 Forced Distribution
5 Graphic Rating Scale
6 Behavioral Checklist
7 Behavioral Anchored Rating Scales (BARS)
8 Management by Objectives (MBO
 HR Policy and Manual
• Principles
• Staffing and development
• Employee relations
• Mutual control
• Terms and conditions
• Equality of opportunity
 Principles

• This is a statement about the general view

by the management of employment in the
organization. It is likely to carry ringing
phrases about teamwork, fairness,
innovation and opportunity, but may also
include a declaration about the degree and
method of employee involvement and the
security of employment in different parts
of the workforce.
 Staffing and development

• Here will be the specific undertakings to employees and

the management strategies to be followed in appointing
the most appropriate people, providing the opportunities
for career growth and ensuring that employees develop
their skills and capacities in line with the growth of the
business. The main features of this policy area are how
vacancies will be determined, where applicants will be
sought and how decisions will be made in selection.
There will be further sections on how promotions are
made, training opportunities and requirements, as well as
the use of performance appraisal and assessment centers.
 Employee relations

• Policies in the area of employee relations will

depend on the union recognition situation, but
typical features are arrangements about
recognition, bargaining units and union
membership agreements, agree¬ments relating to
negotiation, consultation, shop steward
representation, membership of joint committees,
safety matters and points of reference, such as
following national engineering agreements on the
number of days' annual holiday.
 Mutual control

• Several features of policy and related

procedure deal with the working
relationship between the organization and
the employee or employees. These are
mainly to deal with the approach to matters
of grievance and discipline.
 Terms and conditions

• Aspects of terms and conditions policies

are approaches to determining differentials
in payment, levels of sick pay, pension
provision, holidays, study leave and hours
of work.
 Equality of opportunity

• A different type of HR policy is that

relating to equality of opportunity.
Theoretically, equalizing opportunity
should be subsumed in all the other areas,
but legislation and pressure groups have
tended to identify this as an area needing
separate treatment.
 Application Forms

• Application forms are a means of collecting written

information about an applicant's education, work and
non-work experiences, both past and present. Almost all
organizations request applicants to complete an
application form of some type. Application forms
typically request information on an applicant's home
address, last employer, previous work experience,
education, military service, and other information
pertinent to employment, such as names and addresses of
references. The application form also serves as a guide
for the employment interview
 Employment Interviews
• The employment interview is a vehicle for information
exchange between applicant and interviewer regarding an
applicant's suitability and interest in a job the employer
seeks to fill. Information provided in an applicant's
application for employment can be probed more deeply in
the interview, and other information relevant to an
applicant's qualifications can be elicited. Since interviews
can be rather flexible, any missing pieces of information
about an applicant can be collected at this time.
 Tests of Abilities, Aptitudes, and
Skills
• Tests used for screening applicants on the basis
of skills, abilities, and aptitudes can be classified
as either paper and pencil tests or job sample
tests. Both kinds are scored, and minimum scores
are established to screen applicants. The "cut-off"
score can be raised or lowered depending on the
number of applicants. If selection ratios are low,
the cut-off score can be raised, thereby increasing
the odds of hiring well-qualified employees.
 Personality Test
• People often believe that certain jobs require unique
personalities or temperaments. For example, an
accountant may be thought of as conservative,
meticulous, and quiet, while a used-car salesman may be
pictured as aggressive, flashy, and smooth talking. While
it is probably true that some "types" of people occupy
certain jobs, there is little evidence that people must have
a specific personality type to be successful at a particular
type of job. It is more common that the job itself shapes
the job holder's behavior, and people stereotype others by
their job behavior
 Keeping a Corporate Culture Alive

• SELECTION
• TOP MANAGEMENT
• SOCIALIZATION
 SELECTION

• The explicit goal of the selection process is to identify

and hire individuals who have the knowledge, skills, and
abilities to perform the jobs within the organization
successfully. But, typically, more than one candidate will
be identified who meets any given job's requirements.
When that point is reached, it would be naive to ignore
that the final decision as to who is hired will be
significantly influenced by the decision maker's judgment
of how well the candidates will fit into the organization.
This attempt to ensure a proper match, whether purposely
or inadvertently, results in the hiring of people who have
values essentially consistent with those of the
organization, or at least a good portion of those values.
 TOP MANAGEMENT

• The actions of top management also have a major

impact on the organization's culture. Through
what they say and how they behave, senior
executives establish norms that filter down
through the organization as to whether risk-
taking is desirable; how much freedom managers
should give their subordinates; what is
appropriate dress; what actions will pay off in
terms of pay raises, promotions, and other
rewards; and the like.
 SOCIALIZATION
• No matter how good a job the organization does
in recruiting and selection, new employees are
not fully indoctrinated in the organization's
culture. Maybe most important, because they are
unfamiliar with the organization's culture, new
employees are potentially likely to disturb the
beliefs and customs that are in place. The
organization will, there¬fore, want to help new
employees adapt to its culture. This adaptation
process is called socialization
 Job Results
• Though not an appraisal method per se, job
results are in themselves a source of data
that can be used to appraise performance.
Typically, an employee's results are
compared against some objective standard
of performance. This standard can be
absolute or relative to the performance of
others.
 Essay Method
• The essay method involves an evaluator's
written report appraising an employee's
performance, usually in terms of job
behaviors and/or results. The subject of an
essay appraisal is often justification of pay,
promotion, or termination decisions, but
essays can be used for developmental
purposes as well.
 Ranking
• Ranking methods compare one employee to another,
resulting in an ordering of employees in relation to one
another. Rankings often result in overall assessments of
employees, rather than in specific judgments about a
number of job components. Straight ranking requires an
evaluator to order a group of employees from best to
worst overall or from most effective to least effective in
terms of a certain criterion. Alternative ranking makes the
same demand, but the ranking process must be done in a
specified manner (for example, by first selecting the best
employee in a group, then the worst, then the second-
best, then the second-worst, etc.).
 Forced Distribution
• Forced distribution is a form of
comparative evaluation in which an
evaluator rates subordinates according to a
specified distribution. Unlike ranking
methods, forced distribution is frequently
applied to several rather than only one
component of job performance
 Graphic Rating
• Graphic rating scales are one of the most common
methods of performance appraisal. Graphic rating scales
require an evaluator to indicate on a scale the degree to
which an employee demonstrates a particular trait,
behavior, or performance result. Rating forms are
composed of a number of scales, each relating to a certain
job or performance-related dimension, such as job
knowledge, responsibility, or quality of work. Each scale
is a continuum of scale points, or anchors, which range
from high to low, from good to poor, from most to least
effective, and so forth. Scales typically have from five to
seven points, though they can have more or less. Graphic
rating scales may or may not define their scale points.
 Mixed Standard Scales
• Mixed standard scales are a relatively recent
innovation in rating scales. They contain
statements representing good, average, and poor
performance based on behavioral examples
obtained from knowledgeable persons, usually
supervisors. An evaluator's task is to indicate
whether an employee either fits the statement, is
better than the statement, or worse than the
statement
 Behavioral Checklist
• A behavioral checklist is a rating form
containing statements describing both
effective and ineffective job behaviors.
These behaviors relate to a number of
behavioral dimensions determined to be
relevant to the job.
 A Great Place to Work
• A Friendly Place
• There Isn't Much Politics Around Here
• You Get a Fair Shake
• Feel Like Family
 A Friendly Place
• It may sound trite, but friendliness appears to be one of
the distinguishing characteristics of good workplaces.
People seem to enjoy each other's company. This is not
an insignificant issue. Work for an organization is, after
all, work in a group setting. It's very different, for
instance, from the mostly solitary work of a novelist or a
painter. When you work for an organization, other people
don't disappear. You are forced to interact with others,
with your co-workers and your boss or your subordinates.
What you think about your workplace has to do largely
with the quality of those interactions.
There Isn't Much Politics Around
Here
• At good workplaces, employees don't seem concerned
about backstabbing. It's in this context that one
expression heard repeatedly at good workplaces takes on
meaning: "There isn't much politics around here." By
that, people mean employees aren't constantly jockeying
for position, trying to curry favor with the high-ups,
worrying about the impact of their actions on their
chances for moving up in the company, or looking over
their shoulder to make sure someone else isn't setting
them up to destroy their career.
 You Get a Fair Shake
• Such statements must be taken seriously. It's
extremely difficult to fool people into believing
they are being treated fairly when they're not.
Most of us, especially in workplace situa¬tions,
have a highly trained sense of injustice. We
carefully note examples of favoritism, bias,
inequity, and abuse, even if we don't express our
outrage. So we don't gratuitously say something
is fair when we know it's not. We normally offer
that judgment sparingly, and only when it's
genuinely deserved.
 Feel Like Family
• Just what is meant by family? Of course, there
are families and then there are families. Some
have loving parents, while others have wife
beaters and child abusers. So to suggest that a
company is like a family may suggest widely
different inter¬pretations. Generally speaking,
people who work for good em¬ployers mean
something very positive when they say their
workplaces have a familylike atmosphere.
Among other things, they mean: