Human Resource

Issues
 Human Resource
• Is both describe both the people who work for
the company or organization and the
department responsible foe managing
resources related to employees.
• The term Human resources was first coined in
the 1960s.
• Human resource management is a
contemporary, umbrella term used to described
the management and development of
employees in organization.
• Also called personnel or talent management.
Human Resource cont.
• The role of human resources professionals is to ensure
that a company’s most important asset—its human
capital—is being nurtured and supported through the
creation and management of programs, policies, and
procedures, and by fostering a positive work
environment through effective employee-employer
relations.
• Today’s human resource management team is
responsible for much more than traditional personnel
or administrative tasks. Instead, members of a human
resource management team are more focused on
adding value to the strategic utilization of employees
and ensuring that employee programs are impacting
the business in positive and measurable ways.
Human Resource cont.
Human resource management involves developing and
administering programs that are designed to increase the
effectiveness of an organization or business.
For most organizations agencies, and businesses, the human
resource department is responsible for:
• Managing job recruitment, selection, and promotions
• Developing and overseeing employee benefits and wellness
programs.
• Developing, promoting, and enforcing personnel policies.
• Promoting employee career development and job training.
• Providing orientation for new hires
• Providing guidance regarding disciplinary actions.
• Serving as a primary contact for work site injuries or
accidents.
Human Resource cont.
• ADDRESSING CURRENT EMPLOYEE CONCERNS: HR
departments deal with employee concerns such as benefits,
pay, employee investments, pension plan, and training.
• ACQUIRING NEW EMPLOYEE: HR management team
results potential employees, overseas the hiring
process(background checks, drug testing, etc.), and provides
new employee orientation.
• MANAGING THE EMPLOYEE SEPARATION PROCESS:
HR management team must complete a specific set of tasks if
an employee quits, is fired, or is laid off.
• IMPROVING MORALE:  Effective HR teams encourage
company employees to do their best, which contributes to the
overall success of the company. Their work often involves
rewarding employees for good performance and creating a
positive work environment.
 Legal Context of Human Resource
Management
• The legal framework includes two bodies of
legislation often referred to as Employment
Law and Labor Law. Employment law includes
legislation that applies to all employees. That is
what is covered in this module. Labor Law
includes legislation that is relevant to
unionized employees. This will be covered
later in the course when we cover unions and
collective bargaining. It is also critical to
understand the jurisdiction of employment
 Legal Context of Human Resource Management cont…

• A second distinction in jurisdiction is what

employment issues are covered by various
laws. Employment Standards legislation
provides certain minimums that must be
provide, such as minimum wages, break
periods, holidays, and others. Human rights
legislation provides protection against
discrimination on the basis of gender, age,
national origin and many other protected
grounds. Health and safety legislation provides
protection against unsafe work conditions and
hazards.
 Recruitment and Selection
• is an important operation in HRM, designed to
maximize employee strength in order to meet
the employer's strategic goals and objectives. It
is a process of sourcing, screening, shortlisting
and selecting the right candidates for the
required vacant positions.
• This is a brief introductory tutorial that
explains different methods of hiring and how
to make effective and efficient utilization of
Recruitment and Selection. In addition, it also
explains the best recruitment practices for
specific requirements.
The Scope of Recruitment and Selection
The scope of Recruitment and Selection is very wide and it
consists of a variety of operations. Resources are considered as
most important asset to any organization.
The scope of Recruitment and Selection includes the following
operations:
• Dealing with the excess or shortage of resources
• Preparing the Recruitment policy for different categories of
employees
• Analyzing the recruitment policies, processes, and procedures
of the organization
• Identifying the areas, where there could be a scope of
improvement
• Streamlining the hiring process with suitable recommendations
• Choosing the best suitable process of recruitment for effective
hiring of resources
 Recruitment
• is a process of identifying, screening,
shortlisting and hiring potential resource for
filling up the vacant positions in an
organization. It is a core function of Human
Resource Management.
• is the process of choosing the right person for
the right position and at the right time.
Recruitment also refers to the process of
attracting, selecting, and appointing potential
candidates to meet the organization’s resource
requirements.
 Importance of Recruitment
Recruitment is one of the most fundamental
activities of the HR team. If the recruitment
process is efficient, then
• The organization gets happier and more
productive employees
• Attrition rate reduces
• It builds a good workplace environment with
good employee relationships
• It results in overall growth of the organization
STAFF TRAINING
AND
DEVELOPMENT
• Employee training and development refers
to the continued efforts of a company to
boost the performance of its employees.
Companies aim to train and develop
employees by using an array of
educational methods and programs.
• In the past few years, training and development
have emerged as a crucial element of strategy.
More company owners have realized that
investing in employee training and
development not only serves as a motivation,
but it also enables the organization to create a
highly skilled workforce.
Breaking Down Employee Training and Development
• 1. Addressing weaknesses
• If a company owner evaluates his workforce closely, he is
likely to find two or more of his employees lacking certain
skills. A training program presents an opportunity to instill
the needed skills in the employees. Similarly, a
development program helps to expand the knowledge base
of all employees.
• 2. Improved performance of employees
• An employee who receives training from time to time is in a
better position to improve his work productivity. Thanks to
training programs, every employee will be well versed with
the safety practices and proper procedures to follow when
carrying out basic tasks. A training program also helps in
building an employee’s confidence since he will gain a
better understanding of the industry and the responsibilities
of his role.
Breaking Down Employee Training and Development

3. Boosts company profile and reputation

As mentioned earlier, employee training is not just good for the
employees but also for the firm. Conducting frequent training
and development programs is one way of developing the
organization’s employer brand, thus making it a prime
consideration for the top employees working for competitor
firms, as well as graduates. A company that trains its employees
will be more attractive to potential new employees, particularly
those looking to advance their skills.
4. Innovation
When employees receive consistent training and up skilling, it
fosters their creativity. The training programs help employees to
be more independent and creative when they encounter
challenges in their work.
Common Training Methods for
Employee Training and Development
1. Orientations
• Orientation training is crucial to the success of new recruits. It doesn’t matter whether
the training is implemented through a handbook, a one-on-one session, or a lecture.
What matters is providing new employees with information regarding the firm’s
background, strategies, mission, vision, and objectives. Such training gives new
employees an opportunity to familiarize themselves with company policies, rules, and
regulations.
•
• 2. Lectures
• Lectures are particularly efficient when the aim is to provide the same information to a
large group at once. In doing so, there is no need for individual training and thus,
savings on costs. However, lectures also pose some disadvantages. For one, they
center on one-way communication, which leaves little room for feedback. Also, the
trainer may find it challenging to assess the level of understanding of the content
within a big group.
•
• 3. Computer-based Training (CBT)
• With this approach, computers and computer-based tutorials are the primary means of
communication between the trainer and employees. The programs are structured in
such a way that they provide instructional materials while also facilitating the learning
process.
 The process of job evaluation involves the following
steps:
1. Gaining acceptance: Before undertaking job evaluation, top
management must explain the aims and uses of the programme
to managers, emphasizing the benefits. Employees and unions
may be consulted, depending on the legal and employee
relations environment and company culture. To elaborate the
program further, presentations could be made to explain the
inputs, process and outputs/benefits of job evaluation.

2. Creating job evaluation committee: It is not possible for a

single person to evaluate all the key jobs in an organization.
Often a job evaluation committee consisting of experienced
employees, union representatives and HR experts is created to
set the ball rolling.
The process of job evaluation involves the following steps: cont...

3. Finding the jobs to be evaluated: Every job need not be

evaluated. This may be too taxing and costly. Certain key jobs in
each department may be identified. While picking up the jobs,
care must be taken to ensure that they represent the type of work
performed in that department, at various levels.

4. Analysing and preparing job description: This requires the

preparation of a job description and also an analysis of job
specifications for successful performance. See job analysis.

5. Selecting the method of evaluation: The method of evaluating

jobs must be identified, keeping the job factors as well as
organisational demands in mind. Selecting a method also involves
consideration of company culture, and the capacity of the
compensation and benefits function or job evaluation committee.
The process of job evaluation involves the following steps: cont...

6. Evaluating jobs: The relative worth of various jobs in an

organisation may be determined by applying the job evaluation
method. The method may consider the "whole job" by ranking a
set of jobs, or by comparing each job to a general level
description. Factor-based methods require consideration of the
level of various compensable factors (criteria) such as level and
breadth of responsibility, knowledge and skill required,
complexity, impact, accountability, working conditions, etc.
These factor comparisons can be one with or without numerical
scoring. If there is numerical scoring, weights can be assigned to
each such factor and scores are associated with different levels
of each factor, so that a total score is determined for the job. All
methods result in an assigned grade level.
Redundancy, Dismissal
and
Grievance Procedures
Redundancy occurs when employers reduce their work
force because a position is no longer required. It is only
redundancy if that particular position disappears. If
somebody is dismissed and his or her post is filled by
another person. That is not redundancy redundancies are
a form of dismissal and can be happen when an
employees job no longer exists. This maybe due to an
employer needing to reduce their work force, close to the
business, or certain work is no longer needed.

Dismissal is the termination of an individual’s

employment by the employer. Employees have a right not
to be unfairly dismissed from employment. Before
dismissing an employee, employers need to measure that
they have a potentially fair reason.
Types of Dismissal

Fair dismissal is when an employer has sound and

justifiable reasons for carrying out a Dismissal. Redundancy
will also fall under this category, although of course the of
reason why an employee is selected for redundancy must
be fair-but that’s a whole other subject.

Voluntary redundancy if you know your employer is going

to be making redundancies, you can volunteer to put
yourself forward for it, which would count as fair dismissal
as you’re volunteering and therefore wouldn’t be able to
challenge this if you change your mind.
Types of Dismissal cont...
Unfair Dismissal this could include situations where an
employee has not been informed of a sufficient reason for their
dismissal, or the employer has not followed their own policy
regarding dismissals or disciplinaries. As mentioned, dismissal
is a last resort in their needs to be a lengthy process that
proves the problem hasn't been resolve by others means
before dismissal is considered.

Constructive Dismissal is when you feel you’ve had to leave

your job or feel “push out” due to the way your employer
threats you. This again can be a difficult one to prove, as what
is considered acceptable or unacceptable conduct is subjected
and open to interpretation- even when using policies as a
guidelines.

Wrongful Dismissal could quite easily be confuse with an unfair

dismissal, although again does it lend to itself to its name :
A typical wrongful dismissal would be when an employer has
plainly breached the terms of an employees contract during the
dismissal process or during the processes previously which
led to the dismissal.
Grievance is generally define as a claimed by an
employee that he or she had adversely affected by
the misinterpretation or misapplication f a written
policy or collectively bargained agreement. To
address grievances employers typically implement a
grievances procedures.

Grievance procedures

Grievances are concerns, problem or compliance

that employees raise with their employer. There is
no legally binding process that you or your employer
must follow when rising or handling a grievance at
work.
Three types of grievances

Individual grievance one person grieves that a management

action has violated their rights under the collective agreement.
Examples include discipline, demotion, harassment, improper
classification or denial of earned overtime.

Group Grievances complains that management action has

hurt a group of individuals In the same way. For example, an
employer refuses to pay a contractual shift premium. A group
grievance shows solidarity and builds power in a work group.

Policy or union Grievance the union complains that a

management action violates the agreement. It usually deals
with contract interpretation, not an individual compliant.
Contracts of Employment
• An employment
contract or contract of employment i
s a kind of contract used in labour law
to attribute rights and responsibilities
between parties to a bargain.
The contract is between an
"employee" and an "employer”.
In a contract of employment, the individual
is legally considered to be
an employee. ... In contrast, a service
provider is not an employee under
a contract for services and normally is not
entitled to any employer-provided
benefits.

There are three types of employment

status: employee, worker and self-
employed.
Different Types of Employment Contract

• Full-Time Permanent Employment Contract. This

is probably the most common type of
employment contract.
• Part-Time Employment Contract. ...
• Director's Service Agreement. ...
• Fixed-Term Employment Contract. ...
• Zero Hours Contract. ...
• Casual Work Contract. ...
• Consultancy Agreement.
 Main employment types
• Each type of employee varies, so it's important to
think carefully about which type of worker will
work best for you.

The five main employment types are:

• Permanent or fixed-term employees

• Casual employees
• Apprentices or trainees – employees
• Employment agency staff – also called labour hire
What is Included in an Employment
Contract?
Salary or wages: Contracts will itemize the salary, wage, or
commission that has been agreed upon.
Schedule:  In some cases, an employment contract will
include the days and hours an employee is expected to work. 

Duration of employment:  An employment contract will

specify the length of time the employee agrees to work for the
company. In some cases, this might be an on going period of
time. In other cases, it might be an agreement set for a
specific duration. Other times, a minimum duration is laid out,
with the possibility of extending that period.

General responsibilities: Contracts can list the various

duties and tasks a worker will be expected to fulfil while
employed.
What is Included in an Employment Contract? Cont...
Confidentiality: Although you may have to sign a separate non-
disclosure agreement, sometimes a contract might include a
statement about confidentiality. 

Communications: If an employee's role involves handling social

media, websites or email, a contract might include a point that the
company retains ownership and control over all communications. 

Benefits: A contract should lay out all promised benefits, including,

but not limited to, health insurance, 401k, vacation time, and any
other perks that are part of the employment.

Future competition: Sometimes a contract will include a non-

compete agreement (also known as an NCC). This is an agreement
stating that, upon leaving the company, the employee will not enter
into jobs that will put him or her in competition with the
company. Often an employee will have to sign a separate NCC, but
it also might be included in the employment contract.
What are the employer's responsibilities?
• An employer must:
• Establish and maintain a health and safety
committee, or cause workers to select at
least one health and safety representative.
• Take every reasonable precaution to ensure
the workplace is safe.
• Train employees about any potential
hazards and in how to safely use, handle,
store and dispose of hazardous substances
and how to handle emergencies.
What are the employer's responsibilities? Cont...

• Make sure workers know how to use and

handle the equipment safely and properly.
• Make sure workers use any necessary
personal protective equipment.
• Immediately report all critical injuries to
the government department responsible for
OH&S.
• Appoint a competent supervisor who sets
the standards for performance
What are the employees' rights and
responsibilities?

• Employees responsibilities include the following:

• Work in compliance with OH&S acts and
regulations.
• Use personal protective equipment and clothing as
directed by the employer.
• Report workplace hazards and dangers to the
supervisor or employer.
• Work in a safe manner as required by the employer
and use the prescribed safety equipment.
What are the employees' rights and responsibilities? Cont...

• Tell the supervisor or employer about any

missing or defective equipment or protective
device that may be dangerous.
• Employees have the following three basic rights:
• Right to refuse unsafe work.
• Right to participate in the workplace health and
safety activities through the Health and Safety
Committee (HSC) or as a worker health and
safety representative.
• Right to know, or the right to be informed about,
actual and potential dangers in the workplace.
What happens when you terminate a contract?

• A breach occurs when one party intentionally fails

to meet obligations and the non-breaching party
decides to terminate the agreement by giving a
written notice of the breach. You may terminate an
agreement if there was a prior agreement with the
other party that calls for contract termination.
• What are Some Common Grounds for Contract
Termination?

• In some cases, a contract can be ended even before the

parties have the chance to fulfil their contractual duties
and responsibilities.   This is known as “contract
termination” or “termination of contract”, and can be based
on many different grounds.  Some common grounds for
contract termination may include:

1.Fraud:  Contracts can’t be based on deception or fraud

(such as fake documents, etc.)
• What are Some Common Grounds for Contract Termination? Cont...

2.Mistake:  A contract can sometimes be

terminated and rewritten if the one or both of the
parties is mistaken as to a contract term.

3.Misrepresentation:  Contracts can’t be based

on misrepresentation, such as when one party
fails to state all the facts involved in a sale.

4.Breach of Contract:  The non-breaching party

is usually released from their contractual
obligations
• What are Some Common Grounds for Contract Termination? Cont...

5.Previous Agreement:  Parties can sometimes end

the contract if they have formally agreed to do so
beforehand.
6. Impossibility: The contract can be ended if the
duties become impossible to perform

7.Contract termination can sometimes be

necessary for both parties.  Unlike breach of
contract, contract termination doesn’t necessarily
have to involve the wrongdoing of one party.  It can
sometimes be based on the surrounding
circumstances, as is commonly the case with
contract impossibility.
What is Human Resource Planning ?

Human Resource Planning (HRP) is the process of

forecasting the future human resource requirements of the
organization and determining as to how the existing human
resource capacity of the organization can be utilized to fulfil
these requirements.

It, thus, focuses on the basic economic concept of demand

and supply in context to the human resource capacity of the
organization.

It is the HRP process which helps the management of the

organization in meeting the future demand of human
resource in the organization with the supply of the
appropriate people in appropriate numbers at the
appropriate time and place. Further, it is only after proper
analysis of the HR requirements can the process of
recruitment and selection be initiated by the management.
 Strategic HR Planning.

Though, HR Planning may sound quite simple a process of managing the

numbers in terms of human resource requirement of the organization, yet, the
actual activity may involve the HR manager to face many roadblocks owing to
the effect of the current workforce in the organization, pressure to meet the
business objectives and prevailing workforce market condition. HR Planning,
thus, help the organization in many ways as follows:

HR managers are in a stage of anticipating the workforce requirements

rather than getting surprised by the change of events
Prevent the business from falling into the trap of shifting workforce market, a
common concern among all industries and sectors
Work proactively as the expansion in the workforce market is not always in
conjunction with the workforce requirement of the organization in terms of
professional experience, talent needs, skills, etc.

Organizations in growth phase may face the challenge of meeting the need for
critical set of skills, competencies and talent to meet their strategic objectives
so they can stand well-prepared to meet the HR needs
Considering the organizational goals, HR Planning allows the identification,
selection and development of required talent or competency within the
organization.
An HR Planning process simply involves the following four broad
steps:
Current HR Supply: Assessment of the current human resource
availability in the organization is the foremost step in HR Planning.
It includes a comprehensive study of the human resource strength
of the organization in terms of numbers, skills, talents,
competencies, qualifications, experience, age, tenures,
performance ratings, designations, grades, compensations,
benefits, etc. At this stage, the consultants may conduct extensive
interviews with the managers to understand the critical HR issues
they face and workforce capabilities they consider basic or crucial
for various business processes.

Future HR Demand: Analysis of the future workforce requirements

of the business is the second step in HR Planning. All the known
HR variables like attrition, lay-offs, foreseeable vacancies,
retirements, promotions, pre-set transfers, etc. are taken into
consideration while determining future HR demand. Further,
certain unknown workforce variables like competitive factors,
resignations, abrupt transfers or dismissals are also included in
the scope of analysis.
Demand Forecast: Next step is to match the current supply with
the future demand of HR, and create a demand forecast. Here, it is
also essential to understand the business strategy and objectives
in the long run so that the workforce demand forecast is such that it
is aligned to the organizational goals.

HR Sourcing Strategy and Implementation: After reviewing the

gaps in the HR supply and demand, the HR Consulting Firm
develops plans to meet these gaps as per the demand forecast
created by them. This may include conducting communication
programs with employees, relocation, talent acquisition,
recruitment and outsourcing, talent management, training and
coaching, and revision of policies. The plans are, then,
implemented taking into confidence the mangers so as to make the
process of execution smooth and efficient. Here, it is important to
note that all the regulatory and legal compliances are being
followed by the consultants to prevent any untoward situation
coming from the employees