HRM - Human Resources Management From EVOLVE Free Sample

25% Of The Original Course
Free Sample
Fundamentals of Human Resources

Management
2 www.ITI-Management.com
Introduce yourself 3
Please Introduce yourself to the group briefly
Name
Department in which you work
Role
Background
An achievement your are proud of 
Answer One of the following questions:

• What questions about Fundamentals of HRM do you have?
• What do you want out of this program?
• Have you been to previous HRM training? Comments?
Outlines
• Chapter One: Introduction to HRM

• Chapter Two: Strategic Human Resources Planning
• Chapter Three: Recruitment and Selection
• Chapter Four: Jobs
• Chapter Five: Training and Development
• Chapter Six: Performance Management and Appraisal
• Chapter Seven: Compensations
• Chapter Eight: Employees Relations
Training Materials
Chapter One
Introduction to HRM
Introduction
The practice of human resource

management (HRM) is concerned
with all aspects of how people are
employed and managed in the
organization.
Human Resources Management
Managers must find ways to get the highest level

of contribution from their workers. And they will
not be able to do that unless they
are aware of the many ways that their under-
standing of diversity relates to how well, or how
poorly, people contribute.
HR Department Organizational Chart
Businesses look both internally and externally
Definition
• Human Resource Management is a series of

integrated decisions that form the employment
relationship; their quality contributes to the
ability of the organizations and the employees
to achieve their objectives.
Definition
• Human Resource Management The process of

attracting, developing and maintaining a
talented and energetic workforce to support
organizational mission, objectives and
strategies.
• Human Resources (HR) Management

– The management function devoted to acquiring, training,
appraising, and compensating employees.
• Strategic Human Resource Management

– The linking of the human resource function with the
company’s strategies to accomplish that strategy.
Case Study
Human Resources Management Processes
Cooperation of HR with Operating
Managers
• HR Unit • Managers
– Develops legal, effective – Advise HR of job openings
interviewing techniques – Decide whether to do own final
– Trains managers in conducting interviewing
selection interviews – Receive interview training from HR
– Conducts interviews and testing unit
– Sends top three applicants to – Do final interviewing and hiring
managers for final review where appropriate
– Checks references – Review reference information
– Does final interviewing and hiring – Provide feedback to HR unit on
for certain job classifications hiring/rejection decisions
Changing Roles of HR Management
Note: Example percentages are based on various surveys.

Human Resources and Change
Management
• “It is generally much easier to kill an organization
than change it substantially.”
Kevin Kelly, Out of Control
Human Resources and Change
Management
• So where to start? Who can make THE difference,

who really has POWER, who must change FIRST
and WHY
Chapter Two
Strategic Human Resources Planning
HR Planning Process
HR Planning Process
• HR Strategies
– The means used to anticipate and manage the supply
of and demand for human resources.
• Provide overall direction for the way in which HR activities
will be developed and managed.
Overall
Strategic Plan
Human Resources
Strategic Plan
HR Activities
Scanning the External Environment
• Environmental Scanning
– The process of studying the environment of the
organization to pinpoint opportunities and threats.
• Environment Changes Impacting HR
– Governmental regulations
– Economic conditions
– Geographic and competitive concerns
– Workforce composition
Internal Assessment of the Organizational
Workforce
• Auditing Jobs and Skills
– What jobs exist now?
– How many individuals are performing each job?
– How essential is each job?
– What jobs will be needed to implement future
organizational strategies?
– What are the characteristics of anticipated jobs?
Internal Assessment of the Organizational
Workforce
• Organizational Capabilities Inventory
– HRIS databases—sources of information about
employees’ knowledge, skills, and abilities (KSAs)
– Components of an organizational capabilities
inventory
• Workforce and individual demographics
• Individual employee career progression
• Individual job performance data
Forecasting HR Supply and Demand
• Forecasting
– The use of information from the past and present to
identify expected future conditions.
• Forecasting Methods
– Judgmental
• Estimates—asking managers’ opinions, top-down or bottom-up
• Rules of thumb—using general guidelines
• Delphi technique—asking a group of experts
• Nominal groups—reaching a group consensus in open discussion
Forecasting HR Supply and Demand
• Forecasting Methods (cont’d)

– Mathematical
• Statistical regression analysis—
• Simulation models
• Productivity ratios—units produced per employee
• Staffing ratios—estimates of indirect labor needs
• Forecasting Periods
– Short-term—less than one year
– Intermediate—up to five years
– Long-range—more than five years
Exercise
Human Resource Management System
(HRMS)
– An integrated system providing information used by HR
management in decision making.
– Purposes (Benefits) of HRMS
• Administrative and operational efficiency in compiling HR
data
• Availability of data for effective HR strategic planning
• HR Workflow: increased access to HR information
Designing and Implementing an HRIS
• HRIS Design Issues

– What information available and what is information
needed?
– To what uses will the information be put?
– What output format compatibility with other systems is
required?
– Who will be allowed to access to the information?
– When and how often will the information be needed?
Accessing the HRIS
• Intranet
– An organizational (internal) network that operates over the Internet.
• Extranet
– An Internet-linked network that allows employees access to information
provided by external entities.
• Web-based HRIS Uses
– Bulletin boards
– Data access
– Employee self-service
– Extended linkage
Chapter Three
Recruitment and Selection
Recruitment and Selection
Recruitment
is the process of generating a pool of capable people to
apply for employment to an organization.
Selection
is the process by which managers and others use specific
instruments to choose from a pool of applicants a
person or persons most likely to succeed in the job(s),
given management goals and legal requirements.
Differentiation between recruitment and
selection
Recruitment Selection
1. It the process of searching the candidates for It Involves the series of steps by which the
employment and stimulating them to apply candidates are screened for choosing the most
for jobs in the organization. suitable persons for vacant posts.
2. The basic purpose of recruitments is to create The basic purpose of selection process is to choose
a talent pool of candidates to enable the the right candidate to fill the various positions in
selection of best candidates for the the organization.
organization, by attracting more and more
employees to apply in the organization.
3. Recruitment is a positive process i.e. Selection is a negative process as it involves
encouraging more and more employees to rejection of the unsuitable candidates.
apply .
4. Recruitment is concerned with tapping the Selection is concerned with selecting the most
sources of human resources. suitable candidate through various interviews
and tests.
5. There is no contract of recruitment Selection results in a contract of service between
established in recruitment the employer and the selected employee.
Recruitment Needs Are Of Three Types
• Planned
the needs arising from changes in organization and retirement
policy.
• Anticipated
Anticipated needs are those movements in personnel, which an
organization can predict by studying trends in internal and
external environment.
• Unexpected
Resignation, deaths, accidents, illness give rise to unexpected
needs.
Recruitment Process
Prepare job Conducting

description Managing interview
Identify Advertising Short- Arrange
and person the and
vacancy the vacancy listing interviews
specificatio response decision
n making
Job analysis
Recruitment
Application form
Written examination
Selection Process Flowchart Preliminary interview
Tests
Medical examination
Reference checks
Line managers decision
Recruiting Evaluation Pyramid
HR Responsibilities
Planning and Recruitment
HR Responsibilities
Selection
Sources of Recruitment
External Recruitment
1. Advertisements : a popular method of seeking recruits

as many recruiters prefer advertisements because of
their wide reach. Advertisement in local or national
newspapers and trade and professional journals
2. Educational Institutions : Direct recruitment from
educational institutions for jobs which require technical
or professional qualifications has become a common
43
practice. www.ITI-Management.com
External Recruitment
3. Professional or Trade Associations :These services may

consist of compiling job seeker's lists and providing access
to members during regional or national conventions.
Further, many associations publish or sponsor trade
journals or magazines for their members.
• What else??
Internal Recruitment
1. A promotion is the transfer of an employee to a

job that pays more money or one that enjoys
some preferred status. A promotion involves
reassignment of an employee to a position having
higher pay, increased responsibilities, more
privileges, increased benefits and greater
potential.

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HRM - Human Resources Management From EVOLVE Free Sample

Uploaded by

Copyright:

Available Formats

25% Of The Original Course

Fundamentals of Human Resources

Please Introduce yourself to the group briefly

Department in which you work

An achievement your are proud of 

Answer One of the following questions:

• Chapter One: Introduction to HRM

The practice of human resource

Managers must find ways to get the highest level

• Human Resource Management is a series of

• Human Resource Management The process of

• Human Resources (HR) Management

• Strategic Human Resource Management

Note: Example percentages are based on various surveys.

Kevin Kelly, Out of Control

• So where to start? Who can make THE difference,

• Forecasting Methods (cont’d)

• HRIS Design Issues

Prepare job Conducting

Selection Process Flowchart Preliminary interview

Line managers decision

Planning and Recruitment

1. Advertisements : a popular method of seeking recruits

3. Professional or Trade Associations :These services may

1. A promotion is the transfer of an employee to a

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