HR Policies & Practices

To have a right number

of the right people
in the right place
at the right time
is of much importance.
Getting and keeping competent and talented employees is critical to the
success of every organization
 Factors That Affect the HRM Process

i. The Economy’s Effect on HRM

ii. Employee Labor Unions
iii. Legal Environment Of HRM
Identifying and Selecting
Competent Employees
 Human Resource Planning
Human resource planning is the process by which managers ensure that they have the
right number and kinds of capable people in the right places and at the right times.
HR planning entails two steps: (current assessment, Future needs)
i. Assessing current human resources
 Job analysis
Using information form job analysis, managers develop or revise:
o Job Description: job content, environment, and conditions of employment.
o Job specifications: states the minimum qualifications that a person must
possess to successfully perform a given job. (knowledge, skills, and attitudes
needed to do the job effectively)
ii. Meeting future HR needs
Future HR needs are determined by the organization’s mission, goals, and
strategies. Demand for employees results from demand for the organization’s
products or services.
 Recruitment and Decruitment
Recruitment: locating, identifying, and attracting capable applicants.
Recruiting Sources
Source Advantage
Internet Reaches large numbers of
people;
can get immediate feedback
Employee referrals Can generate strong
candidates
Company Web site Wide distribution; can be
targeted to specific groups
College recruiting Large centralized body of
candidates
Professional recruiting Good knowledge of industry
organizations
challenges and recruitments
Disadvantage
Generates many
unqualified candidates
May no increase
diversity
Generates many
unqualified candidates
Limited to entry-level
positions
Little commitment to
specific organization
 Recruitment and Decruitment
Decruitment: Reducing an organization’s workforce in order to control labour supply
Decruiting options
Option Description

Firing Permanent involuntary termination

Layoffs Temporary involuntary termination; may last only a few days

or extend to years
Attrition Not filling openings created by voluntary resignations or
normal retirements
Transfers Moving employees; usually does not reduce
costs but can reduce intra-organizational supply–demand
imbalances
Early Retirements Providing incentives to older and more senior employees for
retiring before their normal retirement date
 Once you have a pool of candidates, the next step in
the HRM process is selection, screening job applicants
to determine who is best qualified for the job.

Selection involves predicting which applicants

will be successful if hired

selection decision can result in four possible

outcomes— two correct and two
errors.
Selection Decision Outcomes
Selection Process
 Selection Process
A. Initial Selection
 Application Forms
 Background checks
B. Substantive Selection
 Written Tests
o intelligence or cognitive ability Tests
o Personality Tests
o integrity Tests (dependability, carefulness, responsibility, and honesty)
 Performance-Simulation Tests
o Work sample tests (hands on simulation)
o assessment centers (to evaluate managerial potential)
o Situational Judgment Tests (ask applicants how they
would perform in a variety of job situations )
o realistic Job Previews (job tryouts to assess
talent versus experience)
 Selection Process
Substantive Selection (Cont’d)
 Interviews
o Unstructured interviews
o Structured Interviews
- Panel Interviews

C. Contingent Selection
 Drug Tests
 Medical Exams
Training and Development
 Training is a program that helps employees
learn specific knowledge or skills to improve
performance in their current roles.
 Development is more expansive and focuses
on employee growth and future performance,
rather than an immediate job role.
 Methods of Training
On-the-job Training Methods Off-the-job Methods

i. Job rotation i. Case study method

ii. Coaching ii. Incident method
iii. Job instructions iii. Role play
iv. Committee assignments iv. In-basket method
v. Internship training v. Business games
vi. Grid training
vii. Lectures
viii. Simulation
ix. Management education
x. Conferences
 On-the-job Training Methods
i. Job Rotation
This training method involves movement of trainee
from one job to another gain knowledge and experience
from different job assignments. This method helps the
trainee under­stand the problems of other employees.
ii. Coaching
Under this method, the trainee is placed under a
particular supervisor who functions as a coach in
training and provides feedback to the trainee.
Sometimes the trainee may not get an opportunity to
express his ideas.
 On-the-job Training Methods
iii. Job instructions
Also known as step-by-step training in which the
trainer explains the way of doing the jobs to the
trainee and in case of mistakes, corrects the
trainee.
iv. Committee Assignments
A group of trainees are asked to solve a given
organizational problem by discussing the
problem. This helps to improve team work.
 On-the-job Training Methods
v. Internship Training
Under this method, instructions through
theoretical and practical aspects are provided to
the trainees. Usually, students from the
engineering and commerce colleges receive this
type of training for a small stipend.
 Off-the-job Training Methods
i. Case study method
Usually case study deals with any problem confronted by a business
which can be solved by an employee. The trainee is given an
opportunity to analyse the case and come out with all possible
solutions. This method can enhance analytic and critical thinking of
an employee.
ii. Incident method
Incidents are prepared on the basis of actual situations which
happened in different organizations and each employee in the
training group is asked to make decisions as if it is a real-life
situation. Later on, the entire group discusses the incident and takes
decisions related to the incident on the basis of individual and group
decisions
 Off-the-job Training Methods
iii. Role Play
In this case also a problem situation is simulated
asking the employee to assume the role of a
particular person in the situation. The participant
interacts with other participants assuming
different roles. The whole play will be recorded
and trainee gets an opportunity to examine their
own performance.
 Off-the-job Training Methods
iv. In-Basket method
The employees are given information about an
imaginary company, its activi­ties and products,
HR employed and all data related to the firm. The
trainee (employee under training) has to make
notes, delegate tasks and prepare schedules
within a specified time. This can develop
situational judgments and quick decision making
skills of employees.
 Off-the-job Training Methods
v. Business Games
According to this method the trainees are
divided into groups and each group has to
discuss about various activities and functions of
an imaginary organization. They will discuss and
decide about various subjects like production,
promotion, pricing etc. This gives result in co-
operative decision making process.
 Off-the-job Training Methods
vi. Grid Training
It is a continuous and phased programme lasting for six years.
It includes phases of planning development, implementation
and evaluation. The grid takes into consideration parameters
like concern for people and concern for people.
vii.Lectures
This will be a suitable method when the numbers of trainees
are quite large. Lectures can be very much helpful in
explaining the concepts and principles very clearly, and face
to face interaction is very much possible.
 Off-the-job Training Methods
viii. Simulation
Under this method an imaginary situation is
created and trainees are asked to act on it. For
e.g., assuming the role of a marketing manager
solving the marketing problems or creating a
new strategy etc.
 Off-the-job Training Methods
ix. Management Education
At present universities and management institutes
gives great emphasis on management education.
Universities have started bachelors and
postgraduate degree in Management. Many
management Institutes provide not only degrees
but also hands on experience having
collaboration with business concerns.
 Off-the-job Training Methods
x. Conferences
A meeting of several people to discuss any
subject is called conference. Each par­ticipant
contributes by analysing and discussing various
issues related to the topic. Everyone can express
their own view point.
The End