HRM

HUMAN RESOURCE
MANAGEMENT
LEARNING
OUTCOMES

• ·Distinguish the characteristics that a HR must posses

• ·Point out how the following trends have impacted HR

• ·Consider the external Resources of applicants.

• ·Develop and enhance the skills of the employees

• ·Introduce new employees to people they will work closely

 ALLOCATION
Allocation of resources is both a one-time and a continuous process. The

implementation of a project would require the allocation of resources. An on-going

business concern would also require a continual infusion of resources. Strategy

implementation deals with both types of resource allocation.

The allocation of resources may take place at the corporate level i.e. by the Board of

Directors and /or the CEO. This is known as the top-down approach. In the bottom-up

approach resources are allocated after seeking recommendations from operating

personnel/functional departments. A third approach involves allocating resources through

the budgeting process in which allocations are drafted, modified and finalized jointly.
 1. Resource Allocation at
Corporate Level:
Resource planning and allocation
at the corporate level relates to
the allocation of resources
among business functions,
operating divisions, geographical
areas or service departments and
how these parts contribute to the
overall strategies.
2. Resource Allocation at the
Business Level:
RESOURCE The value chain is a means of
ALLOCATIO analyzing the way in which an
N AT organization’s strategic capability
can be understood. An organization
DIFFERENT must understand what particular
LEVELS value activities most contribute to
the success of the strategies. For
example, cost advantages or
differentiation from competitors.
 MAIN STEPS IN RECRUITMENT

Stage 1 - Stage 2 -
Identify the Carry out a
vacancy job analysis

Stage 3 - Stage 4 - Stage 5 -

Create a job Create a person Advertise the
description specification job
 MAIN STEPS IN RECRUITMENT
Stage 1 - Identify the vacancy
Vacancies can become available in a business when someone leaves, when someone
moves job leaving their own role unfilled. These vacancies are for existing roles and are
therefore easily identified.

Stage 2 - Carry out a job analysis

When a vacancy becomes available in an organisation it is important that the tasks
and skills required for the position are identified. This is known as a job analysis.
 MAIN STEPS IN RECRUITMENT
Stage 3 - Create a job description
A job description is a document that states the tasks and responsibilities of
the job. It contains information on:
·duties
·pay
·location
·hours
·conditions of work
This sets out clearly expectations for whoever applies to fill the vacancy.
 MAIN STEPS IN RECRUITMENT

Stage 4 - Create a person specification

A person specification is a document that states the skills and
qualifications needed to do the job. These skills and qualities can
be listed as either essential or desirable. This will provide a series
of measures against which the organisation can judge people who
might take on the vacancy.
 MAIN STEPS IN RECRUITMENT
Stage 5 - Advertise the job
Definition Method of advertising

Internal recruitment When you promote or move a person who is Company intranet, noticeboard
already working for the company

External recruitment When you employ a person from outside the National press, local press, recruitment agencies,
organisation job centres, online advertisement
 MAIN STEPS IN RECRUITMENT
Stage 6 - Send out application forms or request CVs
Application forms are sent out to candidates who wish to apply for the
position. Or alternatively a curriculum vitae (CV) will be requested.
Application forms consist of pre-prepared questions set by the
organisation. This allows an organisation to easily compare potential
candidates. It also ensures the organisations get all the information they
require from the candidate.
 THE SELECTION
PROCESS
Stage 8 - Create
Stage 9 -
a shortlist
Hold
interviews/testing
Stage 7 -
Collect application Stage 10 –
forms Inform successful
candidate
 THE SELECTION
PROCESS
Stage 7 - Collect application forms
Application forms and CVs both contain personal information on a candidate. They
can be used to compare the candidates’ skills and qualities against those listed in the
person specification. This will make it easier to shortlist candidates based on those
whose skills best match those that are required to do the job.
Stage 8 - Create a shortlist
It would be too costly and time consuming to interview every candidate that applied for a
position so a shortlist is made to reduce the number of candidates who will be
interviewed.
The application forms or CVs are compared to the person specification and job
description. This is used to draw up a shortlist of the most suitable candidates. These
candidates will be invited to interview.
 THE SELECTION
PROCESS
Stage 9 - Hold interviews/testing

An interview allows the organisation to ask potential candidates a series of

questions. This means each candidate can be compared and the organisation can
assess the candidates’ appearance and personality.

Interviews can be:

·one-to-one– one person interviews the candidate
·panel– more than one person interviews a candidate
·telephone– the interview is not conducted in person but over the phone
THE SELECTION
PROCESS
Testing
Testing can provide extra information on a candidate’s suitability through
practical assessments. There are many methods that can be used to test a
candidate’s ability.

Method
·Aptitude tests
·Intelligence tests
·Psychometric tests
·Personality tests
·Medical and physical ability
 THE SELECTION
PROCESS
References
A reference is usually written by a past employer and provide information on
the candidates’ attendance, attitude and time-keeping. It will often include
information on whether the referee thinks the candidate is suitable for the
position applied for.

References allow the organisation to confirm that the information supplied in

the application form or CV is correct.
 THE SELECTION
PROCESS
Stage 10 – Inform successful candidate

Once the selection process has been completed the successful candidate will
be informed. Internal candidates may be told in person but it is more usual for
candidates to be informed by telephone, email or letter.
EXTERNAL
SOURCES OF
RECRUITMENT
EXTERNAL SOURCES OF RECRUITMENT
1. Media Advertisement: The advertisement is the most common and preferred
source of external recruiting. The ads in newspapers, professional journals, give a
comprehensive detail about the organization, type, and nature of job position, skills
required, qualification and experience expected, etc. This helps an individual to self-
evaluate himself against the job requirements and apply for the jobs which best suits
him.
2. Employment Exchange: The employment exchange is the office run by the
government wherein the details about the job seekers such as name, qualification,
experience, etc. is stored and is given to the employers who are searching for men for
their organizations.
For certain job vacancies, it is mandatory for every organization to provide details about
it to the employment exchange. It is the most common source of external recruitment
that offers jobs to unskilled, semi-skilled and skilled workers.
EXTERNAL SOURCES OF RECRUITMENT
3. Direct Recruitment: The direct recruitment also called as factory gate recruitment
is an important source of hiring, especially the unskilled workers or badli workers
who are paid on a daily-wage basis. Here, the company puts up a notice on a notice
board or on the factory gate regarding the jobs available, such that the applicant sees
it and apply for the job directly.

4. Casual Callers: The casual callers, also called as unsolicited applications are the job
seekers who come to the well-renowned organizations casually and either mail or drop in
their job applications seeking the job opportunity.
This could be considered as an important source of external recruitment as the personnel
department maintains the folder of unsolicited applications and call those who fulfill the
job requirements, whenever the vacancy arises.
EXTERNAL SOURCES OF RECRUITMENT
5. Educational Institutions or Campus Placement: Creating a close liaison with
the educational institutes for the recruitment of students with technical and
professional qualifications has become a common practice of external
recruitment.

6. Labor Contractors: This is the most common form of external recruitment wherein
the labor contractors who are either employed with the firm or have an agreement to
supply workers to the firm for the completion of a specific type of a task. This method is
again used for hiring the unskilled and semi-skilled workers. The contractor keeps in
touch with the workers and sends them to the places where their need arises. In doing so,
the contractors get the commission for each worker supplied.
EXTERNAL SOURCES OF RECRUITMENT
7 . Wa l k - I n s : T h i s i s a g a i n a d i r e c t f o r m o f r e c r u i t m e n t w h e r e i n t h e
prospective candidates are invited through an advertisement to come
a n d a p p l y f o r t h e j o b v a c a n c y. H e r e , t h e s p e c i f i e d d a t e , v e n u e , a n d
time are mentioned, and the candidates are requested to come and
give interviews directly without submitting their applications in
advance.

8 . E-recruiting: The e-recruiting means searching and screening the prospective

candidates electronically. There are several online job portals that enable the job
seekers to upload their resume online which are then forwarded to the potential
hirers. Such as naukri.com, monster.com, shine.com, etc. are some of the well
renowned online job portals.
EXTERNAL SOURCES OF RECRUITMENT

9. Management Consultants: There are several private

management firms that act as a middleman between the
recruiter and the recruit. These firms help the organization to
hire professional, technical and managerial personnel, and
they specialize in recruiting middle level and top level
executives.
According to Pigors and Myers, “Placement may be defined as the

determination of the job to which a selected candidate is to be

PLACEMEN
assigned, and his assignment to the job.”

It is matching of what the supervisor has reason to think he can do,

with the job requirements (job demands); it is matching of what he

T
imposes (in strain, working conditions) and what he offers in the form

of payroll, with other promotional possibilities etc.

Significance/Importance of Placement:
It is important for both the organisation as well as staff that each
employee should be placed on a suitable job. While doing so, the
factor to be considered is not only the suitability of the job to the
individual. But, initial placement is always a problem because
there is little knowledge about the new employee.
 RIGHT PLACEMENT OF WORKERS CAN HAVE
THE FOLLOWING ADVANTAGES:
1. Reduced labour turnover rate.

2. Reduced absenteeism rate.

3. Increased safety of workers and lower accidents.

4. Increased morale of workers.

5. Better human relations in the organisations.

Placement is not an easy process. It is very difficult to adjust for a new employee

who is quite unknown to the job and the environment. For this reason, the

employee is generally put on a probation period ranging from one year to two

years.
 PLACEMENT OF NEW EMPLOYEES

Placement decisions are generally taken by line executives. It is the supervisor who in consultation with

higher levels decides the placement of each employee. The personnel department’s role is to advise the

line managers about the human resource policies of the company and to provide counselling to the

employees.

While taking the placement decision, the following consideration or principles must be kept in mind:

1. Job Requirements

2. Suitable Qualifications

3. Adequate Information to the Job Incumbent

4. Commitment and Loyalty

5. Flexibility
 RECRUITMENT
Recruitment refers to the overall process of identifying, sourcing, screening, shortlisting, and interviewing

candidates for jobs (either permanent or temporary) within an organization. Recruitment can also refer to

the processes involved in choosing individuals for unpaid roles.

2 types of Recruitment

• Internal Recruitment - is a recruitment which takes place within the concern or organization. Internal sources of

recruitment are readily available to an organization. Internal sources are primarily three - Transfers, promotions

and Re-employment of ex-employees.

Internal recruitment may lead to increase in employee’s productivity as their motivation level increases. It also saves

time, money and efforts. But a drawback of internal recruitment is that it refrains the organization from new blood.

Also, not all the manpower requirements can be met through internal recruitment. Hiring from outside has to be

done.
 RECRUITMENT

Internal sources are primarily 3

• Transfers

• Promotions (through Internal Job Postings) and

• Re-employment of ex-employees - Re-employment of ex-employees is one of the internal

sources of recruitment in which employees can be invited and appointed to fill vacancies in

the concern. There are situations when ex-employees provide unsolicited applications also.
 RECRUITMENT

Internal sources are primarily 3

• Transfers

• Promotions (through Internal Job Postings) and

• Re-employment of ex-employees - Re-employment of ex-employees is one of the internal

sources of recruitment in which employees can be invited and appointed to fill vacancies in

the concern. There are situations when ex-employees provide unsolicited applications also.
 RECRUITMENT

2. External Recruitment - External sources of recruitment have to be solicited from outside the

organization. External sources are external to a concern. But it involves lot of time and money. The

external sources of recruitment include - Employment at factory gate, advertisements, employment

exchanges, employment agencies, educational institutes, labour contractors, recommendations etc.

Employment at Factory Level - This a source of external recruitment in which the applications for

vacancies are presented on bulletin boards outside the Factory or at the Gate.
 RECRUITMENT
Advertisement - It is an external source which has got an important place in recruitment procedure.

The biggest advantage of advertisement is that it covers a wide area of market and scattered applicants

can get information from advertisements. Medium used is Newspapers and Television.

Employment Exchanges - There are certain Employment exchanges which are run by government. Most

of the government undertakings and concerns employ people through such exchanges. Now-a-days

recruitment in government agencies has become compulsory through employment exchange.

Employment Agencies - There are certain professional organizations which look towards recruitment and

employment of people, i.e. these private agencies run by private individuals supply required manpower to

needy concerns.
 RECRUITMENT
Educational Institutions - There are certain professional Institutions which serves as an external source for

recruiting fresh graduates from these institutes. This kind of recruitment done through such educational

institutions, is called as Campus Recruitment. They have special recruitment cells which helps in providing

jobs to fresh candidates.

Recommendations - There are certain people who have experience in a particular area. They enjoy goodwill and

a stand in the company. There are certain vacancies which are filled by recommendations of such people. The

biggest drawback of this source is that the company has to rely totally on such people which can later on prove

to be inefficient.

Labour Contractors - These are the specialist people who supply manpower to the Factory or Manufacturing

plants. Through these contractors, workers are appointed on contract basis, i.e. for a particular time period.

Under conditions when these contractors leave the organization, such people who are appointed have to also

leave the concern.

 TRENDING IN HR: MAY THE BEST
APPLICANT WIN
Hiring the wrong person can be frustrating and ultimately very costly for the company. Instead, you want to attract employees

who respect and will uphold your business values. This simple principle is essential to your business success.

Here are 8 ways you can improve your recruitment process and hire the best candidate every time.

1. Look for a career-oriented person

2. Assess for practical experience

3. Test your candidates

4. Determine strengths needed for the position

5. Consider culture fit

6. Keep improving your hiring process

7. Consider bringing on an intern

8. Run social checks

 CULTURAL BIASES ON THE HR’S ROLE

What Is Cultural Bias?

Cultural bias is the interpretation of situations, actions, or data based on
the standards of one's own culture. Cultural biases are grounded in the
assumptions one might have due to the culture in which they are raised.
Some examples of cultural influences that may lead to bias include:
• Linguistic interpretation
• Ethical concepts of right and wrong
• Understanding of facts or evidence-based proof
• Intentional or unintentional ethnic or racial bias
• Religious beliefs or understanding
• Sexual attraction and mating
 CULTURAL BIASES ON THE HR’S ROLE
3 Examples of Cultural Bias
Cultural bias is pervasive in our everyday lives. Here are a few examples of cultural bias:
• At the workplace. Cultural biases in the hiring process may lead to less racial or cultural diversity
in the workplace. Hiring managers seek to eliminate cultural biases in a number of ways,
including hiding names or pictures from resumes (making them anonymous) and using diverse
interview panels.
• In public. Some cultures perceive certain hand gestures or prolonged eye contact as a sign of
disrespect, whereas other cultures may assume that those who do not shake hands or look into
someone’s eyes are being rude or evasive. The assumption that one set of norms is correct may
lead to cultural bias when interacting with people from a different culture.
• At school. In the United States specifically, cultural bias in schooling might lead educators to
assume that all students have had the same education, and thus can be judged by the same
educational standards (like with standardized testing). This type of bias does not take into account
other factors like poverty, accessibility, or language ability.
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