HUMAN RESOURCES MANAGEMENT & STAFFING•HUMAN RESOURCE MANAGEMENT : AN

OVERVIEW

•STAFFING

•RECRUITMENT

•SELECTION

•SOCIALIZATION PROCESS OF NEW EMPLOYEES

Overview & DefinitionHRM is the management of various activities that are designed to enhance the effectiveness of the manpower in an organisation in the achievement of organisational goals.

Human Resource Management (HRM) may be defined as the function of planning for human resource needs and recruitment, selection, development, compensation and evaluation of performance to fill those needs.

HUMAN RESOURCE MANAGEMENT PROCESS

(1) HUMAN RESOURCE PLANNING

(2) STAFFING

(a) RECRUITMENT

(b) SELECTION

(3) TRAINING & DEVELOPMENT

(4) PERFORMANCE APPRAISAL

(5) COMPENSATION

HUMAN RESOURCE MANAGEMENT PROCESS DIAGRAM

HUMAN RESOURCES PLANNING

STAFFING

TRAINING AND DEVELOPMENT

PERFORMANCE APPRAISAL

COMPENSATION

RECRUITMENT

SELECTION

HUMAN RESOURCE PLANNINGHuman Resource Planning is the

process of determining future human resource needs relative to an organisation’s strategic plan and devising the steps necessary to meet those needs.

Parts of HRM

1) Forecasting Manpower Demand2) Forecasting Manpower Supply3) Human Resource Actions

HUMAN RESOURCE PLANNING RESOURCE DEMAND FORECASTINGLong Range1. Strategic Plans2. Demographics3. The Economy4. Technological Trends5. Social TrendsShort Range6. Production Schedules / Budgets

a. Time Seriesb. Ratiosc. Work Standards

2. Affirmative Action / Equal Employment Opportunity (EEO) Goals

3. Relocations/Plant Closings

RESOURCES SUPPLY FORECASTING

1. Current Inventory2. Productivity Levels3. Turnover Rate4. Absenteeism Rate5. Movement among Jobs Rate

HUMAN RESOURCE ACTIONS1. Hiring2. Training3. Career Management4. Productivity Program5. Reduction in Force

MANAGER INVENTORY CHARTGeneral Manager (GM)

Production Manager

--------------------Akhil Sehgal

(42,5,D)

Finance Manager

----------------------L.K.Krishna

(39, 4, A)

Marketing Manager

-------------------------D.Srinivasa Rao

(41, 2,C)

Personnel Manager

----------------------------Sarita

(40, 4, B)

Nagarjuna(45,7,B)

---------------------------A.M.Kumar(50, 8, D)

---------------------------N.Shivani(44,6,A)

---------------------------G.Akhilesh

(30,2,B)---------------------------

H.Lavanya(27,1,C)

42= Age, 5 = Years in Position

A – Immediately PromotableB – Promotoable in 1 YearC - Potential for further promotionD- Satisfactory, but not promotableE – Terminate

Rajesh Saini(41,3,D)

-------------------------Mohith Kalyani

(39, 4, B)-------------------------

Sreejith(40, 2, A)

Anjali(44,7,D)

-------------------------Aditya

(45,9,D)-------------------------

Meera Iyer(50,6,C)

Anita Roy(45,7,B)

-------------------------J.K.Mittal(43,4,B)

Advantages of Manager Inventory Chart

1. Clear Idea about staffing situation.2. Clear indication on future supply of

managers3. Reduces migration or resignations.4. Identifies not performing employees

and to be trained or replacement.5. Managers can be transferred from

one dept. to another department and helps weak dept.’s.

DISADVANTAGES OF MANAGER INVENTORY CHART

1. Doesn’t show position to which one can be promoted. Not necessarily fit for other dept.(E.g. - Sales to Purchase Dept.)

2. Data insufficient for Fair Assessment of an individual

3. Updating chart Time Consuming and requires a lot of effort.

4. Top Level Managers fear losing to competent subordinates to other organisational units.

STAFFINGStaffing is defined as filling and keeping filled, positions in the organisation.

Take into account internal factors of the firm such as Personnel Policies, Climate in Organisation, Appraisal System.

For example with changes in technology need for hiring workers who can work with high technology demands.

RecruitmentRecruitment is the process of

identifying and attempting to attract candidates who are capable of filling job vacancies appropriately.

To attract those applicants who are best qualified to fill the vacancies.

Effective selection depends on effective recruitment.

Sources of Recruitment1. Internal Recruitment 2. External Recruitment

Advantages of Internal & External Recruitment

•Familiarity of candidate with organisation’s policies, procedures and culture

•Available information and observation by superiors facilitates easier selection.

•Selection and socialisation of job incumbents involves less time and money.

•Enhances employee morale by offering opportunities for upward mobility.

•Prevents high –quality employees from leaving the organisation.

Influx of new ideas.

Candidates who are recruited from competitors provide valuable information about competitors moves and strategies.

Facilitates recruitment of candidates with diverse skills, expertise and vast experience.

External RecruitmentInternal Recruitment

Disadvantages of Internal and External Recruitment

Internal Recruitment External Recruitment

Lack of new ideas.

Need for expensive training programs

Can breed nepotism and political maneuvers.

Leads to “Ripple Effect”

May leave unsuccessful contenders disgruntled.

•Lack of reliable information increases the probability of committing mistakes in selection.

•Expensive process

•Orientation process may consume a lot of time.

•Breeds resentment among aspiring internal candidates.

External Recruitment

Advertising

Educational Institutions

Employment Agencies

Voluntary Applicants

Referrals by Current Employees

Recruitment Process

Perform Job Analysis

Design Job Description

Develop a Job Specification

Attract a Pool of Applicants

Select the Best Recruits

Job Analysis

1. Analysing the environment (nature of competition, customers etc.) in which employees work.

2. Determining duties and responsibilities to be discharged.

3. Observing and recording the various tasks of the job as they are actually performed.

Job AnalysisJob Analysis is often done through

interviews, direct observation or by using a questionnaire that is completed by the person current holding the job and his immediate supervisor. It forms the basis for Job Description and Job Specifications.

Systematic Job Analysis

1. Functional Job Analysis (FJA)2. Position Analysis Questionnaire (PAQ)

Functional Job Analysis (FJA)1) The data, people and jobs pertaining to

individuals job.2) Methods and techniques that the

individual uses on the job.3) Tools and equipment used by the worker.4) Products and services produced by the

worker.

First three dimensions – Input and Job Activities.

Fourth dimension – Output and Job Performance

Components of Job Analysis

Job Description

(Emphasis is on the job)

Objectives of the Job

Work to be performed

Skills needed

Responsibilities involved

Relationship of the job to other jobs

Working conditions

Job Specification

(Emphasis is on the individual)

•Minimum qualification required

•Listing of skills, education and work experience needed to perform the job.

Position Analysis Questionnaire (PAQ)

1. The sources of information that are critical to Job Performance.

2. Information processing and decision-making critical to Job Performance.

3. The amount of physical activity and skill required for the job.

4. Physical working conditions and reactions of individuals to those conditions.

5. Other characteristics of the job, such as work schedules and work responsibilities.

SELECTION PROCESS1) PRELIMINARY SCREENING2) APPLICATION BLANK3) SELECTION TEST – Intelligence tests,

personality tests, knowledge tests, performance tests.

4) COMPREHENSIVE TESTS - Structured, Semi-structured, Unstructured

5) REFERENCE CHECK-Mail, Phone, Person6) PHYSICAL EXAMINATION7) MAKING THE SELECTION

SOCIALISATIONSOCIALISATION-Process of adaption by

new employee is referred as Socialisation Process.

A. Initial Socialisation – occurs during recruitment, selection, and during introductory training efforts by firm.

B. Extended Socialisation – aims at making recruit feel that he or she is an integral part of the company.