1. •HUMAN RESOURCE MANAGEMENT : AN OVERVIEW
•STAFFING
•RECRUITMENT
•SELECTION
•SOCIALIZATION PROCESS OF NEW EMPLOYEES

2. Overview & Definition
HRM 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, c
ompensation and evaluation of
performance to fill those needs.

3. HUMAN RESOURCE MANAGEMENT PROCESS
(1) HUMAN RESOURCE PLANNING
(2) STAFFING
(a) RECRUITMENT
(b) SELECTION
(3) TRAINING & DEVELOPMENT
(4) PERFORMANCE APPRAISAL
(5) COMPENSATION

4. HUMAN RESOURCE MANAGEMENT PROCESS DIAGRAM
HUMAN
RESOURCES
PLANNING
RECRUITMENT
STAFFING
SELECTION
TRAINING AND
DEVELOPMENT
PERFORMANCE
APPRAISAL
COMPENSATION

5. HUMAN RESOURCE PLANNING
 Human 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 Demand
2) Forecasting Manpower Supply
3) Human Resource Actions

6. HUMAN RESOURCE
PLANNING
RESOURCE DEMAND FORECASTING RESOURCES SUPPLY FORECASTING
Long Range
1. Strategic Plans 1. Current Inventory
2. Demographics 2. Productivity Levels
3. The Economy 3. Turnover Rate
4. Technological Trends 4. Absenteeism Rate
5. Social Trends 5. Movement among Jobs Rate
Short Range
1. Production Schedules / Budgets
a. Time Series
b. Ratios
c. Work Standards
2. Affirmative Action / Equal Employment Opportunity
(EEO) Goals
3. Relocations/Plant Closings
HUMAN RESOURCE ACTIONS
1. Hiring
2. Training
3. Career Management
4. Productivity Program
5. Reduction in Force

7. MANAGER INVENTORY CHART
General Manager (GM)
Production Finance Marketing Personnel
Manager Manager Manager Manager
-------------------- ---------------------- ------------------------- ----------------------------
Akhil Sehgal L.K.Krishna D.Srinivasa Rao Sarita
(42,5,D) (39, 4, A) (41, 2,C) (40, 4, B)
Nagarjuna Rajesh Saini Anita Roy
(45,7,B) Anjali (45,7,B)
(41,3,D)
--------------------------- (44,7,D) -------------------------
------------------------- -------------------------
A.M.Kumar J.K.Mittal
(50, 8, D) Mohith Kalyani Aditya
(39, 4, B) (43,4,B)
--------------------------- (45,9,D)
N.Shivani ------------------------- -------------------------
(44,6,A) Sreejith
--------------------------- Meera Iyer
(40, 2, A)
G.Akhilesh (50,6,C)
(30,2,B)
---------------------------
H.Lavanya A – Immediately Promotable
(27,1,C) B – Promotoable in 1 Year
C - Potential for further promotion
42= Age, 5 = Years in Position D- Satisfactory, but not promotable
E – Terminate

8. Advantages of Manager Inventory
Chart
1. Clear Idea about staffing situation.
2. Clear indication on future supply of
managers
3. 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.

9. 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.

10. STAFFING
Staffing 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.

11. Recruitment
 Recruitment 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 Recruitment
1. Internal Recruitment
2. External Recruitment

12. Advantages of Internal & External Recruitment
Internal Recruitment External Recruitment
•Familiarity of candidate with Influx of new ideas.
organisation’s
policies, procedures and Candidates who are
culture recruited from competitors
provide valuable information
•Available information and about competitors moves and
observation by superiors strategies.
facilitates easier selection.
Facilitates recruitment of
•Selection and socialisation of candidates with diverse skills,
job incumbents involves less expertise and vast
time and money. experience.
•Enhances employee morale
by offering opportunities for
upward mobility.
•Prevents high –quality
employees from leaving the
organisation.

13. Disadvantages of Internal and External
Recruitment
Internal Recruitment External Recruitment
Lack of new ideas. •Lack of reliable information
increases the probability of
Need for expensive training committing mistakes in
programs selection.
Can breed nepotism and •Expensive process
political maneuvers.
•Orientation process may
Leads to “Ripple Effect” consume a lot of time.
May leave unsuccessful •Breeds resentment among
contenders disgruntled. aspiring internal candidates.

14. External Recruitment
 Advertising
 Educational Institutions
 Employment Agencies
 Voluntary Applicants
 Referrals by Current Employees

15. Recruitment Process
Perform Design Job Develop a Attract a Select
Job Description Job Pool of the Best
Analysis Specification Applicants 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.

16. Job Analysis
Job 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)

17. 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

18. Components of Job Analysis
Job Description Job Specification
(Emphasis is on the job) (Emphasis is on the
individual)
 Objectives of the Job
•Minimum qualification
Work to be performed required
Skills needed •Listing of skills, education
and work experience needed
Responsibilities involved to perform the job.
Relationship of the job to
other jobs
Working conditions

19. 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.

20. SELECTION PROCESS
1) PRELIMINARY SCREENING
2) APPLICATION BLANK
3) SELECTION TEST – Intelligence tests,
personality tests, knowledge tests,
performance tests.
4) COMPREHENSIVE TESTS - Structured,
Semi-structured, Unstructured
5) REFERENCE CHECK-Mail, Phone, Person
6) PHYSICAL EXAMINATION
7) MAKING THE SELECTION

21. SOCIALISATION
SOCIALISATION-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.