Human Resource Management_Parakramesh Jaroli_MBA_HR

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Presented By:
Parakramesh Jaroli
MBA (Dual) II - Semester

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Human Resource Management

3. 1) Providing qualified, well-trained employees for the
organization.
2) Maximizing employee effectiveness in the organization.
3) Satisfying individual employee needs through monetary
compensation, benefits, opportunities to advance, and
job satisfaction.
Human resource management - function of attracting,
developing, and retaining enough qualified employees
to perform the activities necessary to accomplish
organizational objectives. Three main objectives:

4. • What Is Human Resource Management
(HRM)?
– The policies and practices involved in carrying
out the “people” or human resource aspects
of a management position, including
recruiting, screening, training, rewarding, and
appraising. (Dessler)

6. Managerial
Operative

7. • Planning
• Organizing
• Staffing
• Directing
• Controlling

8. 1. Procurement function: The first
operative function of personnel
management is procurement. It is
concerned with procuring and employing
people who possess necessary skill,
knowledge and aptitude. Under its purview
you have job analysis, manpower
planning, recruitment, selection,
placement, induction and internal mobility.

9. 2. Development: It is the process of
improving, moulding, changing and
developing the skills, knowledge, creative
ability, aptitude, attitude, values and
commitment based on present and future
requirements both at the individual’s and
organisation’s level.

10. 3. Motivation and compensation: It is a
process which inspires people to give their
best to the organisation through the use of
intrinsic (achievement, recognition,
responsibility) and extrinsic (job design,
work scheduling, appraisal based
incentives) rewards.

11. 4. Maintenance: It aims at protecting and
preserving the physical and psychological
health of employees through various
welfare measures.

12. 5. Integration function: This tries to integrate
the goals of an organisation with employee
aspirations through various employee-oriented
programmes, like redressing grievances
promptly, instituting proper disciplinary
measures, empowering people to decide
things independently, encouraging a
participative culture, offering constructive help
to trade unions etc.

13. 6. Emerging issues: Effective
management of human resources
depends on refining HRM practices to
changing conditions. Hence the need to
look at other important issues that can
motivate people to give their best in a
dynamic and ever-changing environment.

14. • Concerned with managing people
• Concerned with employee both as individual as
well as group
• Concerned with helping employee to develop
their potentialities
• Concerned with developing the maximum
satisfaction of employees
• It is continuous in nature
• Directed towards achievement of objectives
• Universal existence

15. Human Resources
Planning
Prof.Sujeesha Rao

16. Definition :
• process by which an organization
ensures that it has the right number &
kind of people at the right place and at
the right time, capable of effectively
and efficiently completing those tasks
that help the organization achieve its
overall objectives.
Prof.Sujeesha Rao

17. HRP Process - Determination of Quantity of Personnel
Organisational Objectives
HR Programming
HR Needs Forecast HR Supply Forecast
HRP Implementation
Control & Evaluation
Surplus - Restricted Hiring,
Lay Off, VRS, Reduced Hours
Shortage - Recruitment &
Selection
Prof.Sujeesha Rao

18. HR Demand Forecast
process of estimating future quantity and quality of
manpower required for an organisation.
 External factors - competition, laws &
regulation, economic climate, changes in
technology and social factors
 Internal factors - budget constraints,
production levels, new products & services,
organisational structure & employee separations
Prof.Sujeesha Rao

19. Forecasting Techniques
Managerial Judgement - Managers discuss and arrive
at a figure of inflows & outflows which would cater to
future labour demand. #
 Ratio-Trend Analysis - Studying past ratios, ie No. of
Workers Vs Volume of Sales, forecasting future ratios
and adjusting for future changes in the organisation..
 Work-Study Technique - Used when length of
operations and amount of labour required can be
calculated. #
 Delphi Technique - From a group of experts the
personnel needs are estimated.
Prof.Sujeesha Rao

20. HR Supply Forecast
process of estimating future quantity and
quality of manpower available internally
& externally to an organisation.
Supply Analysis
 Existing Human Resources
 Internal Sources of Supply
 External Sources of Supply

21. HRP Process - Determination of Quality of Personnel
Job Analysis
 process of collecting and studying information relating to
the operations and responsibilities of a specific job.
 determination of tasks which comprise the job and of
skills, knowledge, abilities and responsibilities required of
the worker for a successful performance and which
differentiates one job from all others.
 products of Job Analysis are Job Description & Job
Specification
Prof.Sujeesha Rao

22. Steps in Job Analysis
Collection of Organisational Structure Information
Selection of Representative Position to be Analysed
Collection of Job Analysis Data
Developing Job Description
Developing Job Specification

23. Collection of Data
 Who Collects ?
- On-the-job Employees, Supervisors,
Consultants / trade job analyst
 What to Collect
- Physical & Mental activity involved
- Each task essential to achieve overall result
- Skill / Educational factor needed for the job
 How to Collect ?
- Checklist, Interview, Observation, Participation, Technical Conference,
Diary Method, Quantitative techniques
Prof.Sujeesha Rao

24. Areas in which information may be gathered :
Job title
Alternative title
Work performed
Equipment, Tools & Materials used
Reports & records made
Relation of the job to other jobs
Education & experience required
Physical, Mental& Visual effort required
Responsibility (for equipment, reports,
performance) & duties
Supervision given & received
Hazards, Discomfort & Safety
Prof.Sujeesha Rao

25. Job Analysis
Process of Obtaining all pertinent Job Facts
Job Description
A proper definition & design
of work. A statement
containing:
Job Title
Location
Job Summary
Duties & Responsibilities
Materials, Tools & Equipment
used
Forms & reports handled
Supervision given / received
Working conditions
Hazards & Safety precautions
Job Specification
A statement of human
qualifications necessary to
do the job containing:
Education & Qualifications
Experience & Training
Knowledge & Skills
Communication skills
Physical requirements - Height,
Weight, Age
Personality requirements -
Appearance, Judgement,
Initiative, Emotional stability
Prof.Sujeesha Rao

26. There are 6 widely used methods for JA:
• Observation method
• Individual interview method
• Group interview method
• Structured questionnaire method
• Technical conference method
• Diary method
Prof.Sujeesha Rao

27. Purpose / Use Of Job Analysis
• Organisation & Manpower planning
• Recruitment & Selection
• Job Evaluation & Wage, Salary
administration
• Job Re-engineering
• Employee Training & Managerial
Development
• Performance Appraisal
• Health & Safety
Prof.Sujeesha Rao

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RECRUITMENT

29. The process of attracting individuals
on a timely basis, in sufficient
numbers, and with appropriate
qualifications, and encouraging them
to apply for jobs with an organization
the process of finding potential candidates
and simulating them to apply for jobs in
the organization.

30. Recruitment Sources and
Methods
• Recruitment sources: Place where
qualified individuals are found
• Recruitment methods: Means by
which potential employees can be
attracted to the firm

31. Methods Used in Internal
Recruiting
• Job Posting
• Employee Referrals
• Internal Job Fairs

32. Methods of Internal Recruiting
1. Advertising is the most common method
of recruitment in newspapers, nursing
journals
2. Recruitment literature having printed
materials available to hand out or mail.
3. Employees referral recommendations
by current employees of friends or
relative.
4. College recruitment college graduates
provide the best source of scientific,
technical, professional and managerial
personnel

33. Sources of Recruitment
1- Internal Sources
Any present employees from within the
organization.eg.policy of promotion.
2- External Sources
Consists of public and private agencies, advertising,
educational institution like colleges, universities
and business scholars and employees referrals.
It allows the organization to seek people with new
ideas.

34. Why external recruitment?
• Acquire skills not possessed by current
employees
• Obtain employees with different
backgrounds to provide a diversity of ideas

35. External Recruitment Sources
Internet
Colleges and Universities
Competitors and Other Firms
placement Firms
Military Personnel
Consultants or Researcher
Professional Associations

36. • Advertising
• Employment
Agencies
• Job Fairs/Virtual Job
Fairs
• Executive Search
Firms
• Internships
• Professional
Associations
• Open Houses
• Event Recruiting
• Company Database

37. • There are different types of recruitment to
follow to fulfill the management
requirements.

38. • Employee Reference
• Portals / Job posting
• Advertisement
• Consultants or Vendors
• Campus Interviews

39. • Once we get the requirement , we should post
the requirements to the employees.
• Posting the requirements is through
1.Mail
2.Intranet
3.Notice board

40. • Employee reference reduces the cost.
• Employee will refer the right candidate,
as they know the company’s environment, &
pulse.
It saves time
• Employees may feel that they are recognized.

41. • There is chance of being bias .
• New comers will know about the company
plus and minus, before they join.

42. • Through portals we can source candidates
in two ways.
1.Searching resumes
2.Posting jobs.

43. • Recruiter can screen the candidates initially and
then call for the interview.
• Candidates will be unknown person so there is
no chance of bias.
• Number of resumes will be more, so options will
also be more.

44. • Time consuming .
(We receive irrelevant resumes when we post job, it will be difficult to search
the right candidate because number of resumes is more)
• Expensive
• Difficult to differentiate the fake or good.

45. • Requirements can be advertised in
news papers.
• Company can participate in job fairs

46. • Company will get the attention of public.
• Candidates will be attracted by the exhibitions &
job fairs.
• Response will be good and therefore recruiter
will receive more resumes.

47. • Highly expensive
• Time consuming.
( Have to advertise candidates should reply and recruiter should screen the
candidates and then call for the interview it takes time)
• Recruiter will receive irrelevant resumes.
( advertisement attracts everyone so every one responds for it)

48. • Company requirements can be posted
to consultants .They are also called
Head hunters.

49. • It saves time
• They do head hunting so the company can
expect right candidates from the
consultants.
• We can have more options.

50. • Expensive
• Sometimes may not understand the
requirement.

51. There may be more than applicant for a given
position, in order to select the best
applicant among several.
Selection involves verifying the applicant’s
qualifications, checking his past work
history and deciding if a good match exists
between the applicant’s qualifications and
the organization’s expectations.

52. Application form
Screening interview
Reference check
Psychological tests
Placement interview
Physical examination
Step 1
Step 2
Step 3
Step 4
step5
Step 6
Selection process

53. • Advantages of External Recruiting
– Having access to a potentially large applicant
pool
– Being able to attract people who have the
skills, knowledge, and abilities an organization
needs
– Bringing in newcomers who may have a fresh
approach to problems and be up to date on
the latest technology

54. • Disadvantages of External Recruiting
– Relatively high costs
– Candidates may lack knowledge about the
inner workings of the organization
– May need to receive more training
– Uncertainty concerning whether they will
actually be good performers

55. • Internal Recruiting
– Managers turn to existing employees to fill
open positions
– Benefits of internal recruiting:
• Internal applicants are already familiar with the
organization
• Managers already know candidates
• Can help boost levels of employee motivation
and morale