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HRM process


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  • 1. Resource Management Copyright 2007 – Biz/ed
  • 2. Resources Management Copyright 2007 – Biz/ed
  • 3. Copyright 2007 – Biz/ed
  • 4. Recruitment• The process by which a job vacancy is identified and potential employees are notified.• The nature of the recruitment process is regulated and subject to employment law.• Main forms of recruitment through advertising in newspapers, magazines, trade papers and internal vacancy lists. Copyright 2007 – Biz/ed
  • 5. Recruitment• Job description – outline of the role of the job holder• Person specification – outline of the skills and qualities required of the post holder• Applicants may demonstrate their suitability through application form, letter or curriculum vitae (CV) Copyright 2007 – Biz/ed
  • 6. Copyright 2007 – Biz/ed
  • 7. Selection• The process of assessing candidates and appointing a post holder• Applicants short listed – most suitable candidates selected• Selection process – varies according to organisation: Copyright 2007 – Biz/ed
  • 8. Selection• Interview – most common method• Psychometric testing – assessing the personality of the applicants – will they fit in?• Aptitude testing – assessing the skills of applicants• In-tray exercise – activity based around what the applicant will be doing, e.g. writing a letter to a disgruntled customer• Presentation – looking for different skills as well as the ideas of the candidate Copyright 2007 – Biz/ed
  • 9. Legislation Copyright 2007 – Biz/ed
  • 10. Employment Legislation • Increasingly important aspect of the HRM role • Wide range of areas for attention • Adds to the costEven in a small business, the legislationrelating to employees is important – of the businesschemicals used in a hairdressing salon forexample have to be carefully stored andhandled to protect employees. Copyright 2007 – Biz/ed
  • 11. Discrimination• Crucial aspects of employment legislation: – Race – Gender – Disability Disability is no longer an issue for employers to ignore, they must take reasonable steps to accommodate and recruit disabled workers. Copyright: Mela, Copyright 2007 – Biz/ed
  • 12. Copyright 2007 – Biz/ed
  • 13. Discipline• Firms cannot just ‘sack’ workers• Wide range of procedures and steps in dealing with workplace conflict – Informal meetings – Formal meetings – Verbal warnings – Written warnings – Grievance procedures – Working with external agencies Copyright 2007 – Biz/ed
  • 14. Copyright 2007 – Biz/ed
  • 15. Development• Developing the employee can be regarded as investing in a valuable asset – A source of motivation – A source of helping the employee fulfil potential Copyright 2007 – Biz/ed
  • 16. Copyright 2007 – Biz/ed
  • 17. Training• Similar to development: – Provides new skills for the employee – Keeps the employee up to date with changes in the field – Aims to improve efficiency – Can be external or ‘in-house’ Copyright 2007 – Biz/ed
  • 18. Systems Copyright 2007 – Biz/ed
  • 19. Rewards Systems• The system of pay and benefits used by the firm to reward workers• Money not the only method• Fringe benefits• Flexibility at work• Holidays, etc. Copyright 2007 – Biz/ed
  • 20. Unions Copyright 2007 – Biz/ed
  • 21. Trade Unions• Importance of building relationships with employee representatives• Role of Trade Unions has changed• Importance of consultation and negotiation and working with trade unions• Contributes to smooth change management and leadership Copyright 2007 – Biz/ed
  • 22. Copyright 2007 – Biz/ed
  • 23. Productivity• Measuring performance:• How to value the workers contribution• Difficulty in measuring some types of output – especially in the service industry• Appraisal – Meant to be non-judgmental – Involves the worker and a nominated appraiser – Agreeing strengths, weaknesses and ways forward to help both employee and organisation Copyright 2007 – Biz/ed