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  • 1. Human Resource Management
  • 2. Human Resources Management
  • 3. Recruitment
  • 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.
  • 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)
  • 6. Selection
  • 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:
  • 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
  • 9. Employment Legislation
  • 10. Employment Legislation
    • Increasingly important aspect of the HRM role
    • Wide range of areas for attention
    • Adds to the cost of the business
    Even in a small business, the legislation relating to employees is important – chemicals used in a hairdressing salon for example have to be carefully stored and handled to protect employees.
  • 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, http://www.sxc.hu
  • 12. Discipline
  • 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
  • 14. Development
  • 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
  • 16. Training
  • 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’
  • 18. Rewards Systems
  • 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.
  • 20. Trade Unions
  • 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
  • 22. Productivity
  • 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

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