HR Management

Slide 1: HR Management for Non HR Managers Essentials of HR Management 1 www.exploreHR.org

Slide 2: Training Agenda 1. HR Management : An Overview 2. HR Planning and Recruitment 3. Employee Selection 4. Training and Development 5. Performance Management 6. Career Management 2 www.exploreHR.org

Slide 3: You can download this presentation at: www.exploreHR.org Please visit www.exploreHR.org for more presentations on leadership, personal development, and HR management. 3 www.exploreHR.org

Slide 4: Human Resource Management : An Overview 4 www.exploreHR.org

Slide 5: HR Management Cycle Performance Training & Recruitment & Management Development Selection Reward Management Career Management 5 www.exploreHR.org

Slide 6: HR Strategy and Business Result Recruitment & Selection Training & Performance Business Business Development Management Result Strategy HR STRATEGY Reward Career Management Management 6 www.exploreHR.org

Slide 7: Manpower Planning & Employee Recruitment 7 www.exploreHR.org

Slide 8: Manpower Planning Company Strategy Job Analysis • Performance What staff do we What staff is appraisal need to do the available within • Company data job? our banks organization? • Training • Employee Is there a management and match? development What is impact on wage and salary program? If not, what type of people do we need, and how should we recruit them? 8 www.exploreHR.org

Slide 9: Manpower Planning Factors in Forecasting Personnel Requirements Quality and nature of Projected The financial your employees (in turnover (as a resources relation to what you result of available to see as the changing resignation and your need of your terminations) organization organization) 9 www.exploreHR.org

Slide 10: Technique to Determine Number of Recruits Trend • Study of a firm’s past employment needs Analysis over a period of years to predict future needs • A forecasting technique for determining Ratio Analysis future staff needs by using ratios between sales volume and number of employees needed 10 www.exploreHR.org

Slide 11: Recruitment from External Resources • Recruiting new staff from external sources will be influenced by several factors, namely : When the economic conditions are Macro- relatively difficult, there will usually be an Economic oversupply, or the number of applicants Conditions will much higher than the demand. In of a Nation such a case, the company will find it relatively easier to select new employees from the large number of applicants. 11 www.exploreHR.org

Slide 12: Recruitment from External Resources When the sector is one that is Availability considered a ‘rare’ sector, the company of Manpower will have more difficulty in recruiting staff in Desired for this sector. For example, computer technology, or cellular engineering. Sectors 12 www.exploreHR.org

Slide 13: Recruitment from External Resources It will tend to be easier for a company Company to find and recruit the best people if the Reputation company has a good reputation, therefore the best fresh graduates will flock to apply to the company. Example : Google, McKinsey or Microsoft. 13 www.exploreHR.org

Slide 14: Recruitment Yield Pyramid • Some employers use a recruiting yield pyramid to determine the number of applicants they must generate to hire the required number of new employees. • Example of Recruitment Curve: • 1200 - Leads generated • 200 - Candidates invited • 150 - Candidates interviewed • 100 - Offers made • 50 - New hires 14 www.exploreHR.org

Slide 15: Recruitment Sources Advertising (newspaper, magazine, internet) Recruitment College Sources Recruitment Recruitment Agent (headhunter) 15 www.exploreHR.org

Slide 16: Employee Selection 16 www.exploreHR.org

Slide 17: Basic Concept of Selection Tests The quality of an employee selection test is determined by three main factors, namely : 1. Criterion Validity : A type of validity based on showing that scores on the test (“predictors”) are related to job performance (“criterion”). 2. Content Validity : A test that is “content valid” is one in which the test contains a fair sample of the tasks and skills actually needed for the job in question. 3. Reliability : The consistency of scores obtained by the same person when retested with identical or equivalent test. 17 www.exploreHR.org

Slide 18: Some Types of Selection Test 1. Cognitive Ability Test 2. Personality Test 3. Interview 18 www.exploreHR.org

Slide 19: Cognitive Ability Test • Cognitive Abilities Tests: Paper and pencil or individualized assessment measures of an individual's general mental ability or intelligence. 19 www.exploreHR.org

Slide 20: Advantages of Cognitive Ability Test • highly reliable • verbal reasoning and numerical tests have shown high validity for a wide range of jobs • the validity rises with increasing complexity of the job • may be administered in group settings where many applicants can be tested at the same time • scoring of the tests may be completed by computer scanning equipment • lower cost than personality tests 20 www.exploreHR.org

Slide 21: Disadvantages of Cognitive Ability Test • non-minorities typically score one standard deviation above minorities which may result in adverse impact depending on how the scores are used in the selection process • differences between males and females in abilities (e.g., knowledge of mathematics) may negatively impact the scores of female applicants 21 www.exploreHR.org

Slide 22: Personality Test • Personality Tests: A selection procedure measure the personality characteristics of applicants that are related to future job performance. • Personality tests typically measure one or more of five personality dimensions: extroversion, emotional stability, agreeableness, conscientiousness, and openness to experience. 22 www.exploreHR.org

Slide 23: Advantages of Personality Test • can result in lower turnover due if applicants are selected for traits that are highly correlated with employees who have high longevity within the organization • can reveal more information about applicant's abilities and interests • can identify interpersonal traits that may be needed for certain jobs 23 www.exploreHR.org

Slide 24: Disadvantages of Personality Test • difficult to measure personality traits that may not be well defined • responses by applicant may be altered by applicant's desire to respond in a way they feel would result in their selection • lack of diversity if all selected applicants have same personality traits • lack of evidence to support validity of use of personality tests 24 www.exploreHR.org

Slide 25: Interview • Interviews: A selection procedure designed to predict future job performance on the basis of applicants' oral responses to oral inquiries. 25 www.exploreHR.org

Slide 26: Advantages of Interview • useful for determining if the applicant has requisite communicative or social skills which may be necessary for the job • can assess the applicant's job knowledge • can be used for selection among equally qualified applicants • enables the supervisor and/or co-workers to determine if there is compatibility between the applicant and the employees • allows the applicant to ask questions that may reveal additional information useful for making a selection decision 26 www.exploreHR.org

Slide 27: Disadvantages of Interview • subjective evaluations are made • decisions tend to be made within the first few minutes of the interview with the remainder of the interview used to validate or justify the original decision • interviewers form stereotypes concerning the characteristics required for success on the job • research has shown disproportionate rates of selection between minority and non-minority members using interviews • negative information seems to be given more weight • not as reliable as tests 27 www.exploreHR.org

Slide 28: Training & Development 28 www.exploreHR.org

Slide 29: Training Process Training Training Training Training Need Evaluation Objectives Delivery Analysis What are Objective Techniques Measure the training should be include on- reaction, needs for measurable the-job- learning, this person and training, behavior, and/or job? observable action and results learning, etc. 29 www.exploreHR.org

Slide 30: Assessing Training Needs A detailed analysis of a job to Task Analysis identify the skills required, so that an appropriate training program can be instituted Careful study of competency level to Competency identify a deficiency and then correct Analysis it with a training program, or some other development intervention. 30 www.exploreHR.org

Slide 31: Competency Analysis Current Competency Required competency Gap competency level of the level for certain employee position Competency Training and Assessment Development Program 31 www.exploreHR.org

Slide 32: Competency Profile Per Position Required Level Position Required Competency 1 2 3 4 5 Communication Skills Public Speaking Training & Leadership Development Training Need Analysis Manager Material Development Training Evaluation Communication Skills Interview Skills Recruitment Analytical Thinking Supervisor Understand Selection Tools Teamwork Customer Orientation Score Required Competency Type 32 www.exploreHR.org

Slide 33: Competency Profile Per Position Managerial competency 1 2 3 4 Leadership Required Level Actual Level Achievement Orientation Teamwork Planning & Organizing Functional competency 1 2 3 4 Mechanical Engineering Mechanical Equipment Maintenance Competency Position Relevant Training Modules Requirements  Leadership I SUPERVISOR Leadership  Communication Skills I  The Art of Motivating Employees  Providing Effective Feedback  Goal Setting Technique Achievement Orientation  Work Motivation  Planning & Organizing  Continuous Self Improevement 33 www.exploreHR.org

Slide 34: Training Matrix for Competency Development Service Excellence Building Productive Motivation Training Effective Leader 1 Effective Leader 2 Creative Problem Communication Seminar Series On Becoming On Becoming Achievement for Customer Management Professional Productive Teamwork Strategic Training Title Solving Series Position Managerial Competency V Communication Skills V Leadership V Teamwork Supervisor V Achievement Orientation V Customer Focus V Job Functional Skills V Communication Skills V Leadership V Teamwork V Achievement Orientation Manager V Customer Focus V Strategic Thinking V Problem Solving & Decision Making V Job Functional Skills V = compulsory training 34 www.exploreHR.org

Slide 35: Enhance Training Effectiveness Make the material meaningful Training Provide for Effectiveness transfer to learning Motivate the trainee 35 www.exploreHR.org

Slide 36: Enhance Training Effectiveness • At the start of training, provide the Make the trainees with a bird’s-eye view of the material meaningful material to be presented. Knowing the overall picture facilitates learning. • Use a variety of familiar examples when presenting material • Organize the material so that it is presented in a logical manner and in meaningful units • Try to use terms and concepts that are already familiar to trainees • Use as many visual aids as possible 36 www.exploreHR.org

Slide 37: Enhance Training Effectiveness • Maximize similarity between the training Provide for situation and the work situation transfer to learning • Provide adequate training practice • Identify each feature of the step in the process 37 www.exploreHR.org

Slide 38: Enhance Training Effectiveness • People learn best by doing. Try to provide Motivate as much realistic practice as possible the trainee • Trainees learn best when correct response on their part are immediately reinforced. • Trainees learn best when they learn at