Human resource mangement process


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  • Future human resource needs are determined by org goals n strategies, demand for the employees acc to products, revenue by assessing current and future needs managers estimate HR shortages both in number and type and where org will be over and under staffed
  • 1.The application depicts for which designation candiadate want to apply.Interview takers use the information provided in these applications for taking interviews of candidates
  • 5.Finds the personality traits and character reflections of applicant. 6.So that no other employee could be affected by him. This is conducted by firm’sdoctor.
  • Human resource mangement process

    2. 2. <ul><li>Aburrub </li></ul><ul><li>Tanveer Ahsan </li></ul><ul><li>Abid Ali </li></ul><ul><li>Kamran </li></ul><ul><li>Rabia Riaz </li></ul><ul><li>Amna Ahmed </li></ul><ul><li>Nousheen Chaudry </li></ul>M embers P resenting:
    3. 3. Management Functions <ul><li>Planning </li></ul><ul><li>Organizing </li></ul><ul><li>“ Human Resource Management” </li></ul><ul><li>Leading </li></ul><ul><li>Controlling </li></ul>
    4. 4. Introduction to HRM
    5. 5. What is HUMAN RESOURCE MANAGEMENT <ul><li>The management function that deals with recruitment, placement, training, development of organization members. </li></ul><ul><li>HRM is a process for staffing the organization and sustaining high employee performance. </li></ul><ul><li>HRM can be defined as all the practices , systems and procedures implemented to attract, acquire, develop and manage human resources to achieve the goals of an organization. </li></ul><ul><li>Simply it is managing the employment relationship </li></ul>
    6. 6. Importance of “Human Resource Management” <ul><li>Staff is the most important resource of an organization. </li></ul><ul><li>Human resource is the key ingredient to success. </li></ul><ul><li>“ Human resource” creates organizational accomplishments and innovations. </li></ul>
    7. 7. Components of a HRM System Recruitment/ Decruitment Training/ Development Compensation & Benefits Performance Management Human Resource Planning Orientation Selection Career Development HRM
    8. 8. Mobilink GSM in context with HRM
    9. 9. Mobilink GSM in context with HRM <ul><li>Our group will be explaining the Human resource management of the company Mobilink GSM company originated in 1994 which provides the best cellular services within Pakistan . </li></ul><ul><li>Mobilink has a very well defined and structured department and its various policies of keeping each employee productive part of the organization are intoned with the corporate worlds requirement. </li></ul><ul><li>Employees in the company are largely committed to their organization and have shown progress in the company. Employees are satisfied with the HR department of Mobilink GSM Company. </li></ul>
    10. 10. Human Resource Planning
    11. 11. HRM “ Planning” <ul><li>Human resource planning is designed to ensure the future personnel needs will be constantly and appropriately met. </li></ul><ul><li>The process by which managers ensure that they have the right number and kinds of people in the right places, and at the right times, who are capable of effectively and efficiently performing assigned tasks. </li></ul>
    12. 12. Planning.. <ul><li>It is accomplished through analysis of </li></ul><ul><li>Internal factors : Current and expected skill needs, vacancies and departmental expansions and reductions. </li></ul><ul><li>Environmental factors : Labor markets, use of computers to build and maintain information about employees </li></ul>
    13. 13. H uman R esource P lanning (continued) <ul><li>Human resource planning must be integrated within the organizations strategic plans </li></ul><ul><li>Senior management must emphasize the importance of human resource planning </li></ul><ul><li>Human resource planning must be based on the most accurate information available. </li></ul><ul><li>A clear plan must be developed with associated time-spans and scope of activity. </li></ul>
    14. 14. P lanning ………. (continued) <ul><li>Current Assessment: </li></ul><ul><li>Job analysis </li></ul><ul><li>Defines jobs and the behaviors to perform them . </li></ul><ul><li>Job description </li></ul><ul><li>A written statement of what a job holder does, how its done and why it is done. </li></ul><ul><li>Job specification </li></ul><ul><li>A statement of the minimum qualifications that a person must possess to perform a given job successfully. </li></ul><ul><li>Meeting Future Human Resource Needs. </li></ul>
    15. 15. P lanning P rocedures Of Mobilink GSM <ul><li>At Mobilink, our belief is that &quot; Our people are our greatest asset”. We take great pride in acknowledging the contribution each one of us makes. </li></ul><ul><li>We focus on People Development and for that we ensure: </li></ul><ul><li>Staff Mobilink with world class Professionals and ensure that the right systems are in place to encourage them to develop to their full potential. </li></ul><ul><li>Create a collaborative and mutually s upportive work environment that encourages people to grow. </li></ul><ul><li>Build a team of professionals who deliver expertise by participating in business decisions. </li></ul><ul><li>Develop Performance Management and reward systems underlying our Business strategy. </li></ul><ul><li>We aim at making Mobilink a great place to work </li></ul>
    16. 16. Recruitment & Decruitment
    17. 17. R ecruitment <ul><li>The development of a pool of job candidates in accordance with a human resource plan </li></ul><ul><li>It is the process of locating, identifying, and attracting capable applicants . </li></ul>D ecruitment Techniques for reducing the labor supply within an organization. e.g. firing ,layoffs, transfers, retirements.
    18. 18. Recruitment…. (continued) <ul><li>Job description : </li></ul><ul><li>A written description of a non-management job, covering title, duties and responsibilities and including its location on the organization chart. </li></ul><ul><li>Position description: </li></ul><ul><li>A written description of a management position. </li></ul><ul><li>Hiring specification: </li></ul><ul><li>It defines the education, experience and skills an individual must have in order to perform effectively in the position he/she is applying </li></ul>
    19. 19. Sources Of recruiting Potential Job Candidates <ul><li>Labor market: </li></ul><ul><li>Easy to recruit in large labor markets . </li></ul><ul><li>The type or level of the position: </li></ul><ul><li>The more specialized the position the more recruitment efforts . </li></ul><ul><li>The size of the organization: </li></ul><ul><li>The larger the organization the easier it is to recruit. </li></ul>
    20. 20. Process of Recruitment <ul><ul><li>Steps in the Recruitment process: </li></ul></ul><ul><ul><ul><li>Internal Search </li></ul></ul></ul><ul><ul><ul><li>Advertisement of a job vacancy. </li></ul></ul></ul><ul><ul><ul><li>Web based advertising. </li></ul></ul></ul><ul><ul><ul><li>Preliminary contact with potential job candidates. </li></ul></ul></ul><ul><ul><ul><li>Initial screening to create a pool of qualified applicants. </li></ul></ul></ul><ul><li>Methods of Recruitment process: </li></ul><ul><li>External Recruitment </li></ul><ul><li>Internal Recruitment </li></ul>
    21. 21. R ecruitment P olicies of Mobilink GSM <ul><li>Source : </li></ul><ul><li>Current Mobilink Employees </li></ul><ul><li>Internal and external Advertisements </li></ul><ul><li>Data Bank </li></ul><ul><li>Employment Agencies and consultants </li></ul>
    22. 22. Mobilink GSM Guidelines <ul><li>External Recruitment: </li></ul><ul><li>No candidate under age of eighteen can apply for the job </li></ul><ul><li>Candidates can’t apply for the job if their blood relations work in PMCL-Mobilink. </li></ul><ul><li>Heads are responsible for hiring procedures </li></ul><ul><li>Human resources jointly with the department heads decide the salary range </li></ul><ul><li>Minimum qualification must be a bachelor degree. </li></ul><ul><li>Candidate are required to successfully complete any job related selection test given to them. </li></ul>
    23. 23. Mobilink GSM Guidelines (continued) <ul><li>Internal Recruitment: </li></ul><ul><li>Internal candidates has to be a confirm employees of Mobilink of who have completed a one year of service in their existing designation. </li></ul><ul><li>Selected candidates are required to join the new job/position after getting clearance from supervisor and will be on probation for a period of three months. </li></ul>
    24. 24. General Conditions for Recruitment in MOBILINK GSM <ul><li>Recruitment is done through human resources Department. </li></ul><ul><li>An Applicant’s knowledge ,skill and aptitude should relate to the position, Education, Experience, Intelligence test, Interviews, References, Medical test. </li></ul><ul><li>Initially applicants may submit a hand written/typed application along with a legal bio-data and 2 passport sized photograph to HR department </li></ul><ul><li>They are required to fill the standard application from the Company Application. </li></ul>
    25. 25. Selection
    26. 26. Selection <ul><li>The process of assessing candidates and appointing a post holder to ensure that the most appropriate candidates are hired. </li></ul><ul><li>The scheme used for optimally staffing the organization </li></ul>
    27. 27. Selection <ul><li>Validity and Reliability </li></ul>Validity Reliability The proven relationship that exists between a selection device and some relevant job criterion The ability of a selection device to measure the same thing consistently
    28. 28. Selection Criteria <ul><li>1.Completed Job Applications: </li></ul><ul><li>This step indicates the employee desire position and this application provides information useful for interviews. </li></ul><ul><li>2. Interviews: </li></ul><ul><li>It is most common method in which selection committee evaluates a candidate’s abilities by following methods: </li></ul>
    29. 29. Selection Criteria (continued) <ul><li>Types Of Interviews: </li></ul><ul><li>Testing: </li></ul><ul><li>To measure the job and learning skills of the candidate. </li></ul><ul><li>Initial Screening: </li></ul><ul><li>A type of interview in which questions are asked about experience of the candidate and his salary expectations </li></ul><ul><li>P anel and S erial interviews. </li></ul><ul><li>To evaluate a candidate for the job. </li></ul>
    30. 30. Steps In Selection (continued) <ul><li>In Depth Selection Interviews: </li></ul><ul><li>These interviews are conducted by the manager to whom the applicant will report. </li></ul><ul><li>The objective of this step is to find out more about applicant as an individual . </li></ul><ul><li>3. Background Checks: </li></ul><ul><li>Selection committee confirm the truthfulness of application Résumé or of the application form. </li></ul><ul><li>The previous supervisor of the applicant is called to confirm this information and to get his career highlights. </li></ul>
    31. 31. Steps In Selection (continued) <ul><li>4.Physical Examination: </li></ul><ul><li>It is conducted to ensure the physical fitness of applicant. </li></ul>
    32. 32. Steps In Selection (continued) <ul><li>5.Job Offer: </li></ul><ul><li>Welcome </li></ul><ul><li>Position / title </li></ul><ul><li>Authority, duties and responsibilities </li></ul><ul><li>Starting date, normal work hours </li></ul><ul><li>Starting salary </li></ul><ul><li>Benefit package </li></ul><ul><li>Other - probationary period, travel, etc. </li></ul>
    33. 33. Selection Criteria of Mobilink GSM <ul><li>Information regarding the qualifications and job description is provided by the company to identify suitable candidates. </li></ul><ul><li>Candidates are supposed to complete the Pre-Employment forms and then the HRM department conducts the interviews and tests which are discussed in previous slides. </li></ul><ul><li>There is a restriction by the company that the Divisional/Department Head and HRM department must agree before the final selection of the candidate. </li></ul>
    34. 34. Selection Criteria of Mobilink GSM (continued) <ul><li>Following information's are required by Mobilink from the applicant: </li></ul><ul><li>In case of Non-Payment employees Mobilink signs a contract of 1 year which can be extended to another year. </li></ul><ul><li>After selection the candidate is required to complete a 3 month long probationary period. </li></ul><ul><li>HRM department prepares and delivers the Employment Letters to the employee and obtain signature of him on a copy. </li></ul><ul><li>Candidates rejected or kept on file are sent regret letters. </li></ul>
    35. 35. Selection Criteria of Mobilink GSM (continued) <ul><li>Hiring Committee </li></ul><ul><li>Mobilink’s Hiring Committee constitutes following members for hiring on all the levels: </li></ul><ul><li>Respective Department Head </li></ul><ul><li>Head Of Human Resources </li></ul><ul><li>President </li></ul>
    36. 36. Selection Criteria of Mobilink GSM (continued) <ul><li>Appointment Letters: </li></ul><ul><li>Mobilink’s appointment letters for successful candidates spells out the terms and conditions of the employment and benefits applicable to the position. </li></ul><ul><li>At the time of confirmation the concerned department is send the feedback for confirmation. </li></ul>
    37. 37. O rientation
    38. 38. O rientation <ul><li>Introduction of a new employee to his/her job and the organization. </li></ul><ul><li>A program designed to help employees fit smoothly into an organization; also called socialization. </li></ul><ul><li>Orientation or socialization is designed to provide new employees with the information needed to function comfortably and effectively in the organization. </li></ul>
    39. 39. O rientation (continued) <ul><li>It conveys three types of information: </li></ul><ul><li>General information about daily work routine. </li></ul><ul><li>Review of organization’s history ,purpose operations, and products or services and contribution of employee’s job to the organization’s needs. </li></ul><ul><li>Presentation of organization’s policies, work rules and employee benefit. </li></ul>
    40. 40. Types of O rientation <ul><li>Two types of orientation: </li></ul><ul><li>Work unit orientation: </li></ul><ul><li>Familiarizes employee with goals of work unit, contribution to the unit’s goals, introduction to co-workers. </li></ul><ul><li>Organization orientation: </li></ul><ul><li>Informs employee about the organization’s objectives, history ,philosophy procedures and rules, human resource policies and benefits. Tour of organization’s work facilities. </li></ul>
    41. 41. Orientation of new employees in Mobilink GSM <ul><li>Objective is to inform all new employees with the basic structure and rules of Mobilink . </li></ul><ul><li>Human resource Department is responsible for orientation. </li></ul><ul><li>Orientation CD regarding PMCL , Organizational charts. </li></ul><ul><li>With the first week of the employment employee go through Department orientation . </li></ul>
    42. 42. Orientation of new employees in Mobilink GSM (continued) <ul><li>Within 30 days of employment all new employees attend a formal orientation program which includes </li></ul><ul><li>Nature of business </li></ul><ul><li>History-philosophy and structure of company </li></ul><ul><li>Structure chain command within the company </li></ul><ul><li>Company benefit plans </li></ul><ul><li>Layout and facilities offered by the company . </li></ul>
    43. 43. Training
    44. 44. Training Programs <ul><li>A process designed to maintain or improve current job performance. </li></ul><ul><li>Most training is directed at upgrading and improving an employee’s abilities or skills. </li></ul>
    45. 45. Developmental Programs <ul><li>A process designed to develop skills necessary for future work activities. </li></ul>
    46. 46. Difference between Training and Developmental Programs <ul><li>Training is for the current improvement in the job while developmental program is for improving the skill which will be used in the future . </li></ul><ul><li>Both managers and non-managers receive help from training and developmental program but mostly non-managers are concerned with training while the managers are concerned with developmental programs. </li></ul>
    47. 47. Why Training and Developmental Program? <ul><li>To improve three types of skills </li></ul><ul><li>Technical skills </li></ul><ul><li>Interpersonal skills </li></ul><ul><li>Problem solving skills </li></ul>
    48. 48. Types Of Skills <ul><li>Technical Skills: </li></ul><ul><li>“ The skills of improving basic skills like the ability to read , write and doing math computations as well as job specific competences”. </li></ul>
    49. 49. Types Of Skills (continued) <ul><li>Interpersonal skills: </li></ul><ul><li>“ This type of training includes learning how to be better listener, how to communicate ideas more clearly and how to reduce conflicts”. </li></ul>
    50. 50. Types Of Skills (continued) <ul><li>Problem solving skills: </li></ul><ul><li>“ These skills include participating in activities to sharpen logic , reasoning and skills at defining problems, being creative in developing alternatives, analyzing alternatives and selecting solutions”. </li></ul>
    51. 51. Training Methods <ul><li>Most training takes place on the job because this approach is simple and inexpensive. </li></ul><ul><li>Some skill training is too complex to learn on the job. in such cases it should take place outside the work setting. </li></ul>
    52. 52. Training In Mobilink GSM <ul><li>The purpose of training is to upgrade the capabilities and efficiency of all those employees and prepare them for more responsible positions in future. </li></ul><ul><li>Provide employees with greater opportunity to grow and succeed with in the company. </li></ul><ul><li>To strengthen management and professional teams at all organizational levels. </li></ul>
    53. 53. Training In Mobilink GSM (continued) <ul><li>The employees are trained technically and periodically either locally or abroad according pre-planned programs. </li></ul><ul><li>Training in Mobilink GSM upgrades capabilities of employees, provides guidance and individual counseling . </li></ul><ul><li>Construct training programs and provide employees a variety of Job skills, Technical, Clerical and Supervisory and Managerial courses. </li></ul>
    54. 54. Training and Development in Mobilink GSM_______ <ul><li>The human resource department conducts a meeting with department heads at the end of the training program. </li></ul><ul><li>The purpose of this meting is to focus on the individual discipline and performance during the training program. </li></ul><ul><li>Then on the basis of their performance they give them advance jobs. </li></ul><ul><li>They fill every position vacancy with the best qualified person obtained. </li></ul><ul><li>They prefer their own employees and go outside only when fully qualified person is not obtainable. </li></ul>
    55. 55. Employees Performance Management
    56. 56. Employee Performance Management <ul><li>Performance management is a process used within organization to establish and evaluate an individual’s job performance to achieve goals and objectives . </li></ul>
    57. 57. Performance Management <ul><li>Performance Appraisal </li></ul><ul><ul><li>A process of systematically evaluating performance and providing feedback upon which performance adjustments can be made. </li></ul></ul><ul><ul><li>Performance appraisal should be based on job analysis, job description, and job specifications. </li></ul></ul>
    58. 58. Types of P erformance A ppraisal <ul><li>Informal Performance Appraisal: </li></ul><ul><li>“ The process of continually feeding back to subordinates information regarding their work performance” </li></ul><ul><li>Formal Performance Appraisal: </li></ul><ul><li>“ A formalized appraisal process for rating work performance, identifying deserving raises or promotions, and identifying those in need of further training”. </li></ul>
    59. 59. Performance Appraisal Methods Graphic Rating Scale Written Essays Critical Incidents 360 Degree Feedback Multiperson Comparisons BARS Behavioral Anchored Rating Scales
    60. 60. Written essay <ul><li>A technique in which an evaluator writes out employee strengths,weeknesses,past performance and potential. </li></ul><ul><li>Advantages of this is simple to use. </li></ul><ul><li>Disadvantages of this is more a measure of evaluators writing ability than of employee actual performance. </li></ul>
    61. 61. Graphical rating scale <ul><li>A performance appraisal technique in which an employee is rated on a set of performance factors. </li></ul><ul><li>Advantages of this provide quantitative data , less time consuming than other methods . </li></ul><ul><li>Disadvantage of this do not provide depth of job behavior assessed. </li></ul>
    62. 62. Critical incidents <ul><li>A technique in which the evaluator focuses on the critical behaviors that separate effective from ineffective job performance. </li></ul><ul><li>Advantage rich examples behaviorally based. </li></ul><ul><li>Disadvantage time consuming lack of quantification. </li></ul>
    63. 63. Behaviorally anchored rating scales ( BARS ) <ul><li>A performance appraisal technique that appraises an employee on example of actual job behavior. </li></ul><ul><li>Advantage focus on specific and measurable job behaviors. </li></ul><ul><li>Disadvantage time consuming difficult to develop. </li></ul>
    64. 64. Multiperson comparisons <ul><li>Performance appraisal techniques that compare one individuals performance with that of one or more other individuals. </li></ul><ul><li>Group ranking </li></ul><ul><li>Individual ranking </li></ul><ul><li>Advantage compares with one another . </li></ul><ul><li>Disadvantage unwieldy with large no of employees. </li></ul>
    65. 65. 360 degree feedback <ul><li>A performance appraisal method that utilizes feedback from supervisors employees and coworkers. </li></ul><ul><li>Advantage of this is thorough . </li></ul><ul><li>Disadvantage time consuming. </li></ul>
    66. 66. Performance Management (conclusion) <ul><li>To be meaningful, an appraisal system must be: </li></ul><ul><ul><li>Reliable — provide consistent results across time. </li></ul></ul><ul><ul><li>Valid — actually measure people on relevant job content. </li></ul></ul><ul><li>Measurement errors can threaten the reliability or validity of performance appraisals. </li></ul>
    67. 67. Performance Management in Mobilink GSM <ul><li>PMCL provide a formal review program to evaluate work performance and to promote communication and discussion of job performance w.r.t. past performance at Mobilink </li></ul>
    68. 68. Performance Management in Mobilink GSM (continued) <ul><li>Mobilink asses the employee on: </li></ul><ul><li>Leadership. </li></ul><ul><li>Communication skills. </li></ul><ul><li>Team work and Co-operation. </li></ul><ul><li>Problem solving & decision making. </li></ul><ul><li>Initiative and drive. </li></ul><ul><li>Flexibility. </li></ul><ul><li>Customer focus. </li></ul>
    69. 69. Performance Management in Mobilink GSM (continued) <ul><li>Performance appraisal is done on an annual basis (from January 1st to December 31st) </li></ul><ul><li>To give a chance to subordinates to evaluate their seniors a 360 degree evaluation is conducted at the tome of the performance evaluation. </li></ul><ul><li>The immediate supervisor prepares an annual report in December of each year of each employee </li></ul><ul><li>Increments are also given at the end of the year ,increments are percentage of salaries. </li></ul><ul><li>Promotions is given on good performance after completing two years in the current grade. </li></ul><ul><li>Bonuses are given but the employee must have to complete 6 months in the company service. </li></ul>
    70. 70. Career Development
    71. 71. Career <ul><li>A sequence of positions held by a person during his or her lifetime. </li></ul><ul><li>It is also defined as “advancement”. </li></ul>
    72. 72. Career Development (Past) <ul><li>Programs typically designed by organizations </li></ul><ul><li>To advance their work activities within specific organization. </li></ul><ul><li>Provide information ,assessment and training to help employees to realize their career goals. </li></ul><ul><li>Attract and retain highly talented people. </li></ul>
    73. 73. Career Development (Today) <ul><li>Wide spread organizational changes have lead to uncertainty and chaos concerning the concept of traditional organizational career. </li></ul>
    74. 74. Significant Conclusion about Career Development ? <ul><li>The individual – not the organization is responsible for his/her own career! </li></ul><ul><li>Organizational members have to look out for themselves and become more self reliant. </li></ul><ul><li>Boundary less career is being established in which individual rather than organization define </li></ul><ul><li>Career Progression. </li></ul><ul><li>Organizational loyalty. </li></ul><ul><li>Important skills. </li></ul><ul><li>Market place value. </li></ul>
    75. 75. Career Decisions <ul><li>Career choice. </li></ul><ul><li>Initiate Job search. </li></ul><ul><li>How to survive and excel in your career. </li></ul><ul><li>Opportunities for personnel development. </li></ul><ul><li>Benefits. </li></ul><ul><li>Recognition for good performance. </li></ul><ul><li>Job location. </li></ul><ul><li>Money. </li></ul><ul><li>Working as a team. </li></ul>
    76. 76. Successful Management for Career Development <ul><li>Develop a network. </li></ul><ul><li>Continue upgrading your skills. </li></ul><ul><li>Stay mobile. </li></ul><ul><li>Support your boss. </li></ul><ul><li>Don’t stay too long in your first job. </li></ul><ul><li>Stay visible. </li></ul><ul><li>Gain control of organization resources. </li></ul><ul><li>Learn the power structure. </li></ul><ul><li>Present the right image. </li></ul><ul><li>Do Good work. </li></ul>
    77. 77. Career Development In Mobilink GSM____ <ul><li>Mobilink GSM supports the development of its employee’s skills and abilities with an aim to achieve their potential. </li></ul>
    78. 78. Procedures for Career Development In Mobilink GSM <ul><li>All vacancies for Positions of grade level “Assistant Manager” and above are announced internally or displayed on notice board. </li></ul><ul><li>One year experience of work in Mobilink company </li></ul><ul><li>Selected person ensure to meet all requirements and will join the new job after getting clearance from department head for probation period. </li></ul>
    79. 79. Procedures for Career Development In Mobilink GSM (continued) <ul><li>Submission of application to HR department </li></ul><ul><li>Candidates are evaluated and assessed through test. </li></ul><ul><li>Performance appraisal System provides basis for decisions regarding confirmation, promotion and annual increment of Mobilink. </li></ul><ul><li>Results of performance appraisal is increments, salary adjustments and promotions showing the last three years inclination of company after obtaining approval from the president </li></ul>
    80. 80. Current Issues Of Human Resource Management
    81. 81. Current Issues Of HRM <ul><li>Workforce Diversity : </li></ul><ul><li>A workforce that’s more heterogeneous in term of gender, ethnicity, age and other characteristics that reflect differences. </li></ul><ul><ul><li>Selection </li></ul></ul><ul><ul><li>Recruitment </li></ul></ul><ul><ul><li>Orientation & Training </li></ul></ul>
    82. 82. Current Issues Of HRM (continued) <ul><li>Work-Life Balance : </li></ul><ul><li>Balance between family life and work life. Employees can not leave their families. </li></ul><ul><li>Family Friendly Benefits </li></ul><ul><li>Dual Career Couples </li></ul>
    83. 83. Current Issues Of HRM (continued) <ul><li>Environmental Pressures: </li></ul><ul><li>External stakeholder interests, such as Union interests, situational factors (local labor market), can influence HRM. </li></ul><ul><li>Organizations react to these pressures </li></ul>
    84. 84. Current Issues Of HRM <ul><li>Four C’s Model For Evaluating Human Resources </li></ul><ul><li>Competence </li></ul><ul><li>Commitment </li></ul><ul><li>Congruence </li></ul><ul><li>Cost effectiveness </li></ul>
    85. 85. Current Issues Of HRM in Mobilink <ul><li>Following are some issues of HRM in Mobilink </li></ul><ul><li>The timing although is 9 am to 5 pm, but it is adhered to as the normal employee leaves his office not before 6 am. </li></ul><ul><li>The hierarchy chart shows 3 HR managers/ coordinators for Islamabad, here as only 1 fore Lahore. This can be unjustified keeping in view that a large number of employee work in Lahore. </li></ul><ul><li>Moblink has a formal environment which can be changed to more relax and friendly environment. </li></ul>
    86. 86. Conclusion <ul><li>Importance of HRM </li></ul><ul><li>HRM process </li></ul><ul><li>Job descriptions </li></ul><ul><li>Recruitment </li></ul><ul><li>Selection </li></ul><ul><li>Training </li></ul><ul><li>Performance appraisal method </li></ul><ul><li>Career development </li></ul><ul><li>Current issues </li></ul>