HR in movie

1. Human Resources Management
Submitted By: Submitted To:
Group-3 Dr. V. Ekkirala
Synopsis
of

3. A team of talented illusionists called "The Four Horsemen" (played
by Jesse Eisenberg, Woody Harrelson, Isla Fisher, and Dave Franco)
are investigated by a resolute FBI agent (Mark Ruffalo) following a
series of brazen heists that leave their audiences swimming in cash
while draining the bulging bank accounts of unscrupulous business
leaders. Morgan Freeman, Michael Caine, and Melanie Laurent co-star
in this sleight-of-hand thriller directed by Jason Buchanan.

4. TRAINING & DEVELOPMENT
RECRUITMENT
MANPOWER PLANNING
STRATEGIC HRM
SELECTION
CONFLICT
EXPERTISE

5. • To be effective in the global marketplace, human resource departments
increasingly must act as a strategic partner with other organizations in the
company.
• Recruiting, interviewing and hiring the right personnel to produce quality
products and services depend on good communication between managers in all
branches of the business.
• To become strategic, HRM must be involved with the firm’s objectives. This
involvement increases firm performance.
• Individual employee performance has an impact on firm performance.

6. Video

7. • Since individual and/or sectional interests are embedded in organizational relations, the
meaning and significance of manpower plans will depend very much on the political and
career systems of which they are both a condition and a consequence.
• Manpower Planning which is also called as Human Resource Planning consists of putting right
number of people, right kind of people at the right place, right time, doing the right things
for which they are suited for the achievement of goals of the organization.
• It involves two stages:
• The first stage is concerned with the detailed “planning of manpower requirements for all
types and levels of employees throughout the period of the plan”.
• The second stage is concerned with “planning of manpower supplies to provide the
organization with the right types of people from all sources to meet the planned
requirements.”

8. • Video

9. • Recruitment refers to the overall process of attracting, selecting and appointing suitable candidates for jobs
within an organization.
• Recruitment can also refer to processes involved in choosing individuals for unpaid positions, such as
voluntary roles or unpaid trainee roles.
• The Process of generating a pool of qualified candidates for a particular job.
• The Process of discovering potential candidates.
• RECRUITMENT GOALS :-
1. Attract the Qualified Applicants.
2. Encourage Unqualified Applicants to self- select themselves out.
• RECRUITMENT IS A TWO WAY STREET RECRUITMENT -Organization is Looking for a Qualified Applicants and
Applicants are Looking for the Potential Emplacement Opportunities

10. • The Process of making a “Hire” or “No Hire” decision regarding each applicant for a job.
• Selection is the process of choosing qualified individuals who are available to fill the positions in
organization.
• BASIC SELECTION CRITERIA - Formal Education Experience and Past Performance Physical
Characteristics and Personality Characteristics
• SELECTION METHODS - 1. Testing 2. Gathering Information 3. Interviewing.
• Tests measure knowledge, skill, and ability, as well as other characteristics, such as personality
traits.
• Four stage magicians, J. Daniel ,Merritt McKinney ,Henley and Jack Wilder, are each given a tarot
card that lead them to the same empty New York City apartment, where they find information
from an unknown benefactor. This shows that the owner of Eye has selected these four horsemen
from pool of many other magicians. So here we can apply the concepts of Recruitment and
Selection

11. Video

12. • It's about identifying a person's job skills and strengths in areas like teamwork,
leadership, and decision-making. Large organizations may use some form of this
technique to understand how to best use each worker or how to combine the strengths
of different employees to produce the highest quality work.
• Competency mapping involves the process by which we determine the nature and scope
of a specific job role, the skills required, the level of knowledge required, and the
behavioural capacities required to apply those skills and knowledge in that role.
• In this Dylan has made a team keeping in mind the concept of Competency Mapping as
all four of them were good at different things and according to the job they need to
perform it would be great if they work as a team

13. • Conflict management is the practice of being able to identify and handle
conflicts sensibly, fairly, and efficiently.
• Since conflicts in a business are a natural part of the workplace, it is important
that there are people who understand conflicts and know how to resolve them.
• An accommodating manager is one who cooperates to a high degree
• Avoiding an issue is one way a manager might attempt to resolve conflict.
• Collaborating managers become partners or pair up with each other to achieve
both of their goals in this style.
• Competing: This is the win-lose approach. A manager is acting in a very assertive
way to achieve his or her own goals without seeking to cooperate with other
employees, and it may be at the expense of those other employees

14. Video

15. • TRAINING AND DEVELOPMENT is a subsystem of an organization and core
function of human resource management.
• It ensures continuous skill development of employees working in organization
and habituates process of learning for developing knowledge to work.
• Training and development is vital part of the human resource development.
• Training and Development is the foundation for obtaining quality output from
employees.
• It is assuming ever important role in wake of the advancement of technology
which has resulted in ever increasing competition, rise in customer’s expectation
of quality and service and a subsequent need to lower costs.

16. Video

18. Whichof the following is a written statement of the skills, knowledge, abilities, and othercharacteristicsneeded to
performa job effectively?
a. Job design.
b. Job specification.
c. Job analysis.
d. Job description.
Ans-b. Job specification

19. Whichtermdescribes the process of gathering, analysing and synthesizinginformationabout the jobs that are being
done and anynewjobs that are envisaged?
a. Job description.
b. Job analysis.
c. Job specification.
d. Human resource inventory.
Ans-b. Job Analysis.

20. An individualized outline of training, experience and possiblyeducation designed to facilitatean employee'sgrowth
and enhance opportunitiesfor advancement is called:
a. Job description.
b. Career development plan.
c. Assessment sheet.
d. Interview form.
Ans-b. Career development plan.

21. A formal, systematicappraisal of the qualitative and quantitative aspects of an employee'sperformance is called:
a. Performance evaluation.
b. Performance appraisal.
c. Performance analysis.
d. Orientation.
Ans-a. Performance evaluation.

22. It consistsof putting right number of people, right kind of people at the right place, right time, doing the right things
for whichtheyare suited for the achievement of goals of the organization:
a. Recruitment Selection.
b. Competency mapping.
c. Job Analysis.
d. Manpower planning.
Ans-d. Manpower planning.

23. This is a process to identifykeycapabilities for an organization and/or a job and incorporating
those capabilitiesthroughout thevariousprocesses(i.e. job evaluation, training, recruitment) of the organization.
a. Recruitment & Selection.
b. Job Analysis.
c. Competency Mapping.
d. Manpower planning.
Ans-c. Competency Mapping