Human resource management involves matching an organization's needs to its employees' skills. The four basic HR functions are recruitment and hiring, compensation and benefits, training and development, and performance management. Recruitment begins with identifying job needs through analysis. Jobs are described and specifications are created. Recruitment sources can be internal or external. Selection involves screening, testing, interviews, and hiring. New employees undergo orientation and training. Performance is evaluated and rewarded through management systems.

1. Basics of Human
Resource Management

2. Human Resource Management
Managerial function that tries to
match an organization’s needs
to the skills and abilities of its
employees.

3. HR Manager’s Responsibilities

4. HRM Process

5. Purpose of HRM

6. Four Basic Functions of HRM
•Recruitment & Selection/Hiring
•Compensation & Benefits
•Training & Development
•Performance Management

7. Recruitment & Selection

8. Recruitment & Selection
Human
Resource
Planning
Recruiting Job
Applicants
Selection
Provides For

9. Identifying Job Need
Why does the organisation need new staff?
 A process of job analysis is needed
to identify the need for new staff
 It could be that there is no need and staff
could just be organised better

10. Analysing the Job
What will the job involve?
 Skills analysis – what competences
will be needed for the job?
 Specifying the job – what’s needed
to be done?
 Describing the job – main activities, training
provided, terms, location described.
 Specifying the person – qualifications,
experience, skills needed

11. Job Analysis - JA
 JA is a systematic investigation of the tasks,
duties and responsibilities necessary to do a job.
 This stage is where the key documents involved
in recruitment and selection are created:
 The job description – JD
 The person specification - JS
 These documents are crucial for working out if
you have the ‘right’ candidate.

12. Uses of Job Analysis
Job Analysis
Training
requirements
Job Evaluation
(Wage & Salary
Decisions
(Compensations)
Performance
Appraisal
Recruiting &
Selection
Decisions
Job Description &
Job Specification

14. Example of Job Description
JOB TITLE:_____ OCCUPATIONAL CODE: ________
REPORTS TO:___ JOB NO. : ___________________
SUPERVISES:___ GRADE LEVEL: _______________
AS ON DATE :_________
FUNCTIONS:
________________________________________________________
______________________________________________
DUTIES AND RESPONSIBILITIES:
________________________________________________________
______________________________________________
JOB CHARACTERISTICS:
________________________________________________________
______________________________________________

15. Example of Job Specification
JOB TITLE: __________________________
EDUCATION:_________________________
PHYSICAL HEALTH:
________________________________________________________________
________________________________________________________
APPEARANCE:
____________________________________________________________
MENTAL ABILITIES: _______________________________________________
SPECIAL ABILITIES: _______________________________________________
PREVIOUS WORK EXPERIENCE:
________________________________________________________________
________________________________________________________
SPECIAL KNOWLEDGE & SKILLS:_____________________________________
OTHER : ________________________________________________________

16. Recruitment
 Searching for, and obtaining, potential job
candidates in sufficient numbers and quality,
and at the right cost, for the organization to
select the most appropriate people to fill its
jobs.

17. How to Recruit
Internal External
 Job Postings
 Newsletters
 Succession
Planning
 HRIS
 Employee Referrals
 Application
Database
 Advertising
 Employment Agencies
 Govt. employment exchange
 Private agencies
 Head-hunters
 Colleges and
Universities
 Referrals / Word of
Mouth
 Job posting sites
 Social Media

18. SELECTION / HIRING
Selection is the process of gathering information
for the purposes of evaluating and deciding who
should be hired, under legal guidelines, for the
short and long term interests of the individual
and the organization.

19. THE SELECTION PROCESS
 Initial screening interview
 The Application form
 Employment tests
 Comprehensive Interview
 Background checking
 Medical /Physical examination
 Final Job Offer

20. Steps in Selection Process

21. Selection Tools
 Employment Tests
 Interviews

22. Type of Tests
Mental
Mechanical
Job knowledge
Work sample
Objective
Projective
Situational
Aptitude Achievement Personality

23. Types of Interviews
 Unstructured / Non-directive
 Structured / Patterned
 Panel
 Group
 Stress
 Behavioural (BDI)
 Situational (SI)
 Interviews using other media

24. Employee Orientation

25. Orientation Process
 The process of adapting new employees
to the organization.

26. Orientation Methods
Using an Employee Handbook
Conducting a Tour of Facilities
Involvement of Co-Workers
Follow-ups

27. Training & Development

28. Training & Development
 Is a function of human resource
management concerned with
organizational activity aimed at bettering
the performance of individuals & groups
in organizational settings.

29. The Five Step -Training & development
Process

30. Training Methods
 On-the-job Training
 Apprenticeship Training
 Simulated Training
 Classroom Training
 Distance Learning
 Computer Based Training
 Case Based Method
 Business Games
 Role Plays

31. Types of Training

32. Performance Management

33. Performance Appraisal
 Evaluating an employee’s current and/or
past performance relative to his or her
performance standards.

34. Performance Management
 The process that consolidates goal setting,
performance appraisal & development into a
single, common system, the aim if which is to
ensure that the employees performance is
supporting the company’s strategic aims.

35. Performance Management, Not
Performance Appraisal
 Performance appraisal can be defined as the formal
assessment and rating of individuals by their
managers at usually an annual review meeting.
 It should be distinguished from performance
management, which is a much wider, more
comprehensive and more natural process of
management that aims to clarify mutual expectations
and emphasizes the support role of managers, who
are expected to act as coaches rather than judges
and focuses on the future.

36. The Performance Appraisal Process
 Establish performance standards with employees
 Mutually set measurable goals
 Measure actual goals
 What to measure: Work output (quality and quantity), Personal
competencies and/or Goal (objective) achievement
 How we measure: rating scales, ranking methods and other
techniques
 Compare actual performance with standards
 Discuss appraisal with employees
 If necessary initiate corrective measure

37. Uses of Performance Appraisals
 Human Resource Planning
 Recruitment and Selection
 Training and Development
 Career Planning and Development
 Compensations Programs
 Internal Employee Relations
 Assessment of Employee Potentials

38. Who Should Do the Appraising?
Self-Rating
Subordinates
360-Degree
Feedback
Potential
Appraisers
Immediate
Supervisor
Peers
Customers
Team members

39. Appraisal Period
 Annual
 Six months / Bi-annual
 Appraisal can be done once or twice a
year but feedback should be continuous
and intermittent!

40. Performance Appraisal Methods
1. Rating Scales
2. Critical Incidents
3. Essay
4. Work Standards
5. Ranking
6. 360 degrees
7. MBO

41. 1. Rating Scales
 Rates according to defined factors
 Job factors and personal factors
 Judgments are recorded on a scale
 Many employees are evaluated quickly

44. 2. Critical Incidents
 Written records of highly favorable and
unfavorable work actions
 Appraisal more likely to cover entire
evaluation period
 Does not focus on last few weeks or
months

45. 3. Essay
 Brief narrative describing performance
 Tends to focus on extreme behavior
 Depends heavily on evaluator's writing
ability
 Comparing essay evaluations might be
difficult

47. 4. Work Standards
 Compares performance to predetermined
standard
 Standards - normal output of average worker
operating at normal pace
 Time study and work sampling used
 Workers need to know how standards were
set

48. 5. Ranking
 All employees from group ranked in
order of overall performance
 Paired comparison is a variation
 Comparison is based on single criterion,
such as overall performance

49. 6. 360-Degree Evaluation
 Multi-rater evaluation
 Input from multiple levels with firm and
external sources
 Focuses on skills needed across
organizational boundaries
 More objective measure of performance
 Not easy to manage
360o
feedback

51. 7. Management by Objectives (MBO)
 Involves setting specific measurable goals with
each employee and then periodically reviewing
the progress made.
1. Set the organization’s goals.
2. Set departmental goals.
3. Discuss departmental goals.
4. Define expected results (set individual goals).
5. Performance reviews.
6. Provide feedback.

53. Problems in Performance Appraisals
 Lack of objectivity
 Bias
 Leniency/Strictness
 Central Tendency
 Recent Behavior Bias
 Personal Bias (stereotyping)
 Manipulating the evaluation

54. Reward System

55. Total Reward
 Total Reward includes all types of
reward – non-financial as well as
financial, indirect as well as direct,
intrinsic as well as extrinsic.
 These embrace everything that people
value in the employment relationship
and are developed and implemented as
an integrated and coherent whole.

56. Total Rewards
 All of the tools available to the employer that
may be used to attract, motivate and retain
employees. Total rewards include everything the
employee perceives to be of value resulting
from the employment relationship.
 There are five elements of total rewards:
1. Compensation
2. Benefits
3. Work-Life
4. Performance and Recognition
5. Development and Career Opportunities