- HR History - HR Function - HR Role in 3 words - Recruitment - Job Analysis - Purpose of interviews - Types of interviews - Interview's questions - Training & development - Performance Management - HR needed qualifications - HR job titles

1. Human Resources

2. What do you think …
Human Resources Vs. Human Development

3. What do you think …
I’m the boss

4. What do you think …
When you interview someone!

5. What do you think …
HR member with other departments!

6. What do you think …

7. What you actually are …

8. History of HR Management
Industrial Revolution (1890)

9. The Evolution of HR
 Personnel
 Human Resources
 Human Capital
 Talent management

10. The Major Functions of HR
HR Functions

11. HR Role in 3 words
Attract Develop
Retain

12. Recruitment

16. Recruitment Process

17. Recruitment
6
1
5
Advertising – (AIDA)
Website & Social Media
Campus Booth – Opening
Head Hunt
Outsourcing
Referrals4
3
2
Sourcing “RecruitmentChannels”

18. Recruitment
Screening
Applications |
Resumes
Testing
Interviewing
Candidates
Checking
References
and
Background
SELECT
Selection process

19. Recruiting yield pyramid
16% ● ● ● ● ● ●
75% ● ● ● ●
67% ● ● ●
50% ● ●
●
 Recruiting yield pyramid
The historical arithmetic relationships between recruitment leads and
invitees, invitees and interviews, interviews and offers made, and
offers made and offers accepted.

21. © 2005 Prentice Hall Inc. All
rights reserved. 4–21
The Nature of Job Analysis
 Job analysis
 The procedure for determining the duties and skill
requirements of a job and the kind of person who should be
hired for it.
 Job description
 A list of a job’s duties, responsibilities, reporting
relationships, working conditions, and supervisory
responsibilities—one product of a job analysis.
 Job specifications
 A list of a job’s “human requirements,” that is, the requisite
education, skills, personality, and so on—another product of
a job analysis.

22. © 2005 Prentice Hall Inc. All
rights reserved. 4–22
Types of Information Collected
 Work activities
 Human behaviors
 Machines, tools, equipment, and work aids
 Performance standards
 Job context
 Human requirements

23. © 2005 Prentice Hall Inc. All
rights reserved. 4–23
Uses of Job Analysis Information
 Recruitment and Selection
 Compensation
 Performance Appraisal
 Training
 Discovering Unassigned Duties

24. Uses of Job Analysis Information

25. Charting the Organization
 Organization chart
 A chart that shows the organization wide distribution of
work, with titles of each position and interconnecting
lines that show who reports to and communicates to
whom.
 Process chart
 A work flow chart that shows the flow of inputs to and
outputs from a particular job.

26. Methods of Collecting Job
Analysis Information: The
Interview
 Information sources
 Individual employees
 Groups of employees
 Supervisors with
knowledge of the job
 Advantages
 Quick, direct way to find
overlooked information.
 Disadvantages
 Distorted information
 Interview formats
 Structured (Checklist)
 Unstructured

27. Interview Guidelines
 The job analyst and supervisor should work together to
identify the workers who know the job best.
 Quickly establish rapport with the interviewee.
 Follow a structured guide or checklist, one that lists open-
ended questions and provides space for answers.
 Ask the worker to list his or her duties in order of
importance and frequency of occurrence.
 After completing the interview, review and verify the data.

28. Methods of Collecting Job
Analysis Information:
Questionnaires
 Information source
 Have employees fill out
questionnaires to
describe their job-
related duties and
responsibilities.
 Questionnaire formats
 Structured checklists
 Opened-ended
questions
 Advantages
 Quick and efficient way
to gather information
from large numbers of
employees
 Disadvantages
 Expense and time
consumed in preparing
and testing the
questionnaire

29. Methods of Collecting Job
Analysis Information:
Observation
 Information source
 Observing and noting
the physical activities of
employees as they go
about their jobs.
 Advantages
 Provides first-hand
information
 Reduces distortion of
information
 Disadvantages
 Time consuming
 Difficulty in capturing
entire job cycle
 Of little use if job
involves a high level of
mental activity.

30. Methods of Collecting Job
Analysis Information: Participant
Diary/Logs
 Information source
 Workers keep a
chronological diary/ log
of what they do and the
time spent in each
activity.
 Advantages
 Produces a more
complete picture of the
job
 Employee participation
 Disadvantages
 Distortion of
information
 Depends upon
employees to accurately
recall their activities

31. Writing Job Descriptions
 A job description
 A written statement of what the worker actually
does, how he or she does it, and what the job’s
working conditions are.
 Sections of a typical job description
 Job identification
 Job summary
 Responsibilities and duties
 Authority of incumbent
 Standards of performance
 Working conditions
 Job specifications

32. Writing Job Specifications
 Specifications for trained personnel
 Focus on traits like length of previous service, quality of
relevant training, and previous job performance.
 Specifications for untrained personnel
 Focus on physical traits, personality, interests, or
sensory skills that imply some potential for performing
or for being trained to do the job.

33. Writing Job Descriptions
 Step 1. Decide on a Plan
 Step 2. Develop an Organization Chart
 Step 3. Use a Job Analysis/Description
Questionnaire
 Step 4. Obtain Lists of Job Duties from O*NET
 Step 5. Compile the Job’s Human Requirements
from O*NET
 Step 6. Complete Your Job Description

34. Interview

35. Purpose of Interview
 Selection Interview (evaluate candidates & market your
company)
 Appraisal Interview
 Exit Interview
Interviews formats
• Structured
• Unstructured

36. Types of Interview
Types of
Interviews
One to one
Interview
Panel
Interview
Mass
Interview
Case study
Interview
On-Job
Interview

37. Competency Model
 Competencies
Demonstrable characteristics of a person that enable performance
of a job.
• Definition
Choose one definition for every competency.
• Behavioral Indicators “BIs”
A behavioral indicator is used to provide an objective description
of the behavior that you might view from the candidate that
provides evidence that they either have or do not have the
competence that you are assessing.
• Assessment cases “Questions”
You ask questions that elicit facts you want to know instead of
opinions to provide a comprehensive picture of the interviewee.

38. Types of Competencies
 General Competencies (core) ……….… Activity
 Technical Competencies (Functional) … Committee
 Leadership Competencies ……………... Head of Committee

39. Interview’s Questions
Situational
interview
Behavioral
interview
Job-related
interview
Types of Questions asked
Stress
interview

40. How to deal with different
mentalities?
• Talkative (summaries what he said to stop him politely)
• Aggressive (be cool with him and try to make him came
down and smile)
• Silent (motivate him to speak)
• Funny (use booker face)
• Ego (ask him advanced questions and let him speak about his
disadvantages or you get it)
• Liar lying signs

41. How to detect Lies?

42. How to tell the applicant about
his Interview on phone?
 Say Hi
 Introduce yourself
 Tell him, his application is accepted
 Tell him the time and place of the Interview
 Ask him to bring a personal photo
 Ask him if he has any questions
 Summarize what you said again

43. How to prepare for the
Interview?
 Review the job description and competency based on
interview.
 Review your question bank and interview guide.
 Review well the applicant Resume / application.
 Have a paper and pencil to take notes.
 Give yourself enough time between interviews.
 Have a room conducive to an formal interview.
 Go to get the person.
 Shake hands.

44. How to start the interview?
 Smile.
 Begin with ice breaking.
 Introduce yourself.
 Start with general questions.
 Ask the interviewee to tell you more about him self.

45. How to manage the interview?
 Maintain eye contact
 Take notes about every thing the interviewee says
 Speak 30% of the interview and let the 70% for interviewee
 Notice interviewee self confidence.
 Focus on every word in the application and ask him about it.
 Ask questions directly and in sequence from what he say.
 Do not help or motivate.
 Control the interview and handle different mentalities.
 Take care of your body language.

46. How to close the interview?
• Thank the interviewee for his time.
• Tell him about the result announcing time and way.
• Ask him if he has any question about the interview and give
him 2 min. to say anything he didn’t mention during the
interview.
• Thank him with smile and say nice to meet you.

47. Interview Result
1) You will call him and
say “congrats” … You
accepted to be one of
us.
2) Start the Induction
Program.
Accepted
Not
Accepted
1) You will send a
rejection letter via
E-mail.
2) Ask him to follow
your organization on
the social media and
apply at the next
recruitment.

48. Training & Development
Training Coaching On job
10% 20% 70%

51. The Importance of Training
Business growth and increase in competition
demand world-class workforce.
Employer must invest in people, by upgrading and
updating their skills at all level.
1- To adapt to the rapid change in Technology and
business environment.
2- To improve the quality of services and products.
3- To boost productivity, reduction of mistakes and
ensure standardization.

52. The Importance of Training
4- to improve services and deal more effectively with
customer and prospects.
5- to strength employees commitment and
responsiveness.
6- to improve employees motivation by using their full
potential and generation of ideas.
7- to reduce turnover and attract highly skilled
candidate.
Training 5

53. Training & Development

54. Analysis
A
3 Levels Of
Analysis:
1.Organizational
TNA
2.Task TNA
3.Individual TNA

55. 1.Organizational
TNA

56.  It compares job requirements with employees’ KSA
to identify areas requiring improvement.
2.Task TNA

57.  It focuses on individual employee performance to
determine areas requiring training or development
3.Individual
TNA

58. Design
D
1-Defining goals
2- Setting objectives
3- Defining the target
audience
4- Selecting an
instructional designer

59. Development
D
1-Types of training programs:
•Orientation (induction)
•Skill development
2-Delivery methods:
•Classroom training
•Self-directed study
•E-learning
•Blended learning
•On-the-Job training

60. Implementation
I
1. Scheduling the program
–Selecting a facilitator
–Selecting a facility (location)
–Environmental considerations
–Space requirements
–Seating arrangements
2. Announcing and implement the
program

61. Evaluation
E

64. Why appraise performance
1. For providing information for promotion.
2. Reviewing employees behaviors.
3. Are you going to achieve your plan’s target.
4. Identify employee strength and weakness for career
planning.

65. SMART Goals

66. • Graphic rating scale method
• Alternation ranking method
• Paired comparison method
• Forced distribution method
• MBO
• Mixing the method

68. Maslow Pyramid

69. HR Needed Qualifications
HR
Qualificatio
ns
Technical
skills
Interperson
al skills
Networking
& Branding
Language
skills
Computer
skills

70. Director
Manager
Section Head
Supervisor
Specialist & Generalist
Assistant

72. Mahmoud Mokhtar Mahmoud
Human Resources – Training specialist at Ma’an
I enjoy helping people to get their knowledge and
upgrade their talents
Find more about me
Mobile: 0117300474
Email: mahmoudmokhtar@azhar.edu.eg