Recruitment, Selection, Socialization & Retention
RECRUITMENT
Definition
Constraints and Challenges
Sources and Methods of Recruitment
New Approaches to recruitment.
SELECTION
Definition and Process of Selection.
PLACEMENT
Meaning
Induction/Orientation
Internal Mobility
Transfer
Promotion
Demotion and Employee Separation.
Books referred - P. Subba Rao (Personnel & Human Resource Managment) & K. Ashwathappa (Human Resource Management)
This document provides an overview of strategic human resource management. It defines SHRM and explains its links to strategic management and the general planning process. The document outlines the SHRM process, including scanning the external and internal environment, identifying sources of competitive advantage, developing HR strategies, implementing those strategies, and monitoring/evaluating performance. It also discusses strategic fit and the relationship between business and HR strategies. Examples of Facebook's performance management and efforts to increase employee convenience are provided.
The document discusses job analyses and human resource planning and selection. It defines HR planning as ensuring an organization has the right number and type of employees with the right skills in the right places. Effective HR planning is important for meeting business objectives and gaining a competitive advantage. The key aspects of HR planning covered include linking it to organizational strategy, importance, processes, forecasting labor demand and supply, and common pitfalls. Job analysis is defined as collecting information on job tasks, responsibilities, skills and requirements. Methods of job analysis include questionnaires, observation, interviews and combining approaches. HR planning and job analysis are important for strategic planning, recruitment, performance management and other HR functions.
This document discusses strategic recruitment and the recruitment process. It defines recruitment and outlines the key strategic recruiting components, sources of recruitment, stages of recruitment, and areas for measuring recruitment effectiveness. The goal is to strategically connect qualified candidates to job openings by understanding labor markets and making optimal recruitment decisions.
The document discusses career management and development. It describes how career management is important for both employees and companies. Effective career management systems require shared responsibility between employees, managers, HR, and the company. Employees need to take initiative to assess their skills and identify goals, while managers provide feedback and support to help employees progress in their careers. Overall, the passage emphasizes that career development is an ongoing process that benefits both individuals and organizations.
Human resource planning is a process to ensure an organization has the right number and type of people at the right time. It involves forecasting future human resource needs, analyzing current supply, and implementing programs to address imbalances. Key aspects of HRP include forecasting demand and supply, balancing the two through programming, implementing plans, and controlling and evaluating outcomes. The goal is to maximize returns on human resource investments and ensure strategic objectives are met.
Forecasting is the process of predicting future events or trends based on historical or current data. It is important for business planning and decision making. There are various quantitative and qualitative techniques used for human resource forecasting, including regression analysis, trend analysis, managerial judgment, and the Delphi technique. Accurate HR forecasting helps organizations prevent understaffing or overstaffing and allows for efficient use of functions like production. Common variables forecasted include staffing needs, absenteeism, and costs. The document discusses different forecasting methods and their applications in HR planning.
The document discusses human resource planning. It defines human resource planning as analyzing and identifying an organization's need for and availability of human resources to meet its objectives. The key aspects of human resource planning covered are forecasting future human resource requirements and supply, comparing forecasts to identify surpluses or shortages, and developing programs to address imbalances. The goal of human resource planning is to ensure the right number and type of employees are available when and where needed.
This document discusses various types of internal employee mobility and separations within an organization. It describes promotion as upward movement to a higher position with increased pay and responsibilities. Lateral transfers move employees to different roles at the same level, while demotions lower employees' positions. Separations occur when employees leave the organization, such as through retirement, resignation, layoffs or termination. The document provides details on the objectives, types and processes around these different forms of internal employee movement and separation.
This document provides an overview of strategic human resource management. It defines SHRM and explains its links to strategic management and the general planning process. The document outlines the SHRM process, including scanning the external and internal environment, identifying sources of competitive advantage, developing HR strategies, implementing those strategies, and monitoring/evaluating performance. It also discusses strategic fit and the relationship between business and HR strategies. Examples of Facebook's performance management and efforts to increase employee convenience are provided.
The document discusses job analyses and human resource planning and selection. It defines HR planning as ensuring an organization has the right number and type of employees with the right skills in the right places. Effective HR planning is important for meeting business objectives and gaining a competitive advantage. The key aspects of HR planning covered include linking it to organizational strategy, importance, processes, forecasting labor demand and supply, and common pitfalls. Job analysis is defined as collecting information on job tasks, responsibilities, skills and requirements. Methods of job analysis include questionnaires, observation, interviews and combining approaches. HR planning and job analysis are important for strategic planning, recruitment, performance management and other HR functions.
This document discusses strategic recruitment and the recruitment process. It defines recruitment and outlines the key strategic recruiting components, sources of recruitment, stages of recruitment, and areas for measuring recruitment effectiveness. The goal is to strategically connect qualified candidates to job openings by understanding labor markets and making optimal recruitment decisions.
The document discusses career management and development. It describes how career management is important for both employees and companies. Effective career management systems require shared responsibility between employees, managers, HR, and the company. Employees need to take initiative to assess their skills and identify goals, while managers provide feedback and support to help employees progress in their careers. Overall, the passage emphasizes that career development is an ongoing process that benefits both individuals and organizations.
Human resource planning is a process to ensure an organization has the right number and type of people at the right time. It involves forecasting future human resource needs, analyzing current supply, and implementing programs to address imbalances. Key aspects of HRP include forecasting demand and supply, balancing the two through programming, implementing plans, and controlling and evaluating outcomes. The goal is to maximize returns on human resource investments and ensure strategic objectives are met.
Forecasting is the process of predicting future events or trends based on historical or current data. It is important for business planning and decision making. There are various quantitative and qualitative techniques used for human resource forecasting, including regression analysis, trend analysis, managerial judgment, and the Delphi technique. Accurate HR forecasting helps organizations prevent understaffing or overstaffing and allows for efficient use of functions like production. Common variables forecasted include staffing needs, absenteeism, and costs. The document discusses different forecasting methods and their applications in HR planning.
The document discusses human resource planning. It defines human resource planning as analyzing and identifying an organization's need for and availability of human resources to meet its objectives. The key aspects of human resource planning covered are forecasting future human resource requirements and supply, comparing forecasts to identify surpluses or shortages, and developing programs to address imbalances. The goal of human resource planning is to ensure the right number and type of employees are available when and where needed.
This document discusses various types of internal employee mobility and separations within an organization. It describes promotion as upward movement to a higher position with increased pay and responsibilities. Lateral transfers move employees to different roles at the same level, while demotions lower employees' positions. Separations occur when employees leave the organization, such as through retirement, resignation, layoffs or termination. The document provides details on the objectives, types and processes around these different forms of internal employee movement and separation.
Strategic human resource management (SHRM) aims to ensure that human resource policies and practices are fully aligned with and support the organization's overall strategic goals and objectives. It involves analyzing external opportunities and threats as well as internal strengths and weaknesses, and then formulating HR strategies to match the organization's capabilities with environmental demands. The key goals of SHRM include generating strategic capabilities in employees and providing direction during periods of change so that business and employee needs are both met through coherent HR programs and policies. Examples of companies that effectively implement SHRM include Southwest Airlines and Dell.
Human resource planning is the process by which an organization ensures it has the right number and kind of people at the right place and time to complete tasks and achieve objectives. It involves determining future personnel needs, both quantitatively and qualitatively, to balance the supply and demand of human resources. The key aspects of HR planning include analyzing jobs to understand skill requirements, forecasting demand and supply of personnel, developing HR programs to meet needs, implementing plans, and controlling and evaluating outcomes.
The document discusses career management and development. It identifies reasons why companies should help employees manage their careers, including motivating employees and retaining talent. It also explains how careers and career management have changed, with employees now responsible for managing protean careers. The document outlines the career development process and tasks at different career stages. It provides information on developing career management systems and the roles of employees, managers, and companies in effective career management.
This document discusses establishing pay plans for organizations. It outlines that compensation plans should be aligned with business strategy and goals. The compensation strategy and plan should be periodically reevaluated. The process of establishing a pay plan involves job analysis, developing job descriptions, conducting market wage surveys, evaluating jobs, and creating a pay structure. The objectives of an effective pay plan include internal equity, external competitiveness, individual equity, performance incentives, compliance with laws, and administrative efficiency.
Human resource planning has the following key objectives:
1) To ensure the optimum use of existing human resources and forecast future human resource requirements.
2) To provide control measures to ensure necessary human resources are available when required and assess surplus and shortage.
3) To provide direction to all human resource activities and systems and unite the perspectives of line managers and staff.
The document discusses the role of human resources in strategic formulation. It defines strategic human resource management as effectively applying an organization's human resources to accomplish its overall strategy. Strategic HR provides a framework for achieving long-term goals by enhancing economic performance, adapting to changes, and ensuring stability with a content workforce. The importance of HR to strategic formulation includes providing competitive advantage, controlling labor costs, and effectively utilizing resources. HR contributes to strategy through performance appraisal, staffing, training, environmental scanning, and implementing resource allocation.
This presentation discusses employee branding and its integration with HR marketing. Employee branding refers to employees internalizing the desired brand image and projecting it to customers. The objectives of employee branding are to empower employees, improve loyalty and reputation, and increase motivation. This can be achieved through selective hiring, targeted training, clear communication of goals, and compensation systems that reflect the brand. Growing employer brands is important to attract and retain employees, leading to business gains. Successful employer branding requires core brand definition, senior management involvement, alignment with strategy, and ongoing measurement. The presentation provides examples of industry practices in employee branding.
Competency mapping involves determining the skills, knowledge, and behaviors required for a job role. It creates an accurate job profile used for selecting, recruiting, and retaining employees. Competency mapping identifies key attributes for each position through job analysis and behavioral interviews. It allows organizations to focus on core competencies, manage time effectively, and build competitive advantages. Competency mapping aids recruitment, performance appraisal, training, development, and pay systems.
Career planning is a process by which employees select career goals and paths to attain them. It involves analyzing individual potentials and career opportunities, matching individual and organizational needs, and implementing action plans. Career planning benefits both employees through career development and organizations by increasing loyalty and availability of career prospects. Succession planning identifies talent pools to fill future vacancies at higher levels and develops strategies to implement successors for key executive roles. Both career planning and succession planning are important for attracting and retaining talent, enabling employees to meet future challenges, and promoting job satisfaction.
The document provides information about a student group called "Defenders" who are presenting on the topic of recruitment and selection. It lists the group members and dedicates their project to their parents and teacher. It then provides definitions and stages of the recruitment process, including job analysis, sourcing candidates, screening and selecting candidates, and onboarding. It discusses sources of internal and external recruitment and the advantages and disadvantages of each. The next presenter is listed as Iqra.
Strategic human resource management (SHRM) aligns a company's human resource strategies and policies with its business strategies and objectives. The document discusses key concepts in SHRM including determining strategic objectives, developing action plans, the four components of SHRM, and linking business and HR strategies. It also covers frameworks for SHRM such as strategic fit, HR bundles, and theoretical perspectives including fit, functional, economic, and typological. Examples are provided of alternative HR strategies in different industries and how competition is changing HR practices in retail banking.
The document discusses the selection process in organizations. It defines selection as the process of choosing the most suitable candidate for a job from available applicants. The key steps in the selection process discussed are job analysis, developing job specifications, recruitment, preliminary screening interviews, tests and evaluations, core interviews, reference and background checks, and making a final job offer. The document also discusses different types of interviews like preliminary, selection and decision-making interviews conducted during this process.
This document summarizes downsizing theory and discusses Hewlett-Packard's history with downsizing. It provides an overview of why companies downsize, common downsizing strategies, and potential positive and negative outcomes. It then discusses HP's circumstances, including acquiring other companies and needing to simplify its HR system. HP faced the challenge of downsizing over 15,000 employees in 2005 and 24,600 more in 2008 to reduce costs during an economic crisis while merging with other companies. The document analyzes the advantages and disadvantages of HP's actions and recommends identifying redundant jobs and considering alternatives to layoffs.
This document discusses wage policy and compensation differentials within and between industries. It begins by defining key concepts like minimum wage, living wage, and fair wage. It then discusses factors that influence wages both externally like labor markets and cost of living, and internally like job evaluation and employee performance. Different wage payment systems like piece rate and time rate are also covered. The document also discusses principles of wage administration, relevant wage laws in India, and recommendations of wage policy committees. It defines compensation and differentiates between direct and indirect compensation. Finally, it discusses reasons for compensation differentials both between industries and within the same industry based on factors like experience, skills, training, work conditions and department.
Human Resource Management involves attracting, managing, motivating and developing employees. The key HRM functions are staffing, training and development, motivation, and maintenance. Staffing includes job design, analysis, recruitment, and selection. Training and development helps employees improve skills and prepares the organization for future needs. Motivation keeps employees enthusiastic about their work. Maintenance retains productive employees through welfare programs, health and safety initiatives, and internal communication. External factors like government regulations, labor unions, and management theories also influence HRM.
The document discusses the employee selection process. It begins by defining selection as the process of identifying candidates that have the required qualifications for jobs in an organization. It then outlines some of the key steps in the typical selection process, including screening interviews, application forms, testing, and interviews. The document provides details on the types of information collected in application forms, such as personal, educational, and employment history details. It also discusses the importance of references and assessing a candidate's life history and work history. Overall, the document provides an overview of the employee selection process and some of the common techniques used at various stages of selection.
Introduction to Human Resource Management Evolution, Objective, Nature, Philo...Rai University Ahmedabad
Human resource management has evolved over three periods: (1) before the industrial revolution when apprentices assisted craftspeople, (2) during the industrial revolution when personnel management emerged to handle worker wages and unions, and (3) after the industrial revolution when scientific management and studies like Hawthorne shifted the focus to worker satisfaction and treating employees as a valuable resource. Modern HRM aims to maximize employee performance for business objectives through policies and development activities like recruitment, benefits, training, and performance reviews.
Human Resource Management outlines the definition, core elements, objectives, functions, scope, and challenges of HRM. It discusses the meaning of HRM as integrating employment relationships to help organizations and employees achieve their goals. HRM aims to acquire, develop, motivate, and retain committed employees to meet organizational objectives. It also covers the planning, organizing, directing, and controlling of human resources from recruitment to retirement.
This ppt. includes in brief about "Placement and Induction" topics of HRM :-
1.Introduction and meaning about placement
2.Importance of placement and induction
3.objectives of placement and induction
4.Procedure of placement and induction
5. Socialization concept in HRM
Recruitment and Selection Summer Internship Project ReportRahul Maheshwari
The document provides a summary of an internship project on recruitment and selection processes at Videocon Industries Limited. It includes an introduction to the company and internship details. The objectives of the study are to understand Videocon's recruitment and selection procedures, identify areas for improvement, and analyze HR factors. As an intern, the individual's job duties involve supporting recruitment tasks like file updates, written exam coordination, and assisting new employees. The recruitment process involves needs assessment, candidate identification and screening, interviews, and onboarding. Overall, the environment is positive but some areas could be improved like expanding space for written exams.
Strategic human resource management (SHRM) aims to ensure that human resource policies and practices are fully aligned with and support the organization's overall strategic goals and objectives. It involves analyzing external opportunities and threats as well as internal strengths and weaknesses, and then formulating HR strategies to match the organization's capabilities with environmental demands. The key goals of SHRM include generating strategic capabilities in employees and providing direction during periods of change so that business and employee needs are both met through coherent HR programs and policies. Examples of companies that effectively implement SHRM include Southwest Airlines and Dell.
Human resource planning is the process by which an organization ensures it has the right number and kind of people at the right place and time to complete tasks and achieve objectives. It involves determining future personnel needs, both quantitatively and qualitatively, to balance the supply and demand of human resources. The key aspects of HR planning include analyzing jobs to understand skill requirements, forecasting demand and supply of personnel, developing HR programs to meet needs, implementing plans, and controlling and evaluating outcomes.
The document discusses career management and development. It identifies reasons why companies should help employees manage their careers, including motivating employees and retaining talent. It also explains how careers and career management have changed, with employees now responsible for managing protean careers. The document outlines the career development process and tasks at different career stages. It provides information on developing career management systems and the roles of employees, managers, and companies in effective career management.
This document discusses establishing pay plans for organizations. It outlines that compensation plans should be aligned with business strategy and goals. The compensation strategy and plan should be periodically reevaluated. The process of establishing a pay plan involves job analysis, developing job descriptions, conducting market wage surveys, evaluating jobs, and creating a pay structure. The objectives of an effective pay plan include internal equity, external competitiveness, individual equity, performance incentives, compliance with laws, and administrative efficiency.
Human resource planning has the following key objectives:
1) To ensure the optimum use of existing human resources and forecast future human resource requirements.
2) To provide control measures to ensure necessary human resources are available when required and assess surplus and shortage.
3) To provide direction to all human resource activities and systems and unite the perspectives of line managers and staff.
The document discusses the role of human resources in strategic formulation. It defines strategic human resource management as effectively applying an organization's human resources to accomplish its overall strategy. Strategic HR provides a framework for achieving long-term goals by enhancing economic performance, adapting to changes, and ensuring stability with a content workforce. The importance of HR to strategic formulation includes providing competitive advantage, controlling labor costs, and effectively utilizing resources. HR contributes to strategy through performance appraisal, staffing, training, environmental scanning, and implementing resource allocation.
This presentation discusses employee branding and its integration with HR marketing. Employee branding refers to employees internalizing the desired brand image and projecting it to customers. The objectives of employee branding are to empower employees, improve loyalty and reputation, and increase motivation. This can be achieved through selective hiring, targeted training, clear communication of goals, and compensation systems that reflect the brand. Growing employer brands is important to attract and retain employees, leading to business gains. Successful employer branding requires core brand definition, senior management involvement, alignment with strategy, and ongoing measurement. The presentation provides examples of industry practices in employee branding.
Competency mapping involves determining the skills, knowledge, and behaviors required for a job role. It creates an accurate job profile used for selecting, recruiting, and retaining employees. Competency mapping identifies key attributes for each position through job analysis and behavioral interviews. It allows organizations to focus on core competencies, manage time effectively, and build competitive advantages. Competency mapping aids recruitment, performance appraisal, training, development, and pay systems.
Career planning is a process by which employees select career goals and paths to attain them. It involves analyzing individual potentials and career opportunities, matching individual and organizational needs, and implementing action plans. Career planning benefits both employees through career development and organizations by increasing loyalty and availability of career prospects. Succession planning identifies talent pools to fill future vacancies at higher levels and develops strategies to implement successors for key executive roles. Both career planning and succession planning are important for attracting and retaining talent, enabling employees to meet future challenges, and promoting job satisfaction.
The document provides information about a student group called "Defenders" who are presenting on the topic of recruitment and selection. It lists the group members and dedicates their project to their parents and teacher. It then provides definitions and stages of the recruitment process, including job analysis, sourcing candidates, screening and selecting candidates, and onboarding. It discusses sources of internal and external recruitment and the advantages and disadvantages of each. The next presenter is listed as Iqra.
Strategic human resource management (SHRM) aligns a company's human resource strategies and policies with its business strategies and objectives. The document discusses key concepts in SHRM including determining strategic objectives, developing action plans, the four components of SHRM, and linking business and HR strategies. It also covers frameworks for SHRM such as strategic fit, HR bundles, and theoretical perspectives including fit, functional, economic, and typological. Examples are provided of alternative HR strategies in different industries and how competition is changing HR practices in retail banking.
The document discusses the selection process in organizations. It defines selection as the process of choosing the most suitable candidate for a job from available applicants. The key steps in the selection process discussed are job analysis, developing job specifications, recruitment, preliminary screening interviews, tests and evaluations, core interviews, reference and background checks, and making a final job offer. The document also discusses different types of interviews like preliminary, selection and decision-making interviews conducted during this process.
This document summarizes downsizing theory and discusses Hewlett-Packard's history with downsizing. It provides an overview of why companies downsize, common downsizing strategies, and potential positive and negative outcomes. It then discusses HP's circumstances, including acquiring other companies and needing to simplify its HR system. HP faced the challenge of downsizing over 15,000 employees in 2005 and 24,600 more in 2008 to reduce costs during an economic crisis while merging with other companies. The document analyzes the advantages and disadvantages of HP's actions and recommends identifying redundant jobs and considering alternatives to layoffs.
This document discusses wage policy and compensation differentials within and between industries. It begins by defining key concepts like minimum wage, living wage, and fair wage. It then discusses factors that influence wages both externally like labor markets and cost of living, and internally like job evaluation and employee performance. Different wage payment systems like piece rate and time rate are also covered. The document also discusses principles of wage administration, relevant wage laws in India, and recommendations of wage policy committees. It defines compensation and differentiates between direct and indirect compensation. Finally, it discusses reasons for compensation differentials both between industries and within the same industry based on factors like experience, skills, training, work conditions and department.
Human Resource Management involves attracting, managing, motivating and developing employees. The key HRM functions are staffing, training and development, motivation, and maintenance. Staffing includes job design, analysis, recruitment, and selection. Training and development helps employees improve skills and prepares the organization for future needs. Motivation keeps employees enthusiastic about their work. Maintenance retains productive employees through welfare programs, health and safety initiatives, and internal communication. External factors like government regulations, labor unions, and management theories also influence HRM.
The document discusses the employee selection process. It begins by defining selection as the process of identifying candidates that have the required qualifications for jobs in an organization. It then outlines some of the key steps in the typical selection process, including screening interviews, application forms, testing, and interviews. The document provides details on the types of information collected in application forms, such as personal, educational, and employment history details. It also discusses the importance of references and assessing a candidate's life history and work history. Overall, the document provides an overview of the employee selection process and some of the common techniques used at various stages of selection.
Introduction to Human Resource Management Evolution, Objective, Nature, Philo...Rai University Ahmedabad
Human resource management has evolved over three periods: (1) before the industrial revolution when apprentices assisted craftspeople, (2) during the industrial revolution when personnel management emerged to handle worker wages and unions, and (3) after the industrial revolution when scientific management and studies like Hawthorne shifted the focus to worker satisfaction and treating employees as a valuable resource. Modern HRM aims to maximize employee performance for business objectives through policies and development activities like recruitment, benefits, training, and performance reviews.
Human Resource Management outlines the definition, core elements, objectives, functions, scope, and challenges of HRM. It discusses the meaning of HRM as integrating employment relationships to help organizations and employees achieve their goals. HRM aims to acquire, develop, motivate, and retain committed employees to meet organizational objectives. It also covers the planning, organizing, directing, and controlling of human resources from recruitment to retirement.
This ppt. includes in brief about "Placement and Induction" topics of HRM :-
1.Introduction and meaning about placement
2.Importance of placement and induction
3.objectives of placement and induction
4.Procedure of placement and induction
5. Socialization concept in HRM
Recruitment and Selection Summer Internship Project ReportRahul Maheshwari
The document provides a summary of an internship project on recruitment and selection processes at Videocon Industries Limited. It includes an introduction to the company and internship details. The objectives of the study are to understand Videocon's recruitment and selection procedures, identify areas for improvement, and analyze HR factors. As an intern, the individual's job duties involve supporting recruitment tasks like file updates, written exam coordination, and assisting new employees. The recruitment process involves needs assessment, candidate identification and screening, interviews, and onboarding. Overall, the environment is positive but some areas could be improved like expanding space for written exams.
This document provides an overview of key aspects of human resources management, including:
1. It defines human resource planning, job analysis, recruitment and selection, training and development, and performance appraisal as core HR functions.
2. It compares personnel management with human resource management and outlines the different perspectives and approaches of each.
3. It summarizes various selection techniques used in recruitment like employment tests, interviews, and group discussions and how they are conducted.
Hr recruitment and selection process in reliance communicationsaranya mano
This document provides an overview of recruitment and selection processes. It defines recruitment as the process of finding and attracting qualified job applicants. The purposes of recruitment are to increase the candidate pool at low cost, improve selection success rates, and reduce new hire turnover. Sources of recruitment discussed include internal methods like promotions, transfers, and referrals, as well as external sources like outsourcing agencies. Advantages of internal recruitment are lower costs and training needs, while disadvantages include unfilled vacated positions and lack of new perspectives.
Staffing is the process of acquiring, deploying, and retaining a qualified workforce. It involves manpower planning, recruitment, selection, training and development of employees. Staffing ensures the organization has sufficient staffing levels and capabilities. It is a vital management function and an open system linked to internal needs and external environment factors. Recruitment creates a pool of candidates while selection differentiates between applicants to identify the best candidates for hire. Training and development help improve employee skills, efficiency and organizational effectiveness over the long term. Staffing is critical for organizational success in a competitive environment.
Staffing is the process of acquiring, deploying, and retaining a qualified workforce. It involves manpower planning, recruitment, selection, training and development of employees. Staffing ensures the organization has sufficient staffing levels and capabilities to achieve its goals. It is a vital management function and an open system linked to internal needs and external environment factors. Recruitment creates a pool of candidates while selection differentiates between applicants to identify the best candidates for hire. Training and development helps improve employee skills, efficiency and organizational effectiveness over the long term. Staffing is critical for organizational success in today's competitive business world.
MBA Report on Recruitment and Selection procedure samra khan
The document provides details about the recruitment and selection process at Decoria Walls and Floor Solution. It includes definitions of recruitment and selection. The recruitment process involves identifying potential candidates through various sources like advertising, employee referrals, etc. The selection process has several steps - screening of applications, tests, interviews, medical examination and reference checks to evaluate candidates and select the most suitable one. The document also discusses objectives of recruitment, barriers to effective selection, and advantages and disadvantages of external recruitment sources.
This document provides an overview of recruitment and selection processes within human resource management. It defines recruitment as discovering potential job applicants, while selection involves choosing candidates based on assessing their fit for open positions. The document outlines objectives, methods, sources, advantages/disadvantages, and factors influencing recruitment. It also describes the multi-step selection process, including screening, testing, interviews, investigations, examinations, approval, and final hiring. Key differences between recruitment and selection are that recruitment aims to attract many applicants, while selection aims to choose the best from available candidates through a more intensive rejection-focused process.
1. The document discusses the staffing process and selection process in an organization.
2. It defines selection as the process of choosing the most suitable candidate for a position based on their qualifications and capabilities. The selection process involves multiple steps like preliminary interviews, application screening, employment tests, and reference checks.
3. The key steps in the selection process are discussed in detail, including preliminary interviews, receiving applications, screening applications, employment tests, interviews, reference checks, and medical examinations. The goal of the selection process is to pick the most qualified candidate to fill jobs in the organization.
1. The document discusses the staffing process and selection process in an organization.
2. It defines selection as the process of choosing the most suitable candidate for a position based on their qualifications and capabilities. The selection process involves multiple steps like preliminary interviews, application screening, employment tests, and reference checks.
3. The key steps in the selection process are discussed in detail, including preliminary interviews, receiving applications, screening applications, employment tests, interviews, reference checks, and medical examinations. The goal of the selection process is to pick the most qualified candidate to fill jobs in the organization.
A presentation on Recruitment and Selection for your better understanding.
Presented by Asish Raut
Studying M.COM
Central University Of Karnataka
Thank you for choosing our ppt
hope it helps you.
This document provides an overview of the fertilizer industry in India and profiles of major fertilizer companies. It lists the nine public sector undertakings and two cooperative societies under the administrative control of the Department of Fertilizers. It also provides the names and websites of major fertilizer associations and companies in India, including public sector, cooperative sector and private sector players. The Nagarjuna Fertilizers and Chemicals Limited (NFCL) case study focuses on analyzing the recruitment and selection process at NFCL.
Human Resource Management between marketing management and definitionsLingeshkanna
The document discusses recruitment, which is defined as the process of finding and attracting potential job candidates with the right abilities and attitude to fill open positions in an organization. It aims to source candidates who can help the organization achieve its objectives. The recruitment process involves identifying vacancies, analyzing job requirements, reviewing applications, screening candidates, shortlisting, and selecting the right person. Recruitment helps organizations determine current and future needs, increase the candidate pool, improve selection success rates, reduce turnover, meet legal obligations, start identifying potential candidates, and evaluate recruitment techniques. Recruitment principles emphasize fairness, openness, wide announcement of vacancies, high professional standards, documentation, commitment, open-mindedness, impartiality, and flexibility
This document provides an overview of Nagarjuna Fertilizers and Chemicals Limited (NFCL) and the fertilizer industry in India. It includes details about NFCL's recruitment and selection policies and processes. The recruitment and selection process at NFCL involves job analysis, developing job descriptions, internal and external recruitment methods, screening applications, interviews, employment testing and reference/background checks. The document is a project report submitted as part fulfillment for a post graduate diploma in management.
This topic is about the management of human resource in a efficient way for the betterment of an organization and how it can be used to stabilize and economically power the employee as well as the organization.
The document provides details about the recruitment and selection process at GEO TV in Pakistan. It begins with an introduction and overview of recruitment, including definitions and the need for recruitment. It then describes the various sources of recruitment for GEO TV, including both internal sources like promotions, transfers, and former employees, as well as external sources like campus recruitment, advertisements, employment exchanges, and contractors. The document also discusses factors that influence the recruitment process, such as the labor market, unemployment rate, company growth, and recruitment policies.
The document provides details about a study on the effectiveness of recruitment conducted by Khushboo Shah. It includes an introduction outlining the importance of recruitment for organizations. The objectives of the study are to understand the recruitment process and sources, analyze recruitment procedures, and identify areas for improvement. The literature review covers definitions of recruitment, internal and external sources, the recruitment process, and the changing role of HR in recruitment. The methodology, data analysis, findings, suggestions, and conclusion of the recruitment study are also outlined.
The document discusses key concepts in human resource management including staffing, recruitment, selection, placement, orientation, performance appraisal, and direction. It defines these terms and describes common methods and objectives for each process. For example, it notes that staffing involves hiring suitable candidates based on their skills and placing them in the right jobs. Recruitment aims to attract potential employees through sources like advertising, agencies, and referrals. Selection evaluates applicants to choose the most suitable candidate.
HRM, SELECTION PROCESS, PLACEMENT & RETENTION PROGRAMME, HRM, HUMAN RESOURCE MANAGEMENT, MANAGING HUMAN RESOURCES, DIFFERENT DRIVERS OF RETENTION, MYTHS AND REALITIES, STRENGTHENING SELECTION & RETENTION, BUSINESS ADMINISTRATION, MANAGEMENT SCIENCE, EDUCATION AND LEARNING,
This presentation contains functions of human resources management, recruitment process, types of wage payment plans, selection procedure, types of wage incentives plans. For wage payment I have provide various examples.
Employee Welfare
EMPLOYEE WELFARE
Introduction
Types of Welfare Facilities and Statutory Provisions
EMPLOYEE GRIEVANCES
Employee Grievance procedure
Grievances Management in Indian Industry
DISCIPLINE
Meaning approaches to discipline
Essential of a good disciplinary system
Managing difficult employees.
INDUSTRIAL RELATIONS
Overview of industrial relations and industrial conflict
INDUSTRIAL DISPUTES
Preventive and settlement machinery
Collective bargaining
Industrial relations scenario: current issues and future challenges
Books referred - P. Subba Rao (Personnel and Human Resource Management), K. Ashwathappa (Human Resource Management)
Principles and Practices of Banking Module 5ARUNKUMAR7358
Banking Technology
Concept of universal banking
Home banking
ATM’s
Internet banking
Mobile banking
Core banking solutions
Debit, credit and smart cards
Electronic payment system
MICR
Cheque truncation
ECS
EFT
NEFT
RTGS
Books referred - Dr.Nirmala Prasad, K. Chandrasass j (Banking and financial system)& Mithani, Gordan (Banking and financial systems)
Principles and Practices of Banking Module 4ARUNKUMAR7358
Rural Banking
An introduction to rural banking
Rural banking system(RRB) in India
RBI policy & functions in rural banking
Financial inclusion and its current perspective
Microfinance
Trends
Issues & challenges
Microfinance institutions in India
Role of self-help groups
Books referred - Dr.Nirmala Prasad, K. Chandrasass j (Banking and financial system)& Mithani, Gordan (Banking and financial systems)
Principles and Practices of Banking module 3ARUNKUMAR7358
Accounts
Types of customer accounts
Procedure for opening an account
Risks in account opening
Closure loans and advances
Principle of lending
Different types of loans
Credit appraisal techniques
Credit management and credit monitoring
Books referred - Dr.Nirmala Prasad, K. Chandrasass j (Banking and financial system)& Mithani, Gordan (Banking and financial systems)
Principles and Practices of Banking module 2ARUNKUMAR7358
Banker-Customer Relationship
Debtor-Creditor relationship
Banks as a trustee
Anti-money laundering
Deposit products or services
Payment and collection of cheques and other negotiable instruments
Books referred - Dr.Nirmala Prasad, K. Chandrasass j (Banking and financial system)& Mithani, Gordan (Banking and financial systems)
Principles & Practices of Banking module 1ARUNKUMAR7358
The document provides an overview of the banking system in India. It discusses the historical aspects of banking in India dating back to the 18th century. It then covers various topics related to the modern banking system such as the role and functions of the Reserve Bank of India, types of banks including public sector and regional banks, commercial banking, financial markets, debt and equity markets, and recent developments in the Indian financial system.
Employee Welfare
EMPLOYEE WELFARE
Introduction
Types of Welfare Facilities and Statutory Provisions
EMPLOYEE GRIEVANCES
Employee Grievance procedure
Grievances Management in Indian Industry
DISCIPLINE
Meaning approaches to discipline
Essential of a good disciplinary system
Managing difficult employees.
INDUSTRIAL RELATIONS
Overview of industrial relations and industrial conflict
INDUSTRIAL DISPUTES
Preventive and settlement machinery
Collective bargaining
Industrial relations scenario: current issues and future challenges
Books referred - P. Subba Rao (Personnel & Human Resource Managment) & K. Ashwathappa (Human Resource Management)
Training & Development
Training v/s development
Training v/s Education
Systematic Approach to Training
Training Methods
Executive Development
Methods and Development of Management Development
Career and Succession Planning
Performance Appraisal & Compensation
Performance Appraisal
Concept of Performance Appraisal
The Performance Appraisal Process
Methods of performance Appraisal
Essential Characteristic of an Effective Appraisal System.
Compensation
Objectives of compensation Planning
Job Evaluation
Compensation Pay Structure in India
Wage and Salary Administration
Factors Influencing Compensation Levels
Executive Compensation
Books referred - P. Subba Rao (Personnel & Human Resource Managment) & K. Ashwathappa (Human Resource Management)
Human Resource Planning, Job analysis and design
Meaning
Process of Job Analysis
Methods of collecting job analysis data
Job Description and Job Specification
Role Analysis.
Human Resource Planning
Objectives
Importance and process of Human Resource Planning
Effective HRP
Books referred - P. Subba Rao (Personnel & Human Resource Managment) & K. Ashwathappa (Human Resource Management)
Human Resource Management
Introduction
Meaning
Nature
Scope
Major functions of HRM
Models of HRM
Importance and Evolution of the concept of HRM
HRM Vs. Personnel Management
Role of HR Manager
Skills and competencies of HR professionals
HRM’s evolving role in the 21st century
Books referred - P. Subba Rao (Personnel & Human Resource Managment) & K. Ashwathappa (Human Resource Management)
Make it or Break it - Insights for achieving Product-market fit .pdfResonate Digital
This presentation was used in talks in various startup and SMB events, focusing on achieving product-market fit by prioritizing customer needs over your solution. It stresses the importance of engaging with your target audience directly. It also provides techniques for interviewing customers, leveraging Jobs To Be Done for insights, and refining product positioning and features to drive customer adoption.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
2. Recruitment, Selection, Socialization & Retention
RECRUITMENT
1. Definition
2. Constraints and Challenges
3. Sources and Methods of Recruitment
4. New Approaches to recruitment.
SELECTION
1. Definition and Process of Selection.
PLACEMENT
1. Meaning
2. Induction/Orientation
3. Internal Mobility
4. Transfer
5. Promotion
6. Demotion and Employee Separation.
2
Synopsis – Module 3
3. Recruitment is a process of finding and attracting the potential resources for filling
up the vacant positions in an organization. It sources the candidates with the
abilities and attitude, which are required for achieving the objectives of an
organization.
According to Edwin B Flippo, “Recruitment is the process of searching the
candidates for employment and stimulating them to apply for jobs in the
organization.”
According to Yoder “Recruitment is a process to discover the sources of manpower
to meet the requirements of the staffing schedule and to employ effective measures
for attracting that manpower in adequate numbers to facilitate effective selection of
an efficient working force.”
3
RECRUITMENT
4. RECRUITMENT
1.Supply and demand
2.Unemployement rate
3.Labour market
4.Political-legal
5.Sons of soil
6.Image
1.Recruitment policy
2.HRP
3.Size of the firm
4.Cost
5.Growht and expansion
4
Factors governing recruitment
Source: “Human Resource Management” Book by K.Ashwathappa-PgNo 145
5. INTERNAL FACTORS
1. Company’s Pay Package
2. Quality of Work Life
3. Organizational Culture
4. Career Planning and Growth
5. Company’s Size
6. Company’s Products/Service
7. Geographical Spread of the Company’s
Operations
8. Company’s Growth Rate
9. Role of Trade Unions
10. Cost of Recruitment
11. Company’s Name and Fame
5
Factors affecting recruitment
EXTERNAL FACTORS
1. Socio-Economic Factors
2. Supply and Demand Factors
3. Employment Rate
4. Labour Market Conditions
5. Political, Legal and Governmental
Factors like Reservations for
SC/ST/BC and Sons-of-soil
6. Information System like Employment
Exchanges / Tele-recruitment like
Internet.
FACTORS AFFECTING RECRUITMENT
Source: “Personnel & Human Resource Management” Book by P.Subba Rao-PgNo 91
6. 6
INTERNAL
Present Permanent
Employees
Present Temporary /
Casual
Retrenched / Retired
Employees
Dependents of
Deceased
Disabled, Retired and
Permanent Employees
EXTERNAL
Campus Recruitment
Private Employment
Agencies/ Consultants
Public Employment
Exchanges
Professional
Associations
Data Banks
Casual Applications
Similar Organizations /
Competitors
Trade Unions
INTERNAL
Employee Referrals
EXTERNAL
Walk-In
Consult in
Head Hunting
Body Shopping
Merger &
Acquisition
Tele Recruitment
Outsourcing
Traditional Sources Modern Sources
SOURCES OF RECRUITMENT
Source: “Personnel & Human Resource Management” Book by P.Subba Rao-PgNo 85
7. Why do organizations prefer external source?
1. The suitable candidates with skill, knowledge, talent etc are generally available.
2. Candidates can be selected without any pre-conceived notion or reservations.
3. Cost of employees can be minimized because employees selected from this source
are generally placed in the minimum pay scale.
4. Expertise, excellence and experience in other organizations can be easily brought
into the organization.
5. Human resources mix can be balanced with different background, experience, skills
etc.
6. Latest knowledge, skill, innovative or creative talent can also be followed into the
organization.
7. Existing sources will also broaden their personality.
8. Long-run benefit to the organization in the sense that qualitative human resources
cab be bought.
7
Source: “Personnel & Human Resource Management” Book by P.Subba Rao-PgNo 85
8. Why do organizations prefer internal source?
1. Internal recruitment can be used as a technique of motivation.
2. Morale of the employees can be improved.
3. Suitability of the internal candidates can be judged better than the external
candidates as ‘known devils are better than unknown angels.’
4. Loyalty, commitment, a sense of belongingness, and security of the present
employees can be enhanced.
5. Employees’ psychological needs can be met by providing an opportunity for
advancement.
6. Employees’ economic needs for promotion, higher income can be satisfied.
7. Cost of selection can be minimized.
8. Cost of training, induction, orientation, period of adaptability to the organization
can be reduced.
9. Trade unions can be satisfied.
8
Source: “Personnel & Human Resource Management” Book by P.Subba Rao-PgNo 86
9. 9
Methods of recruitment
Traditional Techniques
Promotion
Transfer
Advertising
Modern Techniques
Scouting
Salary & Perks
ESOP’s
Recruitment Techniques
Source: “Personnel & Human Resource Management” Book by P.Subba Rao-PgNo 90
10. 1. Programmatic advertising
2. Video interviewing
3. Telephonic interview
4. Employee referrals
5. Texting
6. Social media
7. Data use
8. SEO
9. Employer review sites
10
New approaches to recruitment
11. Meaning: selection is the process by which you choose from a list of
applicants, the person who best meet the criteria for the position available
considering current environmental contest.
Selection is the process by which an organization chooses from a list of
screened applicants, the person or persons who best meet the selection
criteria for the position available.
Definition: According to Thomas stone “Selection is the process of
differentiating between applicants in order to indentify and hire those with
a greater likelihood of success on the jobs.”
According to Harold Koontz, “Selection is the process of choosing from
the candidates, from with in the organization or from outside, the most
suitable person for the current position or for the future positions.”
According to Robbins said, “Selection process is a managerial decision
making process as to predict which job applicants will be successful if
hired.”
11
Selection
13. 13
Development Bases for Selection
Application/Resume/CV/Bio-Data
Written Examination
Preliminary Interview
Business Games
Tests
Final Interview
Medical Examination
Reference Checks
Line Manager’s Decision
Job Offer
Employment
Job Analysis
Human Resource
Plan
Recruitment
Asses the Fit
Between the Job and
the Candidate
14. Application/Resume/CV/Bio-Data
1. Personnel background information
2. Educational attainments
3. Work experience
4. Salary
5. Personal items
6. References
Business games
1. Group discussion
2. Case study
3. Role play
4. In-basket method
5. Sensitivity
6. simulations
14
Aptitude Tests
1. Intelligence test
2. Emotional quotient
3. Skill tests
4. Mechanical aptitude
5. Psychomotor tests
6. Clerical aptitude tests
Achievement Test
1. Job knowledge test
2. Work sample test
Situational test
1. Group discussion
2. In basket
Interest Test
Personality Test
1. Objective test
2. Projective test
Multi-dimensional testing
15. 15
1.Preliminary Interview.
Informal interview
Unstructured interview
2. Core Interview
Background information interview
Job and probing interview
Stress interview
The group discussion interview
Formal and structured interview
Panel interview and
Depth interview
3. Decision-Making Interview
16. Meaning: Placement is the process of assigning a specific job to each one
of the selected candidates. It involves assigning a specific rank and
responsibility to an individual. It implies matching the requirements of a
job with the qualification of candidates.
According to Pigors and Myers. “Placement may be defined as the
determination of the job to which a selected candidate is to be assigned, and
his assignment to the job.” It is matching of what the supervisor has reason
to think he can do with the job requirements (job demand); it is matching of
what he imposes (in strain, working conditions),” and what he offers in the
form of pay roll, companionship with others, promotional possibilities, etc.
16
Placement
17. While taking the placement decision, the following consideration or
principles must be kept in mind:
1. Job requirements
2. Suitable qualifications
3. Adequate information to the job incumbent
4. Commitment and loyalty
5. Flexibility
17
HRM Notes
18. Problems in placement
1. Employee expectations
2. Job expectation / description
3. Change in technology
4. Change in organizational structure
5. Social and psychological factors
How to make placement effective
1. Job rotation
2. Teamwork
3. Training & development
4. Job enrichment
5. Empowerment
6. Relocating the employee
18
Source: “Personnel & Human Resource Management” Book by P.Subba Rao-PgNo 108
19. According to Edwin B.Flippo, “Induction is concerned with introducing or
orienting a new employee to the organization. It is the welcoming process to make
the new employee feel at home and generate in him a feeling of belonging to the
organization.”
According to Michael Armstrong, “The process of receiving and welcoming an
employee when he first joins a company and giving him/her the basic information
he needs to settle down quickly and happily and start work.
Meaning: Induction (orientation) is a process through which a new employee is
introduced to the job and the organization. It is a technique by which a new
employee is rehabilitated into his surroundings and introduced to the practices,
policies and the purposes of the organization.
19
Induction/Orientation
20. Lecture, handbook, film, group seminar are used to impart the information to new
employees about the environment of the job and the organization in order to make
the new employee acquaint himself with the following heads:-
1. About the company
2. About the department
3. About the superiors, subordinates etc
Objective of induction
Induction process
Advantages of induction
Induction problems
How to make the induction effective
20
Source: “Personnel & Human Resource Management” Book by P.Subba Rao-PgNo 110
21. According to Paul Pigors and Charles A. Myers, “Promotion is advancement of an
employee to a better job-better in terms of greater responsibility, more prestige or
status, greater skill and especially increased rate of pay or salary.”
Arun Monappa and Mirza S.saiyadain defined promotion as “The upward
reassignment of an individual in an organization’s hierarchy, accompanied by
increased responsibilities, enhanced status and usually with increased income
though not always so.”
TYPES OF PROMOTION
1. Vertical promotion
2. Up gradation
3. Dry promotion
21
Promotion
Source: “Personnel & Human Resource Management” Book by P.Subba Rao-PgNo 186
22. Bases for promotion
1. Merit as basis for promotion
2. Seniority as a basis for promotion
3. Seniority-cum-Merit
Minimum length of service and merit
Measurements of seniority and merit through a common factor
Minimum merit and seniority
Problems with promotion
1. Promotion disappoints some employees
2. Some employees refuse promotion
Promotion together with transfer to unwanted place
Promotion to level of incompetent to carry out the job
Delegation of unwanted responsibilities
Trade union leaders reject feeling that promotion will cause damage to their
position in trade union
Superior wont relieve subordinates because of their indispensability in present job
22
Source: “Personnel & Human Resource Management” Book by P.Subba Rao-PgNo 186 & 188
23. Promotion principle
1. It should be consistent in the sense that policy should be applied uniformly to all
employees irrespective of the background of the persons
2. It should fair and impartial, in other words, it should not give room for nepotism,
favoritism etc
3. Systematic line of promotion channel should be incorporated
4. It should provide equal opportunities for promotion in all categories of jobs,
departments and regions of an organization
5. It should ensure open policy in the sense that every eligible employee should be
considered for promotion rather than a closed system which considers only a class
of employees
6. It should contain clear cut norms and criteria for judging merit, length of service,
potentiality etc
7. Appropriate authority should be entrusted with the task of making a final decision
8. It should contain promotional counseling, encouragement, guidance and follow-up
regarding promotional opportunities, job requirements and acquiring the required
skills, knowledge etc.
23
Source: “Personnel & Human Resource Management” Book by P.Subba Rao-PgNo 189
24. Meaning – Transfer is defined as “A lateral shift causing movement of individual
from one position to another usually without involving any marked change in
duties, responsibilities, skill needed or compensation.”
Transfer is defined as “The moving of employee from one job to another. It may
involve a promotion, demotion or no change in job status other than moving from
one job to another.”
According to Flippo, “A transfer is a change in the job (Accompanied by a change
in the place of the job) of an employee without a change in responsibilities or
remuneration.”
24
Transfer
Source: “Personnel & Human Resource Management” Book by P.Subba Rao-PgNo 189
25. TYPES OF TRANSFER
1. Production transfer
2. Replacement transfer
3. Rotation transfer
4. Shift transfer
5. Remedial transfer
6. Penal transfer
REASONS FOR TRANSFER
1. Employee initiated transfer
Temporary transfer
Permanent transfer
2. Company initiated transfer
Temporary transfer
Permanent transfer
3. Public initiated transfer
25
BENEFITS OF TRANSFER
1. Transfer benefits both employee and
employer
2. It reduces employees monotony,
boredom etc
3. Increases job satisfaction
4. Improve of employee skill,
knowledge etc
5. They correct enormous placement
and inter personal conflicts
6. Prepare employee to meet
organizational exigencies including
fluctuations in business and
organizational requirements
7. They enhance human resource
contribution to organizational
effectiveness
Source: “Personnel & Human Resource Management” Book by P.Subba Rao-PgNo 190
26. Meaning – it is the opposite of promotion. Demotion is the reassignment of a lower
level job to an employee with delegation of responsibilities and authority required
to perform that lower level job and normally with lower level pay.
A demotion refers to a permanent reassignment to a lower position than the
employee had worked previously. The position will generally have a lower and a
lower pay grade than the previous position.
REASONS FOR DEMOTIONS
1. Unsuitability of the employee to higher level jobs
2. Adverse business conditions
3. New technology and demand for high level skills
4. Disciplinary grounds
26
Demotion
Source: “Personnel & Human Resource Management” Book by P.Subba Rao-PgNo 193
27. • According to Yoder, “separation is a negative recruitment. It may be in the form of
resignation, dismissal or discharge, suspension, retrenchment or lay-off.”
• When someone feels it is time to bid goodbye, in most cases the person is seen as a
villain. By some magic, all his good qualities suddenly seem to evaporate and the
person is made to feel like a traitor to the cause. Unless someone has been
unprofessional, it is important that those who leave do so with good feelings for the
company and its people. At the end of the day, former employees who have been
treated gracefully at exit time, can be powerful brand ambassadors.
27
Employee separation
28. VOLUNTARY SEPRATION
• Voluntary Retirement
• Resignation
• Transfer by request
SEPRATION
• Dismissal
• Termination
• Suspension
• Retrenchment
• Retirement
• Layoff
• Transfer
28
Reasons for Separation of
Employees
1. Voluntary Separation
2. Professional reasons
3. Personal reason
4. Involuntary Separation
5. Health problems
6. Behavioral problems
7. Organizational problems