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Recruitment – Training- Development- HRM
Competencies- Talent Pool
Jinuachan Vadakkemulanjanal
Vimal Jyothi Institute of Management & Research,
Chemperi PO, Kannur Dr , Kerala-670632 www.vjim.ac.in
jinuachan@gmail.com; +91-9447373415; 04602213399; 2212240
Module- 4
HRM- Human Resource Management
Unit-IV
• Expanding the Talent Pool: Recruitment,
Selection
• Career Management- Career Development
Initiatives
• HRM Competencies: Roles of HR Generalists
and HR Specialists-
• Training & Development-
2HRM- jinuachan@gmail.com
HRM- jinuachan@gmail.com 3
Procurement Function
RECRUITMENT
HR PLANNING- SHRM
JOB DESCRIPTION
JOB SPECIFICATION
JOB ANALYSIS
Organization Vision
Vacancy/forecasting
Talent Pool/CV
4HRM- jinuachan@gmail.com
Procurement Function
• The first operative function of personnel
management is procurement.
• It is concerned with procuring and employing
people who possess necessary skill, knowledge
and aptitude.
• It does job analysis, manpower planning,
recruitment, selection, placement, induction
and internal mobility.
HRM- jinuachan@gmail.com 5
RECRUITMENT
• Recruitment (hiring) is a core function of HRM.
• It refers to the overall process of attracting, selecting
and appointing suitable candidates for jobs (permanent
or temporary) within an organization.
• Recruitment is a positive process of searching for
prospective employees and stimulating them to apply
for the jobs in the organization…it rejects a good
number of those who apply, leaving only the best to be
hired.’ Edwin B. Flippo
• ‘The process of attracting individuals in sufficient
numbers with the right skills and at appropriate times
to apply for open positions within the organization’.
Staffing Management •SHRM• Myrna L. Gusdorf, MBA, SPHR • 2008
6HRM- jinuachan@gmail.com
STRATEGIC RECRUITING
DECISIONS
HR PLANNING
STRATEGIC
RECRUITING
DECISIONS ON
RECRUITING
SOURCES/METHODS
 How Many Employees Needed
 When Needed
 KSAs Needed
 Special Qualifications
 Where to Recruit: Internal/External
 Who to Recruit: Flexible Staffing
Options
 Nature of Job Requirements
Alternative modes
 Advertising Choices
 Recruiting Activities
7HRM- jinuachan@gmail.com
STRATEGIC RECRUITING DECISIONS/
sources
• Internal recruitment
• External Recruitment
• Alternative models
8HRM- jinuachan@gmail.com
Alternatives to recruitments
–Outsourcing.
–Contingent labour.
–Part-time employees.
–Overtime.
–Temporary workers
–Contract basis employee
–Subcontracting
–Employee leasing
9HRM- jinuachan@gmail.com
 Employees hired for a limited time to
perform a specific job are called temporary
employees.
 Overtime: Short term fluctuations in
work volume could best be solved through
overtime, by the existing employees by
offering them overtime with good salary
and incentives.
 Subcontracting: Due to sudden increase
in demand of the product any organization
instead of expansion can go in contract
with an outside specialist agency to carry
out the work with mutual benefit
10HRM- jinuachan@gmail.com
Contract labour: company can hire employee
on contract basis for a specified time period to
meet short time demand.
Employee leasing: Company can hire
permanent employee of another organization
who have the required skills, for a short period
of time to meet short time requirement.
HRM- jinuachan@gmail.com 11
Outsourcing: In this company can hire employees
from an specialized HR firm which take care of
everything for the employees from recruitment till
exit including payroll.
Temporary employees: Employees hired for a
limited time to perform a specific job are called
temporary employees.
12HRM- jinuachan@gmail.com
INTERNAL
SOURCES
SOURCES OF RECRUITMENT
• Human Resources
Information Systems (HRIS)
• Re-recruiting former
Employees & Applicants
• Internal Recruiting Data
base
• Employee Referrals Job
Posting & Bidding
• Promotions and Transfers
• Relatives of the employees
• From own institutions
13HRM- jinuachan@gmail.com
INTERNAL SOURCES
ADVANTAGES DISADVANTAGES
Promote Morale
 Better assessment of abilities
 Lower cost for some jobs
 Motivator for good
performance
 Causes a succession of
promotions
 Have to hire only at entry
level
 Inbreeding
 Possible morale problems of
those not promoted
“Political” infighting for
 Promotions
 Need for management-
 Development program
 Nepotism: Hiring relatives
14HRM- jinuachan@gmail.com
Recruiting Talent Externally
• Labour Market
– Area from which applicants are to be recruited.
• Tight market: high employment, few available workers
• Loose market: low employment, many available workers
• Factors determining the relevant labour market:
– Skills and knowledge required for a job
– Level of compensation offered for a job
– Reluctance of job seekers to relocate
– Ease of commuting to workplace
– Location of job (urban or nonurban)
15HRM- jinuachan@gmail.com
Outside Sources of Recruitment
1. Advertisements-
print/audio/visual medias
2. Unsolicited applications
and resumes
3. Internet recruiting portals
4. Employee referrals
5. Executive search firms
6. Professional associations
7. Job fairs.
8. Walk-in candidates
9. Through Labor unions
10. Public employment
agencies- UPSE, PSE
11. Private employment
agencies
12. Temporary help
agencies/ NGOs
13. Employee leasing
14. Campus: Schools
Colleges &Universities 16HRM- jinuachan@gmail.com
EXTERNAL SOURCES
ADVANTAGES DISADVANTAGES
 New “blood” brings new
perspectives
 Cheaper and faster than training
 Professionals
 No group of political supporters
in company
 Organization already
 May bring new industry insights
 May not select someone who
will
“fit” the job or organization
 May cause morale problems for
internal
 Candidates not selected
 Longer “adjustment” or
orientation
time
17HRM- jinuachan@gmail.com
Internet Recruiting
• Advantages:
– Inexpensive.
– Quick and easy to post announcement.
– Responses arrive faster and in greater quantity.
– Will generate a wider range of applicants.
– Applicants can be screened by computer.
– Some selection tests can be administered by
computer.
– Automated applicant tracking.
• Disadvantages:
– Ease of submission will result in a lot of applicants,
many whom are not qualified.
– May take more HR time to sort through the greater
quantity of applicants. 18HRM- jinuachan@gmail.com
External Recruitment
• Yield Ratio
– Percentage of applicants from a recruitment source that
make it to the next stage of the selection process.
• 100 resumes received, 50 found acceptable = 50% yield.
• Cost of Recruitment (per employee hired)
H
NCRBAFAC
H
SC 

SC = source cost
AC = advertising costs, total monthly expenditure (example: $28,000)
AF = agency fees, total for the month (example: $19,000)
RB = referral bonuses, total paid (example: $2,300)
NC = no-cost hires, walk-ins, nonprofit agencies, etc. (example: $0)
H = total hires (example: 119)
Cost to hire one employee = $414
19HRM- jinuachan@gmail.com
External Recruitment Considerations
• Sources of Organizational Recruiters
– Professional HR recruiters
– HR generalists
– Work team members
• Requirements for Effective Recruiters
– Knowledge of the recruited job’s requirements and of
the organization
– Training as an interviewer
– Personable and competent to represent the
organization
20HRM- jinuachan@gmail.com
Recruitment process
21HRM- jinuachan@gmail.com
22HRM- jinuachan@gmail.com
Selection Process
“Selection is the process of differentiating between
applicants in order to identify and hire those with a
greater likelihood of success in a job.”
• Recruitment
1. Recruitment refers to the process of identifying and
encouraging prospective employees to apply for jobs.
2. Recruitment is said to be positive in its approach as it
seeks to attract as many candidates as possible.
• Selection
1. Selection is concerned with picking up the right
candidates from a pool of applicants.
2. Selection on the other hand is negative in its
application -it seeks to eliminate as many unqualified
applicants as possible in order to identify the right
candidates.
23HRM- jinuachan@gmail.com
24HRM- jinuachan@gmail.com
Selection Steps
1. Invitation of Application/ Data base search
2. Application sorting
3. Sifting of application
4. Short listing for interview process
5. Formal application filling /document verification
6. Aptitude and other Tests
7. Group Discussion
8. Technical Interview
9. Skill tests
10. HR Interview
11. Back ground/reference checking/
12. Offer and clarification/ salary – conditions negotiation
13. Acceptance of offer and DoJ
14. Joining and induction
25HRM- jinuachan@gmail.com
Types of Tests
Ability test
Aptitude tests
Achievement tests
Intelligence test
Judgement test
Personality test
Situational tests
Interest tests
Personality tests
Projective tests
Attitude test
Critical Incident Tests
26HRM- jinuachan@gmail.com
RECRUITMENT PROCESS
ORGANIZATION CANDIDATE
Acquire Employment Experience
Receive Education and choose
Occupation
Search for Job Openings
Apply for jobs
Impress Company during Selection
process
Evaluate Jobs and Companies
Accept or Reject Job Offers
Generate candidate pool via
internal or external recruitment
methods
Vacant or New position
occurs
Impress Candidates
Make Offer
Evaluate Candidates via
Selection process
27HRM- jinuachan@gmail.com
28HRM- jinuachan@gmail.com
Concept of Career
• A career is a sequence of separate but related work
activities that provide continuity, order and meaning
to a person’s life” - Edwin B. Flippo
• “The occupational positions a person has had over
many years”- Garry Dessler
• A person’s course or progress through life. It also
pertains to his occupational or profession that
usually involves special training or formal education
and is considered to be a person’s lifework -Oxford
English Dictionary
29HRM- jinuachan@gmail.com
• Work/project
• Assignment
• Job
• Career
Concept of Career…
30HRM- jinuachan@gmail.com
Career management
It is the process through which employees:
 Become aware of their own interests, values,
strengths, and weaknesses.
 Obtain information about job opportunities
within the company.
 Identify career goals.
 Establish action plans to achieve career goals.
 companies provide development opportunities,
mentoring, and training managers in how to
coach employees, etc
31HRM- jinuachan@gmail.com
Career motivation
• Employees’ energy to invest in their careers
• Their awareness of the direction they want
their careers to take
• The ability to maintain energy and direction
despite barriers they may encounter
• Career motivation has three aspects:
*Career resilience * Career insight * Career
identity
32HRM- jinuachan@gmail.com
Components of Career Motivation….
• Career Resilience – flexibility
• Company Values
• Innovation
• Employees adapting to unexpected changes
• Commitment to Company
• Be aware of skill strengths and weaknesses
• Participate in learning activities
• Cope with less than ideal working conditions
• Avoid skill obsolescence Career Identity
33HRM- jinuachan@gmail.com
Career Development Initiatives
• Career development is the process by which
employees progress through a series of stages.
• Each stage is characterized by a different set
of developmental tasks, activities, and
relationships.
• There are four career stages: a) Exploration
b) Establishment c) Maintenance
d)Disengagement
34HRM- jinuachan@gmail.com
HRM Competencies: Generalists and Specialists
• Human resources professionals can have two
career paths: specialist or generalist.
• The human resources specialist develops expertise in
a specific HR discipline.
• The generalist is the HR Jack of all trades. In many
organizations, the generalist is the first point of
contact for employees and managers for all HR
related issues.
• Ref: Barbara Falkenrath , Demand Media
35HRM- jinuachan@gmail.com
HR Specialty Functions
• Most common specialties: recruiting and staffing,
benefits design and administration, compensation,
training, payroll and human resources information
systems, or HRIS.
• People who enjoy focusing on a specific area of
knowledge are well suited to the specialist role.
• The job is usually more routine, with well defined
goals and time frames.
• Specialists create and administer benefits and
other systems which are competitive in the market.
These offerings make it easier to attract and retain
the best talent
36HRM- jinuachan@gmail.com
HR Generalists
• They have expertise in one or more specialty areas of
HR, generally proficient enough in each area to provide
sound advice and direction to employees and managers.
• Ensure the accuracy and completeness of information
and programs provided by their specialist co-workers
• Role is less routine. -deal directly with employees, the
issues are variable as the individuals they serve.
• Deals everything from explaining benefits and
compensation to delivering training to mediating
disagreements between workers.
• Individuals who like variety in their work and can quickly
switch focus from one project or issue to another are
well suited to the generalist role.
37HRM- jinuachan@gmail.com
Training & Development
• Employee training and development is a broad
term covering multiple kinds of employee
learning.
• T&D can be defined as any activity designed to
help individuals to become more effective at their
work by improving, updating or refining their
knowledge and skills.
• Training helps employees to learn specific
knowledge or skills to improve performance in
their current roles.
38HRM- jinuachan@gmail.com
Purpose of T&D
• Organize and facilitate learning and development.
• Accelerate acquisition of the knowledge, skills, and
abilities required for effective job performance
Method
• It can be designed to improve speed, agility,
coordination, balance and strength.
• Continuous training involves working for a
sustained period of time without rest. It improves
fitness.
• Cross training involves using another sport or
activity to improve your work fitness
HRM- jinuachan@gmail.com 39
Types of Training
1. Postings regarding internal job openings.
2. Formal education as part of career development.
3. Performance appraisal as a basis for career planning.
4. Career counselling by manager.
5. Lateral moves to create cross-functional experience.
6. Career counselling by HR department.
7. Retirement preparation programmes.
8. Succession planning.
9. Formal mentoring.
10. Common career paths.
40HRM- jinuachan@gmail.com
11.Dual ladder career paths (parallel hierarchy for
professional staff).
12.Books and/or pamphlets on career issues.
13.Written personal career planning (as done by
the organization or personally).
14.Assessment centres.
15.Peer appraisal.
16.Career workshops.
17.Upward (subordinate) appraisal
Ref Armstrong HRM p298
41HRM- jinuachan@gmail.com
HRM- jinuachan@gmail.com 42
Development Models/ Formal
Approaches
1. Self directed training- structured
2. Planned experience
3. Action Learning
4. Outdoor learning
5. Performance Management
6. Coaching
7. E-Training
8. Mentoring
Ref. Armstrong HRM, p314
43HRM- jinuachan@gmail.com
Group assignment
Identify the JD, selection process, interview
model needed to be adopted for
1. Retail mall- floor manager
2. Marketing manager- Adv in news paper
3. Service supervisor- Maruthi Center
4. Campus recruitment- team leader
5. 7 star hotel -hospitality manager
6. Multi specialty Hospital – CRM
7. Regional manager- Make my trip
HRM- jinuachan@gmail.com 44
References
• Mejia, Luis Gomez; Balkin, David B & Cardy, Robert L, Managing
Human Resources, PHI learning Pvt Ltd, Delhi 2006-5th edi
• Snell , Bohlander; Human Resource Management,
• Armstrong, Michael; Armstrongs’s Handbook of Human
Resource management Practice, 2012, 12th edi
• Belcourt Monica and McBey Kenneth J, ‘Strategic Human
Resources Planning’, 2nd ed. Noida: Thomson Pub, 2007
• https://cb.hbsp.harvard.edu/cbmp/pages/discipline/humanres
ources
• http://www.hrmguide.co.uk/hrm
Jinuachan Vadakkemulanjanal
Administrator & Faculty,
Vimal Jyothi Institutions
Chemperi PO, Kannur Dr , Kerala-670632 www.vjim.ac.in
jinuachan@gmail.com; +91-9447373415; 04602213399; 2212240
----------------------------------------------------------------------------------------------------------------------------------
Our Concerns:
1) Vimal Jyothi Institute of Management & Research| MBA HR, Marketing, Finance
Chemperi PO, Kannur Dr , Kerala-670632 www.vjim.ac.in, office@vjim.ac.in
2) Vimal Jyothi Engineering College | BTech, MTech, PhD
Chemperi PO, Kannur Dr , Kerala-670632 www.vjim.ac.in; admission@vjec.ac.in
3) Vimal Jyothi Civil Service (IAS) Academy | fulltime & Integrated IAS by ALS Delhi
Chemperi PO, Kannur Dr , Kerala-670632. ias@vjec.ac.in
4) Vimal Jyothi Inspire Pvt Ltd | Tech-Management Solutions and innovations support
Chemperi PO, Kannur Dr , Kerala-670632. vji@vjec.ac.in

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HRM module-4 recruitment to development function: Jinuachan Vimal Jyothi

  • 1. Recruitment – Training- Development- HRM Competencies- Talent Pool Jinuachan Vadakkemulanjanal Vimal Jyothi Institute of Management & Research, Chemperi PO, Kannur Dr , Kerala-670632 www.vjim.ac.in jinuachan@gmail.com; +91-9447373415; 04602213399; 2212240 Module- 4 HRM- Human Resource Management
  • 2. Unit-IV • Expanding the Talent Pool: Recruitment, Selection • Career Management- Career Development Initiatives • HRM Competencies: Roles of HR Generalists and HR Specialists- • Training & Development- 2HRM- jinuachan@gmail.com
  • 4. Procurement Function RECRUITMENT HR PLANNING- SHRM JOB DESCRIPTION JOB SPECIFICATION JOB ANALYSIS Organization Vision Vacancy/forecasting Talent Pool/CV 4HRM- jinuachan@gmail.com
  • 5. Procurement Function • The first operative function of personnel management is procurement. • It is concerned with procuring and employing people who possess necessary skill, knowledge and aptitude. • It does job analysis, manpower planning, recruitment, selection, placement, induction and internal mobility. HRM- jinuachan@gmail.com 5
  • 6. RECRUITMENT • Recruitment (hiring) is a core function of HRM. • It refers to the overall process of attracting, selecting and appointing suitable candidates for jobs (permanent or temporary) within an organization. • Recruitment is a positive process of searching for prospective employees and stimulating them to apply for the jobs in the organization…it rejects a good number of those who apply, leaving only the best to be hired.’ Edwin B. Flippo • ‘The process of attracting individuals in sufficient numbers with the right skills and at appropriate times to apply for open positions within the organization’. Staffing Management •SHRM• Myrna L. Gusdorf, MBA, SPHR • 2008 6HRM- jinuachan@gmail.com
  • 7. STRATEGIC RECRUITING DECISIONS HR PLANNING STRATEGIC RECRUITING DECISIONS ON RECRUITING SOURCES/METHODS  How Many Employees Needed  When Needed  KSAs Needed  Special Qualifications  Where to Recruit: Internal/External  Who to Recruit: Flexible Staffing Options  Nature of Job Requirements Alternative modes  Advertising Choices  Recruiting Activities 7HRM- jinuachan@gmail.com
  • 8. STRATEGIC RECRUITING DECISIONS/ sources • Internal recruitment • External Recruitment • Alternative models 8HRM- jinuachan@gmail.com
  • 9. Alternatives to recruitments –Outsourcing. –Contingent labour. –Part-time employees. –Overtime. –Temporary workers –Contract basis employee –Subcontracting –Employee leasing 9HRM- jinuachan@gmail.com
  • 10.  Employees hired for a limited time to perform a specific job are called temporary employees.  Overtime: Short term fluctuations in work volume could best be solved through overtime, by the existing employees by offering them overtime with good salary and incentives.  Subcontracting: Due to sudden increase in demand of the product any organization instead of expansion can go in contract with an outside specialist agency to carry out the work with mutual benefit 10HRM- jinuachan@gmail.com
  • 11. Contract labour: company can hire employee on contract basis for a specified time period to meet short time demand. Employee leasing: Company can hire permanent employee of another organization who have the required skills, for a short period of time to meet short time requirement. HRM- jinuachan@gmail.com 11
  • 12. Outsourcing: In this company can hire employees from an specialized HR firm which take care of everything for the employees from recruitment till exit including payroll. Temporary employees: Employees hired for a limited time to perform a specific job are called temporary employees. 12HRM- jinuachan@gmail.com
  • 13. INTERNAL SOURCES SOURCES OF RECRUITMENT • Human Resources Information Systems (HRIS) • Re-recruiting former Employees & Applicants • Internal Recruiting Data base • Employee Referrals Job Posting & Bidding • Promotions and Transfers • Relatives of the employees • From own institutions 13HRM- jinuachan@gmail.com
  • 14. INTERNAL SOURCES ADVANTAGES DISADVANTAGES Promote Morale  Better assessment of abilities  Lower cost for some jobs  Motivator for good performance  Causes a succession of promotions  Have to hire only at entry level  Inbreeding  Possible morale problems of those not promoted “Political” infighting for  Promotions  Need for management-  Development program  Nepotism: Hiring relatives 14HRM- jinuachan@gmail.com
  • 15. Recruiting Talent Externally • Labour Market – Area from which applicants are to be recruited. • Tight market: high employment, few available workers • Loose market: low employment, many available workers • Factors determining the relevant labour market: – Skills and knowledge required for a job – Level of compensation offered for a job – Reluctance of job seekers to relocate – Ease of commuting to workplace – Location of job (urban or nonurban) 15HRM- jinuachan@gmail.com
  • 16. Outside Sources of Recruitment 1. Advertisements- print/audio/visual medias 2. Unsolicited applications and resumes 3. Internet recruiting portals 4. Employee referrals 5. Executive search firms 6. Professional associations 7. Job fairs. 8. Walk-in candidates 9. Through Labor unions 10. Public employment agencies- UPSE, PSE 11. Private employment agencies 12. Temporary help agencies/ NGOs 13. Employee leasing 14. Campus: Schools Colleges &Universities 16HRM- jinuachan@gmail.com
  • 17. EXTERNAL SOURCES ADVANTAGES DISADVANTAGES  New “blood” brings new perspectives  Cheaper and faster than training  Professionals  No group of political supporters in company  Organization already  May bring new industry insights  May not select someone who will “fit” the job or organization  May cause morale problems for internal  Candidates not selected  Longer “adjustment” or orientation time 17HRM- jinuachan@gmail.com
  • 18. Internet Recruiting • Advantages: – Inexpensive. – Quick and easy to post announcement. – Responses arrive faster and in greater quantity. – Will generate a wider range of applicants. – Applicants can be screened by computer. – Some selection tests can be administered by computer. – Automated applicant tracking. • Disadvantages: – Ease of submission will result in a lot of applicants, many whom are not qualified. – May take more HR time to sort through the greater quantity of applicants. 18HRM- jinuachan@gmail.com
  • 19. External Recruitment • Yield Ratio – Percentage of applicants from a recruitment source that make it to the next stage of the selection process. • 100 resumes received, 50 found acceptable = 50% yield. • Cost of Recruitment (per employee hired) H NCRBAFAC H SC   SC = source cost AC = advertising costs, total monthly expenditure (example: $28,000) AF = agency fees, total for the month (example: $19,000) RB = referral bonuses, total paid (example: $2,300) NC = no-cost hires, walk-ins, nonprofit agencies, etc. (example: $0) H = total hires (example: 119) Cost to hire one employee = $414 19HRM- jinuachan@gmail.com
  • 20. External Recruitment Considerations • Sources of Organizational Recruiters – Professional HR recruiters – HR generalists – Work team members • Requirements for Effective Recruiters – Knowledge of the recruited job’s requirements and of the organization – Training as an interviewer – Personable and competent to represent the organization 20HRM- jinuachan@gmail.com
  • 23. Selection Process “Selection is the process of differentiating between applicants in order to identify and hire those with a greater likelihood of success in a job.” • Recruitment 1. Recruitment refers to the process of identifying and encouraging prospective employees to apply for jobs. 2. Recruitment is said to be positive in its approach as it seeks to attract as many candidates as possible. • Selection 1. Selection is concerned with picking up the right candidates from a pool of applicants. 2. Selection on the other hand is negative in its application -it seeks to eliminate as many unqualified applicants as possible in order to identify the right candidates. 23HRM- jinuachan@gmail.com
  • 25. Selection Steps 1. Invitation of Application/ Data base search 2. Application sorting 3. Sifting of application 4. Short listing for interview process 5. Formal application filling /document verification 6. Aptitude and other Tests 7. Group Discussion 8. Technical Interview 9. Skill tests 10. HR Interview 11. Back ground/reference checking/ 12. Offer and clarification/ salary – conditions negotiation 13. Acceptance of offer and DoJ 14. Joining and induction 25HRM- jinuachan@gmail.com
  • 26. Types of Tests Ability test Aptitude tests Achievement tests Intelligence test Judgement test Personality test Situational tests Interest tests Personality tests Projective tests Attitude test Critical Incident Tests 26HRM- jinuachan@gmail.com
  • 27. RECRUITMENT PROCESS ORGANIZATION CANDIDATE Acquire Employment Experience Receive Education and choose Occupation Search for Job Openings Apply for jobs Impress Company during Selection process Evaluate Jobs and Companies Accept or Reject Job Offers Generate candidate pool via internal or external recruitment methods Vacant or New position occurs Impress Candidates Make Offer Evaluate Candidates via Selection process 27HRM- jinuachan@gmail.com
  • 29. Concept of Career • A career is a sequence of separate but related work activities that provide continuity, order and meaning to a person’s life” - Edwin B. Flippo • “The occupational positions a person has had over many years”- Garry Dessler • A person’s course or progress through life. It also pertains to his occupational or profession that usually involves special training or formal education and is considered to be a person’s lifework -Oxford English Dictionary 29HRM- jinuachan@gmail.com
  • 30. • Work/project • Assignment • Job • Career Concept of Career… 30HRM- jinuachan@gmail.com
  • 31. Career management It is the process through which employees:  Become aware of their own interests, values, strengths, and weaknesses.  Obtain information about job opportunities within the company.  Identify career goals.  Establish action plans to achieve career goals.  companies provide development opportunities, mentoring, and training managers in how to coach employees, etc 31HRM- jinuachan@gmail.com
  • 32. Career motivation • Employees’ energy to invest in their careers • Their awareness of the direction they want their careers to take • The ability to maintain energy and direction despite barriers they may encounter • Career motivation has three aspects: *Career resilience * Career insight * Career identity 32HRM- jinuachan@gmail.com
  • 33. Components of Career Motivation…. • Career Resilience – flexibility • Company Values • Innovation • Employees adapting to unexpected changes • Commitment to Company • Be aware of skill strengths and weaknesses • Participate in learning activities • Cope with less than ideal working conditions • Avoid skill obsolescence Career Identity 33HRM- jinuachan@gmail.com
  • 34. Career Development Initiatives • Career development is the process by which employees progress through a series of stages. • Each stage is characterized by a different set of developmental tasks, activities, and relationships. • There are four career stages: a) Exploration b) Establishment c) Maintenance d)Disengagement 34HRM- jinuachan@gmail.com
  • 35. HRM Competencies: Generalists and Specialists • Human resources professionals can have two career paths: specialist or generalist. • The human resources specialist develops expertise in a specific HR discipline. • The generalist is the HR Jack of all trades. In many organizations, the generalist is the first point of contact for employees and managers for all HR related issues. • Ref: Barbara Falkenrath , Demand Media 35HRM- jinuachan@gmail.com
  • 36. HR Specialty Functions • Most common specialties: recruiting and staffing, benefits design and administration, compensation, training, payroll and human resources information systems, or HRIS. • People who enjoy focusing on a specific area of knowledge are well suited to the specialist role. • The job is usually more routine, with well defined goals and time frames. • Specialists create and administer benefits and other systems which are competitive in the market. These offerings make it easier to attract and retain the best talent 36HRM- jinuachan@gmail.com
  • 37. HR Generalists • They have expertise in one or more specialty areas of HR, generally proficient enough in each area to provide sound advice and direction to employees and managers. • Ensure the accuracy and completeness of information and programs provided by their specialist co-workers • Role is less routine. -deal directly with employees, the issues are variable as the individuals they serve. • Deals everything from explaining benefits and compensation to delivering training to mediating disagreements between workers. • Individuals who like variety in their work and can quickly switch focus from one project or issue to another are well suited to the generalist role. 37HRM- jinuachan@gmail.com
  • 38. Training & Development • Employee training and development is a broad term covering multiple kinds of employee learning. • T&D can be defined as any activity designed to help individuals to become more effective at their work by improving, updating or refining their knowledge and skills. • Training helps employees to learn specific knowledge or skills to improve performance in their current roles. 38HRM- jinuachan@gmail.com
  • 39. Purpose of T&D • Organize and facilitate learning and development. • Accelerate acquisition of the knowledge, skills, and abilities required for effective job performance Method • It can be designed to improve speed, agility, coordination, balance and strength. • Continuous training involves working for a sustained period of time without rest. It improves fitness. • Cross training involves using another sport or activity to improve your work fitness HRM- jinuachan@gmail.com 39
  • 40. Types of Training 1. Postings regarding internal job openings. 2. Formal education as part of career development. 3. Performance appraisal as a basis for career planning. 4. Career counselling by manager. 5. Lateral moves to create cross-functional experience. 6. Career counselling by HR department. 7. Retirement preparation programmes. 8. Succession planning. 9. Formal mentoring. 10. Common career paths. 40HRM- jinuachan@gmail.com
  • 41. 11.Dual ladder career paths (parallel hierarchy for professional staff). 12.Books and/or pamphlets on career issues. 13.Written personal career planning (as done by the organization or personally). 14.Assessment centres. 15.Peer appraisal. 16.Career workshops. 17.Upward (subordinate) appraisal Ref Armstrong HRM p298 41HRM- jinuachan@gmail.com
  • 43. Development Models/ Formal Approaches 1. Self directed training- structured 2. Planned experience 3. Action Learning 4. Outdoor learning 5. Performance Management 6. Coaching 7. E-Training 8. Mentoring Ref. Armstrong HRM, p314 43HRM- jinuachan@gmail.com
  • 44. Group assignment Identify the JD, selection process, interview model needed to be adopted for 1. Retail mall- floor manager 2. Marketing manager- Adv in news paper 3. Service supervisor- Maruthi Center 4. Campus recruitment- team leader 5. 7 star hotel -hospitality manager 6. Multi specialty Hospital – CRM 7. Regional manager- Make my trip HRM- jinuachan@gmail.com 44
  • 45. References • Mejia, Luis Gomez; Balkin, David B & Cardy, Robert L, Managing Human Resources, PHI learning Pvt Ltd, Delhi 2006-5th edi • Snell , Bohlander; Human Resource Management, • Armstrong, Michael; Armstrongs’s Handbook of Human Resource management Practice, 2012, 12th edi • Belcourt Monica and McBey Kenneth J, ‘Strategic Human Resources Planning’, 2nd ed. Noida: Thomson Pub, 2007 • https://cb.hbsp.harvard.edu/cbmp/pages/discipline/humanres ources • http://www.hrmguide.co.uk/hrm
  • 46. Jinuachan Vadakkemulanjanal Administrator & Faculty, Vimal Jyothi Institutions Chemperi PO, Kannur Dr , Kerala-670632 www.vjim.ac.in jinuachan@gmail.com; +91-9447373415; 04602213399; 2212240 ---------------------------------------------------------------------------------------------------------------------------------- Our Concerns: 1) Vimal Jyothi Institute of Management & Research| MBA HR, Marketing, Finance Chemperi PO, Kannur Dr , Kerala-670632 www.vjim.ac.in, office@vjim.ac.in 2) Vimal Jyothi Engineering College | BTech, MTech, PhD Chemperi PO, Kannur Dr , Kerala-670632 www.vjim.ac.in; admission@vjec.ac.in 3) Vimal Jyothi Civil Service (IAS) Academy | fulltime & Integrated IAS by ALS Delhi Chemperi PO, Kannur Dr , Kerala-670632. ias@vjec.ac.in 4) Vimal Jyothi Inspire Pvt Ltd | Tech-Management Solutions and innovations support Chemperi PO, Kannur Dr , Kerala-670632. vji@vjec.ac.in