3. 3
HRM FUNCTIONS
⢠Human resource planning
⢠Recruitment
⢠Selection
⢠Compensation & benefits
⢠Performance appraisal
⢠Training and development
⢠Employee relations
⢠Safety & health
4. 4
CHANGING TRENDS IN HRM
⢠Technological changes
⢠Globalization and increase competition
⢠Employee education and expectation
⢠Workforce diversity
⢠Useful statistics
5. 5
HR DEPARTMENT
⢠To support managersâ HR responsibilities
⢠Help the organization to meet its
objectives by designing HR programs
⢠Managers and the HR Department need to
work together
6. 6
FUNCTIONS OF HR DEPT.
⢠Employment
⢠Training and Development
⢠Payment / Reward Systems
⢠Health and Safety
⢠Employee Services / Welfare
⢠Productivity Improvement Schemes
⢠Industrial Relations
7. 7
FACTORS INFLUENCE HR DEPT.
⢠Size of organization
⢠Unionization of the workplace
⢠Ownership of the company
⢠Philosophy of top management
9. 9
ENVIRONMENTAL CHALLENGES
⢠Rapid change
⢠Work force diversity
⢠Globalization
⢠Legislation
⢠Evolving Work and Family Roles
⢠Skills shortages and the Rise of the
Service Sector
13. 13
HR PLANNING PROCESS
⢠Process of reviewing and identifying future
human resource needs of an organization
⢠HR planning helps managers reduce
uncertainty about future
⢠To ensure that the required number of
qualified employees is available at the
right time
14. 14
HR PLANNING PROCESS
⢠Labour demand
â Product demand
â Labour productivity
⢠Labour supply
â Internal labour market
â External labour market
15. 15
HR PLANNING PROCESS
⢠Labour demand exceeds labour supply
⢠Labour supply exceeds labour demand
⢠Labour demand equals labour supply
17. 17
HR INFORMATION SYSTEM
⢠Systems used to collect, record, store,
analyze and retrieve data concerning an
organizationâs human resources
⢠Contains computer hardware and software
applications that work together to help
managers make HR decisions
18. 18
HR INFORMATION SYSTEM
⢠Employees
⢠Applicant tracking
⢠Skills inventory
⢠Payroll
⢠Benefits administration
19. 19
HRIS SECURITY AND PRIVACY
⢠Limit access to HRIS by controlling access
to the computer and its data files
⢠Use passwords and special codes
⢠Grant permission to access employees
information only on a need-to-know basis
⢠Develop polices and guidelines
⢠Allow employees to examine their
personal records
20. 20
RECRUITMENT PROCESS
⢠Recruitment is the process of attracting
suitable people to apply for job vacancies
⢠Attracting applicants
â Internal
⢠Employee audit or inventory
⢠Job posting and bidding
21. 21
RECRUITMENT PROCESS
⢠Attracting applicants
â External
⢠Employment agencies and consultants
⢠Campus recruitment exercise
⢠Employee referrals
⢠Unsolicited applicant files
⢠Advertising in the mass media
⢠Recruitment through the internet
22. 22
INTERNAL RECRUITMENT
⢠Advantages:
â Employment record of applicant available
â No induction needed
â Little or no cost involved
â Employeesâ morale and motivation increased
⢠Disadvantages:
â Filling a vacancy may lead to a more gap
â No suitable candidates
â Supervisors may be reluctant to release key
employees
23. 23
EXTERNAL RECRUITMENT
⢠Advantages:
â Avoid inbreeding
â Possible to widen choice of applicants by
having a pool of candidates
⢠Disadvantages:
â High costs of recruitment process
â Frustration amongst existing employees
24. 24
SELECTION PROCESS
⢠The process of choosing the most suitable
applicant from a group of applicants, for an
available vacancy
⢠Collect information of applicants
⢠Each applicant will be assessed
25. 25
TECHNIQUES FOR COLLECTING
INFORMATION ON APPLICANTS
⢠Applicants form and CV
⢠Reference check
⢠Selection tests
â Performance tests
â Aptitude tests
â Personality tests
â Intelligence tests
â Medical tests
26. 26
TECHNIQUES FOR COLLECTING
INFORMATION ON APPLICANTS
⢠Selection interviews
â Planning the interview
â Conducting the interview
â After the interview
⢠Assessment Centre Activities
â Exercises
â Social events
27. 27
RECRUITMENT AND SELECTION
PROCESS
⢠Make decision to recruit new employee
⢠Conduct job analysis
⢠Source for applicants
⢠Collect information on applicants
⢠Select most suitable applicant
⢠Offer employment to successful applicant
⢠Hold induction once employee reports for
duty
28. 28
ISSUES AND PROBLEMS RELATING
TO RECRUITMENT AND SELECTION
⢠Nepotism
⢠Employment of children
⢠Hiring older workers
⢠Discrimination in recruitment and selection
⢠Employment of foreigners
29. 29
MAKING A JOB OFFER
⢠Contract of employment
â Implied terms of a contract of employment
â Express terms in a contract of employment
â Changing the terms in a contract of
employment
â Types of employment contract
30. 30
INDUCTION
⢠Purpose of induction
⢠Contents of a formal induction programme
⢠Organizing the induction programme
⢠Scheduling of induction
⢠Duration of an induction programme
⢠Ensuring the effectiveness of an induction
programme
⢠Potential problems relating to induction
programme
32. 32
JOB ANALYSIS
⢠Technique of studying a job to identify the
skills, knowledge, experience and other
requirements necessary to perform the job
⢠Identifies the tasks, duties and
responsibilities of a particular job
⢠Should be re-analyzed on a regular basis
33. 33
CONDUCTING JOB ANALYSIS
⢠Determine the desired applications of the
job analysis
⢠Select the jobs to be analyzed
⢠Gather the job information
⢠Verify the accuracy of the job information
⢠Document the job analysis by writing a job
description
36. 36
JOB DESCRIPTION
⢠A written profile of a job
⢠The process of preparing job descriptions
helps to identify unnecessary tasks,
overlapping responsibilities and even the
existence of functions for which no one
has responsibility
37. 37
JOB DESCRIPTION
⢠Job title, location and grading
⢠Relationships
⢠Brief statement on the purpose of the job
⢠List of duties and responsibilities
⢠Terms and conditions of employment to be
given to the job-holder
⢠Negative aspects of the job
38. 38
JOB SPECIFICATION
⢠Also known as person specification or
worker characteristics
⢠Describe the profile of a person who
should be able to succeed in the job and
will guide the recruitment officer to the
best candidate
39. 39
JOB SPECIFICATION
⢠Knowledge, skills and abilities required to
do the job
⢠Educational qualifications and work
experience required
⢠Physical requirements of the job
⢠Personality requirements
⢠Career path
41. 41
WHAT IS COMPENSATION?
⢠Total compensation has three
components:
â Base compensation
â Pay incentives
â Indirect compensation benefits
42. 42
DESIGNING A COMPENSATION SYSTEM
⢠Internal vs External Equity
⢠Fixed vs Variable Pay
⢠Performance vs Membership
⢠Job vs Individual Pay
⢠Egalitarianism vs Elitism
⢠Below-market vs Above-market Compensation
⢠Monetary vs Nonmonetary Awards
⢠Open vs Secret Pay
⢠Centralization vs Decentralization of Pay
Decision
48. 48
WORKING HOURS SYSTEM
⢠Normal working hours
⢠Overtime working
⢠Shift work systems
⢠Alternative working hours scheduling
⢠Teleworking and homeworking
49. 49
EMPLOYEE BENEFITS
⢠Group membership rewards that provide
security for employees and their family
members
⢠Sometimes called indirect compensation
⢠Protect employees from risks that could
jeopardize their health and financial
security
50. 50
WHY PROVIDE BENEFITS?
⢠Statutory required
⢠Attract staff to join the organization
⢠Retain existing employees
⢠Increase morale of employees
52. 52
DESIGNING A BENEFIT SCHEME
⢠Eligibility and waiting periods
⢠Kinds of benefits
⢠Level of benefits
⢠Financing of the benefits
⢠Fixed package or employee choice
⢠Communication
53. 53
STATUTORY BENEFITS
⢠Maternity protection
⢠Time-off payments
â A weekly rest day
â Public holidays
â Annual leave
⢠EPF Act
⢠Employees Social Security Act
54. 54
NON-STATUTORY BENEFITS
⢠Time-off payments
⢠Health care
⢠Insurance
⢠Financial services
⢠Subsidies and service
⢠Retirement benefits
⢠Allowances
⢠Educational fee assistance
55. 55
TRENDS IN BENEFIT PACKAGES
⢠Awareness and desirability of benefits
⢠Align benefits to strategic objectives
⢠Cafeteria benefit schemes
⢠Issues related to benefits
56. 56
REWARD SYSTEMS
⢠Non-financial rewards
â Performance awards
â Letters of appreciation
â Sponsorship to seminars, conferences and
overseas tours
â Rewards for long service
⢠Financial rewards
â Salary increases
â Bonus and profit sharing
â Rewards for salespeople (commissions)
58. 58
DEFINITION
⢠Performance appraisal involves:
â Identification
⢠Determining what areas of work the manager should
be examining when measuring performance
â Measurement
⢠Making managerial judgements of how âgoodâ or âbadâ
employee performance
â Management
⢠The overriding goal of any appraisal system.
64. 64
BENEFITS OF
PERFORMANCE APPRAISAL
⢠Employer perspective
â Individual differences in performance can
make a difference to company performance
â May be needed for legal defense
â Provides a rational basis for constructing
bonus
â Can help to implement strategic goals
â Providing individual feedback
â Can include teamwork and teams
65. 65
BENEFITS OF
PERFORMANCE APPRAISAL
⢠Employee perspective
â Performance feedback is needed and desired
â Improvement in performance requires
assessment
â Differences in performance levels across
workers be measured and have an effect on
outcomes
â Can motivate workers to improve
performance
66. 66
PROBLEMS IN
PERFORMANCE APPRAISAL
⢠Rater errors and bias
⢠Influence of liking
⢠Organizational politics
⢠Individual or group focus
⢠Legal issues
67. 67
⢠Recent effect
⢠Halo effect
⢠Central tendency
⢠Prejudice and stereotype
⢠Fatigue
PROBLEMS IN
PERFORMANCE APPRAISAL
68. 68
EFFECTIVE
PERFORMANCE APPRAISAL
⢠Conduct appraisal in private
⢠Allow enough time for employee to discuss
issue
⢠Refer to performance not individual
⢠Provide specific not general behaviour
⢠Give feedback in a good manner
⢠Avoid loaded terms which produce
emotional reactions
70. 70
DEFINITION OF TRAINING
⢠Organizational activity which aims to
improve an employeeâs current
performance
⢠The attempt by an organization to change
employees through the learning process
⢠Training programmes are designed to
change attitudes, develop skills or impart
knowledge
71. 71
WHAT WILL HAPPEN IF NO
FORMAL TRAINING?
⢠Learning on the job will take longer
⢠Costs of wasted materials, sales and
customers lost
⢠Management time cost taken
⢠Lowered morale, demotivated
⢠Accident-related costs
⢠High turnover
72. 72
BENEFITS OF TRAINING
⢠Increase workerâs productivity
⢠Increase workerâs job satisfaction
⢠Keeps workerâs skills and knowledge up-
to-date
⢠Helps to motivate workers
73. 73
SYSTEMATIC TRAINING
⢠Identify training needs
⢠Set training objectives
⢠Design training programme
⢠Implement training programme
⢠Evaluate training programme
74. 74
TRAINING NEEDS AND
TRAINING PLANS
⢠Individual workers face difficulties in
performing job satisfactorily
⢠New workers are recruited
⢠New technology and procedures are
introduced
⢠Individuals are transferred or promoted
⢠Major change in the organization
75. 75
DESIGNING TRAINING PLANS
⢠Identify a performance problem
⢠Decide whether the problem is serious
enough
⢠Identify the cause of the problem
⢠Generate alternative solutions to the
problem
⢠Choose the best solution and implement
76. 76
SET TRAINING OBJECTIVES
⢠Purpose of training is to improve
employeeâs abilities and performance on
the job
⢠Consists of three parts:
â Terminal behaviour
â Standards to be achieved
â Conditions of performance
77. 77
DESIGN TRAINING PROGRAMME
⢠Facilitators
⢠Venue
⢠Duration and scheduling of programme
⢠Number of participants
⢠Training methods
⢠Logistics
⢠Budget
79. 79
LEARNING PRINCIPLES
⢠The learner must want to learn
⢠Active or passive learning
⢠Feedback or knowledge of results
⢠Learning is faster in teams
81. 81
UNDERSTANDING
EMPLOYEE RELATIONS
⢠Good employee relations involve providing
fair and consistent treatment to all
employees
⢠To foster good employee relations,
managers must listen to and understand
what employees are saying and
experiencing
82. 82
UNDERSTANDING
EMPLOYEE RELATIONS
⢠Effective employee relations require
cooperation between managers and
employee relations representatives
⢠ERR will try to ensure that company
policies and procedures are followed and
advise both supervisors and employees on
specific employee relations problems
83. 83
TRADE UNIONS
⢠A group of seven or more workers can
form a trade union
⢠Application for registration with Registrar
of Trade Unions
⢠The application form must be signed by all
members
⢠Send together with the unionâs constitution
⢠The important criterion for a union to be
registered is its intended member
84. 84
TRADE UNIONS
⢠All workers above 16 years have the right
to join an appropriate union
⢠Workers between 16 and 21 have lesser
rights to participate in union activities
⢠Specified groups of workers are restricted
from joining trade unions
85. 85
TYPES OF UNIONS
⢠National and regional unions
⢠In-house unions
⢠Employerâs associations
86. 86
ROLE OF TRADE UNIONS
⢠Protect their membersâ right
⢠Will take action to stop such unfair practices
⢠Advise members on their right
⢠Encouraging government to pass legislation
⢠Introduce policies
⢠Three-pronged approach:
â Individual employees
â National issues
â Individual members
87. 87
COLLECTIVE BARGAINING
⢠The process whereby employers and
employees negotiate over the terms and
conditions on employment
⢠Union is required by law to gain formal
recognition from the employer before any
negotiation can be made
88. 88
COLLECTIVE BARGAINING
⢠One of the main functions of trade unions
⢠The best method of regulating the terms
and conditions of employment
⢠Once an agreement is reached between
the two parties, there will be no
discrimination between them
89. 89
COLLECTIVE BARGAINING
⢠May be carried out between an individual
employer and a trade union of employees
⢠Or between the union of employees and
the union of employers
⢠This process is regulated by the Industrial
Relation Act
90. 90
COLLECTIVE AGREEMENTS
⢠Written agreement between an employer
and a trade union relating to terms and
conditions of employment
⢠Agreement must specify their duration, not
less than three years
⢠Must be deposited with Industrial Court
⢠Most agreements include clauses on
wages, working hours and other benefits
to be given to the workers
94. 94
DISCIPLINE
⢠Penalties in a disciplinary system
â Oral warning
â First written warning
â Final written warning
â Suspension without pay
â Suspension of increment
â Demotion or downgrading
â Dismissal
96. 96
TERMINATION OF EMPLOYEEâS
CONTRACT OF EMPLOYMENT
⢠Role of Industrial Court
⢠Resignation
⢠Expiry of fixed-term contract
⢠Retirement
⢠Redundancy and retrenchment
97. 97
TERMINATION OF EMPLOYEEâS
CONTRACT OF EMPLOYMENT
⢠Dismissal of misconduct
⢠Dismissal for poor performance
⢠Frustration of contract
⢠Termination of probationers
⢠Constructive dismissal
102. 102
ENSURING A SAFE WORKPLACE
⢠Safety policies
â A statement of organizationâs commitment
â An explanation of whoâs responsible
â A description of procedures
⢠Safety programmes
â Commitment from all employees
â Officer in-charge of safety
103. 103
ENSURING A SAFE WORKPLACE
⢠Safety programmes
â Record keeping
â Safety training
â Safety and healthy living campaigns
â Incentive and reward schemes
â Provision of personal protective equipment
â Disciplinary system
104. 104
OCCUPATIONAL
SAFETY AND HEALTH ACT
⢠Ensure the safety of all employees and
any other person at the workplace
⢠Draft and disseminate a safety policy
⢠Appoint a safety committee
⢠Appoint a dedicated, qualified safety and
health officer
⢠Provide appropriate training, supervision
and information