The document discusses the personnel function in an organization. It covers topics like recruitment, induction, placement, development, personnel policies, absenteeism, transfers, promotions, compensation plans, job structure, and morale studies. It defines personnel management and discusses the role of the personnel manager. It also covers challenges like a changing workforce, values, expectations, and government demands. It discusses approaches to personnel management like mechanical, paternalism, and social systems. It outlines organizing the personnel unit, planning the personnel program, and controlling the personnel unit.
This Presentation cover all relative aspects of Human Resource Planning | HR Demand Forecasting & HR Supply Forecasting along with detail description of Recruitment & Selection as per the Syllabus of AKTU MBA Course.
This Presentation cover all relative aspects of Human Resource Planning | HR Demand Forecasting & HR Supply Forecasting along with detail description of Recruitment & Selection as per the Syllabus of AKTU MBA Course.
Compensation is a systematic approach to providing monetary value to employees in exchange for work performed. Compensation may achieve several purposes assisting in recruitment, job performance, and job satisfaction.Compensation Management is a Process of compensation management is to establish & maintain an equitable wage & salary structure & an equitable cost structure .it involves job evaluation, wage & salary survey, profit sharing &control of pay costs.
According to Thomas J. Bergmann(1988) compensation consists of four distinct components:
Compensation = Wage or Salary + Employee benefits +Non-recurring financial rewards+ Non-pecuniary rewards.
Compensation is a tool used by management for a variety of purposes to further the existence of the company. Compensation may be adjusted according the business needs, goals, and available resources.
Meaning & Definition of Executive Development, Need for executive development, Methods of Executive Development, On the Job and Off the Job Methods of Executive Development.
human resource development and human resource management, and its concept, meaning characteristics and significance in service organizations. it is very useful and resourceful to those who are searching information about the significance of hard and hrm in the service sector.
The challenge for HR managers is to keep up to date with the latest HR innovations -technological, legal, and otherwise.
How HR managers can anticipate and address some of the most challenging HR issues.
Compensation is a systematic approach to providing monetary value to employees in exchange for work performed. Compensation may achieve several purposes assisting in recruitment, job performance, and job satisfaction.Compensation Management is a Process of compensation management is to establish & maintain an equitable wage & salary structure & an equitable cost structure .it involves job evaluation, wage & salary survey, profit sharing &control of pay costs.
According to Thomas J. Bergmann(1988) compensation consists of four distinct components:
Compensation = Wage or Salary + Employee benefits +Non-recurring financial rewards+ Non-pecuniary rewards.
Compensation is a tool used by management for a variety of purposes to further the existence of the company. Compensation may be adjusted according the business needs, goals, and available resources.
Meaning & Definition of Executive Development, Need for executive development, Methods of Executive Development, On the Job and Off the Job Methods of Executive Development.
human resource development and human resource management, and its concept, meaning characteristics and significance in service organizations. it is very useful and resourceful to those who are searching information about the significance of hard and hrm in the service sector.
The challenge for HR managers is to keep up to date with the latest HR innovations -technological, legal, and otherwise.
How HR managers can anticipate and address some of the most challenging HR issues.
Unit - I Introduction to HRM, Job Analysis & Man Power Planning.pptxRENUKADEVI99
Today companies are competing in a challenging environment with Globalization, Increased competition, Technological innovation, Slower economic growth. HR managers require competencies to face these new challenges: HR managers –Internal consultants, identifying & institutionalizing changes
Shift from transactional services to providing support in decision making. Measuring HR activities in financial terms, Use of technology to support HR are demanded.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
3. Outline
The Personnel Function in our organization
Recruitment, Induction, Placement &
Development, Personnel Budget
Personnel Policies & Standing orders
Absenteeism, Personnel Turnover & Problem of
indiscipline
Transfers, Promotions & Voluntary retirements
Compensation Plans - Perquisites & Bonus
Job status, Grade & Salary & wage structure –
Out fore, Measure
Morale studies & Personnel Research
4. Opening Case
Develop a case study, where an individual after
an elaborate selection procedure, tenders in his
resignation after the first month. Form groups of
6 members, discuss & present your findings for
the following points.
What could the reasons be?
How could the HR Department have interviewed?
How would the management fill the gap and justify
the “episode”?
5. The Personnel Function in our
organization
Definition of Personnel Management
The Role of the Personnel Manager
Challenges of Modern Personnel
Management
Approaches to Personnel Management
Organizing the Personnel Unit
Planning the Personnel Program
Controlling the Personnel Unit
6. PERSONNEL MANAGEMENT
- Definition
Personnel Management is the
Planning,
Organizing,
Directing and
Controlling
Of the
Procurement, Development,
Compensation, Integration,
Maintenance & Separation
Of human resources to the end that individual,
organizational, and societal objectives are accomplished.
7. The Role of the Personnel Manager
The Personnel Manager has Exclusive
responsibility of –
Personnel records,
Insurance Benefits administration
Unemployment compensation administration
Personnel Research
The Heart of a Personnel Programme
itself requires considerable coordination,
as well as coordination with units in the
remainder of the organization.
8. Challenges of Modern Personnel
Management
Changing Mix of the Work force
Changing Personal Values of the Work
force
Changing expectations of citizen-
employees
Changing levels of productivity
Changing demands of government
9. Changing Mix of the workforce.
Increased numbers of minority members
entering occupations requiring greater skills.
Increasing levels of formal education for the
entire work force.
More female employees.
More married female employees.
More working mothers.
A steadily increasing majority of white-collar
employees in place of the blue-collar.
10. Changing Personal Values of the
Work Force
Better morale
Better fit of work time to the employee’s
“body clock”
Improving handling of fluctuating
workloads
Increased customer service
Reduced employee absenteeism
Reduced turnover
11. Challenges of Modern Personnel
Management …contd.
Changing Expectations of Citizen-Employees
Freedom of Speech
Right to privacy
Changing Levels of Productivity
Numerous laws
Increase in new numbers of employees
Adversial relations with labour unions
Changing Demands of Government
In procurement, development, compensation,
integration, maintenance and separation.
13. Mechanical Approach toward
Personnel
Labour must be classified with capital and land.
Personnel are controllable, predictable, and
interchangeable.
Techniques such as time study, incentive wages
were introduced.
Problems incurred were
Loss of jobs through development of new machines
or work techniques
Decreased economic security leading to formation of
labour organizations
Labour organizations grew at a very slow pace
Decreased pride in work
14. Paternalism
Management must assume a
fatherly and
protective attitude
Toward employees.
Activities such as
Company stores
Company homes and
Recreational facilities
were started
15. The firm is viewed as a complex central
system operating within a complex
environment which can be termed as
“outer-extended system”
The central system cannot be closed &
directed in a mechanistic fashion.
Options are available to central system
members with the aid of labour unions,
government, and various public groups.
Social System
16. Organizing the Personnel Unit
Bases of Departmentation
Procurement (employment)
Development (training)
Compensation (wage & salary administration)
Integration (labor relations)
Maintenance (safety)
Separation (employee services, retirement)
17. Organizing the Personnel Unit
Line & Personnel Staff relationships
Line person may Advise and not Command or
Order
Staff relationship is of Service
Staff advice compels the line person only to
listen & not accept or follow advice
Staff should be able to give truthful advice to
superiors without fear of losing their jobs
18. Planning the Personnel Programme
Planning is determination of anything in
advance of action.
Decision Making
Programmes and Policies
The Computer and Personnel
Standards
19. Decision Making
1. Recognize & define a problem that
calls for action
2. Determine possible alternative
solutions
3. Collect and analyze facts bearing
upon the problem.
4. Decide on a solution
20. Programmes and Policies –
In 4 areas
1. Designing enriched jobs
2. The ease with which it can be
implemented in the organization
3. Projected economic benefits to the
firm
4. Possible economic risks associated
with the programmes.
21. The Computer and Personnel
Payroll
Timekeeping
Taxes
Increases etc.
Personnel
Skills
Education
Interests etc
Fringe benefits
Pensions
Insurance
Medical, etc
Integrated
Computer
system
Procurement
Basic records
Identification of vacancies
Applicant flow ( when
applied, source, process,
hiring decision, why
rejected etc..
Development- each employee skill profile
Compensation- salary by job, education etc.
Integration- grievance by unit, employee etc.
Maintenance- Govt. reports (accidents,
lost time etc.)
Separation- terminated employee reports
OUTPUTS
22. Standards
It is an established criterion or model
against which actual results can be
compared.
Results or Standards cover
Time and Cost variables
Method or function
Personnel & Physical factors
23. Controlling the Personnel Unit
STRATEGIC CONTROL POINTS
Procurement
Formal placement follow-up of employee job satisfaction
Development
Quality losses
Compensation
Wage & salary budgets
Integration
Morale surveys
Maintenance
Insurance premiums
Separation
Number of retirees participating in retirement programmes
24. The Personnel Audit &
Human Resources Accounting
The Personnel Audit
Systematic survey & analysis of all operative
functions of personnel, with a summarized
statement of findings and recommendations
for correction of deficiencies
Human Resources Accounting
Suppose a major catastrophe wiped out all the
human resources in your organization, how
long would it take & how much would it cost to
replace them.
25. Dimension Personnel Management HRM
1. Employment
Contract
Careful delineation of
written contracts
Aim to go beyond contract
2. Rules Importance of devising
clear rules
‘Can do’ outlook,
Impatience with rule
3. Key Relations Labour Management Customer
4. Speed of decision Slow Fast
5. Management role Transaction Transformational
6. Job design Division of labor Team work
7. Respect for
employees
Labor is treated as a tool
which is expendable &
replaceable.
People are treated as
assets to be used for the
benefit of an organization,
its employees & the
society as a whole.
8. Shared interest Interests of the
organization are
uppermost
Mutuality of interests
26.
27. Composition of HR / Personnel Department
Director HRM
Manager- Manager- Administration Manager-HRD Manager- IR
Personnel
Appraisal T & D
PR Canteen Medical Welfare Transport Legal
HRP Hiring Grievance Handling Compensation
28. Match the term with its appropriate
definition
Personnel
Management
Standard
Personnel Audit
Systematic survey & analysis of all operative
functions of personnel, with a summarized
statement of findings and recommendations
for correction of deficiencies
The planning, organizing, directing and
controlling Of the procurement, development,
compensation, integration, maintenance &
separation of human resources to the end that
individual, organizational, and societal
objectives are accomplished.
It is an established criterion or model against
which actual results can be compared.