The document outlines principles of human resource management, focusing on recruitment, selection processes, training, and development. It emphasizes the significance of various methods for hiring and employee development, including work samples and simulations, alongside the importance of reliability and validity in selection tests. Additionally, it details training needs assessment, training methods, and the role of training in enhancing organizational efficiency and employee performance.

1. HUMAN RESOURCE MANAGEMENT
UL22BB241B
Prof Viraja Kanawally
MBA,M.phil, MA( Economics
Member WICCI
Faculty of Commerce & Management

2. PRINCIPLES OF HUMAN RESOURCE MANAGEMENT
Employee Hiring: Recruitment
Unit 2: Recruitment
Recruitment process
Internal v/s External recruitment
Recruitment diverse workforce
Challenges in effective Recruitment
Evaluating & benchmarking Recruitment
Case Analysis/ Class Presentation
Selection; Selection process
Selection; Tests; Interview
Significance of background verification
Impact of social media in selection
Work samples and simulations
Reliability & validity in selection tests
Training & Development
Training v/s Development
Training need analysis
Designing training programs
Methods of training and developing employees
Evaluating effectiveness of programs

3. Importance of background verifications

4. significance of social media in selection

5. WorkSamples and Simulations
Work
samples
Management
assessment
centers
Video-based
situational
testing
Measuring Work Performance
Directly
Miniature job
training and
evaluation

8. work samples and simulations
Work samples and simulations are types of tests that measure an
individual's ability to perform specific tasks or skills that are required for a
particular job. These tests are often used in pre-employment testing and
performance evaluations.
Work samples are real-world tasks or activities that are representative of
the job for which an individual is applying.
For example, a typing test may be used as a work sample for a data
entry job, or a mock sales call may be used as a work sample for a sales
position.

9. Simulations
Simulations are computer-based or role-playing exercises
that simulate real-world situations and tasks that an
individual is likely to encounter in a particular job.
For example, a simulation may be used to test an
individual's ability to make decisions or solve problems in
a high-stress, time-sensitive environment.

10. Benifits of worksampling and simulation:
2. Improved reliability: Work samples and simulations are often standardized and controlled,
which can increase the reliability of test results.
3. Better predictiveness: Work samples and simulations can be used to predict an individual's
future performance on the job, which can help organizations make informed hiring decisions.

11. Realiability and validity
Reliability
Describes the consistency of scores obtained by the same person
when retested with the identical or alternate forms of the same test.
Are test results stable over time?
Validity
Indicates whether a test is measuring what it is supposed to be
measuring.
Does the test actually measure what it is intended to measure?

12. A test is, basically, a sample of a person’s behavior. Using a test
(or any selection tool) assumes the tool is both reliable and valid.
Few things illustrate evidence-based HR—the deliberate use of
the best-available evidence in making decisions about the human
resource management practices you are focusing on—as do
checking for reliability and validity.
Source:Copyright © 2011 Pearson Education, Inc. publishing as
Prentice Hall

15. Training & Development
1. Introduction
2. Differences between Training, Education & Development
3. Role Of Training & Development
4. Identifying Training Needs
5. Training & Development Process
6. Establishing Training and Development Objectives
7. Methods
8. Importance of Training & Development
9. Advantages

16. Introduction to Training
This is a vital role played by the training and development
in the working of the organizations. The training has many
implications for health, productivity and safety in the
personal development.
The programs related to the training and development
provided by an organization consist of a wide range of
educational techniques.
It may be attended by staff on a voluntary or compulsory
basis.

17. Definition
“The systematic acquisition of attitudes, concepts, knowledge, roles, or skills,
that result in improved performance at work.”
Training
skill enhancement processes for non-managerial jobs
Development
skill enhancement processes for managerial jobs

18. Differences between Training & Development
Training is short term, task oriented and targeted on
achieving a change of attitude, skills and knowledge in a
specific area. It is usually job related.
Development is a long term investment in human resources.

19. Difference between Training and development

20. Types of Training and Development
1. Technical Training
2. Quality Training
3. Skills Training
4. Professional Training

21. Role Of Training & Development
Increase in Efficiency
Increase in Morale of Employees
Better Human Relations
Reduced Supervision
Increased Organizational Viability and
Flexibility.

22. Identifying Training Needs
Basic aim of Training
• Suitable change in the individual concerned.
• Should be related both in terms of organization's
demand and that of individual’s.
Various Methods for identifying Training Needs
• Organizational Analysis.
• Task Analysis.
• Man Analysis.

23. Training & Development Process
Evaluate T&D Programs
Implement T&D Programs
Select T&D Methods
Establish Specific Objectives
Determine T&D Needs

24. Establishing Training and Development Objectives
Desired end results
Clear and summarize objectives must be
formulated

25. Select T&D Methods
On the job training
Job Rotation
Coaching
Job Instructions or Mentoring
Internships
Off the job training
Distance Learning and Videoconferencing
Classroom programs
Simulations
Role Playing
Inbasket method

26. Importance of Training
• Maintains qualified products / services
• Achieves high service standards
• Provides information for new comers
• Refreshes memory of old employees
• Achieves learning about new things; technology,
products / service delivery
• Reduces mistakes - minimizing costs
• Opportunity for staff to feedback / suggest
improvements
• Improves communication & relationships - better
teamwork

27. Importance of Training
• Helps remove performance deficiencies in employees
• Greater stability, flexibility and capacity for growth in
an organization
• Accidents, scraps and damages to machinery can be
avoided
• Serves as effective source of recruitment
• It is an investment in HR with a promise of better
returns in future
• Reduces dissatisfaction, absenteeism, complaints and
turnover of employees

28. The considerations for designing a training program are as follows:
1.Needs assessment and learning objectives. This part of the framework
development asks you to consider what kind of training is needed in your
organization. Once you have determined the training needed, you can set
learning objectives to measure at the end of the training.
2.Consideration of learning styles. Making sure to teach to a variety of learning
styles is important to development of training programs.
3. Delivery mode. What is the best way to get your message across? Is web-based
training more appropriate, or should mentoring be used? Can vestibule training
be used for a portion of the training while job shadowing be used for some of the
training, too? Most training programs will include a variety of delivery methods.

29. 4. Budget. How much money do you have to spend on this
training?
5. Delivery style. Will the training be self-paced or instructor
led? What kinds of discussions and interactivity can be
developed in conjunction with this training?
6. Audience. Who will be part of this training? Do you have a
mix of roles, such as accounting people and marketing people?
What are the job responsibilities of these individuals, and how
can you make the training relevant to their individual jobs?
7. Content. What needs to be taught? How will you sequence
the information?

30. 8.Timelines. How long will it take to develop the training? Is there a deadline for
training to be completed?
9.Communication. How will employees know the training is available to them?
10 .Measuring effectiveness of training. How will you know if your training worked?
What ways will you use to measure this?

31. Designing a Training Programme

32. Evaluating effectiveness of programs

33. THANK YOU
Prof.Viraja Kanawallu
MBA, MPhil,MA Economics
Assistant Professor,
Faculty of Commerce & Management