The document discusses the evolution of human resources from the 18th century with a focus on how Robert Owen, Charles Babbage, and Frederick Winslow Taylor emphasized the importance of employee well-being and productivity for organizational success. It also outlines common human resources processes such as job analysis, descriptions, specifications, recruiting, interviewing, and making a final job offer. Finally, it debunks some common myths regarding international human resources such as assuming time spent on hiring is wasted or that a person's communication skills can be fully assessed in an interview.

1. By
MD Shuiaib
Kishore Kumar S

2.  The Human Resources field evolved first in 18th
century Europe from a simple idea by Robert Owen
and Charles Babbage during the industrial revolution.
These men knew that people were crucial to the
success of an organization. They expressed that the
well being of employees led to perfect work. Without
healthy workers, the organization would not
survive.HR later emerged as a specific field in the
early 20th century, influenced by Frederick Winslow
Taylor (1856-1915). Taylor explored what he termed
"scientific management" others later referred to
"Taylorism", striving to improve economic efficiency
in manufacturing jobs. He eventually keyed in on one
of the principal inputs into the manufacturing
process—labor—sparking inquiry into workforce
productivity.

3.  E-Recruiting
 E-Training
 Human Resources Information Systems
(HRIS)

4.  Executive role – in this role the HR department are viewed as the
specialists in the areas that encompass Human Resources or
people management.
 Audit role – in this capacity the HR department will check other
departments and the organization as a whole to ensure all HR
policies such as Health & Safety, Training, Staff Appraisal etc are
being carried out in accordance with the company’s HR policy.
 Facilitator role – in this role, the HR department help or facilitate
other departments to achieve the goals or standards as laid out in
the HR policies of the organization. This will involve training
being delivered for issues that arise in the areas relating to people
management.
 Consultancy role – the HR department will advise managers on
how to tackle specific managing people issues professionally.
 Service role – in this capacity the HR department is an
information provider to raise awareness and inform departments
and functional areas on changes in policy.

5. The Job Offer
Other Selection Methods
The interview process
Filtering the applications(shorlist)
Application Forms
Advertising the post
Person Specification
Job Description
Job Analysis

6. Job Analysis
• Job Analysis is a process where
judgements are made about data collected
on a job.
Job
Description
• When a document is written up by HR
that contains the job title, the duties, roles
and responsibilities of the job.
Person
Specification
• The specification should be derived from
the job description and forms the
foundation for the recruitment process.

7. Advertising
the post
Internally or
Externally.
•Think about the costs involved and also the benefits/costs of hiring
people who work already within the business or getting new ideas and
experiences from outside.
•Think about the impact of either on existing staff morale (career
development, promotion etc.)
Application
Forms
• These are sent out to candidates by post or email and they
have to complete and send in by a closing date.
Filtering
(shortlist)
• Remember the Phones 4 U video. The HR Manager went
through 2,500 CVs only allocating 10 seconds per CV. The
lucky 6 or so candidates are invited to attend interview.

8. Interview
process
• A series of questions are asked by a panel of
interviewers.
• They take notes on the candidates and compare at the end.
Other
Selection
Methods
• IQ, Aptitude and personality tests are involved or
Assessment Centers are used to select the top candidates.
Job Offer
• Final stage of selection process.
• Successful candidate as intake with some appreciations.

9.  Myth 1: It is too time-consuming.
 Myth 2: I can judge a person’s oral communication
based on their interview performance.
 Myth 3: There are common characteristics shared
by successful international managers.
 Myth 4: There are no impediments to mobility.
 Myth 5:Experience that is more than ten years old is
of no value.