The document discusses the key human resource management processes of acquisition, development, maintenance, and separation. It describes the HR process cycle as including acquisition through identifying staffing needs, recruitment, and selection. Development involves training, development, and performance management. Maintenance covers benefits, legal responsibilities, and communication. Separation encompasses both voluntary and involuntary reasons for leaving like resignation, retirement or redundancy.

1. HRM Processes
Chapter 15 (p.422 – p.443

2. HRM Processes
1. Acquisition
2.
Development
3.
Maintenance
4. Separation

3. HR process cycle
1. Acquisition: identify staff needs, recruitment,
selection
2. Development: training, development and
performance management
3. Maintenance: monetary and non-monetary benefits,
legal responsibilities
4. Separation: voluntary and involuntary

4. Acquisition
• Acquisition is the process of attracting and
recruiting the right staff for roles in a
business.

5. Acquisition
• Acquisition involves analysing:
– The internal environment:
goals/culture/cost/growth/downsizing/customer
service/quality all determine demand for staff
– The external environment:
economic/competition/technology/legal/political/
social

7. Recruitment
• Recruitment: the process of locating and
attracting the right quantity and quality of
staff to apply for employment vacancies or
anticipated vacancies at the right cost

8. Selection
• Selection: gathering information about each
applicant and using that information to
choose the most appropriate applicant

9. Placement
• Placement: locating the employee in a
position that best utilises the skills of the
individual to meet the needs of the business

10. Development
• Effective induction: carefully planned to introduce a
new employee to their job, co-workers, the business
and its culture.
• A well-prepared induction program:
• Gives employees a positive attitude to the job/business
• Builds a new employee’s confidence in the job
• Stresses the major safety policies/procedures
• Helps establish good working relationships

11. Training
1. Assess the needs:
• Of the individual (skills, knowledge, attitudes)
• Of the job (competencies required)
• Of the business (culture, goals, standards, service
levels)

12. Training
2. Determine objectives for:
• Business, job and individual
• Management input and support at this stage is critical.

13. Training
3. Internal and external influences
• Internal (attitudes of employees to training, staffing,
financial and physical resources available)
• External (new research, government programs,
support available)

14. Training
4. Determine the process – that is:
• Content
• Learning principles (participation, repetition,
demonstration, feedback)
• Learning methods (simulation, lectures)
• Location (on-site, off-site)
• Participants involved (employees, supervisors, HR Manager,
external consultants)

15. Training
5. Evaluation
• Tests and surveys (pre and post)
• Performance appraisal
• Observation
• Benchmarking (defects, complaints, accident rates)
• KPIs (cost of sales, sales volume, labour tunrover)

16. Organisational Development
Job enlargement
Increase breadth of tasks
in a job
Job rotation (multiskilling)
Moving staff from one
task to another over time
Job enrichment
Increase responsibilities of
a staff member
Job sharing
2 people share the same
job
Org Devp

17. Mentoring & Coaching
Mentoring Coaching
Focus Life development,
preparation for future
Building skills and capabilities,
overcoming weakness,
resolve issues
Role Facilitator, guide, sharing
advice & experience, friend
Specific to work function,
setting goals – finding
solutions
Function Provide advice to assist
improving way of managing
situations
Share skills, knowledge,
styles, techniques
Time Frame Ongoing Specific time frame
Structure Unstructured More structured
Benefits Personal growth,
performance improvement,
morale
(business) improved
teamwork, performance,
productivity

18. PerformanceAppraisal
1. Provide feedback from management
regarding work performance
2. Act as measurement against which
promotion and pay rises can be determined
3. Help business monitor employee selection
4. Identify training and development needs

19. PerformanceAppraisalTools
• Homework
• Business Studies text book
• Page 430
• Take notes from the table regarding
advantages and disadvantages

20. Maintenance
• Focuses on the processes needed to retain
staff and manage their wellbeing at work.
• Includes health and safety, managing
communication effectively, complying with
the law.

21. Communication
• Workplace relationships depend on
communication
• Poor communication can lead to conflict and
high turnover
• Regular team meetings, staff
bulletins/newsletters, seminars, social functions,
suggestion boxes, staff surveys, email, intranet

22. Employee Participation
• Improves communication, empowers
employees, develops commitment to
improving quality and efficiency.
• Depends on the training, knowledge and skills
of employees involved.

23. Employee Participation Strategies
• Homework
• Business Studies text book
• Page 434
• Take notes from the table regarding
employee participation strategies

24. Workplace benefits
• Superannuation (18-70 earning min $450 per month)
• Flexible working arrangements, paid training, travel
allowances, health insurance, subsidised gym
membership, housing, car
• Consider Fringe BenefitsTax (FBT) – airline transport,
expense accounts, board/accommodation, housing
loans, car parking.

27. Legal compliance & CSR
• All employers must ensure HR policies and
procedures comply with legislation.
• Bullying and sexual harassment, conflict
between employees are major causes of stress at
work.
• Creating a workplace where staff are respectful,
professional, fair and considerate is essential.

28. Separation
• Voluntary: resignation, relocation, voluntary
redundancy, retirement
• Involuntary: contract expiry, retrenchment,
dismissal

29. Redundancy
• Redundancy happens when an employer either:
• Decides they no longer want an employees job to be done by
anyone and terminates their employment
• Becomes insolvent or bankrupt
• Reasons why:
• Technology replaces a job
• Business slows down
• Relocation
• Merger or takeover
• Restructure

30. Retrenchment
• What is the difference between redundancy and retrenchment?
• In simple terms, the employer makes a position redundant when
its duties are no longer needed to be done by anyone. Once the
position is redundant, the person doing its duties may either be
redeployed (i.e. given another job) or retrenched (i.e. lose their
job and not be offered another).

31. Dismissal process
• Written warning
• Advice and support given
• Notify employee of reason for termination

32. Unfair dismissal
• Occurs where an employee is dismissed by
their employer and they believe the action is
harsh, unreasonable or unjust.