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1. Is it practical to maintain account of the valuable human assets?

Yes. It is practical to maintain account of the valuable human assets. It is the


management of employees as assets, combining many conceptual elements of an
employees life cycle through an organization focusing on that people are a companys
most important assets. Human assets covers:

Competency profiling - is about translating the overall strategy into competencies


needed overall and for each function and level.
Development Planning - is about ensuring that the employees have the necessary
competencies to meet strategic objectives.
Talent Asset Management - is now for almost everyone including retention
activities. Also useful for identification of future top performers.
Strategic Workforce Planning, including career and succession planning, is about
how to compose the best workforce from a strategic point of view, in order to
optimize performance and competitiveness.
Performance Management - is about translating hard and soft overall targets into
measureable objectives that can be measured and doing it.
Recruitment and on-boarding is about selecting the right people with the right
competencies.

2. Is it important to recognize that staffing is a crucial function of managers


and one that may well determine the success or failure of an
organization?
Yes. It is important to recognize that staffing is a crucial function of managers and
one that may well determine the success or failure of an organization. Staffing is an
important managerial function. It acts along planning, organizing, directing and
controlling. The operations of these four functions depend among the manpower. And
when you got the right manpower, you can easily determine the standing of your business
but it will surely help in the success of the business.

3. Explain what it means to be a personnel manager.


If a business uses the title personnel manager in the traditional sense, this person
primarily has hands-on responsibilities for bringing workers on board, managing their
paperwork, approving vacation requests, handling grievances and overseeing the departure
of employees. The responsibility for training, rewarding, disciplining and terminating
workers falls to department managers. At small companies, the owners administrative
assistant might be given personnel responsibilities, with the position evolving as the
company adds more employees. Personnel managers in this role arent part of the executive
team.
4. Explain the various aspects of selecting the right person to the right job.

Solid hiring decisions begin with a job description which accurately incorporates the
success factors for the position in question. Identify the behaviors, skills and qualities
which are required to add value to that role. Make sure these assets are obvious within
the job advertisement. Formulate a clear hiring criteria and charge your interviewing
team to evaluate candidates based on those specific factors.
Involve line staff and managers in that department heavily in all phases of
the screening and selection process. Individuals with intimate knowledge of the job
are often better equipped to evaluate how candidates will actually fare in the position.

Formulate interview questions that will elicit concrete evidence of how candidates
have exhibited successful behaviors for the target job in past experiences. Ask for
examples which prove that individuals have applied the right skills, knowledge, and
personal qualities to add value.

Focus more on accomplishments when interviewing rather than experience,


knowledge, and skills. Determine how candidates have engineered those
achievements. Figure out whether or not the individual had a bottom line impact in
past roles.

Look for evidence that candidates have taken on difficult challenges and overcome
obstacles in the past. For example, take the college senior who took 19 credits with
many advanced courses while working significant hours, holding down a leadership
position on campus, or pursuing a sport. This individual might be a better prospect
than a student with a higher GPA, who took less demanding courses and focused
exclusively on academics.

Make a record of the specific evidence which candidates have shared regarding how
they have achieved success, taken on challenges and solved problems. Conduct
reference calls to check the facts with previous supervisors and colleagues. For
example, if a candidate asserts that she cut expenses by implementing a specific cost
cutting initiative, be sure to ask her references if and how expenses were cut in order
to verify her facts.

Avoid the charisma trap. The most charming and eloquent candidate is not
necessarily the best person for the job. Interviewing teams can easily become
enamored with smooth and attractive candidates.

Dont overreact to the shortcomings of the previous employee in a particular job as


you formulate your hiring criteria or make your hiring decision. For example, a prior
employee may have failed because they were overly autocratic in their management
style. However, a hands off manager should be not be hired to lead a team which
needs structure.
Place a high value on attitude, work ethic, and motivation. Watch out for candidates
who have had trouble following through with commitments or have had difficulty
getting along with managers and/or colleagues.

Whenever feasible, incorporate tests for candidates into your screening process. If
you are looking for someone to debug programs, provide them with a program to
refine. If you are looking for a great proofreader, ask them to proof a flawed
document.

Be willing to reassess your methods of advertising and start over if the pool hasnt
yielded an outstanding candidate. Finding the right person for the job is well worth
spending the time it may take.

Take the time to evaluate and learn from your past hiring processes and the decisions
you made.

5. Explain the conduct of orientation to new employees and its coverage.


Introduce yourself to the new employees and tell them about your position in the
company. A brief overview of the company's history can help give new hires
perspective, as well. Go over the company officers so employees understand the
chain of command and provide contact information if they have questions or other
issues to discuss.

Walk employees through your building to orient them to the lunchroom, the
restrooms and smoking areas, if applicable. Point out any safety hazards and
illustrate appropriate precautions to take when entering those areas, as well as the
spots for first aid supplies and emergency call buttons if you have them. Introduce
new hires to current employees you pass during your orientation tour.

Provide new hires with the paperwork theyll need to fill out to for benefits the
company provides. Go over the benefits and let employees know when they will
become eligible for various perks, such as insurance, 401(k) plans and vacation days.
Describe the procedures for applying for benefits and answer questions as they arise.

Present employees with the rules the business will enforce. Include information about
appropriate dress codes, calling in sick and other policies. The rules are an integral
part of your company culture and can include unspoken rules, such as eating in the
work area or bringing children to the workplace. Discuss workplace relationships,
discrimination and sexual harassment policies.

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