Professional Documents
Culture Documents
HRD HRM
Job Analysis
o Analysis of a job
o In includes two elements
Job description
Job specification
What is Job analysis?
o A systematic approach to collect information about a job such as tasks, responsibilities and the skills
required to perform those tasks.
o An important part of Human Resources (HR) planning.
o A group of tasks makes a job.
How it can be used in your organisation?
o Job analysis assists HR in determining:
Equipment Needed
Skills Required
Supervision
Job Description
o Job Title Marketing Manager
o Department Marketing
o Location Jaipur, Delhi
o Job Code JDeCurtis123
o Reports To Zonal Head / AVP
o Compensation 5 Lakhs 7 Lakhs per annum
o Job Summary You will be handling marketing activities in the west region
o Duties and Responsibilities
You have to recruit his own team
you will be responsible for allocating work to employees
you will be responsible for devising marketing plan for company
You will be training the employees
Maintaining public relations
You will be handling digital marketing
You will be framing marketing strategies
o Working Conditions Industry based or Desk based job
o Health Hazards
Job Specification
o Job Title Marketing Manager
o Department Marketing
o Location Jaipur, Delhi
o Gender Female
o Age 28 35
o Experience Minimum 5 years
o Qualification MBA / PGDM in marketing or Diploma in Marketing
o Training people looking for this job should have training or certification in this thing
o Skills / Qualities Good communication skills, good negotiation skills etc.
o language English, Hindi, French or local language required
Module 3 Human Resource Management
Q A company is producing 10,000 units by 100 workers. How many workers will be required
to produce 18,000 units?
10,000 100
18,000 X
18,000*(100/10,000) = 180
Workload Analysis: Based on the planned output, a firm tries to calculate the number of
persons required for various jobs.
An example of workload analysis:
Planned output for the year 10,000 pieces
Standard hours per piece 3 hours
Planned hours required 30,000 hours
Productive hours per person per year 1,000 hours (estimated on annual basis)
(Allowing for absenteeism, turnover, idle time etc.)
No. of workers required (30,000/1000) = 30
If span of control in the unit is 10 per officer, then 3 officers are also required.
Limitations of Human Resource Planning
o Human Resource professionals are confronted with three problems while preparing and
administering HR plans: - accuracy, inadequate top management support, lopsided focus on
quantitative aspects.
Supply Forecasting
o Internal Labour Supply: A manpower inventory in terms of the size and quality of personnel available
(their age, sex, education, training, experience, job performance etc.) is usually prepared by HR
departments. Several techniques are used while ascertaining the internal supply of manpower (a
supply of employees to fill projected vacancies can come from within the firm or from new hires).
Estimated internal labour supply for a given firm
Sources of Projected
The Firm
Inflows Outflows
Transfer Promotions
Promotions Quits
Employees
New Employees In Current Staffing Terminations
Out
Recruits Level Retirements
Recalls Deaths
Lay offs
o Staffing Table: Shows the number of employees in each job, how they are utilized and the future
employment needs for each type of job.
o Marcov Analysis: Uses historical information from personnel movements of the internal labour
supply to predict what will happen in the future.
o Skills Inventory: It is a summary of the skills and abilities of non-managerial employees used in
forecasting supply.
o Replacement Chart: It is a visual representation of who will replace whom in the event of a job
opening.
Module 4 Human Resource Management
Recruitment
o The process by which a job vacancy is identified and potential employees are notified.
o According to Flippo, Recruitment is the process of searching prospective employees and stimulating
them to apply for jobs in the organisation.
o According to Mathis and Jackson, Recruitment is the process of generating pool of qualified
applicants for organisational jobs.
o Main forms of recruitment through advertising is newspapers, magazines and internal vacancy lists.
Needs and objective of recruitment
o Vacancy created due to transfer, promotion, retirement, termination
o Vacancy due to expansion, diversification and growth of business.
o To cope up with new changes like technology
o To provide a competitive advantage by having skilled employees
o For continuous growth of the organisation.
Recruitment Process
o Begins when Human Resource department receives requisition for recruitment from any department
of the company or when organisation is planning for expansion or vacancy is created
o Assessment of personnel requirement through job description or specification.
o Locating and developing sources of required number and type of employees.
o Communication about the vacancy or requirement of employees by the organisation along with
terms and conditions (if any)
o Encouraging the candidates to apply for the jobs in organisation.
Sources of recruitment
o Internal Sources:
Types -
Promotion
Transfer
Past Employees
Trainees
Advantages
Improves Morale
No error in selection
Promotes loyalty
No hasty decision
Economy in training costs
Self-development
o External Sources:
Types
Advertisement
Employment Exchange
Professional Bodies
Employee Referrals
Database
Part Time Employees
Waiting List
Campus Placement
Job Fairs
Advantages
Availability of Suitable Persons
Brings new ideas
Economical
Process of Selection
o Application Bank
o Screening Interview Rejected
o Employment Test Rejected
o Interview Rejected
o Checking of Reference Rejected
o Approval by Concerned Department Rejected
o Physical Examination / Medical Tests Rejected
o Selection
o Offer Letter
Different Ways
o Interview most common method.
o Psychometric Testing assessing the personality of the applicant will they fit in?
o Aptitude Testing Assessing the skills of applicants
o In-Tray Exercise / In-basket Exercise Activity based around what the applicant will be doing. This
comes in training. This is to check the priority for several tasks. Example writing a letter to
disgruntled customer.
o Presentation Looking for different skills as well as the ideas of the candidate.
Selection Tests
o Aptitude Tests
o Knowledge Tests
o Personality Tests
o Graphology Tests For Handwriting
o Polygraph Tests Lie Detector Tests
Interview
o Interview is a means to judge
Sense of humor
Mannerism
Quickness of reaction
Fluency of speed
Ability to organize thought
Appearance
Intelligence
Quick Reasoning
It can be done in 3 ways:
One to one
One to many
Sequential
Module 5 Human Resource Management
Contrast Effect
o Three people come for interview and you form a perception and then when next person comes you
want to judge him on that basis.
Halo Effect
o Judging a person on basis of one characteristics.
Stereotyping Judging because of group. Making a strong opinion on basis of belongingness. Example First
Benchers or last benchers
Career Planning
o Sequence of job that person holds in his lifetime
o Herbert Simon: Career is an honorable occupation which one normally takes up during his/her youth
with expectation of advancement and pursues it until retirement.
o Career Planning and development is a means by which an organisation can sustain or increase its
employee productivity and at the same time preparing them for changing world or him for a dynamic
world.
o Career Development = Career Management + Career Planning
Objective of Career Planning
o Identifying and making clear opportunities available
o To reduce employee turnover
o To increase the productivity
o To identify career stages and enhance the motivation level
o To achieve organisations goals by providing the employee paths to reach higher order needs with
self-esteem and self-actualization.
Career Planning Flow and Stages
Career Anchors
o Instrument on ship to hold the ship at the particular place.
o It holds a person to a specific career
o Technical Competence:
Technical expertise, automobile engineering, software engineer B.Tech etc.
o Managerial Competence:
Air traffic control, MBA, etc.
o Stability and Security:
Government Jobs
o Creativity and Challenge:
Something different like Designers, advertisements, Man vs. Wild
o Freedom and Autonomy:
Bloggers, Entrepreneurs, Freelancers
o Dedication to cause:
NGOs, Social Service
o Lifestyle:
Air Hostess, Travelers, Fashion Bloggers
Process of Development Plan
o Case Study Colgate Palmolive:
Employees fill IDP (Individual Development Plan) form
The form is sent to managers
Employees and manager discuss
employee interest
strengths
training
HR arrange for training
Development Actions
Activities Planned Duration Activities Completed
X -- XX
X -- XX
X --
Why career plans fail?
o Efforts are insincere
o Look for immediate benefits / lack of patience
o Lack of interaction
o No system to evaluate
o Bureaucratic model of organisation
Reverse Mentoring
o When you teach your seniors or say junior person mentors senior person and senior should be open
to new ideas and suggestions and they should not have ego issues.
o Juniors have fresh eyes, open minds and instant link to technology of future.
o Reverse mentoring conversations gave birth to work from home flexibility workweek full circle
program for women with children / caregiving needs.
o This will help to
Flexibility / Breaking hierarchical work structures
Cost effective
No need of external involvement
Promotes idea that you never stop learning and turns the company into self-learning entity
Much caring and informal work culture
Understand social media and fast changing market place
Environmental awareness
Innovation and create leadership pipeline
o Examples
HUL, CEO Nitin Paranjpe
Honda Motorcycle, YS Guleria Senior VP
General Electric, Jack Welch CEO
Price Waterhouse and coopers, Jagjit Singh Chief people officer
Dell and P&G
Microsoft
Starbucks office
Nokia
Marico, Airtel (to re-orient recruitment and HR Strategies)
Accenture
Lens kart Calvin Lyngdoh Chief HR Officer
Module 6 Human Resource Management
Succession Planning
o It is done to identify and develop people to replace current jobholders in key managerial positions.
(important position which gives business to organisation)
o This plan assures a steady flow of internal talent to fill important vacancies
Need for succession planning
o To prevent organisation from getting headless and directionless functioning.
o Smooth working of organisation
o Organisational survival and growth
o To ensure availability of right no. and right kind of management staff at right time and position.
o Having a contingency place in case someone leaves or dies so that functioning is not disturbed.
Features of Succession Planning
o It is once a year exercise
o Usually done by top management to meet their responsibility
o It is a flexible plan to which cope up with changes in business such as unexpected resignations etc.
o It encourages hiring internally, creates healthy environment where employees have career, and not
merely jobs (career, Motivation, retention, job security, development) (we cant do succession
planning for all, only for key positions)
o It is generally needed for key positions
o Succession planning is generally done in different periods to ensure the availability of right
managerial personnel at right time in right positions for continuing organisational vitality and
strength.
o Example Ranbaxy India:
Ranbaxy Top Pharma company
Chairman Mohan Singh groomed son Dr Parvinder Singh (doctorate in pharma of
Michigan university)
Succession Planning: Key Elements
1. Assessment of key positions
2. Identification of key talent
3. Assessment of key talent
4. Generation of development plans
5. Development monitoring and review
Module 7 Human Resource Management
Needs of Training
o Job Requirements
o Technological Changes
o Organisational Viability (Survival in the market. Example Nokia)
o Increasing Competition
o Change job assignments
o Motivation and Creativity
o To increase productivity
Training Objectives
o To establish a sound relationship between the worker & his job
o To prepare the employee to meet the present as well as the changing requirements of the job and
organisation.
o To impart the new entrants the basic job knowledge and skills
o To prepare employees for higher level tasks
o To assist employees to perform more effectively
o To ensure smooth and efficient working
o To minimize operational errors
o To train employees in the company culture pattern
Advantages
o Higher productivity
o Better quality of work
o Low cost of production
o Reduced Supervision
o Less Learning time and cost
o Less accidents
o High morale
o Personal Growth
o Adaptability
o Job Satisfaction
o Healthy Interpersonal Relations
Designing a Training Programme
Organisational Objectives & Strategies
Phases of Training
o The objectives of Human Resource Department is to contribute to the organisations overall goals,
training programmes should be developed systematically and with true business needs in mind.
o Training programme has four phases:
Need Assessment
Design and Development of training
Delivery of training
Evaluation of training
Phase 1 Example
The trainees are presented the learning material in written or by learning machines through
a series called frames. This method is a valuable tool for all educators.
Coaching: Coaching is a one-to-one training. It helps in quickly identifying the weak areas and
tries to focus on them. It also offers the benefit of transferring theory learning to practice.
The biggest problem is that it perpetrates the existing practices and styles. In India, most of
the scooter mechanics are trained only through this method.
Mentoring: The focus in this training is on the development of attitude. It is used for
managerial employees. Mentoring is always done by a senior inside person. It is also one-to-
one interaction, like coaching.
Apprenticeship: It is a system of training a new generation of practitioners of a skill. This
method of training is in vogue in those trades, crafts and technical fields in which a long period
is required for gaining proficiency. The trainees serve as apprentices to experts for long
periods. They have to work in direct association with and under the direct supervision of their
masters. It is an expensive method of training. The apprentices are paid remuneration
according the apprenticeship agreements.
Understudy: In this method, a superior gives training to a subordinate as his understudy like
an assistant to a manager or director (in a film). The subordinate learns through experience
and observation by participating in handling day-to-day problems. Basic purpose is to prepare
subordinate for assuming the full responsibilities and duties.
Off-The-Job Training
o Off-the-job training methods are conducted in separate from the job environment, study material is
supplied, there is full concentration on learning rather than performing, and there is freedom of
expression.
o Methods:
Lectures and Conferences: Lectures and conferences are the traditional and direct method of
instruction. Every training programme starts with lecture and conference. It is a verbal
presentation for a large audience. However, the lectures have to be motivating and creating
interest among trainees. In the colleges and universities, lectures and seminars are the most
common methods used for training.
Vestibule Training: Vestibule Training is a term for near-the-job training, as it offers access to
something new (learning). In vestibule training, the workers are trained in a prototype
environment on specific jobs in a special part of the plant.
An attempt is made to create working condition similar to the actual workshop conditions.
After training workers in such condition, the trained workers may be put on similar jobs in
the actual workshop.
This enables the workers to secure training in the best methods to work and to get rid of
initial nervousness. During the Second World War II, this method was used to train a large
number of workers in a short period.
Simulation Exercises: Simulation is any artificial environment exactly similar to the actual
situation. There are four basic simulation techniques used for imparting training:
management games, case study, role-playing, and in-basket training.
Sensitivity Training: It is also known as laboratory or T-group training. This training is about
making people understand about themselves and others reasonably, which is done by
developing in them social sensitivity and behavioral flexibility. It is ability of an individual to
sense what others feel and think from their own point of view.
It reveals information about his or her own personal qualities, concerns, emotional issues,
and things that he or she has in common with other members of the group. It is the ability to
behave suitably in light of understanding.
Syndicate: Under this method, five or six groups consisting of about 10 members are formed.
Each group (Syndicate) is composed of men from public sector and private sector
undertakings, civil and defense services, banking, insurance, etc., and on the other hand, a
good well balance team of management from different fields, i.e., production, marketing,
personnel, finance, etc. The groups are given assignments, made up before hand to be
submitted within a specified date and time. Each man in the group is appointed leader of the
group for the performance of the given task by rotation. Each task is assigned in the form of
a 'Brief', a document prepared by the experts on the faculty with meticulous care. The report
prepared and submitted by a group is circulated among the members of the other groups for
comparative study and critical evaluation. The leader or chairman of the group is required to
present the views of his group in the joint session and justify his group's view in case of
criticism or questions.
Module 8 Human Resource Management
Performance Appraisal
According to Dale.S.Beach Performance Appraisal is the systematic evaluation of the individual. With
respect to his performance on the job and his potential for the development.
Purpose of performance appraisal systems
o Goal: Maintain organisational productivity
o Results: Organisation productivity <-> individual performance
o Methods: Individual Performance <-> Goals
Objectives
o Opportunity to regularly discuss results
o Supervisor identifies strengths and weaknesses
o Fair and equitable format
o Basis for salary / promotion recommendations
Main Purpose of performance management
o Individual Rewards
o Feedback for subordinate (plus & minus)
o Recognition of superior performance
o Documentation of weak performance
o Personnel decision making
o Future goal commitments (planned achievements)
Reasons for appraisals
o Compensation pay for performance
o Job Performance improvements
o Feedback to subordinates
o Documentation for decisions
o Goal setting-later evaluation
o Promotion decision
o Identify training needs
o Human resource planning
Trends in managing performance
Appraising / Evaluating
Versus
Managing Performance
Individual Staff
Peers (Self- Customers
assessment)
Teams Teams
Sub-ordinates
The complete MBO system is to get managers and empowered employees acting to
implement and achieve their plans, which automatically achieve those of the organisation.
Principles
Flowing of organisational vision, goals and objectives.
Specific objectives for each member
Participative decision making
Clear time period
Performance evaluation and feedback
MBO Process
Continuous monitoring of
Providing Feedback employee performance and
progress
Performance Evaluation /
Reviews
Talent Management
o The person who have right skills and abilities is talent
o Talent Management:
Attracting: You are attracted to those organisations who maintain your talent and they use it
properly.
Developing: Organisational help you to develop your talent or skills by career planning etc.
Retaining: Organisations retain talented employees by providing them different
opportunities to grow, incentives, career development, LTC travelling expense as vacation
is sponsored by organisation mainly in government or big organisation for 4-member family.
According to McKinsy, Talent is the sum of
o A persons ability
o His or her intrinsic gifts
o Skills, knowledge, experience
o Intelligence
o Judgement, attitude
o His or her ability to learn and grow
Evolution of the HR function