HRM Till Date2

8/8/2019 HRM Till Date2

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HUMAN RESOURCEHUMAN RESOURCEMANAGEMENTMANAGEMENT


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Competitive challenges and HRCompetitive challenges and HR

1.1. Going globalGoing global2.2. Embracing new technologyEmbracing new technology3.3. Managing change and organisationManaging change and organisation

cultureculture4.4. Developing human capitalDeveloping human capital5.5. Responding to the marketResponding to the market

6.6. Containing costsContaining costs DownsizingDownsizing Outsourcing and employee leasingOutsourcing and employee leasing

Enhancing productivityEnhancing productivity


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Other challenges facedOther challenges faced

Demographic and Employee concernsDemographic and Employee concerns Demographic changesDemographic changes

Diversity of backgroundsDiversity of backgrounds

Age distributionsAge distributions Gender distributionGender distribution

Rising level of educationRising level of education

Cultural changesCultural changes Concern for employee rightsConcern for employee rights

Changing attitude towards workChanging attitude towards work

Balancing work and familyBalancing work and family


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Functions of HRFunctions of HR

MANAGERIALFUNCTIONS

PlanningOrganising

Directing

Controlling

OPERATIVEFUNCTIONS

StaffingDevelopment

Compensation

MotivationMaintenance

Integration


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Operative functions of HROperative functions of HR

STAFFING Job analysis, HRP, Recruitment,Selection, Placement, Induction,Internal Mobility

DEVELOPMENTCompetency profiling, Training anddevelopment, Performance &potential management, Careermanagement, 360 degree feedback

COMPENSATION& MOTIVATION

Job design, Work scheduling, Jobevaluation, Compensationadministration, Incentives and

benefits


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Operative functions of HR (contd.)Operative functions of HR (contd.)

MAINTENANCEHealth, Safety, Welfare,Social security

INTEGRATIONEmployment relations, Grievance,Discipline, Trade unions,Participation, Collectivebargaining


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Scope of HRMScope of HRM

LabourLabour or Personnel aspector Personnel aspect Recruitment, Selection, Transfer,Recruitment, Selection, Transfer,Promotion etc.Promotion etc.

Welfare aspectWelfare aspect Housing, Lunch room,Housing, Lunch room,Health and Safety, Transport,Health and Safety, Transport,education etc.education etc.

Industrial relation aspectIndustrial relation aspect UnionUnionManagement relations, Negotiation,Management relations, Negotiation,Grievance handling etc.Grievance handling etc.


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HRM EnvironmentHRM Environment -- ExternalExternal

Professionalism

Social & cultural

Union

Political & legal

Economic

Technology

HRM


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HRM EnvironmentHRM Environment -- InternalInternal

Mission OrganisationalConflict

Policies

HRM


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HRM PoliciesHRM Policies

PolicyPolicy is predetermined course of actionis predetermined course of actionestablished to guide the performance of workestablished to guide the performance of worktowards accepted objectives.towards accepted objectives.

ImportanceImportance --::

(1) Clear Thinking(1) Clear Thinking

(2)Uniformity & Consistency of Admin.(2)Uniformity & Consistency of Admin.(3)Sence of Security(3)Sence of Security

(4)Control(4)Control


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Types of HR PoliciesTypes of HR Policies

Originated policiesOriginated policies Made by topMade by topManagement.Management.

Appealed policiesAppealed policies Made on request to handleMade on request to handlecertain situation, or if certain aspects arecertain situation, or if certain aspects aremissing in the main policy.missing in the main policy.

Imposed policiesImposed policies Imposed by Govt & LegalImposed by Govt & Legalauthorities.authorities.

General policiesGeneral policies Do not relate any issue, mayDo not relate any issue, mayrepresent the priority of Top Mgmt. (WPM).represent the priority of Top Mgmt. (WPM).

Specific PolicySpecific Policy Related to specific issuesRelated to specific issueslike Recruitment, Transfer, Promotion etc.like Recruitment, Transfer, Promotion etc.


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System Approach to HRMSystem Approach to HRM

Systematic functioning as per the externalSystematic functioning as per the externalenvironment.environment. Org cant change external environment butOrg cant change external environment but

try to use it to the fullest extent.try to use it to the fullest extent.

Need to fulfill various demands i.e.Need to fulfill various demands i.e.(1)(1) Customer demandCustomer demand Quality product,Quality product,Reasonable price.Reasonable price.

(2)(2) Employee demandEmployee demand Higher wages, stableHigher wages, stableemployment.employment.

(3)(3) Govt demandGovt demand Payment of taxes, CompliancePayment of taxes, Complianceof various laws.of various laws.

Thus, proper management of all the activities isThus, proper management of all the activities iscrucial.crucial.


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HRM and Relations with otherHRM and Relations with otherDepartmentsDepartments

DepartmentsDepartments Marketing, Finance,Marketing, Finance,ProductionProduction

Relationship on the basis ofRelationship on the basis of Growth &Growth &

Development, Procurement, Benefits.Development, Procurement, Benefits.


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Human Resource PlanningHuman Resource Planning

MeaningMeaning Assessment of Human ResourceAssessment of Human ResourceRequirements & also the time & stages ofRequirements & also the time & stages ofrequirement.requirement.

Right personRight person ------At Right placeAt Right place ------At RightAt Righttime.time.

DefinitionDefinition HRP is defined as the process byHRP is defined as the process by

which management determines how an orgwhich management determines how an orgshould move from its current manpowershould move from its current manpowerposition to its desired manpower position.position to its desired manpower position.


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Objectives of HRPObjectives of HRP

To ensure optimum use of existing HR.To ensure optimum use of existing HR. To forecast future requirement for HR.To forecast future requirement for HR.

To provide control measures to ensureTo provide control measures to ensure

that necessary HR are available as andthat necessary HR are available as andwhen required.when required.

To asses the surplus and shortage ofTo asses the surplus and shortage of

HR. (Downsizing).HR. (Downsizing). To anticipate the impact of technologyTo anticipate the impact of technology

on jobs and HR.on jobs and HR.


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Objectives of HRPObjectives of HRP Contd.Contd.

To determine the level of RecruitmentTo determine the level of Recruitmentand Training.and Training.

To estimate the cost of HR and HousingTo estimate the cost of HR and Housing

needs of employees. (Or HRA).needs of employees. (Or HRA). To provide the basis of MDP.To provide the basis of MDP.

To meet the needs of expansion andTo meet the needs of expansion and

diversification programmes.diversification programmes.


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Importance of HRPImportance of HRP

Future Personnel needsFuture Personnel needs

Creating highly talented personnelCreating highly talented personnel

International StrategiesInternational Strategies

Foundation of personnel functionFoundation of personnel function

Resistance to change and moveResistance to change and move


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Factors Affecting HRPFactors Affecting HRP

Outsourcing EnvironmentalUncertainties

Organisationalgrowth cycle

& planning

HRP


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HRP ProcessHRP Process

HR Need Forecast

HR Programming

HRP Implementation

Control & Evaluation

ShortageSurplus

Environment

Org objectives & policies

HR Supply Forecast


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HRP Process (Contd.)HRP Process (Contd.)

Environmental ScanningEnvironmental Scanning -- ::

1)1) Economic factorsEconomic factors

2)2) Technological ChangesTechnological Changes3)3) Demographic changesDemographic changes

4)4) Political and legislative issuesPolitical and legislative issues

5)5) Social concernsSocial concerns


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Org objectives and policiesOrg objectives and policies--::

HR plans need to be based on orgHR plans need to be based on org

objectives, this implies that theobjectives, this implies that theobjectives of the HR plan must beobjectives of the HR plan must bederived from Org objectives.derived from Org objectives.


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HR Demand forecastHR Demand forecast--::

The process of estimating the future quantityThe process of estimating the future quantity

and quality of people required.and quality of people required. The basis of forecast will be annual budgetThe basis of forecast will be annual budget

and long term corporate plans.and long term corporate plans.

Demand forecasting must consider severalDemand forecasting must consider several

factors like internal (Budget constraints,factors like internal (Budget constraints,employee separations, production level) andemployee separations, production level) andexternal (Competition, laws, change inexternal (Competition, laws, change intechnology).technology).


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Demand forecasting techniques areDemand forecasting techniques are--:: Managerial judgmentManagerial judgment Ratio trend analysisRatio trend analysis Delphi techniqueDelphi technique Regression analysisRegression analysis

HR Supply forecastingHR Supply forecasting--::

Supply forecasting measures the number ofSupply forecasting measures the number ofpeople likely to be available from within andpeople likely to be available from within andoutside an org.outside an org.


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HRP Process (contd.)HRP Process (contd.)

HR ProgrammingHR Programming--:: Once the Orgs HR Demand and SupplyOnce the Orgs HR Demand and Supply

are forecast, the two must beare forecast, the two must bereconciled or balanced in order thatreconciled or balanced in order thatvacancies can be filled by the rightvacancies can be filled by the rightemployee at the right time.employee at the right time.

HR Plan ImplementationHR Plan Implementation--:: Implementation requires converting anImplementation requires converting an

HR plans into action. (Recruitment,HR plans into action. (Recruitment,Training, Succession plan etc.)Training, Succession plan etc.)


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HRISHRIS

HRIS is a database system that keepsHRIS is a database system that keepsimportant information about employeesimportant information about employees

in a central and accessible location.in a central and accessible location.

The information provided by HRIS canThe information provided by HRIS can

help the organisation to gainhelp the organisation to gaincompetitive advantage. (SWOT of org.)competitive advantage. (SWOT of org.)


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Information categories of HRISInformation categories of HRIS

Basic non confidential informationBasic non confidential information--::

Employee name, Org name, WorkEmployee name, Org name, Work

locationlocation

General non confidential informationGeneral non confidential information --::

Social security number, Position relatedSocial security number, Position relatedinformation (codes, tittles, effectiveinformation (codes, tittles, effectivedate)date)


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Info categories of HRIS (contd.)Info categories of HRIS (contd.)

General information with salaryGeneral information with salary --::

Current salary, Effective date, AmountCurrent salary, Effective date, Amount

of last change, Reason for last change.of last change, Reason for last change.

Confidential informationConfidential information --::

performance evaluation grade, warning,performance evaluation grade, warning,punishment e.g suspension, personalpunishment e.g suspension, personalissues e.g legal suitesissues e.g legal suites


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Info categories of HRIS (contd.)Info categories of HRIS (contd.)

Extended informationExtended information --::

Information of previous category, BonusInformation of previous category, BonusProjected salary increase , PerformanceProjected salary increase , Performanceevaluation.evaluation.


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Job AnalysisJob Analysis

Job analysis is the process of collectingJob analysis is the process of collectingand analysing job related information toand analysing job related information toprepare JD & JSprepare JD & JS

Job Analysis

Job Description Job Specification


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Job Analysis (contd.)Job Analysis (contd.)

Job descriptionJob description --: A statement: A statementcontaining items such as Job title,containing items such as Job title,Location, Job summary, WorkingLocation, Job summary, Working

condition etc.condition etc. Job specificationJob specification --: A Statement of: A Statement of

human qualifications necessary to dohuman qualifications necessary to dothe job. Usually contains items such asthe job. Usually contains items such asEducation, Experience, Training,Education, Experience, Training,Communication skills etc.Communication skills etc.


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Purposes of Job AnalysisPurposes of Job Analysis

HRPHRP

Recruitment & SelectionRecruitment & Selection

Training & DevelopmentTraining & Development RemunerationRemuneration

Safety & HealthSafety & Health

Performance AppraisalPerformance Appraisal


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Methods of Collecting Job DataMethods of Collecting Job Data

ObservationObservation

InterviewsInterviews

QuestionnaireQuestionnaire Technical Conference MethodTechnical Conference Method


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Process of Job AnalysisProcess of Job Analysis

Strategic ChoicesStrategic Choices

Gather InformationGather Information

Process InformationProcess Information

Job DescriptionJob Description

Job SpecificationJob Specification


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Process (contd.)Process (contd.)

Strategic ChoicesStrategic Choices ::1.1. Employee InvolvementEmployee Involvement2.2. Level of DetailsLevel of Details3.3. When and How oftenWhen and How often

4.4. Past oriented and Future orientedPast oriented and Future oriented

Gather InformationGather Information ::1.1. What type of Data to Collected (machine,What type of Data to Collected (machine,

tools & work activities)tools & work activities)2.2. Data collection methodsData collection methods3.3. Who to collect Data (Trained analyst,Who to collect Data (Trained analyst,

Supervisors, Job incumbents)Supervisors, Job incumbents)


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Process (contd.)Process (contd.)

Information ProcessingInformation Processing --::How collected information will be usedHow collected information will be usedin forming Job Description and Jobin forming Job Description and Job

Specification.Specification.

Job descriptionJob description ::

Job SpecificationJob Specification --::


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JOB DESIGNJOB DESIGN

is a conscious effort to organise tasks,

duties and responsibilities into a unit of

work to achieve a certain objective.


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STEPS IN JOB DESIGNSTEPS IN JOB DESIGN

1.SPECIFICATION OF INDIVIUAL1.SPECIFICATION OF INDIVIUALTASKSTASKS

2. SPECIFICATION OF METHODS OF2. SPECIFICATION OF METHODS OF

PERFORMING EACH TASKSPERFORMING EACH TASKS 3.COMBINATION OF TASKS INTO3.COMBINATION OF TASKS INTO

SPECIFIC JOBS TO BE ASSIGNED TOSPECIFIC JOBS TO BE ASSIGNED TO

INDIVIUALS.INDIVIUALS.


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JOB REDESIGNJOB REDESIGN

is a conscious effort to re-organise

tasks, duties and responsibilities

into a unit of work to satisfy bothtechnological and human

considerations simultaneously.


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FACTORS AFFECTING JOBFACTORS AFFECTING JOBDESIGNDESIGN

1.ORGANISATIONAL FACTORS1.ORGANISATIONAL FACTORS**CHARACTERISTICS OF TASKCHARACTERISTICS OF TASK*WORK FLOW*WORK FLOW

*ERGONOMICS*ERGONOMICS*WORK PRACTICES*WORK PRACTICES

2.2.ENVIORNMENTAL FACTORSENVIORNMENTAL FACTORS

**EMPLOYEE ABILITY & AVAILABILITYEMPLOYEE ABILITY & AVAILABILITY*SOCIAL & CULTURAL EXPECTATIONS*SOCIAL & CULTURAL EXPECTATIONS


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CONT. WITH FACTORSCONT. WITH FACTORS

3.BEHAVIORAL FACTORS3.BEHAVIORAL FACTORS

*FEEDBACK*FEEDBACK

*AUTONOMY*AUTONOMY*USE OF ABILITIES*USE OF ABILITIES

*VARIETY.*VARIETY.


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JOB DESIGN APPROCHESJOB DESIGN APPROCHES

*JOB ROTATION*JOB ROTATION

moving from one job to anothermoving from one job to another

*JOB ENGINEERING*JOB ENGINEERINGFOCUS ONFOCUS ON

TASKS,METHODS,LAYOUT,STANDARDS,MACHINETASKS,METHODS,LAYOUT,STANDARDS,MACHINE

S.BASED ON TIME & MOTION STUDIES.S.BASED ON TIME & MOTION STUDIES.


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CONT. WITH APPROCHESCONT. WITH APPROCHES

JOB ENLARGEMENTJOB ENLARGEMENTEXPANSION OF NO. OF DEFFERENT TASKSEXPANSION OF NO. OF DEFFERENT TASKS

PERFORMED BY EMPLOYEE IN A SINGLE JOB.PERFORMED BY EMPLOYEE IN A SINGLE JOB.

IT LEADS TO MOTIVATION DUE TO 5 FACTORSIT LEADS TO MOTIVATION DUE TO 5 FACTORS--

1.TASK VARIETY1.TASK VARIETY2.MEANINGFUL WORK MODULE2.MEANINGFUL WORK MODULE

3.ABILITY UTILISATION3.ABILITY UTILISATION

4.WORKER PACED CONTROL4.WORKER PACED CONTROL

5.PERFORMANCE FEEDBACK5.PERFORMANCE FEEDBACK


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CONT. WITH APPROCHESCONT. WITH APPROCHES

JOB ENRICHMENTJOB ENRICHMENT

ADDING MORE MOTIVATORS TO A JOB TO MAKEADDING MORE MOTIVATORS TO A JOB TO MAKEIT MORE REWARDING.JOB BECOMES ENRICHEDIT MORE REWARDING.JOB BECOMES ENRICHEDWHEN IT GIVES JOB HOLDER MORE DECISIONWHEN IT GIVES JOB HOLDER MORE DECISION--MAKING,PLANNING & CONTROLLING POWERS.MAKING,PLANNING & CONTROLLING POWERS.

**


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FEATURES OF ENRICHED JOBFEATURES OF ENRICHED JOB

1.DIRECTFEEDBACK1.DIRECTFEEDBACK

2.CLIENT RELATIONSHIP2.CLIENT RELATIONSHIP3.NEW LEARNING3.NEW LEARNING

4.SCHEDULING OWN WORK4.SCHEDULING OWN WORK

5.UNIQUE EXPERIENCE5.UNIQUE EXPERIENCE

6.CONTROL OVER RESOURSES6.CONTROL OVER RESOURSES7.DIRECT COMMUNICATION7.DIRECT COMMUNICATION

8.PERSONAL ACCOUNTABILITY.8.PERSONAL ACCOUNTABILITY.

SNOWBALL EFFECTSNOWBALL EFFECT--COCO.. HV FIXED AMT. OFHV FIXED AMT. OFAUTHORITY TO DISTRIBUTE.ENRICHING ONESAUTHORITY TO DISTRIBUTE.ENRICHING ONESJOB MEAN TAKING AUTORITY AWAY FROMJOB MEAN TAKING AUTORITY AWAY FROMANOTHER.ANOTHER.


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ISSUES IN JOB DESIGNISSUES IN JOB DESIGN

1.TELECOMMUNICATING1.TELECOMMUNICATING2.ALTERNATIVE WORK PATTERN2.ALTERNATIVE WORK PATTERN

3.TECHNOSTRESS3.TECHNOSTRESS

4.TASK REVISION4.TASK REVISION5.SKILL DEVELOPEMENT5.SKILL DEVELOPEMENT


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RecruitmentRecruitment

The process of finding and attractingThe process of finding and attractingcapable applicants for employment. Thecapable applicants for employment. Theprocess begins when new recruits areprocess begins when new recruits aresought and ends when their applicationssought and ends when their applications

are submitted. The result is a pool ofare submitted. The result is a pool ofapplicants from which new employeesapplicants from which new employeesare selected.are selected.

Recruitment is a process of invitingRecruitment is a process of invitingapplications from prospectiveapplications from prospectiveemployees.employees.

Recruitment is a positive process.Recruitment is a positive process.


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OBJECTIVESOBJECTIVES

1.DETERMINE THE PRESENT & FUTURE1.DETERMINE THE PRESENT & FUTUREREQUIREMENTREQUIREMENT

2.INC. THE POOL OF CANDIDATES AT MIN. COST2.INC. THE POOL OF CANDIDATES AT MIN. COST

3.HELP INC. THE SUCCESS RATE OF SELECTION3.HELP INC. THE SUCCESS RATE OF SELECTION

PROCESS BY REDUCING THE NO. OF

PROCESS BY REDUCING THE NO. OF

UNDERQUALIFIED JOB APLICANTSUNDERQUALIFIED JOB APLICANTS

4.MEET ORGANISATIONS LEGAL & SOCIAL4.MEET ORGANISATIONS LEGAL & SOCIALOBLIGATION.OBLIGATION.

5.PREPARING POTENTIAL JOB APPLICANTS5.PREPARING POTENTIAL JOB APPLICANTS

6.EVALUATE THE EFFECTIVENESS OF ALL TYPES OF6.EVALUATE THE EFFECTIVENESS OF ALL TYPES OFSOURCES.SOURCES.

7.INC. ORG. & INDIVIUAL EFFECTIVENESS7.INC. ORG. & INDIVIUAL EFFECTIVENESS


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FACTORS AFFECTINGFACTORS AFFECTINGRECRUITMRNTRECRUITMRNT

**EXTERNAL FACTORSEXTERNAL FACTORS1.DEMAND & SUPPLY1.DEMAND & SUPPLY

2.UNEMPLOYEMENT RATE2.UNEMPLOYEMENT RATE

3.LABOR MARKET3.LABOR MARKET4.POLITICAL4.POLITICAL--SOCIALSOCIAL

5.SONS OF SOIL5.SONS OF SOIL

6.IMAGE6.IMAGE


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CONT .WITH FACTORSCONT .WITH FACTORS

INTERNAL FACTORSINTERNAL FACTORS1.RECRITMENT POLICY1.RECRITMENT POLICY

2.HRP2.HRP

3.SIZE OFFIRM3.SIZE OFFIRM4.COST4.COST

5.GROWTH & EXPANSION5.GROWTH & EXPANSION


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Recruitment ProcessRecruitment Process

PLANNINGPLANNING

STRATEGY DEVELOPEMENTSTRATEGY DEVELOPEMENT

SEARCHINGSEARCHING

SCREENINGSCREENING

Evaluating & CONTROLEvaluating & CONTROL


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1.PLANNING1.PLANNING

**NO. & TYPE OF APPLICANTS TO BENO. & TYPE OF APPLICANTS TO BECONTACTEDCONTACTED

2.STRATEGY DEVELOPMENT2.STRATEGY DEVELOPMENT

*MAKE OR BUY*MAKE OR BUY*WHR TO LOOK*WHR TO LOOK

3HOW TO LOOK3HOW TO LOOK


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Sources of RecruitmentSources of Recruitment

Internal SourcesInternal Sources --::Transfer , Promotions.Transfer , Promotions.

External SourcesExternal Sources--::Advertisements , Online recruitmentAdvertisements , Online recruitmentagencies, Educational Institutions,agencies, Educational Institutions,

Placement Agencies, Competitors,Placement Agencies, Competitors,Employment Exchange, LabourEmployment Exchange, LabourContractors, Recruitment at factoryContractors, Recruitment at factoryGate.Gate.


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3.SEARCHING3.SEARCHING

**SOURCE ACTIVATIONSOURCE ACTIVATION--VACANY EXISTVACANY EXIST*SELLING*SELLING

4.SCREENING4.SCREENING

5.EVALUATION & CONTROL5.EVALUATION & CONTROL


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Recruitment AdsRecruitment Ads

Are you spending the best years of life with an organisation thatAre you spending the best years of life with an organisation thathas your best interest at heart?has your best interest at heart?If not, check us out !If not, check us out !

Our midOur mid--sized electronics firm is looking for a professionalsized electronics firm is looking for a professionalrecruiter with at least two years experience in HR and arecruiter with at least two years experience in HR and a

masters degree in the field. Must have extensive knowledge ofmasters degree in the field. Must have extensive knowledge ofrecruitment sources & methods.recruitment sources & methods.

Consider these company practices :Consider these company practices : An environment where its fun to workAn environment where its fun to work Performance based pay & excellent benefitsPerformance based pay & excellent benefits

Professional education opportunitiesProfessional education opportunities One week of paid vacation in a yearOne week of paid vacation in a year

If interested you may apply online at www. Abc.org.inIf interested you may apply online at www. Abc.org.inWe are an equal opportunity employer.We are an equal opportunity employer.


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Join HSBCJoin HSBC

Now heres an opportunity to have a career thats truly on the fast trackNow heres an opportunity to have a career thats truly on the fast trackJoin HSBCs global service centres at Bangalore, Vishakhapatnam &Join HSBCs global service centres at Bangalore, Vishakhapatnam &Hyderabad.Hyderabad.

HSBCs Electronic Data Processing India Ltd (HDPI) was established inHSBCs Electronic Data Processing India Ltd (HDPI) was established inthe year 2000 to provide world class data processing services to the HSBCthe year 2000 to provide world class data processing services to the HSBCGroup.Group.

The Group has an international network of more than 10,000 offices in 76The Group has an international network of more than 10,000 offices in 76countries and territories in Asia Pacific, Europe, America & Middle Eastcountries and territories in Asia Pacific, Europe, America & Middle Eastwith over 110 million customers and 230,000 employees.with over 110 million customers and 230,000 employees.

The bad news isThe bad news is

You cant change the pastYou cant change the past

The good news isThe good news is

You can change the futureYou can change the future


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We are now looking for dynamic people to join us at Bangalore ,HydrabadWe are now looking for dynamic people to join us at Bangalore ,Hydrabad& Vishakhapatnam.& Vishakhapatnam.

Customer Service RepresentativesCustomer Service RepresentativesJobJob profileprofile :: AcquireAcquire knowledgeknowledge onon HSBCsHSBCs productsproducts && proceduresprocedures;;EfficientlyEfficiently handlehandle inboundinbound && outboundoutbound callscalls toto resolveresolve overseasoverseas customerscustomersqueriesqueries;; electronicallyelectronically processprocess thethe datadata && respondrespond toto customerscustomers queriesqueriespertainingpertaining toto HSBCsHSBCs bankingbanking transactionstransactions acrossacross thethe globeglobe..

SkillsSkills // experienceexperience :: ExcellentExcellent oraloral && writtenwritten communicationcommunication skillsskills inin

EnglishEnglish;; AbilityAbility toto interpretinterpret && handlehandle complexcomplex numericalnumerical datadata;; HighHighEnergyEnergy levelslevels;; NegotiatingNegotiating skillsskills;; ExcellentExcellent interpersonalinterpersonal skillsskills;; StrongStrongcustomercustomer serviceservice orientationorientation;; AbilityAbility toto workwork onon MSMS OfficeOffice withwith goodgoodkeyboardkeyboard skillsskills;; FlexibilityFlexibility toto workwork inin shiftsshifts;; ShouldShould possesspossess graduationgraduation //1212ththpasspass certificatecertificate..

STUDENT

SSTUDENT

S ININTHE

IRTHE

IR F

INALF

INAL YE

AR,YE

AR, menmen && womenwomen inin thethe ageagegroupgroup ofof 1818 toto 5050 yearsyears areare encouragedencouraged toto applyapply..

WalkWalk inin forfor anan interviewinterview alongalong withwith youryour CVCV ,, testimonialstestimonials && aapassportsizepassportsize photographphotograph onon MarchMarch 2525thth,, 2626thth && 2727thth betweenbetween99::3030 aa..mm && 55::3030 pp..mm atat ....

HSBC is an equal opportunity employerHSBC is an equal opportunity employer


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SelectionSelection

Selection is the process of picking individualsSelection is the process of picking individuals(out of the pool of job applicants) with(out of the pool of job applicants) withrequisite qualifications and competence to fillrequisite qualifications and competence to filljobs in the organisation.jobs in the organisation.

PROCESS OF DIFFERNTIATING BETWEENPROCESS OF DIFFERNTIATING BETWEENAPPLICANTS IN ORDER TO IDENTIFY THOSEAPPLICANTS IN ORDER TO IDENTIFY THOSEWITH A GREATER LIKELIHOOD OF SUCCESS IN AWITH A GREATER LIKELIHOOD OF SUCCESS IN AJOB.JOB.

Selection has a a negative component inSelection has a a negative component inits process i.e rejection / elimination.its process i.e rejection / elimination.


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Selection ProcedureSelection Procedure

Preliminary InterviewPreliminary Interview--eliminateeliminate unqualifiedunqualifiedapplicationsapplications Selection TestSelection Test--

ability,aptitude,personality,interest,graphology,medical.ability,aptitude,personality,interest,graphology,medical.

Employment InterviewEmployment Interview--11--1,1,sequential,panelsequential,panel Reference Check and BackgroundReference Check and Background

AnalysisAnalysis physical Examinationphysical Examination Final Approval/job offerFinal Approval/job offer Contract of employmentContract of employment EvaluationEvaluation


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Types of InterviewTypes of Interview

Informal InterviewInformal Interview Formal InterviewFormal Interview

Depth InterviewDepth Interview

Stress InterviewStress Interview


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Induction Or OrientationInduction Or Orientation

Planned introduction of employees toPlanned introduction of employees totheir jobs, their cotheir jobs, their co workers and theworkers and theorganisation.organisation.

Orientation also called Induction, isOrientation also called Induction, isdesigned to provide a new employee withdesigned to provide a new employee withthe information he or she needs tothe information he or she needs tofunction comfortably and effectively infunction comfortably and effectively inthe organisation.the organisation.


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Objectives of InductionObjectives of Induction

To help new comer overcome his naturalTo help new comer overcome his naturalshyness and nervousness in meeting newshyness and nervousness in meeting newpeople in the environment.people in the environment.

To develop among the newcomers aTo develop among the newcomers asense of belonging and loyalty to thesense of belonging and loyalty to theorganisation.organisation.

To develop a close and cordialTo develop a close and cordialrelationship between newcomers and therelationship between newcomers and theold employees and their supervisor.old employees and their supervisor.


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Objectives (contd.)Objectives (contd.)

To ensure that the newcomers do notTo ensure that the newcomers do notform negative or false impression andform negative or false impression andattitude towards the organisation orattitude towards the organisation or

the job because first impression is thethe job because first impression is thelast impression.last impression.

To give newcomers necessaryTo give newcomers necessaryinformation such as leave rules, restinformation such as leave rules, restperiod, locker room etc.period, locker room etc.


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Advantages of Formal InductionAdvantages of Formal Induction

Helps in build up a two way channel ofHelps in build up a two way channel ofcommunication between management andcommunication between management andworkers.workers.

Proper induction facilitates informalProper induction facilitates informalrelations and teamwork amongrelations and teamwork amongemployees.employees.

Effective induction helps to integrateEffective induction helps to integratethe new employees into the organisationthe new employees into the organisationand to develop the sense of belonging.and to develop the sense of belonging.


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Types of Induction ProgrammeTypes of Induction Programme

FormalFormal InformalInformal

IndividualIndividual

collectivecollective


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Contents of Induction ProgrammeContents of Induction Programme

History and operation of companyHistory and operation of company Products and services of companyProducts and services of company

Policies and procedures of companyPolicies and procedures of company

Grievance procedureGrievance procedure Benefit and services for employeesBenefit and services for employees

Opportunities for training andOpportunities for training and

development, promotion, transfer etc.development, promotion, transfer etc.


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PlacementPlacement

Placement refers to the allocation ofPlacement refers to the allocation ofpeople to jobs. It includes initialpeople to jobs. It includes initial

assignment of new employees andassignment of new employees andpromotion, transfer, or demotion ofpromotion, transfer, or demotion ofpresent employees.present employees.


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Placement ProblemsPlacement Problems

Difficulty with the placement is thatDifficulty with the placement is thatwe tend to look at the individual butwe tend to look at the individual butnot at the job.not at the job.

Job in this context may be classifiedJob in this context may be classifiedinto three categories.into three categories.

1.1. IndependentIndependent2.2. SequentialSequential

3.3. PooledPooled


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Training & DevelopmentTraining & Development

Training is an attempt to improveTraining is an attempt to improvecurrent or future employeecurrent or future employee

performance by increasing an employeesperformance by increasing an employeesability to perform through learning,ability to perform through learning,usually by changing the employeesusually by changing the employeesattitude or increasing his or her skillsattitude or increasing his or her skills

and knowledge.and knowledge. Training refers to the process ofTraining refers to the process of

imparting specific skills. (Employees)imparting specific skills. (Employees)


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T & DT & D

Development refers to learningDevelopment refers to learningopportunities designed to helpopportunities designed to help

employees grow. (Executive)employees grow. (Executive)

Education is theoretical learning inEducation is theoretical learning in

classroom.classroom.


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T & DT & D

The need for training and developmentThe need for training and developmentis determined by the employeesis determined by the employeesperformance deficiency computed asperformance deficiency computed asfollowsfollows--::

Training & Development need = StandardTraining & Development need = StandardPerformancePerformance Actual PerformanceActual Performance


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Difference between T & EduDifference between T & Edu

TrainingTraining --::1. Application base,1. Application base,2.Job Experience,2.Job Experience,3. Specific Task,3. Specific Task,

4. Narrow Perspective.4. Narrow Perspective.

EducationEducation --::

1.Theoretical Orientation,1.Theoretical Orientation,2. Classroom learning,2. Classroom learning,3. General Concepts,3. General Concepts,4. Broad Perspective.4. Broad Perspective.


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Inputs in T & DInputs in T & D

SkillsSkills

EducationEducation

DevelopmentDevelopment EthicsEthics

Attitudinal ChangesAttitudinal Changes

Decision making and Problem solvingDecision making and Problem solvingskillsskills

T & D as a source of CompetitiveT & D as a source of Competitive


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T & D as a source of CompetitiveT & D as a source of CompetitiveAdvantageAdvantage

T & D offer competitive advantage to aT & D offer competitive advantage to afirm by removing performancefirm by removing performance

deficiencies, making staff stay long,deficiencies, making staff stay long,minimising accidents, Scrap & damageminimising accidents, Scrap & damageand meeting future employees needs.and meeting future employees needs.


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METHOD OF CASE ANALYSISMETHOD OF CASE ANALYSIS

WHAT IS A CASE?WHAT IS A CASE?DESCRIPTION OF MGT. PROBLEM /DESCRIPTION OF MGT. PROBLEM /

SITUATION AS VIEWED TO A DECISIONSITUATION AS VIEWED TO A DECISIONMAKER.IT IS A TOOL INVOLVING AMAKER.IT IS A TOOL INVOLVING A

DISCUSSION AROUND THE CASE &DISCUSSION AROUND THE CASE &PRESENTSPRESENTSFACTS,EVENTS,CIRCUMSTANCESFACTS,EVENTS,CIRCUMSTANCESSURROUNDING A SITUATION.SURROUNDING A SITUATION.


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OBJECTIVES OF CASE ANALYSISOBJECTIVES OF CASE ANALYSIS

1.1. TO INC. UNDERSATNDING OF STUDENTS OFTO INC. UNDERSATNDING OF STUDENTS OFWHAT MANAGER SHOULD & SHOULD NOT DOWHAT MANAGER SHOULD & SHOULD NOT DOIN GUIDING A BUSINESS TO SUCCESS.IN GUIDING A BUSINESS TO SUCCESS.

2.2. TO BUILD STUDENTSS SKILLS INTO BUILD STUDENTSS SKILLS IN

CONDUCTING STRATEGIC ANALYSIS IV ACONDUCTING STRATEGIC ANALYSIS IV AVARIETY OF SITUATIONS, COMPANIES &VARIETY OF SITUATIONS, COMPANIES &INDUSTRIES.INDUSTRIES.

3.3. TO PROVIDE STUDENTS VALUABLE PRACTICESTO PROVIDE STUDENTS VALUABLE PRACTICES

IN DIAGNOSTNG ISSUES,EVALUATINGIN DIAGNOSTNG ISSUES,EVALUATINGALTERNATIVES WD HLP OF SWOT BASED ONALTERNATIVES WD HLP OF SWOT BASED ONREALITIES.REALITIES.


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CONT. WITH OBJECTIVESCONT. WITH OBJECTIVES

4.TO ENHANCE STUDENTS SENSE OF4.TO ENHANCE STUDENTS SENSE OFBUSINESS JUDGEMENTSBUSINESS JUDGEMENTS

5.TO PROVIDE IN5.TO PROVIDE IN--DEPTH EXPOSUREDEPTH EXPOSURETO VARIETY OF COMPANIES &TO VARIETY OF COMPANIES &

INDUSTRIES ,THEREBY GAININGINDUSTRIES ,THEREBY GAININGSOMETHING CLOSE TO ACTUALSOMETHING CLOSE TO ACTUALBUSINESS EXPERIENCE.BUSINESS EXPERIENCE.


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HOW TO ANALYSE A CASEHOW TO ANALYSE A CASE

1.READ THE CASE MATERIAL QUICKLY TO GET1.READ THE CASE MATERIAL QUICKLY TO GETFAMILARITY.FAMILARITY.

2.READ THE CASE A SECOND TIME2.READ THE CASE A SECOND TIME

3.READ THE EXHIBITS,APPENDICS CAREFULLY3.READ THE EXHIBITS,APPENDICS CAREFULLY

4.STUDY THE CASE4.STUDY THE CASE5.IDENTIFY STRATEGIC ISSUES5.IDENTIFY STRATEGIC ISSUES

6.DIAGNOSE KEY ISSUES6.DIAGNOSE KEY ISSUES

7.CHECK THE DIAGNOSIS7.CHECK THE DIAGNOSIS

8.SUPPORT DIAGNOSIS & OPINIONS WITH8.SUPPORT DIAGNOSIS & OPINIONS WITHREASONS & EVIDENCEREASONS & EVIDENCE

9.CHECK OUT CONFLICTING OPINIONS9.CHECK OUT CONFLICTING OPINIONS

10.START ANALYSIS OF ISSUES10.START ANALYSIS OF ISSUES


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CONT. WITH CASE ANALYSISCONT. WITH CASE ANALYSIS

11.MAKE NOTES OF INFO. REQUIRED TO SOLVE11.MAKE NOTES OF INFO. REQUIRED TO SOLVEPROBLEMPROBLEM

12.12.GENERATE ALTERNATIVE SOLUTIONSGENERATE ALTERNATIVE SOLUTIONS13.EVALUATE ALTERNATIVE SOLUTIONS13.EVALUATE ALTERNATIVE SOLUTIONS

14.RANK OF SOLUTIONS14.RANK OF SOLUTIONS15.SELECT THE BEST SOLUTION15.SELECT THE BEST SOLUTION

16.PREPARE AN ACTION PLAN16.PREPARE AN ACTION PLAN

17.COMMUNICATE THE RESULTS TO CONCERNED17.COMMUNICATE THE RESULTS TO CONCERNED

PARTIES.PARTIES.

HRM Till Date2

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