Quality control deparment

1. Internal: Boost Workplace Morale

Build employee morale and respect for upper management by promoting workers internally to higher
positions. A level of excitement is added when workers are given opportunities to change jobs. Give
employees the first chance to apply for open positions within your business to show appreciation for
their hard work and reward excellent service to the company. Job opening notices can be posted on
company bulletin boards or in company newsletters.
Internal: Lower Costs and Greater Efficiency
Avoid expenses on advertising or other costly external hiring methods, such as attending job fairs or
working with employment or staffing agencies, by focusing internally. Time and money are saved on
workplace training regarding company benefits and policies, and unlike new hires, current employees
dont need adjustment periods to acclimate to the work environment.
External: Offers Greater Selection
Small businesses hiring internally have a limited choice of applicants for the job. External hiring
enlarges the field of applicants. Look to employment and staffing agencies, print newspaper classified
ads, set up booths at job fairs or recruit workers from technical or vocational schools and universities
to find large groups of skilled and interested applicants.
Internal: Easier Assessment
You never know for sure the kind of person you are hiring for a position when hiring externally.
Relieve some stress by promoting a current employee whom you know displays the desired work
ethic and job skills. This reliable, convenient assessment avoids the gamble of hiring total strangers.
External: Better Work flow
A small business experiencing increased success and higher demand for its products or services might
turn to external hiring to avoid disrupting a steady, secure work flow. Promoting a current employee
to an open position creates another open position that must be filled. A rapidly expanding company
cant afford to let this happen. Rely on external hiring methods for greater efficiency in expanding
your work force.

2. Yes, it was in the interest of the organization

Newly hired workers from outside your business environment bring with them new ideas and fresh
perspectives. Benefit by seeking applicants with skills or knowledge found lacking in current
employees for a more well-rounded workplace. External hiring can also form a more diverse work
force and fulfill equal opportunity expectations. Employees also can feel slighted when losing internal
promotions to coworkers. Use external hiring to avoid stirring up any feelings of hostility within the
workplace.
3..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.

Job Rotation:
It is the process of training employees by rotating them through a series of related jobs. Rotation not
only makes a person well acquainted with different jobs, but it also alleviates boredom and allows to
develop rapport with a number of people. Rotation must be logical.
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.

4. Hire the Best Person for the Job

Avoid favoritism and your built-in bias by interviewing both internal and external candidates. While
we have a tendency to lean toward internal candidates at Voices.com,

A. You Almost Never Have to Ask This Question

The reality is, you can easily determine when to hire new help by simply thinking about the
possibility of doing so. In other words, if an internal team member was up to snuff, you wouldnt
entertain the idea of bringing someone new on. Although this can become somewhat of a gray area, if
you do need to make the decision, always hire based on the competency to do the job over anything
else

Ask Where Your Team Members Want to Be

We encourage our team to grow with the company. We like to keep a pulse on where our team
members are and where they see themselves in the future. If that vision fits with a position that
becomes available, we are more than happy to consider them as a part of the recruitment process

Consider Your Companys Stage of Growth

Because we are a fast-growing company, most of our positions are new. Therefore, we want people
with expertise in these areas in order to add strength to our organization. If the role requires
knowledge not held by anyone at the company currently, hire from the outside. Assess Your
Company Culture First

If youve built your company to the point where theres enough talent to consider internal promotions,
then assess whats going on in your companys culture and how external vs. internal hires would
impact it. If leadership is weak or the position requires a high skill level, consider external hires; but if
you want to build morale and encourage high achievers to stay, then promote internally

Understand the Goal of the Position

I believe promoting from within is traditionally optimal for middle management positions and below,
and hiring from the outside might make sense for executive leadership positions requiring new insight
and experience not obtainable from the current staff.

Consider the Value of Loyalty and Trust

Assuming you can find competency both internally and externally, I believe the next most important
thing to consider is loyalty and trust. The internal person has already proven their loyalty to the
organization and presumably earned your trust. You would be taking a significant gamble hiring
externally.

PEARL ENGINEERING
1)Many manpower schemes fail completely or do no treach their full potential, mainly because the
programme is not implemented in the way for which it was designed.
Some of the reasons fort hese failures are

(a) The lack of sensitivity to problems and solutions This I important obstacle to the
implementation of effective manpower planning is caused by the general apathy of line
managers. Management still seems to be particularly concerned about financial and material
resources and has a tendency to neglect the critical factor of human resources. Overthe past
few decades, productivity has increased as a result of improved technology, but any further
improvement will depend,to a very great extent, upon improved manpower utilisation. In
this respect, management isr equired to show a greater respect tto the role of manpower in
profitability.
Lack of criteria.

The lack of information can lead directly to the absence of criteria against which to measure
performance. It is not an easy task to measure human performance without the use of adequate
quantitative data. It is easy to measure the depreciation of material goods, out human beings tend to
appreciate with the passing of time, and this appreciation quality has never been measured. The
tendency of management is to measure human beings, only in terms of their cost to the
organisation. Management should become aware of the fact that the evaluation of performance is
long, complex, uncertain and abstract, and it is necessary that they continue their planning without the
use of objective criteria.

Complexity of the organisation

Many organisations have increased tremendously in recent years and some appear to have difficulty in
determining the exact size of the workforce. They appear to be incapable of updating the retrievable
information which is essential to manpower planning. Because of the increasing complexity of
organisations, it is becoming more essential to keep a track on the movements of employees, as well
as all the personal details which may be of use in planning. This is where the personnel manager and
his staff must exercise a keen supervision.

Rapid changes
The rate of technological change causes difficulties in manpower planning. This is because, at times,
it is difficult to keep up with the technical development. There is always resistance to change within
an organisation, but somehow this resistance must be overcome if manpower is to be utilised
effectively. One possible method of overcoming this resistance to change on part of the existing staff
is to introduce new employees, with new ideas from outside of the organisation.

Lack of communication This problem is the oldest and most common in personnel administration.
Manpower planning is now becoming a sophisticated process, only involving the use of experts,
and these experts must have rapid access to accurate information.

. The internal recruitment is sensitive. Many organizations make mistakes in the internal
promotion of job vacancies. They post vacancies, but they do not encourage employees to apply for
the challenging jobs. They do not teach managers to accept ambitions of employees. They make
employees worry about failing at the job interview. The internal recruitment strategy should address
many of these issues.

The internal recruitment strategy is the enhancement of the regular recruitment strategy which
drives all recruitment processes. The internal recruitment strategy sets the specifics for the internal
promotion of employees and job vacancies. Many organizations have the excellent recruitment
strategy for the external recruitment, but they do not take care of the internal talents.

The strategy should cover at least following fundamental topics:

Competition of internal and external applicants

Internal recruitment promotion
Clear public rules for the internal recruitment

Internal and External Job Applicants Competition

HR has to solve the issue of the preferring the internal candidates to the external candidates. This
issue is not about the recruitment strategy. It is about the corporate culture, corporate values and Hr
strategy of the organization.

There is no general rule saying that internal candidates are better than the external ones. Many
employees believe the internal candidates are always better than the external ones, but it is not a truth.
Many companies hire the external candidates mostly, and they do not invest into the promotion of the
job vacancies internally. They have a fully fair competition between internal and external job
candidates.

Employees should know about the strategy of the company. They should know about their chances at
the job interview. Most companies prefer internal job candidates as the company trusts to its
employees. However, it should be covered in the recruitment strategy.

Internal Recruitment Promotion

The internal recruitment is a dangerous HR process. It brings potential conflicts. Managers have to be
educated to develop high potentials for the new job challenges. The internal recruitment is not fully
aligned with their KPIs. Managers are pushed to transfer best employees to new positions in different
units. Their KPIs are in a danger. HR has to design a strategy to make their lives easier.

The internal recruitment promotion is about teaching employees to visit a specific web page to find
new internal job opportunities. HR has to teach employees to have the courage to apply for the new
job challenge.

Clear Rules for the Internal Recruitment

HR has to design clear rules for the internal recruitment, which are published and strictly followed.
Employees have to feel safe when they apply for the new job position. The manager has to know there
is the transfer period.

The internal recruitment without rules and procedures works, but it creates many tensions in the
organization. HR solves each internal transfer as the exception and employees are confused. Managers
complain as there is no unified approach to them.

3) On-the-job training Methods:

Under these methods new or inexperienced employees learn through observing peers or managers
performing the job and trying to imitate their behaviour. These methods do not cost much and are less
disruptive as employees are always on the job, training is given on the same machines and experience
would be on already approved standards, and above all the trainee is learning while earning. Some of
the commonly used methods are:
1. 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.

3. Job Rotation:
It is the process of training employees by rotating them through a series of related jobs. Rotation not
only makes a person well acquainted with different jobs, but it also alleviates boredom and allows to
develop rapport with a number of people. Rotation must be logical.

4. Job Instructional Technique (JIT):

It is a Step by step (structured) on the job training method in which a suitable trainer (a) prepares a
trainee with an overview of the job, its purpose, and the results desired, (b) demonstrates the task or
the skill to the trainee, (c) allows the trainee to show the demonstration on his or her own, and (d)
follows up to provide feedback and help. 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
(teachers and trainers). It helps us:

a. To deliver step-by-step instruction

b. To know when the learner has learned

c. To be due diligent (in many work-place environments)

5 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.

4) The internal recruitment needs regular promotion in the organization. The promotion of the
internal recruitment is not just about the recruitment channels to be used for communication.

The promotion is about the education of managers and employees. The internal recruitment strategy
should define the approach of HR to the promotion of the internal recruitment.

HR has to define clear rules for the internal recruitment which are aligned with the HR Strategy.

HR has to protect employees from managers. Managers have to be protected against instability.

The organization has to benefit from the utilization of gained skills and competencies.

HR has to identify the hot spots in the organization where the job adverts will be visible. The intranet
promotion of job vacancies is not working when the other communication channel does not support it.