Professional Documents
Culture Documents
RESOURCES
INFORMATION
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SYSTEM
<HRIS>
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The Firm
Potential
Employees Employees Retired
Employees
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/ Data Management
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Examples:
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1 – GIVE YOUR OWN EXAMPLES
KKSS HUMAN RESOURCES MANAGEMENT < HRM> 7
Human Resources Research Subsystem
Examples:
– Job analyses and evaluations
– Succession studies
– Grievance studies
This research can generate new
data for the database (job
1 analyses)
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0 And it can use existing database
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2 contents (succession studies)
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Type of data:
1. Employee
82.5% of the firms maintain only employee data
2. Non-employee
1 8% of the firms
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/ mainly organizations external to the firm
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400
342
300
200 174
100 52 32
1 0
2 Firm's central HR computer Operating Outside
/ computer division service center
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94.5
Percentage
of firms
84.4
reporting
output types
34.7
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0 8.7
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Periodic Reports Database Queries Mathematical Models Expert Systems
Applicant tracking
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Internal search
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Merit increases
Payroll
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Executive compensation
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Bonus incentives
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1 Attendance
KKSS HUMAN RESOURCES MANAGEMENT < HRM> 19
Benefits Subsystem
Defined contribution
Defined benefits
Benefit statements
Flexible benefits
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Stock purchase
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Claims processing
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Non HR HR Other HR
Managers Director Managers
Executives
(2.78) (3.09) (3.79) (4.33)
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1 21 3 43 5
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/ Not at all Occasionally Monthly Weekly Daily
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Compensation
Environmental
Management
Work Force
Reporting
Planning
Work Force
Recruiting
Benefits
HR director X X X X X X
Other executives X X X X X X
Compensation/benefits manager X X
HR planning manager X
Employee/labor relations manager X X
EEO/AAP manager X X X X X X
1 Recruiting & selection dvlpmnt mgr X X
2 Training manager X
/ Manager of accounting X X
0 Payroll manager
7 X X
/ Other managers X X X X X X
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THANKS
KKSS HUMAN RESOURCES MANAGEMENT < HRM> 27
7-1
SELECTION
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Reception
A warm, friendly and courteous reception is extended to
candidates with a view to create a favourable impression.
Employment possibilities are also communicated honestly and
clearly
Screening interview
The HR department tries to screen out the obvious misfits
through this courtesy interview. A prescribed application form is
1 given to candidates who are found to be suitable.
2
/ Application blank
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7 It is a printed form completed by job aspirants detailing their
/
2 educational background, previous work history and certain
1 personal data.
N a m e o f O r g a n is a tio n : _ _ _ _ _ _ _
_ _ _ _ _ _ _ _ _ _ _ _ _ D a te o f E m p lo y m e n t: _ _ _ _ _ _ _ fr o m to _ _ _ _
G ro s s S a la ry : _ _ _ _ _ _ _ _ _ _ _ ( a n n
u a l; b e s u r e to in c lu d e a n y b o n u s e s o r c o m m is s io n e a rn e d )
J o b T it le : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
N a m e o f L a s t S u p e r v is o r : _ _ _ _ _ _ _
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
M a y w e c o n ta c t t h is s u p e r v is o r ? Y e s / N o
R e a s o n ( s ) fo r L e a v in g : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
N a m e o f O r g a n is a tio n : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ D a te o f E m p lo y m e n t: _ _ _ _ _ _ _ fr o m to _ _ _ _
G ro s s S a la ry : _ _ _ _ _ _ _ _ _ _ _ ( a n n u a l; b e s u r e to in c lu d e a n y b o n u s e s o r c o m m is s io n e a rn e d )
J o b T it le : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
N a m e o f L a s t S u p e r v is o r : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
M a y w e c o n t a c t t h is s u p e r v is o r ? Ye s / N o
1
R e a s o n ( s ) fo r L e a v in g : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
2 W o r k s k ills
/
1 . L is t a n y jo b - r e la t e d la n g u a g e s y o u a re a b le t o s p e a k o r w r i t e : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
2 . L is t a n y jo b - r e la t e d c le r ic a l ( e . g . , t y p in g ) o r t e c h n i c a l s k il ls ( e . g . , c o m p u te r p r o g r a m m in g ) t h a t y o u
0
h a v e :
A . _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ B . _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
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C . _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
A d d i t io n a l I n f o r m a t io n
/
In c a s e o f a n e m e r g e n c y , p le a s e c o n ta c t.
N a m e : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
2
A d d r e s s : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
Te l e p h o n e : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
1 I
I
u
u n
n d e r s t a n
d e r s ta n
d th a
d th a
t fa
t m
ls if ic a ti o n o f in
y e m p lo y m e n t
fo r m a tio n is g r o u n d s f o r d is m i s s a l.
a t t h e c o m p a n y m a y b e d is c o n t in u e d a t a n y t im e fo r a n y re a s o n
e it h e r b y m y s e lf o r b y th e c o m p a n y.
I a g r e e to s u b m i t to a d ru g a n d /o r a lc o h o l te s t a s a c o n d i tio n o f e m p lo y m e n t.
W o rk S a m p le A s s e s s m e n t C e n tre
S u i t a b l e f o r ro u ti n e , re p e ti t i v e j o b s w i t h S u i t a b l e fo r m a n a g e ri a l j o b s , th e o u tc o m e s
v i s i b l e o u tco m e s a re n o t b e h a v i o u ra l y o b s e rv a b l e
Ta k e s a fe w m i n u te s to te s t th e a p p l i c a n t Ta k e s d a ys to co n d u c t va ri o u s e x e rci s e s
E v a l u a t e d b y o n e s u p e rv i s o r E v a l u a te d b y a t e a m o f tra i n e d o b s e rve rs
1 C a n b e d o n e o n l o ca ti o n w h e re th e a p p l i c a n t R e q u i r e s a s e p a ra te fa ci l i t y. T h e c e n tre s a re c o n d u c te d
2 p e rf o rm s a s m a l se g m e n t o f th e j o b fo r a va ri e ty o f ta s k se g m e n ts (th a t m a y n o t b e th e re a l j o b )
/
0
7 t h a t m a y b e i n c l u d e d i n th e re a l j o b
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2 U s u a l y co m p l e t e d o n o n e a p p l i c a n t a t a ti m e U s u a l y p e rfo rm e d o n g ro u p s o f a p p l i c a n t s a t th e sa m e ti m e
1
The in-basket: From out of reports, memos, letters etc placed in the
in-basket, a candidate is supposed to initiate relevant actions within a
limited period of time.
The leaderless group discussion: This exercise involves groups of
managerial candidates working together on a job related problem so
as to measure skills such as oral communication, tolerance, self-
confidence, adaptability, etc.
Business games: Here participants try to solve a problem, usually as
members of two or more simulated companies that are competing in
1 the market place
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/ Individual presentations: In this case the participants are given a
0
7 limited amount of time to plan, organise and prepare a presentation on a
/ given topic.
2
1
+points - points
The flexibility of form and content --expensive to design
The use of a variety of techniques --difficult to administer
Standardised ways of interpreting behaviour --blind acceptance of data may
Pooled assessor judgements not be advisable
Content validity and wider acceptance
Performance ratings are more objective
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THANKS
KKSS HUMAN RESOURCES MANAGEMENT < HRM> 54
6-1
RECRUITMENT
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I n f o r m a t io n F lo w
O r g a n is a t io n P o te n t ia l
n e e d f o r h ig h In te rn a l a p p lic a n ts ’
q u a lit y A p p lic a n t s n e e d fo r
e m p lo y e e s s u i t a b le jo b
1 E n v ir o n m e n t:
2 E c o n o m i c a n d S o c ia l,
/
0 Te c h n o lo g i c a l a n d P o lit ic a l
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•external sources.
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/ • Both have their merits and demerits.
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Merits Demerits
(i) Economical: The cost of recruiting (i) Limited choice: The organisation is
internal candidates is minimal. No forced to select candidates from a limited
expenses are incurred on pool. It may have to sacrifice quality and
advertising. settle for less qualified candidates.
(ii) Suitable: The organisation can pick (ii) Inbreeding: It discourages entry of
the right candidates having the talented people, available outside an
requisite skills. The candidates can organisation. Existing employees may fail
choose a right vacancy where their to behave in innovative ways and inject
talents can be fully utilised. necessary dynamism to enterprise
activities.
(iii) Reliable: The organisation has (iii) Inefficiency: Promotions based on length
knowledge about the suitability of a of service rather than merit, may prove to
candidate for a position. ‘Known be a blessing for inefficient candidates.
1 devils are better than They do not work hard and prove their
2 unknown angels!’. worth.
/ (iv) Satisfying: A policy of preferring (iv) Bone of contention: Recruitment from
0 people from within offers regular within may lead to infighting among
7 promotional avenues for employees. employees aspiring for limited, higher-level
/ It motivates them to work hard and positions in an organisation. As years roll
2 earn promotions. They will work by, the race for premium positions may
1 with loyalty, commitment and end up on a bitter note.
enthusiasm.
Merits Demerits
Wide choice: The organisation has the Expensive: Hiring costs could go up
freedom to select candidates from a substantially. Tapping multifarious sources
large pool. Persons with requisite of recruitment is not an easy task, either.
qualifications could be picked up.
Injection of fresh blood: People with Time consuming: It takes time to
special skills and knowledge could be advertise, screen, to test and to select
hired to stir up the existing employees suitable employees. Where suitable ones
and pave the way for innovative ways of are not available, the process has to be
working. repeated.
Motivational force: It helps in Demotivating: Existing employees who
motivating internal employees to work have put in considerable service may
hard and compete with external resist the process of filling up vacancies
candidates while seeking career growth. from outside. The feeling that their
1 Such a competitive atmosphere would services have not been recognised by the
2 help an employee to work to the best of organisation, forces them to work with less
/ his abilities. enthusiasm and motivation.
0 Long term benefits: Talented people Uncertainty: There is no guarantee that
7 could join the ranks, new ideas could find the organisation, ultimately, will be able to
/ meaningful expression, a competitive hire the services of suitable candidates. It
2 atmosphere would compel people to give may end up hiring someone who does not
1 of their best and earn rewards, etc. ‘fit’ and who may not be able to adjust in
the new set-up.
KKSS HUMAN RESOURCES MANAGEMENT < HRM> 61
Methods Of Recruitment
Internal methods
Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level
position with increase in salary
Campus recruitment
Shortlist campuses
Choose recruiting team carefully
Pay smartly, not highly
Present a clear image
1 Do not oversell yourself
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Get in early
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Not everyone fits the bill
KKSS HUMAN RESOURCES MANAGEMENT < HRM> 66
Indirect methods
Newspaper advertisements
Overtime: Short term fluctuations in work volume could best be solved through
overtime. The employer benefits because the costs of recruitment, selection and training
could be avoided. The employee benefits in the form of higher pay. However, an
overworked employee may prove to be less productive and turn out less than optimal
performance. Employees may slow down their pace of work during normal working
hours in order to earn overtime daily. In course of time, overtime payments become quite
routine and if, for any reason, these payments do not accrue regularly, employees
become resentful and disgruntled.
Subcontracting: To meet a sudden increase in demand for its products and services,
the firm may sometimes go for subcontracting – instead of expanding capacities
1 immediately. Expansion becomes a reality only when the firm experiences increased
2 demand for its products for a specified period of time. Meanwhile, the firm can meet
/ increased demand by allowing an outside specialist agency to undertake part of the
0
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/
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1 Cont…
Time lapse data: they show the time lag between the date of
requisition for manpower supply from a department to the actual
date of filling the vacancies in that department
Recruitment of trainees:
expectations of Indian companies
Pepsi: Pepsi is a flat organisation. There are a maximum of four reporting
levels. Executives here emphasise achievement, motivation, the ability to
deliver come what may. As the Personnel Manager of Pepsi Foods
remarked “we hire people who are capable of growing the business
rather than just growing with the business”. Recruitees must be capable
of thinking outside the box, cutting the cake of conventional barriers
1 whenever and wherever necessary. They must have a winner’s mindset and
2 a passion for creating a dynamic change.They must have the ability to deal
/ with ambiguity and informality.
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THANKS
KKSS HUMAN RESOURCES MANAGEMENT < HRM> 78