hr management in practice

-Eman Elbana -Mohamed Yasser

HR Management in Practice

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What is the purpose of HR function?

The popular purpose is:

What is the purpose of HR function?

The real purpose is:

A Supportive Function To:Hire, Retain, Develop the best talents to achieve organization’s goals.

•Personnel •Human Resources•Human Capital • Talent management

The Evolution of HR:

The Major Functions of HR:

What are the main responsibilities of HR?

The Major Functions of HR:

Recruitment & Selection:

-Personnel Planning-Job Analysis & Description-Recruitment-Selection

Training & Development:

-Training Process-Career Management

Performance Management:

Compensation & Benefits:

- Salary survey-Job evaluation -Grading System-Paying Salaries

Personnel & Employee Relations:

HR Needed Qualifications:

How To Be The Best?

-Stay Updated. -Stay Connected.-Stay Focused.-Plan Big, Achieve More.

How To get a job in HR?

-Network. -Network .-Network.-Show Your Value.

Don’t be afraid to Try HR.

Recruitment & SelectionHow To Recruit Top Talents ..

Presented by: Eman Elbana

Agenda• Learn• Enjoy

“Take our 20 best people away and I will tell you that Microsoft would become an unimportant company”

-Bill Gates

By the end of this module, YOU shall be able to:

Know how to recruit these 20 people

By the end of this module, YOU shall be able to:

Define the Recruitment and identify it’s process Define Job Analysis, its elements and uses Identify Methods for gathering Job Analysis Information Identify the types of Recruitment (advantages and disadvantages) Identify the Recruitment channels and process Identify purposes of Interview and the main types of selection interviews List and explain main errors that can undermine an interview’s usefulness Establish hiring criteria and build a competency model Deal with different mentalities Conduct an effective Interview (Prepare – Start – Manage – Close) Finish the Recruitment

Road Map

S Main Topics

1

Main Introduction

Personnel planning

Job analysis

2 Recruitment

3 Selection

What is Recruitment?

• The process of finding and hiring the best-qualified employees who have the skills to fulfill the organization’s needs.

• Simply … try to get the right person for the right job.

Important DefinitionsEmployment or personnel planning

The process of deciding what positions the firm will have to fill, and how to fill them.

Succession planningThe process of deciding how to fill the company’s most important

executive.

SourcingSourcing is the stage which encompasses candidate attraction.

SelectionA process involving a range of techniques & methods designed to help match, assess and select the most appropriate individual based on their

skills, knowledge and experience.

The Recruitment & Selection process

Job Analysis

Job description

Job specification Job analysis

Job requirements

Job competencies

• Knowledge, Skills and Abilities ( KSA)

• Duties, Tasks, and Responsibilities (DTR)

Job analysis

Recruiting and Selection Decisions

Training Requirements

Performance Appraisal

Job Evaluation-wage & Salary Decisions

(Comp & Ben)

Job description & job specification

Job analysis uses:

Qualitative methods for collecting Job Analysis Info.

Qualitative Methods

for Collecting

Job Analysis

Info.

Interviews

Observations

Diaries/Logs

Questionnaires

Road Map

S Main Topics

1

Main Introduction

Personnel planning

Job analysis

2 Recruitment

3 Selection

Types of Recruitment

Internal External

Advantages Vs. DisadvantagesTypes of

Recruitment Advantages Disadvantages

Internal

•Less cost and less time•Less training and orientation required•More accurate view of candidate’s skills•Candidates have a stronger commitment to the company “Motivate other employees”

•Other positions will be vacant•Failed applicants become discontented

External•Builds teams of HR experts•expand the pool of qualified candidates

•Cost to hire is high•More time consuming•More training and orientation required

6

Recruitment Channels

1

5

Advertising – (AIDA)

Website & Social Media

Campus Booth – Opening

Head Hunt

Outsourcing

Referrals4

3

2

AIDA Attention-Interest-Desire-Action.

1) Unique Job title

2) Company description

3) Job description & requirements

4) Call to action

Road Map

S Main Topics

1

Main Introduction

Personnel planning

Job analysis

2 Recruitment

3 Selection

Assessment Center | Selection process

Screening Applications | Resumes

Testing

Interviewing Candidates

Checking References and Background

SELECT

Recruiting yield pyramid

16% ● ● ● ● ● ●

75% ● ● ● ●

67% ● ● ●

50% ● ●

●

Recruiting yield pyramid The historical arithmetic relationships between recruitment leads and

invitees, invitees and interviews, interviews and offers made, and offers made and offers accepted.

Purpose of Interview• Selection Interview (evaluate candidates & market your

company)• Appraisal Interview• Exit Interview

Interviews formats• Structured • Unstructured

Types of Interview

Types of Interviews

One to one Interview

Panel Interview

Mass Interview

Case study Interview

On-Job Interview

Competency Model• Competencies Demonstrable characteristics of a person that enable performance of a

job.

• Definition Choose one definition for every competency.

• Behavioral Indicators “BIs” A behavioral indicator is used to provide an objective description of

the behavior that you might view from the candidate that provides evidence that they either have or do not have the competence that you are assessing.

• Assessment cases “Questions” You ask questions that elicit facts you want to know instead of

opinions to provide a comprehensive picture of the interviewee.

Types of Competencies• General Competencies (core) ……….… Activity• Technical Competencies (Functional) … Committee• Leadership Competencies ……………... Head of Committee

STAR technique• Situation• Task• Action• Result

Interview’s Questions

Situational interview

Behavioral interview

Job-related interview

Types of Questions asked

Stress interview

Iceberg Model Of Competencies

How to deal with different mentalities?

• Talkative (summaries what he said to stop him politely) • Aggressive (be cool with him and try to make him came

down and smile)• Silent (motivate him to speak)• Funny (use booker face)• Ego (ask him advanced questions and let him speak about his

disadvantages or you get it)• Liar (lying signs + STAR technique)

How to detect Lies?

How to tell the applicant about his Interview on phone?

• Say Hi• Introduce yourself• Tell him, his application is accepted• Tell him the time and place of the Interview• Ask him to bring a personal photo• Ask him if he has any questions• Summarize what you said again

How to prepare for the Interview?• Review the job description and competency based on interview.• Review your question bank and interview guide.• Review well the applicant Resume / application. • Have a paper and pencil to take notes.• Give yourself enough time between interviews. • Have a room conducive to an formal interview. • Go to get the person. • Shake hands.

How to start the interview?• Smile.• Begin with ice breaking.• Introduce yourself.• Start with general questions.• Ask the interviewee to tell you more about him self.

How to manage the interview?• Maintain eye contact• Take notes about every thing the interviewee says• Speak 30% of the interview and let the 70% for interviewee• Notice interviewee self confidence.• Focus on every word in the application and ask him about it.• Ask questions directly and in sequence from what he say.• Use STAR technique to evaluate the interviewee’s responses

and actions.• Do not help or motivate.• Control the interview and handle different mentalities.• Take care of your body language.

How to close the interview?• Thank the interviewee for his time.• Tell him about the result announcing time and way.• Ask him if he has any question about the interview and give him 2 min. to say

anything he didn’t mention during the interview.• Ask interviewee to evaluate the interview and evaluate you and himself during

the interview.• Thank him with smile and say nice to meet you.

Interview Result

1) You will call him and say “congrats” … You accepted to be one of us.

2) Start the Induction Program.

Accepted Not Accepted

1) You will send a rejection letter via E-mail.

2) Ask him to follow your organization on the social media and apply at the next recruitment.

Training & DevelopmentHow to Plan, Design & Implement a full training

program for your employees.

Start Training Using ADDIE Model

Analysis

A

3 Levels Of Analysis:1.Organizational TNA

2.Task TNA

3.Individual TNA

1.Organizational TNA

• It compares job requirements with employees’ KSA to identify areas requiring improvement.

2.Task TNA

• It focuses on individual employee performance to determine areas requiring training or development

3.Individual TNA

Design

D

1-Defining goals 2- Setting objectives 3- Defining the target audience 4- Selecting an instructional designer

Goals

Objectives

Audience

In House Off The Shelfinstructional design

Development

D

1-Types of training programs: •Orientation (induction) •Skill development

2-Delivery methods: •Classroom training •Self-directed study •E-learning •Blended learning •On-the-Job training

1. Orientation (optionally followed by induction)• Orientation is an initial phase whereby new employees acquire

general knowledge about organizational goals, strategies, benefits, job responsibilities and company policies.

2-Skill and knowledge development:• Employee skill and knowledge development is an ongoing challenge.• Most people can expect their job descriptions to change as

organizations realign strategies to maintain a competitive advantage

2-Delivery methods:

• Classroom training

2-Delivery methods:

•Self-directed study

2-Delivery methods:

•E-learning

2-Delivery methods:

•Blended learning

2-Delivery methods:

•On-the-Job training

Implementation

I

1. Scheduling the program –Selecting a facilitator –Selecting a facility (location) –Environmental considerations –Space requirements –Seating arrangements 2. Announcing and implement the program

1. Scheduling the program

–Selecting a facilitator

1. Scheduling the program

–Selecting a facility (location)

• The effective way to increase interest in an upcoming training program is to launch an internal marketing campaign.

1. Scheduling the program

-Environment considerations

1. Scheduling the program

–Space requirements

1. Scheduling the program

–Seating arrangements

Few considerations for comfortable classrooms are good seating, acoustics, vision site-line, room design, lighting, temperature, ventilation and media equipment. Breaks should be carefully planned to keep participants refreshed and alert

3. Announcing and implement the program

EvaluationE

Performance Management Ensure Employees Activities & Outputs aligned

with organization goals

1.Setting performance expectations & Standers (Values, Goals, employee objectives, targets, tasks, activities, behavior, ..etc)

2. performance appraisal

3.Feedback & Rewarding (maintaining a dialogue between supervisor and employee to keep performance on track)

performance management phases:

1.Setting performance expectations (Values, Goals, employee objectives, targets, tasks, behavior, ..etc)

Values: are principles, standards or qualities considered worthwhile and desirable (they are usually expressed in the mission statement)

Goals are the means and measures that reflect the success of the organization. Organizations’ Goals (Strategic Goals) are developed, set and achieved to ensure attaining the mission and vision.

Values Examples:

Highly regarded values include :•Putting the customer first (internal/external)•Treating employees as well as treating customers•Conducting business fairly and honestly•Demonstrating creativity and innovation•Utilizing teamwork to achieve goals

Results (WHAT) What does the organization want employees to

produce?

Behavior (HOW) How does the organization want employees to

perform?

1.Setting performance Standards:(Values, Goals, employee objectives, targets, tasks, behavior, ..etc)

Results (WHAT):•Using the S.M.A.R.T. model when writing objectives is a good example of setting results standards.SpecificMeasurableAchievable (Action oriented)RealisticTime bound

Competency Points Behavior Standard

Team Work

1Establishes and maintains good working relationships; is co-operative and helpswhen needed

1 Actively contributes; gets involved; volunteers

1 Respects the effort and time of others; is punctual for meetings

1 Shares own knowledge and expertise to help others

1 Listens to colleagues and recognizes their knowledge and skill

Behavior (HOW):

Role Profile:

The role profile (needed behaviors to perform

the job duties) should be part of the job description.

•Employee competencies are then compared to the role profile of the job.

2. performance appraisal

Performance appraisals accomplish three purposes: 1.Provide feedback and counseling 2.Help in allocating rewards & opportunities 3.Help in determining employees’ aspirations and planning development needs.

3.Feedback & Rewarding

1- Maslow’s Hierarchy of Needs

2- Herzberg’s Hygiene–Motivator theory

3- Vroom’s Expectancy Theory

Theories of motivation

1- Maslow’s Hierarchy of Needs

2- Herzberg’s Hygiene–Motivator theory

3- Vroom’s Expectancy Theory

Motivation =

Hope this presentation Was Beneficial to All of You

العلم تعلم من خيركمانفعنا اللهم وعلمه

علما وزدنا علمتنا بما

Mohamed YasserHR Generalist | Talent Branding consultant| I Help Talented People Shine, Discover & Show Their Brand Value.

Find More About Me:

Eman ElbanaTalent Management & HR Head | Freelance Recruiter | Trainer | I enjoy helping youth showing up their talent to make their community a better place.

Find More About Me:Mobile: 01062959003Email: eman.elbana10@gmail.com

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