human resource depart ment

7/27/2019 Human Resource Depart Ment

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Human Resource ManagementWe often hear the term Human Resource Management, Relations and Personnel

Management used in the popular press as well as by Industry experts. Whenever we

hear these terms, we conjure images of efficient managers busily going about their

work in glitzy offices. In this article, we look at the question what is HRM ? by

giving a broad overview of the topic and introducing the readers to the practice of

HRM in contemporary organizations. Though as with all popular perceptions, the

above imagery has some validity, the fact remains that there is much more to the field

of HRM and despite popular depictions of the same, the art and science of HRM is

indeed complex. We have chosen the term art and science as HRM is both the art of

managing people by recourse to creative and innovative approaches; it is a science as

well because of the precision and rigorous application of theory that is required.

As outlined above, the process of defining HRM leads us to two different

definitions. The first definition of HRM is that it is the process of managing people

in organizations in a structured and thorough manner. This covers the fields ofstaffing (hiring people), retention of people, pay and perks setting and

management, performance management, change management and taking care of exits

from the company to round off the activities. This is the traditional definition of HRM

which leads some experts to define it as a modern version of the Personnel

Management function that was used earlier.

The second definition of HRM encompasses the management of people in

organizations from a macro perspective i.e. managing people in the form of a

collective relationship between management and employees. This approach
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focuses on the objectives and outcomes of the HRM function. What this means is

that the HR function in contemporary organizations is concerned with the notions

of people enabling, people development and a focus on making the employment

relationship fulfilling for both the management and employees.

These definitions emphasize the difference between Personnel Management as

defined in the second paragraph and human resource management as described in

the third paragraph. To put it in one sentence, personnel management is

essentially workforce centered whereas human resource management is

resource centered. The key difference is HRM in recent times is about fulfilling

management objectives of providing and deploying people and a greater emphasis

on planning, monitoring and control.

Whatever the definition we use the answer to the question as to what is HRM? is

that it is all about people in organizations. No wonder that some MNCs

(Multinationals) call the HR managers as People Managers, People Enablers and

the practice as people management. In the 21st century organizations, the HR

manager or the people manager is no longer seen as someone who takes care of the

activities described in the traditional way. In fact, most organizations have

different departments dealing with Staffing, Payroll, and Retention etc. Instead, the

HR manager is responsible for managing employee expectations vis--vis the

management objectives and reconciling both to ensure employee fulfillment and

realization of management objectives.

In conclusion, this article has briefly touched upon the topic of HRM and served as

an introduction to HRM. We shall touch upon the other topics that this field covers

in other articles.


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Each organization works towards the realization of one vision. The same is achieved

by formulation of certain strategies and execution of the same, which is done by the

HR department. At the base of this strategy formulation lie various processes and

the effectiveness of the former lies in the meticulous design of these processes. But

what exactly are and entails these processes? Lets read further and explore.

The following are the various HR processes:

1. Human resource planning (Recruitment, Selecting, Hiring, Training,Induction, Orientation, Evaluation, Promotion and Layoff).

2. Employee remuneration and Benefits Administration3. Performance Management.4. Employee Relations.

The efficient designing of these processes apart from other things depends upon

the degree of correspondence of each of these. This means that each process is

subservient to other. You start from Human resource Planning and there is a

continual value addition at each step. To exemplify, the PMS (performance

Management System) of an organization like Infosys would different from an

organization like Walmart. Lets study each process separately.

Human Resource Planning: Generally, we consider Human Resource Planning as

the process of people forecasting. Right but incomplete! It also involves the

processes of Evaluation, Promotion and Layoff.


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Employee relations include Labor Law and Relations, Working Environment,

Employee heath and safety, Employee- Employee conflict management,

Employee- Employee Conflict Management, Quality of Work Life, Workers

Compensation, Employee Wellness and assistance programs, Counseling for

occupational stress. All these are critical to employee retention apart from the

money which is only a hygiene factor.

All processes are integral to the survival and success of HR strategies and no single

process can work in isolation; there has to be a high level of conformity and

cohesiveness between the same.


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Each organization works towards the realization of one vision. The same is achieved

by formulation of certain strategies and execution of the same, which is done by the

HR department. At the base of this strategy formulation lie various processes and the

effectiveness of the former lies in the meticulous design of these processes. But what

exactly are and entails these processes? Lets read further and explore.

The following are the various HR processes:

1. Human resource planning (Recruitment, Selecting, Hiring, Training, Induction,Orientation, Evaluation, Promotion and Layoff).

2. Employee remuneration and Benefits Administration3. Performance Management.4. Employee Relations.

The efficient designing of these processes apart from other things depends upon

the degree of correspondence of each of these. This means that each process is

subservient to other. You start from Human resource Planning and there is a

continual value addition at each step. To exemplify, the PMS (performance

Management System) of an organization like Infosys would different from an

organization like Walmart. Lets study each process separately.

Human Resource Planning: Generally, we consider Human Resource Planning as

the process of people forecasting. Right but incomplete! It also involves the

processes of Evaluation, Promotion and Layoff.

Recruitment: It aims at attracting applicants that match a certain Job criteria.


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Selection: The next level of filtration. Aims at short listing candidates whoare the nearest match in terms qualifications, expertise and potential for a

certain job.

Hiring: Deciding upon the final candidate who gets the job.

Training and Development: Those processes that work on an employeeonboard for his skills and abilities upgradation.

Employee Remuneration and Benefits Administration: The process involves

deciding upon salaries and wages, Incentives, Fringe Benefits and Perquisites etc.

Money is the prime motivator in any job and therefore the importance of this

process. Performing employees seek raises, better salaries and bonuses.

Performance Management: It is meant to help the organization train, motivate and

reward workers. It is also meant to ensure that the organizational goals are met

with efficiency. The process not only includes the employees but can also be for a

department, product, service or customer process; all towards enhancing or adding

value to them.

Nowadays there is an automated performance management system (PMS) that

carries all the information to help managers evaluate the performance of the

employees and assess them accordingly on their training and development needs.

Employee Relations: Employee retention is a nuisance with organizations

especially in industries that are hugely competitive in nature. Though there are

myriad factors that motivate an individual to stick to or leave an organization, but

certainly few are under our control.

Employee relations include Labor Law and Relations, Working Environment,

Employee heath and safety, Employee- Employee conflict management,


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Employee- Employee Conflict Management, Quality of Work Life, Workers

Compensation, Employee Wellness and assistance programs, Counseling for

occupational stress. All these are critical to employee retention apart from the

money which is only a hygiene factor.

All processes are integral to the survival and success of HR strategies and no single

process can work in isolation; there has to be a high level of conformity and

cohesiveness between the same.


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HOW JOB ARE DESIGNED

Policy

Sound recruitment policy calls for adopting scientific processes of

recruitment, i.e. those techniques, which are modern and scientific. Unless

a company adopts a suitable recruitment policy, it may not be possible for

the company adopts a suitable recruitment policy, it may not be possible,

for the company to select right candidate for the right job. A sound

recruitment policy, therefore, needs to :

1. Identify, at the outset, the recruitment needs of the organization

2. Identify the preferred sources of recruitment

3. Frame suitable Criteria for selection and finally.

4. Consider the Cost of recruitment.

Recruitment Process

The recruitment & selection is the major function the human resource

department & recruitment process is the Ist step towards creating the

competitive strength & the strategic advantage for the organization.


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Recruitment process involves a systematic procedure from sourcing the

Candidates to arranging & Conducting the interviews & requires manes

resources and time. A general recruitment process is as follows :

Identifying the Vacancy : The recruitment process begins with thehuman resource department receiving requisitions for recruitment

from any department of the company. These contain :-

Posts to be filled

No. of persons Duties to be performed. Qualifications requiredPreparing job description & person specification.Locating & developing the sources of required number and type of

employees (Advertising) etc.Short-listing and identifying the prospective employee with required

characteristic.

Arranging the interviews with the selected candidates.Conducting the interview & decision making.


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The recruitment process is immediately followed by the selection

process i.e. the final interviews and the decision making, conveying the

decisions and the appointment formalities.

Sources of Recruitment

Every organization has the option of choosing the candidates for its

recruitment processes from two kinds of sources:

1. Internal sources

2. External sources

1. Internal sources:-the sources within the organization itself to fill a

position are known as internal sources of recruitment.

2. External sources:- External sources of recruitment is when a business

recruits new staff from outside the business.


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Selection

Definition

Acc. To Dale Yoder Selection is the process in which candidates for

employment are divided into two classes-those who are to be offered

employment & those who are not.

Selection Process

There are broadly four steps in the selection process and each step

can further be subdivided depending on the need.

1. Screening of Application Forms :-

Application forms are wealth of information and should be used

wisely. It should be interpreted correctly. The primary objective would be

to eliminate applicants failing to meet minimum qualifying requirements.

2. Tests :

These include tests of intelligence, aptitude, ability and interest. Tests

in intellectual ability, spatial and mechanical ability, perceptual ability and


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motor ability have shown to be moderately. Valid predictors for many

semiskilled and unskilled operative jobs in the industrial organizations.

Intelligence tests are reasonably good predictors for supervisory positions.

But the burden is on management to demonstrate that any test used is job

related. There are two sets of tests-performance and psychological.

3. Interview :

Interviews are designed to probe into areas that cannot be addressed

by the application from or tests. These areas usually consist of assessing

candidates motivation, ability to work under stress, inter-personal skills

and ability to fit in the organizations. The use of the interview in selecting

executives make sense whereas for most lower level jobs appear

questionable.

4. Selection Decision :

In Practice, the final decision will probably be between three or four

candidates. It is unlikely that any of the three or four candidates. It is

unlikely that any of the three or four remaining applicants meet the person

specification in every way. The personal specialist together with line


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management will now have to weigh up the strengths & weaknesses of

each candidate. The right decision depends on management judgment.

Recruitment & Selection is vital function of HR in the organization.

Slightest mistake will lead to a square peg in round hole. Instead of

following a blind elimination process, focus should be on selecting people

based on the skills and competencies required for the job.

Selection Procedure

Framing a selection procedure is important to ensure scientific

selection of employees for all levels in an organization. To match the

requirement of the jobs with the attributes of the candidates, the first step is

to make a detailed analysis of job content to develop job descriptions. Such

job descriptions clearly specify the necessary attributes needed for each job.

Most of the organizations, in order to develop a standard job description

for each job, determine the level of competencies by adopting industrial

engineering techniques like time study, method study, work measurement,

etc.

The next step in selection procedure is to personify such attributes in

candidates,. i.e. developing a specification of persons, to define the


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background education, training, personality and characteristics of the

candidates to suit the vacancy position. This in reality is an exercise to pre-

portray an ideal candidate for a job.

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