Unit 3

Human Resources

Describes the combination of traditionally administrative personnel functions with performance, Employee Relations and resource planning.

Refers to the individuals within the firm, and to the portion of the firm's organization that deals with hiring, firing, training, and other personnel issues.

Objectives

to maximize the return on investment from the organization's human capital and minimize financial risk.

is the responsibility of human resource managers to conduct these activities in an effective, legal, fair, and consistent manner

Human Resource Management

1. Recruitment & Selection

2. Training and Development

3. Performance Evaluation and Management

4. Promotions

5. Redundancy

Human Resource Management

6. Industrial and Employee Relations 7. Record keeping of all personal data. 8. Compensation, pensions, bonuses etc in

liaison with Payroll 9. Confidential advice to internal 'customers'

in relation to problems at work 10. Career development

Recruitment

Refers to the process of screening, and

selecting qualified people for a job at an

organization or firm, or for a vacancy in a

volunteer-based organization or community

group.

Agency types

Traditional agency

Head-hunters

In-house Recruitment

Traditional agency A candidate visits a local branch for a short

interview and an assessment. Recruitment consultants match candidates to

their clients' open positions. Suitable candidates are short-listed and put

forward for an interview with potential employers on a temporary ("temp") or permanent ("perm") basis.

Head-hunters Is a third-party recruiter who seeks out

candidates, often when normal recruitment efforts have failed.

Are generally more aggressive than in-house recruiters or may have preexisting industry experience and contacts.

Use advanced sales technique, such as initially posing as clients to gather employee contacts, as well as visiting candidate offices.

Head-hunters Purchase expensive lists of names and job

titles, but more often will generate their own lists.

Prepare a candidate for the interview, help negotiate the salary, and conduct closure to the search.

Are frequently members in good standing of industry trade groups and associations.

Head-hunters Attend trade shows and other meetings

nationally or even internationally that may be attended by potential candidates and hiring managers.

Are typically small operations that make high margins on candidate placements

Are usually employed to fill senior management and executive level roles.

Head-hunters Both attract candidates and actively seek

them out May network, cultivate relationships with

various companies, maintain large databases, purchase company directories or candidate lists, and cold call prospective recruits

In-house recruitment

In-house recruiters may: Advertise job vacancies on their own

websites, Coordinate internal employee referrals, Work with external associations, trade groups Focus on campus graduate recruitment

Internet Recruitment

Job board: allow member companies to post job vacancies. candidates can upload a résumé to be included in searches by member companies.

Resume: candidates can upload a résumé to be included in searches by member companies.

Job search engines Vertical search engines allow job-seekers

to search across multiple websites. Some of these new search engines index and list the advertisements of traditional job boards.

These sites tend to aim for providing a "one-stop shop" for job-seekers.

Allows job-seekers to find new positions that may not be advertised on traditional job boards, and online recruitment websites.

Recruitment process

Job analysisSourcingScreening and SelectionOn boarding

Job Analysis Is to document the intended requirement of

the job to be performed, called job description Job descriptions need to be reviewed or

updated prior to a recruitment effort to reflect present day requirements.

Accurate job analysis and job description insures the recruitment effort starts off on a proper track for success.

Sourcing

1. Advertising: the Internet, newspapers, job ad newspapers, professional publications, window advertisements, job centers, and campus graduate recruitment programs.

2. Recruiting research: identify relevant talent who may not respond to job postings in #1. This results in a list of prospects who can then be contacted to solicit interest, obtain a resume/CV, and be screened.

Screening and Selection

Qualifications may be shown through CV, and Job applications, Interviews, Educational or professional experience, Testimony of references, In-house testing: computer skills, numeracy,

and literacy, and Psychological test or employment testing.

Screening and Selection

Business management software is used to automate the testing process.

Applicant tracking system is now used to perform many of the filtering tasks, along with software tools for psychometric testing.

On boarding A well-planned introduction helps new

employees become fully operational quickly and is often integrated with a new company and environment.

Has retention purposes. On-boarding campaigns to retain top talent

that is new to the company, campaigns may last anywhere from 1 week to 6 months.

Questions to answer What are internal sources of recruitment?1. Transfer2. Promotion3. Upgrading4. Demotion5. Retired employees6. Retrenched employees7. Dependents and relatives of decreased employees.

What are external sources of recruitment?

1. Press advertisements2. Educational Institutes3. Outsourcing4. Employee exchange5. Labour contractors6. Unsolicited applicants7. Employee referrals

Factors affecting recruitment External factors:-Supply and demand-Labour market-Image/ goodwill-Political, social and legal environment-Unemployment rate-Competitors

Factors affecting recruitment Internal -Cost of recruitment-Growth and expansion-Recruitment policy-HR planning-Size of the company

Home work

Reading

Listening

Email address

espcourse@yahoo.com

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