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HUMAN RESOURCE MANGEMENT PROCESS

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Title: HUMAN RESOURCE MANGEMENT PROCESS


1
HUMAN RESOURCE MANGEMENT
PROCESS
  • Presentation

2
Members Presenting
  • Aburrub
  • Tanveer Ahsan
  • Abid Ali
  • Kamran
  • Rabia Riaz
  • Amna Ahmed
  • Nousheen Chaudry

3
Management Functions
  • Planning
  • Organizing
  • Human Resource Management
  • Leading
  • Controlling

4
Introduction to HRM
5
What is HUMAN RESOURCE MANAGEMENT
  • The management function that deals with
    recruitment, placement, training, development of
    organization members.
  • HRM is a process for staffing the organization
    and sustaining high employee performance.
  • HRM can be defined as all the practices, systems
    and procedures implemented to attract, acquire,
    develop and manage human resources to achieve the
    goals of an organization.
  • Simply it is managing the employment relationship

6
Importance of Human Resource
Management
  • Staff is the most important resource of an
    organization.
  • Human resource is the key ingredient to success.
  • Human resource creates organizational
    accomplishments and innovations.

7
Components of a HRM System
Career Development
Compensation Benefits
Human Resource Planning
HRM
Performance Management
Recruitment/ Decruitment
Training/ Development
Orientation
Selection
8
Mobilink GSM in context with
HRM
9
Mobilink GSM in context with
HRM
  • Our group will be explaining the Human resource
    management of the company Mobilink GSM company
    originated in 1994 which provides the best
    cellular services within Pakistan.
  • Mobilink has a very well defined and structured
    department and its various policies of keeping
    each employee productive part of the organization
    are intoned with the corporate worlds
    requirement.
  • Employees in the company are largely committed to
    their organization and have shown progress in the
    company. Employees are satisfied with the HR
    department of Mobilink GSM Company.

10
Human Resource Planning
11
HRM Planning
  • Human resource planning is designed to ensure the
    future personnel needs will be constantly and
    appropriately met.
  • The process by which managers ensure that they
    have the right number and kinds of people in the
    right places, and at the right times, who are
    capable of effectively and efficiently performing
    assigned tasks.

12
Planning..
  • It is accomplished through analysis of
  • Internal factors Current and expected skill
    needs, vacancies and departmental expansions and
    reductions.
  • Environmental factors Labor markets, use of
    computers to build and maintain information about
    employees

13
Human Resource Planning (continued)
  • Human resource planning must be integrated within
    the organizations strategic plans
  • Senior management must emphasize the importance
    of human resource planning
  • Human resource planning must be based on the most
    accurate information available.
  • A clear plan must be developed with associated
    time-spans and scope of activity.

14
Planning . (continued)
  • Current Assessment
  • Job analysis
  • Defines jobs and the behaviors to perform
    them .
  • Job description
  • A written statement of what a job holder
    does, how its done and why it is done.
  • Job specification
  • A statement of the minimum qualifications that
    a person must possess to perform a given job
    successfully.
  • Meeting Future Human Resource Needs.

15
Planning Procedures Of Mobilink GSM
  • At Mobilink, our belief is that "Our people are
    our greatest asset. We take great pride in
    acknowledging the contribution each one of us
    makes.
  • We focus on People Development and for that we
    ensure
  • Staff Mobilink with world class Professionals and
    ensure that the right systems are in place to
    encourage them to develop to their full
    potential.
  • Create a collaborative and mutually supportive
    work environment that encourages people to grow.
  • Build a team of professionals who deliver
    expertise by participating in business
    decisions.
  • Develop Performance Management and reward systems
    underlying our Business strategy.
  • We aim at making Mobilink a great place to work

16
Recruitment Decruitment

17
Recruitment
  • The development of a pool of job candidates in
    accordance with a human resource plan
  • It is the process of locating, identifying, and
    attracting capable applicants.

Decruitment
  • Techniques for reducing the labor supply within
    an organization. e.g. firing ,layoffs, transfers,
    retirements.

18
Recruitment.(continued)
  • Job description
  • A written description of a non-management
    job, covering title, duties and responsibilities
    and including its location on the organization
    chart.
  • Position description
  • A written description of a management
    position.
  • Hiring specification
  • It defines the education, experience and
    skills an individual must have in order to
    perform effectively in the position he/she is
    applying

19
Sources Of recruiting Potential Job Candidates
  • Labor market
  • Easy to recruit in large labor markets.
  • The type or level of the position
  • The more specialized the position the more
    recruitment efforts .
  • The size of the organization
  • The larger the organization the easier it is
    to recruit.

20
Process of Recruitment
  • Steps in the Recruitment process
  • Internal Search
  • Advertisement of a job vacancy.
  • Web based advertising.
  • Preliminary contact with potential job
    candidates.
  • Initial screening to create a pool of qualified
    applicants.
  • Methods of Recruitment process
  • External Recruitment
  • Internal Recruitment

21
Recruitment Policies of Mobilink GSM
  • Source
  • Current Mobilink Employees
  • Internal and external Advertisements
  • Data Bank
  • Employment Agencies and consultants

22
Mobilink GSM Guidelines
  • External Recruitment
  • No candidate under age of eighteen can apply for
    the job
  • Candidates cant apply for the job if their blood
    relations work in PMCL-Mobilink.
  • Heads are responsible for hiring procedures
  • Human resources jointly with the department heads
    decide the salary range
  • Minimum qualification must be a bachelor degree.
  • Candidate are required to successfully complete
    any job related selection test given to them.

23
Mobilink GSM Guidelines (continued)
  • Internal Recruitment
  • Internal candidates has to be a confirm employees
    of Mobilink of who have completed a one year of
    service in their existing designation.
  • Selected candidates are required to join the new
    job/position after getting clearance from
    supervisor and will be on probation for a period
    of three months.

24
General Conditions for Recruitment in MOBILINK GSM
  • Recruitment is done through human resources
    Department.
  • An Applicants knowledge ,skill and aptitude
    should relate to the position, Education,
    Experience, Intelligence test, Interviews,
    References, Medical test.
  • Initially applicants may submit a hand
    written/typed application along with a legal
    bio-data and 2 passport sized photograph to HR
    department
  • They are required to fill the standard
    application from the Company Application.

25
Selection
26
Selection
  • The process of assessing candidates and
    appointing a post holder to ensure that the most
    appropriate candidates are hired.
  • The scheme used for optimally staffing the
    organization

27
Selection
  • Validity and Reliability

28
Selection Criteria
  • 1.Completed Job Applications
  • This step indicates the employee desire
    position and this application provides
    information useful for interviews.
  • 2. Interviews
  • It is most common method in which
    selection committee evaluates a candidates
    abilities by following methods

29
Selection Criteria (continued)
  • Types Of Interviews
  • Testing
  • To measure the job and learning skills of the
    candidate.
  • Initial Screening
  • A type of interview in which questions are
    asked about experience of the candidate and his
    salary expectations
  • Panel and Serial interviews.
  • To evaluate a candidate for the job.

30
Steps In Selection (continued)
  • In Depth Selection Interviews
  • These interviews are conducted by the manager
    to whom the applicant will report.
  • The objective of this step is to find out more
    about applicant as an individual.
  • 3. Background Checks
  • Selection committee confirm the truthfulness
    of application Résumé or of the application
    form.
  • The previous supervisor of the applicant is
    called to confirm this information and to get his
    career highlights.

31
Steps In Selection (continued)
  • 4.Physical Examination
  • It is conducted to ensure the physical fitness
    of applicant.

32
Steps In Selection (continued)
  • 5.Job Offer
  • Welcome
  • Position / title
  • Authority, duties and responsibilities
  • Starting date, normal work hours
  • Starting salary
  • Benefit package
  • Other - probationary period, travel, etc.

33
Selection Criteria of Mobilink GSM
  • Information regarding the qualifications and job
    description is provided by the company to
    identify suitable candidates.
  • Candidates are supposed to complete the
    Pre-Employment forms and then the HRM department
    conducts the interviews and tests which are
    discussed in previous slides.
  • There is a restriction by the company that the
    Divisional/Department Head and HRM department
    must agree before the final selection of the
    candidate.

34
Selection Criteria of Mobilink GSM (continued)
  • Following information's are required by Mobilink
    from the applicant
  • In case of Non-Payment employees Mobilink signs a
    contract of 1 year which can be extended to
    another year.
  • After selection the candidate is required to
    complete a 3 month long probationary period.
  • HRM department prepares and delivers the
    Employment Letters to the employee and obtain
    signature of him on a copy.
  • Candidates rejected or kept on file are sent
    regret letters.

35
Selection Criteria of Mobilink GSM (continued)
  • Hiring Committee
  • Mobilinks Hiring Committee constitutes
    following members for hiring on all the levels
  • Respective Department Head
  • Head Of Human Resources
  • President

36
Selection Criteria of Mobilink GSM (continued)
  • Appointment Letters
  • Mobilinks appointment letters for successful
    candidates spells out the terms and conditions of
    the employment and benefits applicable to the
    position.
  • At the time of confirmation the concerned
    department is send the feedback for confirmation.

37
Orientation
38
Orientation
  • Introduction of a new employee to his/her job and
    the organization.
  • A program designed to help employees fit smoothly
    into an organization also called socialization.
  • Orientation or socialization is designed to
    provide new employees with the information needed
    to function comfortably and effectively in the
    organization.

39
Orientation (continued)
  • It conveys three types of information
  • General information about daily work routine.
  • Review of organizations history ,purpose
    operations, and products or services and
    contribution of employees job to the
    organizations needs.
  • Presentation of organizations policies, work
    rules and employee benefit.

40
Types of Orientation
  • Two types of orientation
  • Work unit orientation
  • Familiarizes employee with goals of work
    unit, contribution to the units goals,
    introduction to co-workers.
  • Organization orientation
  • Informs employee about the organizations
    objectives, history ,philosophy procedures and
    rules, human resource policies and benefits. Tour
    of organizations work facilities.

41
Orientation of new employees in Mobilink GSM
  • Objective is to inform all new employees with the
    basic structure and rules of Mobilink.
  • Human resource Department is responsible for
    orientation.
  • Orientation CD regarding PMCL, Organizational
    charts.
  • With the first week of the employment employee go
    through Department orientation .

42
Orientation of new employees in Mobilink GSM
(continued)
  • Within 30 days of employment all new employees
    attend a formal orientation program which
    includes
  • Nature of business
  • History-philosophy and structure of company
  • Structure chain command within the company
  • Company benefit plans
  • Layout and facilities offered by the company .

43
Training
44
Training Programs
  • A process designed to maintain or improve current
    job performance.
  • Most training is directed at upgrading and
    improving an employees abilities or skills.

45
Developmental Programs
  • A process designed to develop skills necessary
    for future work activities.

46
Difference between Training and Developmental
Programs
  • Training is for the current improvement in the
    job while developmental program is for
    improving the skill which will be used in the
    future.
  • Both managers and non-managers receive help from
    training and developmental program but mostly
    non-managers are concerned with training while
    the managers are concerned with developmental
    programs.

47
Why Training and Developmental Program?
  • To improve three types of skills
  • Technical skills
  • Interpersonal skills
  • Problem solving skills

48
Types Of Skills
  • Technical Skills
  • The skills of improving basic skills like the
    ability to read , write and doing math
    computations as well as job specific
    competences.

49
Types Of Skills (continued)
  • Interpersonal skills
  • This type of training includes learning how
    to be better listener, how to communicate ideas
    more clearly and how to reduce conflicts.

50
Types Of Skills (continued)
  • Problem solving skills
  • These skills include participating in
    activities to sharpen logic , reasoning and
    skills at defining problems, being creative in
    developing alternatives, analyzing alternatives
    and selecting solutions.

51
Training Methods
  • Most training takes place on the job because this
    approach is simple and inexpensive.
  • Some skill training is too complex to learn on
    the job. in such cases it should take place
    outside the work setting.

52
Training In Mobilink GSM
  • The purpose of training is to upgrade the
    capabilities and efficiency of all those
    employees and prepare them for more responsible
    positions in future.
  • Provide employees with greater opportunity to
    grow and succeed with in the company.
  • To strengthen management and professional teams
    at all organizational levels.

53
Training In Mobilink GSM (continued)
  • The employees are trained technically and
    periodically either locally or abroad according
    pre-planned programs.
  • Training in Mobilink GSM upgrades capabilities of
    employees, provides guidance and individual
    counseling .
  • Construct training programs and provide employees
    a variety of Job skills, Technical, Clerical and
    Supervisory and Managerial courses.

54
Training and Development in Mobilink GSM_______
  • The human resource department conducts a meeting
    with department heads at the end of the training
    program.
  • The purpose of this meting is to focus on the
    individual discipline and performance during the
    training program.
  • Then on the basis of their performance they give
    them advance jobs.
  • They fill every position vacancy with the best
    qualified person obtained.
  • They prefer their own employees and go outside
    only when fully qualified person is not
    obtainable.

55
Employees Performance Management
56
Employee Performance Management
  • Performance management is a process used within
    organization to establish and evaluate an
    individuals job performance to achieve goals and
    objectives.

57
Performance Management
  • Performance Appraisal
  • A process of systematically evaluating
    performance and providing feedback upon which
    performance adjustments can be made.
  • Performance appraisal should be based on job
    analysis, job description, and job
    specifications.

58
Types of Performance Appraisal
  • Informal Performance Appraisal
  • The process of continually feeding back to
    subordinates information regarding their work
    performance
  • Formal Performance Appraisal
  • A formalized appraisal process for rating
    work performance, identifying deserving raises or
    promotions, and identifying those in need of
    further training.

59
Performance Appraisal Methods
60
Written essay
  • A technique in which an evaluator writes out
    employee strengths,weeknesses,past performance
    and potential.
  • Advantages of this is simple to use.
  • Disadvantages of this is more a measure of
    evaluators writing ability than of employee
    actual performance.

61
Graphical rating scale
  • A performance appraisal technique in which an
    employee is rated on a set of performance
    factors.
  • Advantages of this provide quantitative data ,
    less time consuming than other methods.
  • Disadvantage of this do not provide depth of job
    behavior assessed.

62
Critical incidents
  • A technique in which the evaluator focuses on the
    critical behaviors that separate effective from
    ineffective job performance.
  • Advantage rich examples behaviorally based.
  • Disadvantage time consuming lack of
    quantification.

63
Behaviorally anchored rating scales (BARS)
  • A performance appraisal technique that appraises
    an employee on example of actual job behavior.
  • Advantage focus on specific and measurable job
    behaviors.
  • Disadvantage time consuming difficult to develop.

64
Multiperson comparisons
  • Performance appraisal techniques that compare one
    individuals performance with that of one or more
    other individuals.
  • Group ranking
  • Individual ranking
  • Advantage compares with one another.
  • Disadvantage unwieldy with large no of employees.

65
360 degree feedback
  • A performance appraisal method that utilizes
    feedback from supervisors employees and
    coworkers.
  • Advantage of this is thorough.
  • Disadvantage time consuming.

66
Performance Management(conclusion)
  • To be meaningful, an appraisal system must be
  • Reliable provide consistent results across
    time.
  • Valid actually measure people on relevant job
    content.
  • Measurement errors can threaten the reliability
    or validity of performance appraisals.

67
Performance Management in Mobilink GSM
  • PMCL provide a formal review program to evaluate
    work performance and to promote communication and
    discussion of job performance w.r.t. past
    performance at Mobilink

68
Performance Management in Mobilink GSM
(continued)
  • Mobilink asses the employee on
  • Leadership.
  • Communication skills.
  • Team work and Co-operation.
  • Problem solving decision making.
  • Initiative and drive.
  • Flexibility.
  • Customer focus.

69
Performance Management in Mobilink GSM
(continued)
  • Performance appraisal is done on an annual basis
    (from January 1st to December 31st)
  • To give a chance to subordinates to evaluate
    their seniors a 360 degree evaluation is
    conducted at the tome of the performance
    evaluation.
  • The immediate supervisor prepares an annual
    report in December of each year of each employee
  • Increments are also given at the end of the year
    ,increments are percentage of salaries.
  • Promotions is given on good performance after
    completing two years in the current grade.
  • Bonuses are given but the employee must have to
    complete 6 months in the company service.

70
Career Development
71
Career
  • A sequence of positions held by a person during
    his or her lifetime.
  • It is also defined as advancement.

72
Career Development(Past)
  • Programs typically designed by organizations
  • To advance their work activities within specific
    organization.
  • Provide information ,assessment and training to
    help employees to realize their career goals.
  • Attract and retain highly talented people.

73
Career Development(Today)
  • Wide spread organizational changes have lead to
    uncertainty and chaos concerning the concept of
    traditional organizational career.

74
Significant Conclusion about Career Development?
  • The individual not the organization is
    responsible for his/her own career!
  • Organizational members have to look out for
    themselves and become more self reliant.
  • Boundary less career is being established in
    which individual rather than organization define
  • Career Progression.
  • Organizational loyalty.
  • Important skills.
  • Market place value.

75
Career Decisions
  • Career choice.
  • Initiate Job search.
  • How to survive and excel in your career.
  • Opportunities for personnel development.
  • Benefits.
  • Recognition for good performance.
  • Job location.
  • Money.
  • Working as a team.

76
Successful Management for Career Development
  • Develop a network.
  • Continue upgrading your skills.
  • Stay mobile.
  • Support your boss.
  • Dont stay too long in your first job.
  • Stay visible.
  • Gain control of organization resources.
  • Learn the power structure.
  • Present the right image.
  • Do Good work.

77
Career Development In Mobilink GSM____
  • Mobilink GSM supports the development of its
    employees skills and abilities with an aim to
    achieve their potential.

78
Procedures for Career Development In Mobilink GSM
  • All vacancies for Positions of grade level
    Assistant Manager and above are announced
    internally or displayed on notice board.
  • One year experience of work in Mobilink company
  • Selected person ensure to meet all requirements
    and will join the new job after getting clearance
    from department head for probation period.

79
Procedures for Career Development In Mobilink GSM
(continued)
  • Submission of application to HR department
  • Candidates are evaluated and assessed through
    test.
  • Performance appraisal System provides basis for
    decisions regarding confirmation, promotion and
    annual increment of Mobilink.
  • Results of performance appraisal is increments,
    salary adjustments and promotions showing the
    last three years inclination of company after
    obtaining approval from the president

80
Current Issues Of Human Resource Management
81
Current Issues Of HRM
  • Workforce Diversity
  • A workforce thats more heterogeneous in
    term of gender, ethnicity, age and other
    characteristics that reflect differences.
  • Selection
  • Recruitment
  • Orientation Training

82
Current Issues Of HRM (continued)
  • Work-Life Balance
  • Balance between family life and
    work life. Employees can not leave their
    families.
  • Family Friendly Benefits
  • Dual Career Couples

83
Current Issues Of HRM (continued)
  • Environmental Pressures
  • External stakeholder interests, such
    as Union interests, situational factors (local
    labor market), can influence HRM.
  • Organizations react to these pressures

84
Current Issues Of HRM
  • Four Cs Model For Evaluating Human Resources
  • Competence
  • Commitment
  • Congruence
  • Cost effectiveness

85
Current Issues Of HRM in Mobilink
  • Following are some issues of HRM in Mobilink
  • The timing although is 9 am to 5 pm, but it is
    adhered to as the normal employee leaves his
    office not before 6 am.
  • The hierarchy chart shows 3 HR managers/
    coordinators for Islamabad, here as only 1 fore
    Lahore. This can be unjustified keeping in view
    that a large number of employee work in Lahore.
  • Moblink has a formal environment which can be
    changed to more relax and friendly environment.

86
Conclusion
  • Importance of HRM
  • HRM process
  • Job descriptions
  • Recruitment
  • Selection
  • Training
  • Performance appraisal method
  • Career development
  • Current issues

87
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