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HRM human resources management free sample

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Title: HRM human resources management free sample


1
25 Of The Original Course Free Sample
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  • Fundamentals of Human Resources Management

2
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3
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4
Introduce yourself
4
5
Outlines
  • Chapter One Introduction to HRM
  • Chapter Two Strategic Human Resources Planning
  • Chapter Three Recruitment and Selection
  • Chapter Four Jobs
  • Chapter Five Training and Development
  • Chapter Six Performance Management and Appraisal
  • Chapter Seven Compensations
  • Chapter Eight Employees Relations

6
Training Materials
7
Chapter One
Introduction to HRM
8
Introduction
  • The practice of human resource management (HRM)
    is concerned with all aspects of how people are
    employed and managed in the organization.

9
Human Resources Management
Managers must find ways to get the highest level
of contribution from their workers. And they
will not be able to do that unless they are aware
of the many ways that their under-standing of
diversity relates to how well, or how poorly,
people contribute.
10
HR Department Organizational Chart
11
  • Businesses look both internally and externally

12
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13
Definition
  • Human Resource Management is a series of
    integrated decisions that form the employment
    relationship their quality contributes to the
    ability of the organizations and the employees to
    achieve their objectives.

14
Definition
  • Human Resource Management The process of
    attracting, developing and maintaining a talented
    and energetic workforce to support organizational
    mission, objectives and strategies.

15
Human Resources Management
  • Human Resources (HR) Management
  • The management function devoted to acquiring,
    training, appraising, and compensating employees.
  • Strategic Human Resource Management
  • The linking of the human resource function with
    the companys strategies to accomplish that
    strategy.

16
Human Resources Management
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Case Study
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Human Resources Management Processes
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Cooperation of HR with Operating Managers
  • HR Unit
  • Develops legal, effective interviewing techniques
  • Trains managers in conducting selection
    interviews
  • Conducts interviews and testing
  • Sends top three applicants to managers for final
    review
  • Checks references
  • Does final interviewing and hiring for certain
    job classifications
  • Managers
  • Advise HR of job openings
  • Decide whether to do own final interviewing
  • Receive interview training from HR unit
  • Do final interviewing and hiring where
    appropriate
  • Review reference information
  • Provide feedback to HR unit on hiring/rejection
    decisions

20
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Changing Roles of HR Management
Note Example percentages are based on various
surveys.
22
Human Resources and Change Management
  • It is generally much easier to kill an
    organization than change it substantially.
    Kevin Kelly, Out of Control

23
Human Resources and Change Management
  • So where to start? Who can make THE difference,
    who really has POWER, who must change FIRST and
    WHY

24
Chapter Two
Strategic Human Resources Planning
25
HR Planning Process
26
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HR Planning Process
  • HR Strategies
  • The means used to anticipate and manage the
    supply of and demand for human resources.
  • Provide overall direction for the way in which HR
    activities will be developed and managed.

28
Scanning the External Environment
  • Environmental Scanning
  • The process of studying the environment of the
    organization to pinpoint opportunities and
    threats.
  • Environment Changes Impacting HR
  • Governmental regulations
  • Economic conditions
  • Geographic and competitive concerns
  • Workforce composition

29
Internal Assessment of the Organizational
Workforce
  • Auditing Jobs and Skills
  • What jobs exist now?
  • How many individuals are performing each job?
  • How essential is each job?
  • What jobs will be needed to implement future
    organizational strategies?
  • What are the characteristics of anticipated jobs?

30
Internal Assessment of the Organizational
Workforce
  • Organizational Capabilities Inventory
  • HRIS databasessources of information about
    employees knowledge, skills, and abilities
    (KSAs)
  • Components of an organizational capabilities
    inventory
  • Workforce and individual demographics
  • Individual employee career progression
  • Individual job performance data

31
Forecasting HR Supply and Demand
  • Forecasting
  • The use of information from the past and present
    to identify expected future conditions.
  • Forecasting Methods
  • Judgmental
  • Estimatesasking managers opinions, top-down or
    bottom-up
  • Rules of thumbusing general guidelines
  • Delphi techniqueasking a group of experts
  • Nominal groupsreaching a group consensus in open
    discussion

32
Forecasting HR Supply and Demand
  • Forecasting Methods (contd)
  • Mathematical
  • Statistical regression analysis
  • Simulation models
  • Productivity ratiosunits produced per employee
  • Staffing ratiosestimates of indirect labor needs
  • Forecasting Periods
  • Short-termless than one year
  • Intermediateup to five years
  • Long-rangemore than five years

33
Exercise
34
Human Resource Management System (HRMS)
  • An integrated system providing information used
    by HR management in decision making.
  • Purposes (Benefits) of HRMS
  • Administrative and operational efficiency in
    compiling HR data
  • Availability of data for effective HR strategic
    planning
  • HR Workflow increased access to HR information

35
Designing and Implementing an HRIS
  • HRIS Design Issues
  • What information available and what is
    information needed?
  • To what uses will the information be put?
  • What output format compatibility with other
    systems is required?
  • Who will be allowed to access to the information?
  • When and how often will the information be needed?

36
Accessing the HRIS
  • Intranet
  • An organizational (internal) network that
    operates over the Internet.
  • Extranet
  • An Internet-linked network that allows employees
    access to information provided by external
    entities.
  • Web-based HRIS Uses
  • Bulletin boards
  • Data access
  • Employee self-service
  • Extended linkage

37
Chapter Three
Recruitment and Selection
38
Recruitment and Selection
Recruitment is the process of generating a pool
of capable people to apply for employment to an
organization. Selection is the process by which
managers and others use specific instruments to
choose from a pool of applicants a person or
persons most likely to succeed in the job(s),
given management goals and legal requirements.
39
Differentiation between recruitment and selection
  • Recruitment
  • It the process of searching the candidates for
    employment and stimulating them to apply for jobs
    in the organization.
  • The basic purpose of recruitments is to create a
    talent pool of candidates to enable the selection
    of best candidates for the organization, by
    attracting more and more employees to apply in
    the organization.
  • Recruitment is a positive process i.e.
    encouraging more and more employees to apply .
  • Recruitment is concerned with tapping the sources
    of human resources.
  • There is no contract of recruitment established
    in recruitment

Selection It Involves the series of steps
by which the candidates are screened for choosing
the most suitable persons for vacant posts.
The basic purpose of selection process is to
choose the right candidate to fill the various
positions in the organization. Selection
is a negative process as it involves rejection of
the unsuitable candidates. Selection is
concerned with selecting the most suitable
candidate through various interviews and tests.
Selection results in a contract of service
between the employer and the selected employee.
40
Recruitment Needs Are Of Three Types
  • Plannedthe needs arising from changes in
    organization and retirement policy.
  • AnticipatedAnticipated needs are those movements
    in personnel, which an organization can predict
    by studying trends in internal and external
    environment.
  • UnexpectedResignation, deaths, accidents,
    illness give rise to unexpected needs.

41
Recruitment Process
42
Job analysis
Recruitment
Application form
Written examination
Selection Process Flowchart
Preliminary interview
Tests
Medical examination
Reference checks
Line managers decision
43
Recruiting Evaluation Pyramid
44
HR Responsibilities
Planning and Recruitment
45
HR Responsibilities
Selection
46
Sources of Recruitment
47
External Recruitment
  1. Advertisements a popular method of seeking
    recruits as many recruiters prefer advertisements
    because of their wide reach. Advertisement in
    local or national newspapers and trade and
    professional journals
  2. Educational Institutions Direct recruitment
    from educational institutions for jobs which
    require technical or professional qualifications
    has become a common practice.

48
External Recruitment
  • Professional or Trade Associations These
    services may consist of compiling job seeker's
    lists and providing access to members during
    regional or national conventions. Further, many
    associations publish or sponsor trade journals or
    magazines for their members.
  • What else??

49
Internal Recruitment
  1. A promotion is the transfer of an employee to a
    job that pays more money or one that enjoys some
    preferred status. A promotion involves
    reassignment of an employee to a position having
    higher pay, increased responsibilities, more
    privileges, increased benefits and greater
    potential.

50
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