The document discusses key concepts in human resource management including definitions, objectives, scope, functions, and the basic roles of an HR manager. It defines HRM as the planning, organizing, and controlling of procuring, developing, compensating, and maintaining human resources to accomplish organizational goals. The objectives of HRM are to help the organization reach its goals, employ workforce skills efficiently, provide well-trained employees, increase job satisfaction, and ensure social responsibility. The scope of HRM is vast, covering an employee's entire working life from hiring to departure. Core HR manager roles include planning staffing needs, recruiting and selecting employees, training and developing staff, determining compensation, and ensuring employee retention.
Human Resource Management involves attracting, managing, motivating and developing employees. The key HRM functions are staffing, training and development, motivation, and maintenance. Staffing includes job design, analysis, recruitment, and selection. Training and development helps employees improve skills and prepares the organization for future needs. Motivation keeps employees enthusiastic about their work. Maintenance retains productive employees through welfare programs, health and safety initiatives, and internal communication. External factors like government regulations, labor unions, and management theories also influence HRM.
About Human Resources Management (HRM), its objectives, benefits, different stratergies under HRM, challenges faced by HRM and covering Personnel Management (PM) and Strategic Human Resource Management (SHRM). Also, comparing these different managements with HRM
This document provides an overview of human resource management (HRM). It begins with an introduction and definitions of HRM. It describes the wide scope of HRM, which covers all major activities in an employee's work life from hiring to departure. Key differences between personnel management and HRM are outlined. The functions of HRM include staffing, development, compensation, and integration. Objectives of HRM are to meet societal, organizational, functional, and personal goals. The evolution of HRM in India from welfare to a business partner role is reviewed. Studying HRM is important because people are an organization's core strength and competitive advantage.
The document discusses the system approach to human resource management (HRM). It defines HRM and explains how HRM systems merge HRM processes with information technology. Before systems, HR functions varied by organization and were administrative. Now, HRM systems automate processes like payroll, benefits administration, recruiting, training and performance tracking to reduce manual work and provide standardized, integrated information to support strategic HR goals.
The document provides an overview of performance management. It defines performance management as managing the performance of an organization or individual. It also discusses broader aspects of performance management beyond just measurement, including managing people, leadership, decision making, motivation, and innovation.
The scope of performance management is outlined, including strategy formulation, implementation, communication, evaluation, establishing priorities, benchmarking, and encouraging improvement. Major traits of effective organizations are listed as vision, clear objectives, and trust/open communication. Common minor traits include leadership, skill development, and policies/methodologies.
Merit rating and management by objectives (MBO) are introduced as performance management approaches, with MBO noted as having yielded to other approaches. Features
The document discusses employee empowerment. It defines empowerment as enabling employees to set work goals, make decisions, and solve problems within their areas of responsibility. Empowerment enhances employee beliefs that they meaningfully contribute to organizational success, gives them a feeling of competence and self-determination, and makes them believe they can impact important decisions. For empowerment to succeed, certain prerequisites are needed, like involvement, quick decision making, error tolerance, communication, and trust between managers and employees.
An HR manager must possess certain personal, social, and professional qualities to effectively manage human resources and channel employee talent and potential. Some key personal qualities include being humanitarian, honest, disciplined, dedicated, determined, and having self-confidence and a positive attitude. Important social qualities comprise leadership, effective communication, adaptability, and building rapport. Professional qualities that are essential for an HR manager encompass skills like grievance handling, negotiation, crisis management, supervision, maintaining transparency and competency, acting as a motivator, and demonstrating strategic thinking and emotional maturity.
Human resources managers must scan the organizational environment and formulate strategies in response to trends. Technological advances require technically skilled employees and impact organizational structure. Factors to consider include technology, organizational structure, employee values and attitudes, management trends, demographics, human resource utilization, and international developments. Successfully addressing a changing environment through strategic planning and adaptation provides organizations with a competitive advantage.
human resource in merger and acquisitionsKushal Shah
The Human Resource (HR) department plays a pivotal role in the process of merger and acquisition between two companies. ... Thus, HR plays a key role in managing all crises as well as disputes that may crop up in an organization, as and when the process of merger and acquisition sets off.
The document discusses HR outsourcing, including what functions are most suitable for outsourcing and the risks and challenges involved. It notes that about 1/3 of HR functions are being automated, 1/3 outsourced to focus on more strategic activities, and 1/3 are moving back to the business lines. Transactional and repetitive tasks like recruitment, training administration, and payroll are good candidates for outsourcing. However, strategic decision making should be kept in-house. Effective outsourcing requires careful planning, cost analysis, contract management and attention to potential impacts on employees.
This document provides an overview of human resource management (HRM). It discusses the key terms, functions, evolution and challenges of HRM. Specifically, it outlines the four main functions of HRM as staffing, training and development, motivation, and maintenance. For each function, it describes the objectives and components. It also discusses the roles of HR managers and common challenges faced, such as economic changes, workforce issues, and organizational restructuring.
HR practitioners have learned to add value by becoming effective facilitators of senior team strategic planning sessions. Operationally, HR units can ensure their plans and programs support and drive strategic business: Capability Assessment, Capacity Management, SWOT-FS, Importance-Performance Analysis, Benchmarking and Best Practice studies and impact evaluation using Kirkpatrick Level 3 & 4 assessment are just some of the tools.
1. Leadership development, learning opportunities, and employee retention are correlated. When organizations invest in leadership training, employees are less likely to leave and engagement increases.
2. There are different learning approaches for different generations, including classroom, work projects, coaching, and exposure to events. Creating a challenging environment where employees can constantly learn and progress is important for retention.
3. Learning and professional growth should be acknowledged as core values for employee development, regardless of generation. Strategies like the Evergreen Project have shown organizations that focus on these areas can achieve superior long-term performance.
This document provides an overview of human resource management (HRM). It defines HRM and discusses its scope, functions, objectives and evolution in India. HRM involves acquiring, retaining and motivating human resources in an organization. Its functions include staffing, development, compensation, and maintenance. The objectives of HRM are to meet societal, organizational, functional and personal objectives. HRM has evolved from a welfare focus in the 1920s-1930s to becoming a business partner by the 1990s in India. Studying HRM is important because people are an organization's core strength and competitive advantage.
This document discusses staffing policies and human resource management functions. It describes three types of staffing policies: ethnocentric, polycentric, and geocentric. It also lists and describes 10 core HRM functions: human resource planning, recruitment and selection, training and development, performance appraisal, compensation, work environment, welfare activities, human relations, grievance handling, and record keeping. Finally, it outlines 10 objectives of HRM functions, which include contributing to organizational effectiveness, increasing job satisfaction, quality of work life, communicating policies, maintaining ethics, and adapting to increased urgency and faster cycle times in business.
HR policies are rules that guide employee performance toward organizational goals. They communicate intentions and translate goals into actions. Objectives of HR policies include fulfilling organizational goals, informing employees, developing duty, providing trained personnel, protecting common interests, establishing trust, and rewarding accomplishments. Policies should be clear, stable, balanced, recognize employee desires, and benefit all parties. There are functional policies for categories and centralized policies across locations. Sound policies are definite, written, reasonably stable, balanced, recognize employee desires, and benefit all.
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...Stuart Gow
Chapter Review/ Discussion Questions (CRQs) – 10% marks
At the end of each chapter of the text book, there are chapter review questions (CRQs) which are meant to review and test the student’s understanding of the chapter. The facilitator will chose and then allocate the CRQs to each group during week 2 for class presentations in weeks 3 to 7. Some of these questions are being recommended by Stone as possible essay questions which are frequently asked in examinations throughout the world. The time for each presentation may vary from 10 to 20 minutes followed by class discussions. The group’s power-point presentations, both soft and hard copies, must be submitted to the course facilitator on or before the presentation. No written report is required for CRQs. The class and the facilitator will evaluate each group’s presentation. A blank evaluation form will be made available in class and posted in Moodle. However, the MBA 423 Human Resource Management GSB, FBE, USP facilitator has the final say in terms of the final marks to be allocated to each group. The criterias to be used as a guide for evaluating the CRQ presentations is provided in the blank evaluation form.
MBA 423 Human Resources Management (Elective Course)
The effective management of people has an important bearing on organisational success. The importance of personnel policies and procedures has created opportunity for managers and administrators with expertise in this field. The course provides conceptual and practical skills in areas such as the strategic aspects of human resource management, manpower planning, recruitment and selection, performance appraisal, training and development, salary administration and employee benefits. Industrial relations in the context of the South Pacific region is an important theme.
http://www.usp.ac.fj/index.php?id=mba423
Students:
Stuart Gow
Amrish Narayan
Chaminda Wanninayake
Graduate School of Business
Faculty of Business and Economics
University of the South Pacific,
Private Bag, Laucala Campus,
Suva, Fiji.
Tel: (679) 323 1391/323 1392
Fax: (679) 323 1397
Human capital management informs decisions on the issues critical to the organisations success by systematically analyzing, measuring and evaluating how people policies and practices create value. HCM is concerned with obtaining, analyzing and reporting on data that inform the direction of value-adding people management, strategic, investment and operational decisions at corporate level and at the level of front line management
Strategic human resource management (SHRM) aims to ensure that human resource policies and practices are fully aligned with and support the organization's overall strategic goals and objectives. It involves analyzing external opportunities and threats as well as internal strengths and weaknesses, and then formulating HR strategies to match the organization's capabilities with environmental demands. The key goals of SHRM include generating strategic capabilities in employees and providing direction during periods of change so that business and employee needs are both met through coherent HR programs and policies. Examples of companies that effectively implement SHRM include Southwest Airlines and Dell.
HRM- CONCEPTS AND CHALLENGES- Chapter 1.1- new.pptxMukindaChavhan
This document provides an overview of key concepts in human resource management. It discusses why human resources are more important than other resources due to their unique and complex nature. It defines human resource management and describes its main functions as acquisition, development, motivation, and maintenance of employees. The document also examines strategic human resource management and models for aligning HRM with organizational strategy, such as the Fombrun matching model and Harvard framework.
This document provides an overview of human resource management (HRM). It begins by defining HRM and personnel management. It describes the scope, importance, objectives, and functions of HRM including planning, organizing, directing, controlling, employment, training, compensation, and industrial relations. It also discusses the roles and evolution of the HR manager.
Human Resource Management_MSB.pptx- Dr.M.S. Balaji, Associate Professor & Hea...BBAsourashtracollege
This Presentation helps to:
To Understand the fundamental Concepts and functions of Human Resource Management.
To Explain about Job Analysis and Full Life Cycle of Recruitment Process.
To Demonstrate on Training and Development, Types and Methods.
To understand about Wage and Salary Management and methods involved in it.
To impart knowledge on Performance appraisal and its
methods.
Human Recourse Management B Com Hons Class I III Sem HRM.pptxTHECRACKER3
An effective job title wiil typically include a general term, the level of experience and any special requirements. The general term will optimize your job title to show up in a general search for jobs of the same nature. The level of experience will help you attract the most qualified applicants by outlining the amount of responsibility and prior knowledge required. And if your position is specialized, consider including the specialization in the job title as well. But avoid using internal titles, abbreviations or acronyms to make sure people understand what your job posting is before clicking.
Human resource management plays a very important role in organizations. It helps organizations achieve their objectives, facilitates professional growth of employees, and improves relations between management and unions. Proper human resource practices help identify the right people for jobs, prepare employees for future roles, and allow individuals to work effectively in teams, leading to improved performance and economic benefits.
Human resource management deals with managing an organization's workforce. It involves planning, organizing, and overseeing functions like recruiting, training, performance evaluations, and compensation. The document provides definitions and concepts of HRM, discusses its functions and objectives, and traces its evolution from treating labor as a commodity to recognizing employees as valuable assets. It also outlines the scope and importance of HRM policies for organizations.
Human resource management (HRM) involves recruiting, hiring, deploying, and managing an organization's employees. HRM's main functions include recruitment and selection of candidates, orientation of new employees, maintaining good working conditions, managing employee relations, and providing training and development opportunities. The overall goal of HRM is to maximize employee performance and return on investment in human capital.
The document discusses human resource management (HRM). It defines HRM as the process of managing people in an organization, including acquiring, developing, utilizing, and maintaining personnel. The key components of HRM include human resource planning, recruitment and selection, performance management, training and development, employee relations, and management information systems. Challenges to HRM include globalization, technological advances, cultural differences, changing workforce needs and expectations, and lifestyle changes.
Human resource management involves acquiring, developing, motivating and maintaining a company's workforce. It aims to achieve both individual and organizational goals. The key functions of HRM include planning human resource needs, recruiting and selecting employees, training and developing staff, managing performance, and ensuring compensation and benefits. An important role of HRM is to help the organization achieve its objectives through an effective and satisfied workforce.
HRM involves the strategic management of an organization's workforce to achieve business objectives. Key HRM activities include recruitment, training, performance management, compensation, and employee relations. The primary goal of HRM is to develop and retain skilled employees who contribute to organizational success. HRM plays a critical role in fostering employee engagement, maintaining a positive work environment, and aligning the workforce with business strategy. HRM objectives encompass organizational, functional, societal, and personal goals related to developing and utilizing human capital effectively.
The document discusses key aspects of human resource management (HRM) including its scope, objectives, and functions. Specifically, it outlines four primary HRM activities: 1) manpower planning to determine staffing needs, 2) recruitment, selection, and placement of personnel to hire the right employees, 3) training and development to prepare employees, and 4) performance appraisal to evaluate employees. The document also provides details on recruitment, selection processes, and the importance of selecting and placing the right candidates.
CONCEPT OF HUMAN RESOUCE MANAGEMENT pptJAANVIARORA1
CONCEPT OF HUMAN RESOUCE MANAGEMENT
Topics Include
1. CONCEPT
2. DEFINE HRM
3. ROLE OF HRM
4. FUNCTIONS OF HRM
5. NATURE OF HRM
6. SCOPE OF HUMAN RESOURCE MANAGEMENT
7. OBJECTIVES OF HUMAN RESOURCE MANAGEMENT
8. IMPORTANCE OF HUMAN RESOURCE MANAGEMENT
9. VIDEO ON IMPORTANCE OF HRM
10. HR LESSONS FROM MOVIE DANGAL
The document outlines several key functions of human resource management (HRM). Some of the main HRM functions discussed include: conducting job analyses and planning labor needs, selecting and recruiting job candidates, orienting and training new employees, managing compensation and benefits, appraising performance, and ensuring equal opportunity and a safe work environment. Additionally, the document discusses some of the core HRM activities such as organizational design, planning, recruitment and selection, training and development, performance management, and compensation. It emphasizes the importance of HRM in avoiding mistakes like hiring the wrong employees, experiencing high turnover, and unfair practices.
A Short Review on Human Resource Management System for further development of any organization. Development of any system is necessary
but before that, we need to identify the obstacle of that system. In this situation, HRM helps us a lot. Therefore at first, we need to know HRM first.
Human Resource Management and Human Resource DevelopmentMs. Shery Asthana
Introduction of HRM & HRD, Concept of HRM, Objectives, Process, HRM vs. Personnel Management, HRM vs. HRD, Objectives of HRD, focus of HRD system, Structure of HRD System, Role of HRD Manpower
Human
Resource
Management
Meaning
Definition
Importance of HRm
Objectives of HRM
Process of HRM
MCQ
Recruitment and selection
Performance and selections
Learning and development
Succession planning
Compensation and benifits
This document discusses human resource management and related concepts. It begins by defining HRM and its focus on integrating people strategies with corporate strategies. It then discusses the evolution of HRM from a narrow personnel management role to a broader strategic function. Key aspects of HRM covered include staffing, training, compensation, integration and maintenance. The document also examines factors like globalization, technology, and strategic HRM that are changing the environment in which HRM operates.
106622.pdf planning process in management and organisational behaviourSiva453615
The document discusses various aspects of planning including the nature and purpose of planning, the planning process, types of planning, objectives, and policies. It describes the steps in the planning process as identification of opportunities, determination of objectives, developing planning premises, identification of alternatives, evaluation of alternatives, selection of the best alternative, formulating derivative plans, communicating the plan, and follow up measures. It also discusses types of plans such as standing plans and single use plans. Key aspects like objectives, policies, management by objectives (MBO) are explained in detail as well.
Managerial economics markets unit 3 for jntukSiva453615
The document discusses various concepts related to markets including the definition of a market, types of markets based on number of buyers and sellers, and characteristics of different market structures such as perfect competition, monopoly, monopolistic competition, and oligopoly. It provides details on factors that determine market price and output under different market conditions in both the short run and long run. Key topics covered include price discrimination strategies, factors influencing demand and supply, and non-price competition in imperfect markets.
This document provides an overview of management concepts including definitions of management, the nature and purpose of management, management functions, levels of managers, managerial roles, skills needed for managers, and the social responsibility of managers. It also discusses the evolution of management thought from classical to modern approaches. The document is intended as an introductory guide to foundational management topics.
This document discusses reward management and developing a reward strategy. It defines reward management and its aims, which include attracting and retaining skilled employees, motivating performance, and aligning rewards with business goals. The key components of a total rewards package are discussed, including transactional rewards like pay and benefits, and relational rewards like learning opportunities and work environment. Developing an effective reward strategy requires analyzing business and HR strategies, consulting stakeholders, and establishing guiding principles based on an organizational reward philosophy.
This document discusses motivation and reward systems. It begins by defining motivation and explaining that people are motivated to achieve goals that they believe will lead to valued rewards. It then covers several motivation theories including Maslow's hierarchy of needs, ERG theory, expectancy theory, and equity theory. The key messages are that motivation comes from both intrinsic rewards like interesting work and extrinsic rewards like pay. Motivation is higher when employee needs, goals, and the link between performance and rewards are clear. Companies can motivate employees through job design, rewards, incentives, and focusing on engagement and commitment.
This document discusses developing market-based pay practices for organizations. It covers total rewards frameworks that include compensation, benefits, personal development and work environment. The presentation discusses determining appropriate labor market comparisons and competitive pay levels based on factors such as organization type, size, mission and geographic location. Representative survey sources and guidance on position matching and market adjustments are also provided.
The document discusses key aspects of human resource management including:
1. It defines HRM as planning, organizing, directing, and controlling the procurement, development, compensation, integration, maintenance, and separation of human resources to accomplish individual, organizational, and social objectives.
2. The objectives of HRM are to help the organization reach its goals, employ workforce skills efficiently, provide well-trained and motivated employees, increase job satisfaction, develop quality work life, communicate policies, and be socially responsible.
3. The functions of HRM include manpower planning, recruitment, selection, training, placement, compensation, promotion, transfer, separation, performance appraisal, grievance handling, and welfare administration.
The document outlines the objectives, outcomes, units, and references for a course on universal human values. The key points are:
- The objective of the course is to develop a holistic perspective based on self-exploration, understand harmony at different levels, strengthen self-reflection, and develop commitment to act.
- The five course outcomes relate to understanding human values and prosperity, evaluating the relationship between self and body, identifying responsibility for family/society harmony, understanding harmony at all existence levels, and developing appropriate technologies.
- The five units cover topics like self-exploration, harmony within and between individuals, family and society, nature and existence as coexistence, and implications for professional ethics.
This document describes a course on big data analytics. The course aims to provide an overview of big data storage, retrieval, and processing technologies. It will cover tools for storing and analyzing large datasets as well as challenges in big data system design and analytics. Students will learn to build distributed systems with Apache Hadoop, write MapReduce applications, and develop applications using Hive, Pig, and Spark. Course units will introduce big data concepts, Hadoop, MapReduce programming, Hive, Pig, and Spark. Upon completing the course, students will be able to develop applications on Hadoop and with related big data tools.
The document outlines the objectives, outcomes, units, and references for a course on universal human values. The key points are:
- The objective of the course is to develop a holistic perspective based on self-exploration, understand harmony in human beings and nature, strengthen self-reflection, and develop commitment to act.
- The five course outcomes relate to understanding human values and prosperity, evaluating the relationship between self and body, identifying responsibility for family and social harmony, understanding harmony at all levels, and developing appropriate technologies.
- The five units cover topics like self-exploration, harmony in human beings and relationships, harmony in family and society, harmony in nature and existence, and implications for professional ethics
The document discusses different types of digital data including structured, semi-structured, and unstructured data and provides examples and sources for each type. It also discusses challenges with big data including the exponential growth of data, hosting solutions, data retention, lack of skilled professionals, and issues with capturing, storing, processing, and visualizing large volumes of data. The document aims to introduce readers to big data and analytics by defining key concepts, discussing characteristics and challenges of big data, and comparing traditional business intelligence approaches to modern big data analytics.
The document discusses the introduction and implementation of a foundation course on human values and professional ethics at various technical universities in India.
Some key points:
- The course was first introduced at IIIT Hyderabad in 2005 and has since expanded to other universities. It aims to help students understand what is truly valuable in life.
- Implementing the course effectively requires preparing teachers through an orientation program, as teacher quality impacts student outcomes.
- Initial results show the course positively impacts student behavior like attendance, academic performance, and personal development. It can help transform the culture of educational institutions.
- Scaling the course further will require addressing challenges like management support and clear communication to students about the course's importance
UHV I Induction Program Highlights v2.pptxSiva453615
The document outlines an induction program developed by AICTE for new students entering higher education. It aims to help with the transition from school to college through a three-week program. The objectives are to familiarize students with the institution's culture, establish a daily routine, develop bonds with peers and faculty, and address weaknesses in skills. The activities include lectures on universal human values, physical health activities, visits to local areas, lectures by eminent people, literature activities, creative practices, and other co-curricular activities. Resources provided include guides, manuals, teaching materials, and recordings of previous programs. The goal is to help students overcome challenges and have a holistic educational experience.
Traditional knowledge (TK) refers to the knowledge possessed by indigenous peoples and local communities. It is passed down orally from generation to generation and is tied to cultural traditions. Some key points:
- TK is used in areas like agriculture, medicine, biodiversity management, and more. It plays an important role in many people's livelihoods and healthcare.
- It includes knowledge like agricultural practices, weather prediction methods, water management systems, vernacular architecture, and traditional medicine like Ayurveda.
- Protection of TK from misuse and biopiracy is important as other groups commercialize indigenous resources and knowledge without permission.
- TK remains important for cultural identity and
The document outlines AICTE's Student Induction Program, which aims to help new students transition smoothly to higher education through a 3-week induction period. The objectives of the program are to familiarize students with the institution's culture and practices, establish a healthy daily routine, facilitate bonding between peers and faculty, and develop awareness of one's place in individual, family, social, and environmental contexts. The induction activities include modules on universal human values, physical health, familiarization with academic departments, literature, creative arts, and remedial mathematics/language skills. Resources provided to implement the program include guidance manuals, teaching materials, and recordings of sample induction activities. The goal is to support students' holistic development through a value
This document provides a history of neural networks, beginning with early pioneers like William James, McCulloch and Pitts, Donald Hebb, and Frank Rosenblatt in the 1940s-1950s. It describes periods of growth and decline in the field, including a "Dark Age" in the 1960s-1970s following criticism of perceptrons, and a "Renaissance" sparked by Hopfield and the PDP group in the 1980s. It outlines modern developments like the rise of computational intelligence and hybrid neural network systems from the 1990s onward.
The document discusses the role of education in facilitating human development and transformation. It argues that for human beings, physical facility, relationship, and right understanding are all necessary for happiness and prosperity. The role of education is to enable this transformation to "human consciousness" by developing the competence for "definite human conduct" - ensuring right understanding, the capacity for positive relationships, and skills for sustainable production of resources. The goal is holistic development moving from an "animal consciousness" focused only on physical needs to a "human consciousness" centered on mutual happiness through all three components.
3 Guidelines, Content _ Process of VE.pptSiva453615
Here are some potential responses to those questions:
1. While the environment presents challenges, value education is even more needed today. Small changes can still make an impact.
2. One teacher can inspire students through their own example of integrity and care. They can also encourage students to reflect on their own values.
3. Value education doesn't need to add more content, but can inform how existing topics are taught through emphasizing core principles.
4. True, but we as educators still have a role in cultivating conscience and compassion in students so they can help drive positive change. Our work matters even within limitations of the system.
The key is finding practical yet principled ways to nurture values, even
This document provides an overview of organizational behaviour concepts including:
- Definitions of organizational behaviour from Luthans and Robbins focusing on human behavior in organizations.
- The objectives, key elements, nature, and scope of organizational behaviour which includes understanding, predicting, and influencing human behavior in organizations.
- Models of organizational behaviour including custodial, autocratic, supportive, and collegial models and their characteristics.
- An introduction to organizing concepts such as the organizing process, formal and informal organization, organizational charts, departmentation strategies, authority and its relationship to responsibility.
Game Product Manager VS Product Manager.pdfshohreesmaili1
Hi guys!
To do the first things first, I have to introduce myself and my background, and we need an explanation for the reason and incentive behind this summary presentation and the series of articles that may follow for more details. I am a game designer with a focus on economy design. After some years of working in game design, I felt the most inspiring thing for me is seeing an increase in a graph (of course, not the churn graph). The combination of this with a focus on features and their results and the needs of the game led me toward becoming a product manager.
At first, I started reading about product managers' roles, responsibilities, daily routines, and most importantly, the methods they use for fulfilling their responsibilities. Initially, I tried to implement these methods in our structure, but the deeper I delved into gaming product management, the more methods I found that needed to change to achieve the best results. After some time, I realized that having knowledge of how product managers in application products operate is necessary but not sufficient to call oneself a game product manager.
Of course, they invented the wheel, special thanks to them, but the fact is that we do not have a car; we have bicycles or airplanes! So, the same wheel does not work for us! In this series of articles, I want to describe how things are different when playing the role of a PM or GPM, what you need to know, and what are not our primary challenges. How to become a GPM after discussing the pros and cons of being a PM or GPM. If you are going to choose between one of them, you can stop reading this and choose PM! But if you are passionate about becoming a GPM, I suggest you read these, then take a deep breath, make your final decision, take your sword, and be ready to face dragons, without knowing how to use the sword!
With their ubiquitous presence in everyday transactions, credit card payment solution not only facilitate seamless payments but also shape global economic landscapes and consumer behaviors. Visit us at: https://webpays.com/credit-card-payment-solution.html
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The AI-Powered Side Hustle Transforming Lives: A Dad's Journey to Financial S...SOFTTECHHUB
Finding a balance between work, family, and personal well-being can be a daunting challenge. For Micah Johnny, a fitness instructor and father of four, this balance became even more precarious when he lost a significant contract that threatened his family's financial stability. However, through resilience and innovation, Johnny discovered a flexible, AI-powered side hustle that not only stabilized his income but also allowed him to maintain his hectic schedule. This article explores how this side hustle works, its benefits, and how others can leverage similar opportunities.
Discover who your target audience is and reach themQuibble
This presentation goes through a number of elements you need to consider when going through the process of identifying your target audience in order to enable to you be able to reach them and sell to them. I go through the importance of customer profiling, along with a number of ways you can discover what they really want, and where they are.
Analyze the idea behind Binance KYC Bypass and compare it to the KYC policies of other cryptocurrency exchanges. Find out about the dangers of trying to bypass KYC and the verification procedure.
PROVIDING THE WORLD WITH EFFECTIVE & EFFICIENT LIGHTING SOLUTIONS SINCE 1976PYROTECH GROUP
Simple Ways to Make Your Commercial Space More Energy Efficient
In today's world, being energy efficient isn't just good for the planet—it's also good for your wallet. Whether you run a small shop or a large office building, there are plenty of simple steps you can take to reduce your energy consumption and save money on utility bills. Let's dive in!
1. Upgrade Your Lighting: One of the easiest ways to save energy is by switching to energy-efficient lighting options like LED bulbs. LEDs use significantly less energy than traditional incandescent bulbs and last much longer, so you'll save money on both energy and replacement costs in the long run.
2. Install Motion Sensors: Do you have areas in your commercial space that aren't always in use, like storage rooms or bathrooms? Consider installing motion sensors that automatically turn lights off when no one is around. This simple addition can lead to significant energy savings over time.
3. Optimize Heating and Cooling: Heating and cooling can account for a big portion of your energy bills, especially in larger commercial spaces. To save energy, make sure your HVAC system is properly maintained and consider investing in a programmable thermostat. You can also encourage employees to dress in layers to reduce the need for excessive heating or cooling.
4. Seal Leaks and Insulate: A well-insulated building is more energy efficient because it retains heat in the winter and keeps cool air in during the summer. Check for drafts around windows and doors and seal them with weather stripping or caulking. Adding insulation to walls, floors, and ceilings can also make a big difference in your energy consumption.
5. Use Energy-Efficient Equipment: When it's time to replace old appliances or equipment in your commercial space, opt for energy-efficient models. Look for the ENERGY STAR label, which indicates that the product meets strict energy efficiency guidelines set by the Environmental Protection Agency.
6. Encourage Energy-Saving Habits: Sometimes, the simplest changes can have the biggest impact. Encourage employees to turn off lights and electronics when they're not in use, unplug chargers and other devices when they're fully charged, and use natural light whenever possible.
7. Conduct an Energy Audit: If you're serious about improving energy efficiency in your commercial space, consider hiring a professional to conduct an energy audit. They'll assess your energy usage and identify areas where you can make improvements, ultimately helping you save even more money in the long run.
8. Educate and Involve Employees: Finally, don't forget to involve your employees in your energy-saving efforts. Educate them about the importance of energy efficiency and encourage them to come up with their own ideas for saving energy in the workplace. When everyone is on board, you'll see even greater results.
LED , Lights , Manufacturers in India , Efficient Lighting , Quality Products
ConvertKit: Best Email Marketing Tool for 2024Rakesh Jalan
Front Slide
ConvertKit: Best Email Marketing Tool for 2024
Next Slide
What is Email Marketing?
Email marketing involves promoting products or services via email to potential customers. Tools like ConvertKit enhance the effectiveness of email marketing by helping you reach your target audience and elevate your business.
Next Slide
What is ConvertKit?
ConvertKit is a top email marketing tool, favored by content creators and small businesses. It offers features like automation, landing pages, sequencing, and broadcasting, making it ideal for generating and converting leads efficiently.
Next Slide
Key Features of ConvertKit
1. Landing Pages: Easily create customizable landing pages.
2. Forms: Embed forms on your website to generate leads.
3. Automation: Automate email responses with pre-built templates.
4. Broadcasting: Send personalized emails to thousands of subscribers.
Next Slide
Key Features of ConvertKit
5. Sequencing: Automate email series to convert leads into customers.
6. Integration: Integrate with platforms like affiliate sites and e-commerce.
7. Commerce: Start an e-commerce business without a website.
8. Creator Pro: Advanced features for selling high-cost products.
Next Slide
How ConvertKit Can Help Your Business Grow
1. Convert Casual Visitors: Turn social media followers into subscribers.
2. Build Relationships: Customize emails to build strong audience relationships.
3. Source of Earnings: Use trust to convert subscribers into sales.
Next Slide
Join ConvertKit Affiliate Program
ConvertKit's affiliate program offers free training, premium tools, and a 30% commission for referrals.
Next Slide
ConvertKit Pricing Plans
ConvertKit has Monthly and Yearly plans with Free, Creator, and Creator Pro tiers. Start with the free plan and upgrade as needed.
Next Slide
ConvertKit Alternatives
1. Mailchimp: All-in-one marketing platform.
2. GetResponse: Focus on landing pages and email lists.
3. ActiveCampaign: Advanced follow-up sequences.
4. AWeber: Building mailing lists and designing newsletters.
Next Slide
ConvertKit vs. Mailchimp
- Automation: ConvertKit offers advanced options.
- Landing Pages: ConvertKit has more templates.
- Customer Support: ConvertKit offers 24/7 support in all plans.
- Email Sending Limit: ConvertKit allows unlimited emails.
- Migration: ConvertKit offers free migration services.
Next Slide
ConvertKit vs. GetResponse
- Simplicity: ConvertKit is user-friendly for small businesses.
- Sequencing: Easier to use in ConvertKit.
- WordPress Plugin: Available in ConvertKit.
- Charges: No charges for duplicate signups in ConvertKit.
Next Slide
Conclusion
Email marketing is an excellent method to showcase your business and sell high-value products. ConvertKit is a robust tool to help you reach your target audience and start earning.
Globalization strategy for Meesho with respect to Shopee
hrm ppt.pptx
1. Human Resource Management
Human Resources Management(HRM): Concepts of HRM, HRD and Personnel Management
and Industrial Relations (PMIR), HRM vs PMIR, Basic functions of HR Manager: Manpower
planning, Recruitment, Selection, Training and Development, Placement, Wage and Salary
Administration, Promotion, Transfer, Separation, Performance Appraisal, Grievance Handling and
Welfare Administration, Job Evaluation and Merit Rating - Capability Maturity Model (CMM)
Levels - Performance Management System.
2. Definition
According to Edwin B. Flippo
Human Resource Management is the planning, organizing, directing and
controlling of the procurement, development, compensation, integration,
maintenance and separation of human resources to the end that individual,
organisational, and social objectives are accomplished.
Human Resource Management is a process of bringing people and organizations
together so that the goals of each are met. It tries to secure the best from people
by winning their wholehearted cooperation.
In short, It may be defined as the art of procuring, developing and maintaining
competent workforce to achieve the goals of an organization in an effective and
efficient manner.
3. Definition
According to David A. Decenzo and Stephen P. Robbins
Human Resource Management is concerned with the people dimension in
management. Since every organisation is made up of people, acquiring their
services, developing their skills, motivating them to higher levels of
performance and ensuring that they continue to maintain their commitment to
the organisation are essential to achieving organizational objectives. This is true
regardless of the type of organisation – government, business, education, health,
recreation or social action.
4. Objectives of HRM
The principal objectives of HRM may be listed thus:
To help the organisation reach its goals
To employ the skills and abilities of the workforce efficiently
To provide the organisation with well-trained and well-motivated
employees
To increase to the fullest the employee’s job satisfaction and self-
actualization
To develop and maintain a quality of work life
To communicate HR policies to all employees
To be ethically and socially responsive to the needs of society
5. 1) Societal Objectives: seek to ensure that the organization becomes socially responsible to the needs and
challenges of the society while minimizing the negative impact of such demands upon the organization.
The failure of the organizations to use their resources for the society’s benefit in ethical ways may lead to
restriction.
2) Organizational Objectives: it recognizes the role of HRM in bringing about organizational
effectiveness. It makes sure that HRM is not a standalone department, but rather a means to assist the
organization with its primary objectives. The HR department exists to serve the rest of the organization.
3) Functional Objectives: Is to maintain the department’s contribution at a level appropriate to the
organization’s needs. Human resources are to be adjusted to suit the organization’s demands. The
department’s value should not become too expensive at the cost of the organization it serves.
4) Personnel Objectives: It is to assist employees in achieving their personal goals, at least as far as these
goals enhance the individual’s contribution to the organization. Personal objectives of employees must be
met if they are to be maintained, retained and motivated. Otherwise employee performance and satisfaction
may decline giving rise to employee turnover.
The HRM objectives can be summarized under four specific objectives:
societal, organizational, and functional and personnel.
6. Scope of HRM
Very Vast
Covers all major activities
in the working life of a
worker
From time an individual
enters into an organization
until he or she leaves
comes under the purview
of HRM
Prospects
of HRM
HRM
Nature of
HRM
Industrial
Relations
Employee
Maintenance
Employee
Hiring
Employee &
Executive
Remunerati
on
Employee
Motivation
7. The scope of HRM is very wide. Research in behavioral sciences, new trends in
managing knowledge workers and advances in the field of training have expanded the
scope of HR function in recent years. The Indian Institute of Personnel Management has
specified the scope of HRM thus:
i. Personnel aspect: This is concerned with manpower planning, recruitment, selection,
placement, transfer, promotion, training and development, lay off and retrenchment,
remuneration, incentives, productivity, etc.
ii. Welfare aspect: It deals with working conditions and amenities such as canteens,
crèches, rest and lunch rooms, housing, transport, medical assistance, education, health
and safety, recreation facilities, etc.
iii. Industrial relations aspect: This covers union-management relations, joint
consultation, collective bargaining, grievance and disciplinary procedures, settlement
of disputes, etc.
8. Functions
Functions of HRM include:
• Facilitating the retention of skilled and competent employees
• Building the competencies by facilitating continuous learning and development
• Developing practices that foster team work and flexibility
• Making the employees feel that they are valued and rewarded for their
contribution
• Developing management practices that endanger high commitment
• Facilitating management of work force diversity and availability of equal
opportunities to all.
9. Personnel management is an administrative discipline of hiring and developing
employees. It includes; Conducting job analyses, planning personnel needs and
recruitment, orienting and training, determining and managing wages and salaries
The difference between Human Resource Management and personnel management
is that Personnel management deals with employees, their payroll and employment
laws while Human Resources Management deals with the management of the work
force, and contributes to an organization’s success
Differences between PM,IR & HRM
The main difference between Personnel Management and Human Resource
Management lies in their scope and orientation. While the scope of personnel
management is limited and has an inverted approach, wherein workers are viewed
as tool. Here the behaviour of the worker can be manipulated as per the core
competencies of the organization and are replaced when they are worn-out.
10. On the other hand, human resource management has a wider scope and considers
employees as the asset to the organization. It promotes mutuality in terms of goals,
responsibility, reward etc. that will help in enhancing the economic performance and
high level of human resource development.
In early centuries, when Human Resource Management (HRM) was not prevalent,
then the staffing and payroll of the employees were taken care of, by the Personnel
Management (PM). It is popularly known as Traditional Personnel Management.
Human Resource Management have emerged as an extension over the Traditional
Personnel Management.
11. BASIS FOR COMPARISON PERSONNEL MANAGEMENT HUMAN RESOURCE MANAGEMENT
Meaning The aspect of management that is
concerned with the work force and
their relationship with the entity is
known as Personnel Management.
The branch of management that focuses on the most
effective use of the manpower of an entity, to achieve
the organizational goals is known as Human Resource
Management.
Approach Traditional Modern
Treatment of manpower Machines or Tools Asset
Type of function Routine function Strategic function
Basis of Pay Job Evaluation Performance Evaluation
Management Role Transactional Transformational
Communication Indirect Direct
Labour Management Collective Bargaining Contracts Individual Contracts
Initiatives Piecemeal Integrated
Management Actions Procedure Business needs
Decision Making Slow Fast
Job Design Division of Labour Groups/Teams
Focus Primarily on mundane activities like
employee hiring, remunerating,
training, and harmony.
Treat manpower of the organization as valued assets, to
be valued, used and preserved.
12. The Basic Functions of HR Managers
The goal of a human resource manager is to strengthen the employer-employee relationship.
This goal is supported by a variety of functions within the human resources department and
throughout the organization. In a small business, the human resource manager may have a
great degree of latitude, as well as the time to devote to employee interaction with a small
workforce. Both of these are key elements of an effective human resources leader, although she
must accomplish a number of functions to achieve this goal.
Planning, resourcing and retention Managers need to know how many staff they will need in order
to achieve the organisational goals. They need to identify where the staff will be needed, how many
and at what times. This is especially important in organisations where business fluctuates, such as the
retail and hospitality sectors. This is part of the planning and resourcing process. The retention of
staff is also important, as recruiting staff is an expensive and time-consuming process. A manager
needs to ensure that staff are happy in their work as not only will they be more productive, they will
also be more likelyto remain with the organisation.
Recruitment and selection: When the need for people has been ascertained, the next task is to
find them, and ensure that the right people are selected and recruited for the organisation.
13. Training and development: In order to get the best from employees they need to be trained.
Training is done to fill gap between the skills and knowledge they have at present and the skills
and knowledge the organisation wants them to have in order to fulfil set goals.
Development ensures that employees can fulfil their potential. Development goes beyond
the skills required for the job and takes into account individual aspirations. A developed
workforce is able to accept change and is more fulfilled and motivated
Remuneration and reward: Employees need to be paid so that they are able to live. Pay needs
to be adequate and equitable. Money is not the only reward and may not motivate employees to
be more productive; other benefits also need to be looked at. These can range from benefits
such as pensions, healthcare and other financial incentives, to non-financial rewards such as
those that come from empowerment and job satisfaction.
Employee relations: Healthy relations need to be maintained with employees to ensure a
productive workforce. In the event of disputes and conflict arising, managers need to be able to
manage the situation successfully in order to ensure win–win outcomes
14. 14
Manpower Planning
The first function, which determines the organizational blueprint towards its larger
goals, is Manpower Planning or interchangeably Human Resources Planning. This
is the key to getting the right people for the right jobs and hence it is extremely
important.
According to Velter Eric W.: Manpower Planning is “the process by which a
management determines how an organization should move from its current
manpower position to its desired manpower position. Through planning, a
management strives to have the right number and the right kinds of people at the
right places, at the right time, to do things which result in both the organization and
the individual receiving the maximum long-range benefit.”
According to Coleman: The process of determining manpower requirements & the
means for meeting those requirements in order to carry out the integrated plan of
the organization.” --
15. HRP is a Four-Phased Process.
The first phase involves the gathering and analysis of data through manpower inventories
and forecasts,
The second phase consists of establishing manpower objectives and policies and gaining
top management approval of these.
The third phase involves designing and implementing plans and promotions to enable the
organization to achieve its manpower objectives.
The fourth phase is concerned with control and evaluation of manpower plans to facilitate
progress in order to benefit both the organization and the individual. The long run view
means that gains may be sacrificed in the short run for the future grounds. The planning
process enables the organization to identify what its manpower needs is and what potential
manpower problems required current action. This leads to more effective and efficient
performance.
16. Analyzing the corportate and unit level stategies
Demand forecasting of overall HR requirements as per organizational plan
Managerial Judgement, Statistical Techniques, Work study Techniques
Supply Forecasting : Obtaining the data and information about the present
inventory of HR and forecast futrue changes
Estamiting the net human resources reqirements
Incase of future surplus, plan for redevlopment, reternchment and layoff
Incase of future deficit, forecast the future supply of HR from all sources with
reference to plans of other companies
Plan for recruitment, development and internal mobility if future supply is
more than or equal to net HR requirments
Plan to modify or adjust the organizational plan if futrue supply will be inadequate with
reference to future net requirements
17. The objectives of human resource planning may be summarized as below:
Forecasting Human Resources Requirements: HRP is essential to determine the future needs of
HR in an organization. In the absence of this plan it is very difficult to provide the right kind of
people at the right time.
Effective Management of Change: Proper planning is required to cope with changes in the different
aspects which affect the organization. These changes need continuation of allocation/ reallocation and
effective utilization of HR in organization.
Realizing the Organizational Goals: In order to meet the expansion and other organizational
activities the organizational HR planning is essential.
Promoting Employees: HRP gives the feedback in the form of employee data which can be used in
decision-making in promotional opportunities to be made available for the organization.
Effective Utilization of HR: The data base will provide the useful information in identifying surplus
and deficiency in human resources. The objective of HRP is to maintain and improve the
organizational capacity to reach its goals by developing appropriate strategies that will result in the
maximum contribution of HR.
18. Recruitment
Introduction to Recruitment: Successful human resource planning should
identify our human resource needs. Once we know these needs, we will want to do
something about meeting them. The next step in the acquisition function,
therefore, is recruitment. This activity makes it possible for us to acquire the
number and types of people necessary to ensure the continued operation of the
organization.
Recruiting makes it possible to acquire the number and types of people necessary
to ensure the continued operation of the organisation. Recruiting is the discovering
of potential applicants for actual or anticipated organisational vacancies.
According to Edwin B. Flippo, “Recruitment is the process of searching for
prospective employees and stimulating them to apply for jobs in the
organisation.”
19. According to Lord, “Recruitment is a form of competition. Just as
corporations compete to develop, manufacture, and market the best product or
service, so they must also compete to identify, attract and hire the most qualified
people. Recruitment is a business, and it is a big business.”
According to Werther and Davis, “Recruitment is the process of finding
and attracting capable applicants for employment. The process begins when new
recruits are sought and ends when their applications are submitted. The result is a
pool of applicants form which new employees are selected.”
In the words of Dale Yoder, “Recruiting is a process to discover the sources
of manpower to meet the requirements of the staffing schedule and to employ
effective measures for attracting that manpower in adequate numbers to facilitate
effective selection of an efficient working force.”
20. Recruitment to Human Resource Acquisition Process
Thus, Recruitment is the
process of locating and
encouraging potential
applicants to apply for
existing or anticipated job
openings. It is actually a
linking function, joining
together those with jobs to
fill and those seeking jobs.
21. Recruitment process: Recruitment process passes through the following stages:
1. Recruitment process begins when the personnel department receives requisitions for recruitment from any
department of the company, The personnel requisitions contain details about the position to be filled, number of
persons to be recruited, the duties to be performed, qualifications expected from the candidates, terms and conditions of
employment and the time by which the persons should be available for appointment etc.
2. Locating and developing the sources of required number and type of employees.
3. Identifying the prospective employees with required characteristics.
4. Developing the techniques to attract the desired candidates. The goodwill of an organisation in the market
may be one technique. The publicity about the company being a good employer may also help in stimulating candidates
to apply. There may be others of attractive salaries, proper facilities for development etc.
5. Evaluating the effectiveness of recruitment process :The personnel recruitment process involves five elements,
viz., a recruitment policy, a recruitment organisation, a forecast of manpower, the development of sources of recruitment,
and different techniques used for utilising these sources, and a method of assessing the recruitment programme.
22. Methods of Recruitment
Methods of recruitment are different from the sources of recruitment. Sources are the locations where
prospective employees are available. On the other hand, methods are way of establishing links with the
prospective employees. Various methods employed for recruiting employees may be classified into the
following categories:
Direct Methods:
These include sending recruiters to educational and professional institutions, employees, contacts with
public, and manned exhibits. One of the widely used direct methods is that of sending of recruiters to
colleges and technical schools. Most college recruiting is done in co-operation with the placement office
of a college. The placement office usually provides help in attracting students, arranging interviews,
furnishing space, and providing student resumes.
Indirect Methods:
The most frequently used indirect method of recruitment is advertisement in newspapers, journals, and
on the radio and television. Advertisement enables candidates to assess their suitability. It is appropriate
when the organisation wants to reach out to a large target group scattered nationwide
24. 3. Third-Party Methods:
The most frequently used third-party methods are public and private employment agencies. Public
employment exchanges have been largely concerned with factory workers and clerical jobs. They also
provide help in recruiting professional employees. Private agencies provide consultancy services and
charge a fee. They are usually specialized for different categories of operatives, office workers, salesmen,
supervisory and management personnel. Other third-party methods include the use of trade unions.
Labour management committees have usually demonstrated the effectiveness of trade unions as methods
of recruitment.
Attempts should be made to identify how the candidate was attracted to the company. To
accomplish this, the application may consist of an item as to how the applicant came to learn
about the vacancy. Then, attempts should be made to determine the method which
consistently attracts good candidates. Thus, the most effective method should be utilized to
improve the recruitment programme.
25. Recruitment Sources
Internal Sources : It would be desirable to utilize the internal sources before going outside to attract the
candidates. Yoder and others suggest two categories of internal sources including a review of the present
employees and nomination of candidates by employees. Effective utilization of internal sources necessitates
an understanding of their skills and information regarding relationships of jobs. This will provide possibilities
for horizontal and vertical transfers within the enterprise eliminating simultaneous attempts to lay off employees
in one department and recruitment of employees with similar qualification for another department in the
company.
The internal recruitment seeks applicants for the positions from those who are currently employed.
Present Employees
Employee Referrals
Former Employees
Previous Applicants
26. External Sources
DeCenzo and Robbins remark, “Occasionally, it may be necessary to bring in some ‘new
blood’ to broaden the present ideas, knowledge, and enthusiasm.” Thus, all organisations have
to depend on external sources of recruitment. Among these sources are included:
a. Employment agencies (Consultants) and Exchanges
b. Educational and technical institutes.
c. Professional and trade associations
d. Advertisements
e. Casual labour or “applicants at the gate” and nail applicants (contractors)
f. Radio and Television
g. Acquisitions and Mergers
27. Selection
Human resource selection is the process of choosing qualified individuals who are available to fill positions in an
organization. In the ideal personnel situation, selection involves choosing the best applicant to fill a position. Selection
is the process of choosing people by obtaining and assessing information about the applicants with a view to
matching these with the job requirements. It involves a careful screening and testing of candidates who have put in
their applications for any job in the enterprise. It is the process of choosing the most suitable persons out of all the
applicants. The purpose of selection is to pick up the right person for every job.
According to Dale Yoder, “Selection is the process in which candidates for employment are divided into two classes-those
who are to be offered employment and those who are not”.
According to Thomas Stone, “Selection is the process of differentiating between applicants in order to identify (and hire)
those with a greater likelihood of success in a job”.
According to Keith Davis, “Selection is the process by which an organization chooses from a list of screened
applicants, the person or persons who best meet the selection criteria for the position available.”
[
Thus, the selection process is a tool in the hands of management to differentiate between the qualified and unqualified
applicants by applying various techniques such as interviews, tests etc. The cost incurred in recruiting and selecting any
new employee is expensive.
The cost of selecting people who are inadequate performers or who leave the organisation before contributing to profits
28. Selection Procedure
The selection procedure is concerned with securing relevant information about an applicant. This information
is secured in a number of steps or stages. The objective of selection process is to determine whether an
applicant meets the qualification for a specific job and to choose the applicant who is most likely to
perform well in that job. Selection is a long process, commencing from the preliminary interview of the
applicants and ending with the contract of employment (sometimes).
The selection procedure consists of a series of steps. Each step must be successfully cleared before the
applicant proceeds to the next. The selection process is a series of successive hurdles or barriers which an
applicant must cross. These hurdles are designed to eliminate an unqualified candidate at any point in the
selection process.
The major factors which determine the steps involved in a selection process are as follows:
1. Selection process depends on the number of candidates that are available for selection.
2. Selection process depends on the sources of recruitment and the method that is adopted for making
contact with the prospective candidates.
3. Various steps involved in as selection process depend on the type of personnel to be selected.
30. 1. Application Pool: Application pool built-up through recruitment process is the base for selection
process. The basic objective at the recruitment level is to attract as much worthwhile applications as
possible so that there are more options available at the selection stage.
2. Preliminary Screening and Interview: It is highly noneconomic to administer and handle all the
applicants. It is advantageous to sort out unsuitable applicants before using the further selection steps.
For this purpose, usually, preliminary interviews, application blank lists and short test can be used. All
applications received are scrutinized by the personnel department in order to eliminate those applicants
who do not fulfil required qualifications or work experience or technical skill, his application will not
be entertained. Such candidate will be informed of his rejection.
Preliminary interview is a sorting process in which the prospective candidates are given the necessary
information about the nature of the job and the organisation. Necessary information is obtained from
the candidates about their education, skills, experience, expected salary etc. If the candidate is found
suitable, he is elected for further screening.
31. 3. Application Blank or Application Form: An application blank is a traditional widely accepted device for getting
information from a prospective applicant which will enable the management to make a proper selection. The blank
provides preliminary information as well as aid in the interview by indicating areas of interest and discussion. It
is a good means of quickly collecting verifiable (and therefore fairly accurate) basic historical data from the
candidate. It also serves as a convenient device for circulating information about the applicant to appropriate members
of management and as a useful device for storing information for, later reference. Many types of application forms,
sometimes very long and comprehensive and sometimes brief, are used. Information is generally taken on the following
items:
(a) Biographical Data: Name, father’s name, data and place of birth, age, sex, nationality, height, weight, identification
marks, physical disability, if any, marital status, and number of dependants.
(b) Educational Attainment: Education (subjects offered and grades secured), training acquired in special fields and
knowledge gained from professional/technical institutes or through correspondence courses.
(c) Work Experience: Previous experience, the number of jobs held with the same or other employers, including the
nature of duties, and responsibilities and the duration of various assignments, salary received, grades, and reasons for
leaving the present employer.
(d) Salary and Benefits: Present and expected.
(e) Other Items: Names and addresses of previous employers, references, etc. An application blank is a brief history
sheet of an employee’s background and can be used for future reference, in case needed.
32. Weighted Application Blanks
Some organisations assign numeric values or weights to the responses provided by the applicants. This
makes the application form more job related. Generally, the items that have a strong relationship to job
performance are given higher scores. For example, for a sales representative’s position, items such as
previous selling experience, area of specialisation, commission earned, religion, language etc. The total
score of each applicant is then obtained by adding the weights of the individual item responses. The
resulting scores are then used in the final selection. WAB is best suited for jobs where there are many
employees especially for sales and technical jobs. It can help in reducing the employee turnover later on.
4. Selection Tests: Many organisations hold different kinds of selection tests to know more about the
candidates or to reject the candidates who cannot be called for interview etc. Selection tests normally
supplement the information provided in the application forms. Such forms may contain factual
information about candidates. Selection tests may give information about their aptitude, interest,
personality, which cannot be known by application forms. Types of tests and rules of good of testing have
been discussed in
brief below:
33. A. Aptitude Tests: These measure whether an individual has the capacity or talent ability to learn a given job if given
adequate training. These are more useful for clerical and trade positions.
B. Personality Tests: At times, personality affects job performance. These determine personality traits of the candidate such
as cooperativeness, emotional balance etc. These seek to assess an individual’s motivation, adjustment to the stresses of
everyday life, capacity for interpersonal relations and self-image.
C. Interest Tests: These determine the applicant’s interests. The applicant is asked whether he likes, dislikes, or is
indifferent to many examples of school subjects, occupations, amusements, peculiarities of people, and particular activities.
D. Performance Tests: In this test the applicant is asked to demonstrate his ability to do the job. For example, prospective
typists are asked to type several pages with speed and accuracy.
E. Intelligence Tests: This aim at testing the mental capacity of a person with respect to reasoning, word fluency, numbers,
memory, comprehension, picture arrangement, etc. It measures the ability to grasp, understand and to make judgment.
F. Knowledge Tests: These are devised to measure the depth of the knowledge and proficiency in certain skills already
achieved by the applicants such as engineering, accounting etc.
G. Achievement Tests: Whereas aptitude is a capacity to learn in the future, achievement is concerned with what one has
accomplished. When applicants claim to know something, an achievement test is given to measure how well they know it.
H. Projective Tests: In these tests the applicant projects his personality into free responses about pictures shown to him
which are ambiguous.
34. 5. Interview: An interview is a procedure designed to get information from a person and to assess his potential
for the job he is being considered on the basis of oral responses by the applicant to oral inquiries by the
interviewer. Interviewer does a formal in-depth conversation with the applicant, to evaluate his suitability. It is
one of the most important tools in the selection process. This tool is used when interviewing skilled, technical,
professional and even managerial employees. It involves two-way exchange of information.
The interviewer learns about the applicant and the candidate learns about the employer.
Objectives of Interviews: Interview helps:
To obtain additional information from the candidate.
Facilitates giving to the candidate information about the job, company, its policies, products etc.
To assess the basic suitability of the candidate.
The selection interview can be:
One to one between the candidate and the interviewer:
Two or more interviewers by employers representatives-sequential;
By a panel of selections, i.e., by more than representative of the employer.
The sequential interview involves a series of interviews; each interviewer meeting the candidate separately.
The panel interview consists of two or more interviews meeting the candidate together.
35. Types of interviews: Interviews can be classified in various ways according to:
(A) Degree of Structure
(B) Purpose of Interview
(C) Content of Interview
(A) Degree of Structure: (1) Unstructured or non-directive: in which you ask questions as they come to mind.
There is no set format to follow.
(2) Structured or directive: in which the questions and acceptable responses are specified in advance. The responses
are rated for appropriateness of content.
Structured and non-structured interviews have their pros and cons. In structured interviews all applicants are generally
asked all required questions by all interviewers. Structured interviews are generally more valid. However structured
interviews do not allow the flexibility to pursue points of interests as they develop.
(B) Purpose of Interview: A selection interview is a type of interview designed to predict future job performance, on
the basis of applicant’s responses to the oral questions asked to him.
A stress interview is a special type of selection interview in which the applicant is made uncomfortable by series of
awkward and rude questions. The aim of stress interview is supposedly to identify applicant’s low or high stress
tolerance. In such an interview the applicant is made uncomfortable by throwing him on the defensive by series of
frank and often discourteous questions by the interviewer.
36. (C) Content of Interview: The content of interview can be of a type in which individual’s ability to
project a situation is tested.
This is a situation type interview. In job-related interview, interviewer attempts to assess the
applicant’s past behaviours for job related information, but most questions are not considered
situational.
In a behaviour interview a situation in described and candidates are asked how they behaved in the
past in such a situation.
While in situational interviews candidates are asked to describe how they would react to situation
today or tomorrow. In the behavioural interview they are asked to describe how they did react to the
situation in the past.
37. 6. Background Investigation: The next step in the selection process is to undertake an investigation of those
applicants who appear to offer potential as employees. This may include contacting former employers to confirm
the candidate’s work record and to obtain their appraisal of his or her performance/ contacting other job-related
and personal references, and verifying the educational accomplishments shown on the
application.
7. Physical Examination: After the selection decision and before the job offer is made, the candidate is required
to undergo physical fitness test. Candidates are sent for physical examination either to the company’s physician
or to a medical officer approved for the purpose. Such physical examination provides the following information.
Whether the candidate’s physical measurements are in accordance with job requirements or not?
Whether the candidate suffers from bad health which should be corrected?
Whether the candidate has health problems or psychological attitudes likely to interfere with work efficiency or
future attendance?
38. 8. Approval by Appropriate Authority: On the basis of the above steps, suitable candidates are
recommended for selection by the selection committee or personnel department. Though such a
committee or personnel department may have authority to select the candidates finally, often it
has staff authority to recommend the candidates for selection to the appropriate authority.
9. Final Employment Decision: After a candidate is finally selected, the human resource
department recommends his name for employment. The management or board of the company
offers employment in the form of an appointment letter mentioning the post, the rank, the salary
grade, the date by which the candidate should join and other terms and conditions of employment.
Some firms make a contract of service on judicial paper. Usually an appointment is made on
probation in the beginning.
10. Evaluation: The selection process, if properly performed, will ensure availability of
competent and committed personnel. A period audit, conducted by people who work
independently of the human resource department, will evaluate the effectiveness of the selection
process. The auditors will do a thorough and the intensive analysis and evaluate the employment
programme.
39. Induction and Placement:-
After an employee has been recruited he is provided with basic background information about the
employer, working conditions and the information necessary to perform his job satisfactorily. The
new employee’s initial orientation helps him perform better by providing him information of the
company rules, and practices.
According to Pigors and Myers, “Placement consists in matching what the supervisor has reason
to think the new employee can do with what the job demands (job requirements), imposes (in
strain, working conditions, etc.), and offers (in the form of pay rate, interest, companionship with
other, promotional possibilities, etc.)” They further state that it is not easy to match all these factors
for a new worker who is still in many ways an unknown quantity. For this reason, the first
placement usually carries with it the status of probationer.
40. A few basic principles should be followed at the time of placement of an employee on the job. These may be
enumerated as below:
The job should be offered to the man according to his qualifications. The placement should neither be higher
nor lower than the qualifications.
While introducing the job to the new employee, an effort should be made to develop a sense of loyalty and
cooperation in him so that he may realize his responsibilities better towards the job and the organisation.
The employee should be made conversant with the working conditions prevailing in the industry and all
things relating to the job. He should also be made aware of the penalties if he commits a wrong.
Man should be placed on the job according to the requirements of the job. The job should not be adjusted
according to the qualifications or requirements of the man. Job first; man next, should be the principle of
placement.
The placement should be ready before the joining date of the newly selected person.
The placement in the initial period may be temporary as changes are likely after the completion of training.
The employee may be later transferred to the job where he can do better justice.