DEPARTMENT OF HUMAN RESOURCE MANAGEMENT D.G.

VAISHNAV COLLEGE (EVENING)

Operations and Management in Personnel Management & Maintenance of Personnel Records

Name of the Presenters: Kaushik Tarwadi, Priyadharshini.P, Sri Ranjani Nachiketha Type of Presentation Name of the Faculty Venue Date : Group : Prof.V.Sayee Kumar : I M.A.HRM : 01-11-2010

++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++ +Management: Management is the process of designing and maintaining an

environment in which individuals, working on groups, efficiently accomplish selected aims. - Koontz and Weihrich. Management is the act of knowing what you want to do and then seeing that is done in the best and cheapest way. - F.W.Taylor. Personnel management: Process of obtaining, using and maintaining a satisfied workforce. It is a significant part of management concerned with employees at work and with their relationship within the organization.
According to Flippo, Personnel management is the planning, organizing, compensation, integration and maintainance of people for the purpose of contributing to organizational, individual and societal goals. According to Brech, Personnel Management is that part which is primarily concerned with human resource of organization.

Operations: Jobs or tasks comprising of one or more elements or subtasks, and which are performed typically in one location. Operations transform resource or data inputs into desired goods, services, or results, and create and deliver value to the customers.

Two or more connected operations constitute a process, and are generally divided into four basic categories: (1) Processing (2) Inspection (3) Transport (4) Storage. Maintenance: Activities required to conserve as nearly, and as long, as possible the original condition of an asset or resource while compensating for normal wear and tear. Operations and Management in Personnel Management: Operations and Management in Personnel Management is the physical work done by the HR manager to carry out the various subtasks associated to a routine HR process. Key Performance Areas:

Handling Recruitment activities by coordinating with Resourcing Vendors as per requirement. Responsible for Post Selection activities viz; Offer, Joining Formalities, Induction etc. Actively involved with Training & Development programs by supporting Technical Personnel in Presentations and Preparation of Training calendar and modules Monthly HR Reporting of Key Indicators like Headcount, Acquisition, Attrition etc. Handling HR Helpdesk by Serving as an S.P.O.C for entire employee relations issues/ grievance and provide guidance and intervention, as needed, to resolve personnel issues. Assisting seniors in integral functions viz; Performance Management, Payroll, OD Intervention, Employee Engagement, Internal Surveys related to Compensation Benefits, Skill Mapping for T.N.A, administering Information System etc,.

ROUTINE OPERATIONS COMMON TO ALL FUNCTIONS: Personnel manager is the head of personnel department. He performs both managerial and operative functions of management. His role can be summarized as :
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1. Personnel manager provides assistance to top management- The top

2.

3.

4. 5.

management are the people who decide and frame the primary policies of the concern. All kinds of policies related to personnel or workforce can be framed out effectively by the personnel manager. He advices the line manager as a staff specialist- Personnel manager acts like a staff advisor and assists the line managers in dealing with various personnel matters. As a counsellor,- As a counsellor, personnel manager attends problems and grievances of employees and guides them. He tries to solve them in best of his capacity. Personnel manager acts as a mediator- He is a linking pin between management and workers. He acts as a spokesperson - Since he is in direct contact with the employees, he is required to act as representative of organization in committees appointed by government. He represents company in training programmes.

TRIPLE Rs
RECRUITMENT

RETAINMENT

RETIREMENT

Recruitment:
1. Knowledge of sources of employee supply:

The HR manager should take some initiative to garner adequate information about the background from which an employee hails with respect to his education, family, previous experience, achievements and social set up. This can be done by collecting the Curriculum Vitae and the certificates of the candidates applying for a job position.

2. Reception of applicants and interviews The applicants have to be welcomed by the HR manager and he should make them feel comfortable by providing them a waiting lounge, water and other rudiments. Each applicant should be informed in prior about the time of his/her interview and venue of it. The HR manager has to plan perfectly so that the interviewer is on his seat and interview is kick started on time. Thus, the HR manager contributes towards holding up the dignity and decorum of the organization. The interview should be monitored from time to time to ensure that the proceedings are smooth. The documents and certificated collected for perusal from the candidates have to be returned back to them without any discrepancies. The selected candidates should be promised about their call letter for selection process and the rejected should be diplomatically informed even before that.
3. Investigation of re ferences Once the candidates are handpicked to appear for selection

process, the HR manager has to ensure that their documents are sent for a reference check. For this, The HR manager has to collaborate with a third party company that does this activity of background check. Once the report comes, the candidates with clean records have to be called for selection process by sending a mail, a post or making a telephonic call. 4. Tests The aspiring candidates for the job should be put to various tests involved in the process of selection. The HR manager has to develop competitive tests that evaluate the candidate on various perspectives. The HR manager has to see to that all the test materials are available well in advance before the scheduled time for test and confidentiality has to be maintained with the materials by keeping the materials in safety lockers.

Access to documents has to be given only to some trustworthy employees working within the HR department.

6. Final selection and appointment The result of the tests have to be found as early as possible and the selected employees have to be intimated about their joining date and an appointment letter has to be furnished within a few days as per the company norms. 6. Job Description and Job Satisfactions, Job Analysis, Manpower Planning. A well-planned induction programme has to be done for the new joinees. The presentation to be done on the day of induction has to be glittery with many highlights on the companys achievements so that the new employees feel happy for having joined the company. The employees have to be given insights on the nature of work that they are expected to execute by giving them a detailed job description. For this, the HR manager has to do a complete and a through job analysis to know what the job demands from the executer of the job. He has to ensure that the employees are satisfied with their work by conducting many surveys. He has to decide on the number of employees required to carry out a particular task and then assign people accordingly. Retainment Placement: Job Assignment: Job assignment is one of the significant factors of retainment of employees where in once an employee is recruited, he has to be assigned a proper job, which will meet his goals as well as the organizational goals. Job Enlargement: When an employee is recruited, if he is assigned tasks more than his capability or that will bring stress to the employees, the retention of employee becomes difficult.

Personal development: Most of them in the present scenario at least will want to grow along with the company. A person does not want to just work for the company, rather work with the company where he will learn from his working and the companys working. Induction: Introduction to the job and work place: When a candidate joins and organization and becomes an employee, he has to be taught his job and given an orientation program of his work place. This will give the feeling of welcoming for the new employee. Introduction to Colleagues: Introducing the colleagues is something that will remove that feeling of Working with strange people and will develop the sense of feeling for him/ her to work with them (Provided the environment is conducive to work) Introduction to welfare amenities and other facilities: Introducing the employee to the welfare amenities like workers in canteen, workers in first aid department, workers in the indoor gamesrecreation, workers in the annual medical check up of employees etc. This will bring a sense of belongingness to the new employee. Authorities and Procedure: Giving the employee an authority, teaching him the procedures and introducing him to the higher authorities will give the employee a sense of responsibility. Sponsor system: Also, teaching the employee the sponsor system if his performance is good (e.g.: educational sponsor) that is followed by the organisation is a part of the induction program which will help the new employee understand the system.

 Wage and Salary Administration: Wages Scales Increments: The increment in wages for his performance meeting the employees need and the availability of the organization within the policies will also act as a booster for the employee for him to be retained. Salary and Wage Standardization: The wage standardization according to the time rate output and the piece rate output will help the employer to retain the employee. In addition, the salary fixation along with the dearness allowance and payment of salary on time will be a factor of motivation for the employee to work with the organization. Incentive Payments and allowances: The payment of incentives, i.e., perks and allowances will again motivate the employee to work with the company. His Performance appraisal as well will make him want to work with the organization. This is one of the major strategies by the HR to retain the employee. Working hours and overtime: The HR should clearly define the work of an employee. This will help the employee finish the work on time. If he has to work overtime, (e.g.: he does more than what he is required to do), he will be given a bonus and this again will help the organization retain the employee. Holidays and leave: Their holidays should be clearly specified on the date of joining of the employee. This will help the employee plan his holidays and he will feel that everything is systematic and planned in the organisation. Discipline and Supervision: Instances of Discipline Misconduct: The employee will be told all the actions that will be taken against him if he involves himself in misconduct activities like theft, sexual harassment, fraudulence etc. or anything that goes against the policies of the company. This will make the employee feel that the company abides the policies very well and thus will feel it as a good environment to work in.

Shop Floor supervision and its responsibilities: In case of a manufacturing sector, when the HR defines the role of an employee in the shop floor and whom he has to supervise and whom is he responsible for. This again will bring a sense of responsibility in the employee. Transfer and Promotion: Causes of Transfer and Promotion: The employee while joining should also be told the cause of his promotion. On what basis will he be promoted and on what basis will he be transferred. This will motivate the employee to work more and reach heights. It is again a factor for the employee to be retained. Merit Rating and Evaluation of Employees: When an employee is told the basis in which his merit rating is done and how his evaluation for performance appraisal will be made, it will dig the enthusiasm of the employee and make him work more and retain him. Assessment Techniques: When an employee is told his assessment techniques as mentioned earlier, he will work towards it. Counseling: Every company will have a counselor. The counselor will counsel the employee to work effectively towards the attainment of his target and thus will the employee again get a sense of concern and belongingness here. As a result, he will be retained. Motion and Time study and Work study: When the employee is told the way in which the manager will study his time and work, it will again help the employee to work accordingly. Prevention Of Losses: Material, work, time: There should be no loss for the company and there should be gain for the employee. For this, the employee should be told that he should work in such a way that his time nor material nor work should be at loss. If all these three are met successfully, he will gain from the organisation. This will be clearly explained by the HR manager to the employee and will feed him an idea as to how to work for it.

 Admin in Relation: Absenteeism: The employee will be told by the HR manager about what will be loss of pay in case of his absenteeism or what will be the consequences in case of his continuous or repeated absenteeism. This will alert the employee. Late Coming: The employee will be told about how many days and how many hours can he come late for him to not have a loss of pay. This will help the employee to plan and manage his time. Loitering: The employee should be clearly told his break time so that unnecessary loitering and wastage of time by the employee will be avoided. If the HR manager tells all the above things to the employee, the employee gets a feeling of responsibility and belongingness and it will help the organisation in turn to retain him. Retirement 1) 2) 3) 4) P.F and pension plan Gratuity Provisions Exit interview Long service Awards

The HR manager has to see to that the provident fund requests are answered and funds are released at the right time. The pension plans have to be devised with utmost care so that the retired employees carry the goodwill of the company wherever they go. The processes facilitating the gratuity provisions should be monitored for its effectiveness and accuracy. The HR manager has to take a lot of initiative to ensure the effectiveness of an exit interview. He should be efficient enough to get the reason for leaving from the employee so that he can take necessary actions to avoid the same thing from happening again. Long service awards have to be given to the retiring employees as a token of appreciation and good-riddance.

Maintenance of Personnel Records: The joining dockets of all the employees have to be numbered and should be arranged in the clean racks meant for holding the employee records. The HR manager should ensure safety from fire and other damages for these records and he has to be accountable for any damage caused. o The employee record should contain the following: 1. Name of employee 2. Age 3. Curriculum Vitae 4. Proofs for Education 5. Result of the interview 6. Experience with previous employee 7. Result of any other examinations 8. Training received 9. Merit rating 10.Wage increases 11.Transfer or promotions ( Appraisal Forms) 12.Health status 13.Accidents, if any 14.Sick leave availed 15.Disciplinary noting 16.Date of retirement.

Records Maintenance : The functions of records maintenance include the following essential components:

Organizing and filing records Identifying which records to retain, and for how long

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Organizing Current Records Current records should be arranged and filed for efficient retrieval and handling. Deciding how to file records need not be complicated; it begins with a careful look at the records currently in use. Are they already filed in a way that allows for quick access? Is the current system logical, consistent, and reasonably convenient? Could a newcomer interpret and understand it? If so, there is probably no need to change the system. An existing system that works well for the organization should be left in place. On the other hand, if the existing system is cumbersome, idiosyncratic, or even nonexistent, then the records require some type of orderly filing system. The first step in setting up a new arrangement for current office records is to focus on the daily operational needs of the organization. There are three primary methods of filing organizational records:

Department or function Subject or topic Chronology

An organization might choose one of these methods of arrangement or, more likely, combine two or all three methods. Department or function Filing records by department or function is usually the most successful method of arrangement. It has the advantage of clearly demonstrating the activities, functions, and structure of the organization that created the records and is the preferred arrangement for archival records. This method brings together all records documenting a specific activity within the organization. For example, board of directors, committees, publicity department, and financial records are some of the headings under which records might be filed. Subject or topic An organization with a less formal structure might file its records under topic headings, which reflect the work of the group. Headings such as "Production," "Marketing", and "Finance" are examples. This arrangement poses problems as topics begin to overlap or intersect, or as the list of topics

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becomes unwieldy. However, if the topics are limited in number, clearly defined, and distinct from one another, this is a successful system. Chronology A small, very narrowly focused organization can file its records in simple chronological order. This method does not work well for a large, diversified, far-reaching organization. It is, however, adequate to meet the needs of a group that deals primarily with a single issue, topic, or project, and whose records are not voluminous. Many organizations combine these three methods of file arrangement. A majority of records are filed according to the department that produced them, and subdivided by topic, subject, or chronology. Identifying Records for Retention Making decisions about the disposition of file drawers or boxes full of records, however well organized they may be, at first seems like an overwhelming task. Fortunately, most records fall into major categories, which are consistent from one organization to the next. Standard guidelines, known as record retention schedules, contain recommendations on scheduling many types of records for retention or disposal. Retention schedules generally include a list of record types with a recommendation for how long to retain the record before it is discarded, destroyed, or transferred to the archives.Therefore, in addition using published retention schedules, organizations must evaluate their records and determine retention periods based on the life cycle of the records. The life cycle of a record has three stages: Stage 1: Active Use. The record is currently in use and/or is referred to frequently. Stage 2: Semi-Active Use. The record is not in current use but is still referred to on occasion. Records in Stages 1 and 2 are retained and stored for as long as they are useful to the organization, whether that be for six months or ten years. Very few records, if any, are actually in active or semi-active use after ten years. Records no longer in use are in the final stage of the life cycle, Stage 3.
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Stage 3: Disposition. The record is no longer in current use. It is rarely or never needed for reference. It is no longer needed for legal or financial purposes. Most records in Stage 3 are destroyed or discarded. However, some records have continuing historical value and are retained for the archives. Deciding which records have historical value is more an art than a science. Records illustrating the purpose, activities, and core values of an organization are archival records and should be preserved. Generally, only a fraction of the organizations records has lasting historical value. It is important to avoid preserving merely the organization's highlights and memorabilia, such as awards, plaques, and positive publicity. These mementos do have sentimental value and should be retained in the archives; they are useful in exhibits and publicity efforts, for they illustrate the organization's history. However, the real substance of the organizational archives is found in those records that demonstrate the goals, decisions, programs, and policies of the organization. Records with archival value answer these important questions: 1. 2. 3. 4. 5. 6. Why and how was the organization formed? What were the organization's priorities? How and why did the group's focus change over time? Who provided guidance and leadership within the organization? What role did the organization play within the community? What impact has the organization made?

The HR manager has to ensure that all the required documents are furnished by the employee in the joining docket by creating a checklist. Failing this, an employee should be given a notice that he/she has to provide the missing details to the HR department within a stipulated period. THOUGHT TO RIDICULE:

A HR manager is sometimes susceptible to do the 5S work as some organizations insist the HR managers to clean up their desks by themselves and tear quires of resumes that they have rejected during the recruitment process.
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 He also has to take care that the recruitment trackers, event trackers are updated and hence he has to share his time with the computer in doing the data entry work as well. Thus, a HR manager has to be broad minded and open to any sort of work that an organization offers and prove his mettle in all the endeavors. REFERENCES: 1. Arora, S.P.:( 2005): Personnel Management, Vikash Publishing HousePvt. Ltd., p. 68-73 2. Burton, Gene & Thakur, Manab.:( 2002): Management Today Principleand Practice, McGraw- Hill Publishing Company Limited, p. 451-453 3. Pagare, Dinkar.:( 2002): Functional Management, Sultan Chand & Sons,p. 1.7-1.11, 1.35, and 2.60-2.63 4. Rudrabasavaraj, M.N.: (1991): Dynamic Personnel Administration, Himalaya Publishing House, p.20-39 5. http://www.managementstudyguide.com/personnel-management.htm 6. http://www.uic.edu/depts/lib/specialcoll/services/dont/maintenance.ht ml 7. http://www.indiastudychannel.com/resources/94925-DefinitionManagement.aspx 8. http://www.citeops.com/201-duties-hr-operations.html 9. Thanks to Google 10.Thanks to Wikipedia

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