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Talent Management Process
Decide what positions to fill • Job Analysis
• HR Planning & Forecasting
• Recruitment
Build a Pool of Job Applicants • Internal & External
• Screening
Selecting the best • Interview & Test
• Background check
Making Offer • Physical Exams
• Build Competencies
Induction & Training
Compliance &
Recruitment & Employment Performance
Selection Relations Appraisal
Training Compensation
Methods of Job Analysis
• Observation
• Interview
– Individual
– Group
• Questionnaires
• Diary
• Technical Conference
• Critical Incident Technique
Methods of Job Analysis
• Technical Conference Method
– Uses experts to gather information about job
characteristics
Method of Job Analysis
• Critical Incident Technique (CIT)
– Takes past incidents of good and bad behavior
– Organizes incidents into categories that match the job
they are related to
– 4 Steps
• Brainstorm and create lists of dimensions of job behaviors
• List examples of effective and ineffective behavior for each
dimension
• Form a group consensus on whether each incident is
appropriately categorized
• Rate each incident according to its value to the company
Human Resource Planning
• Ratio Analysis
– Based on simple unitary method
– If 5000 unit is produced by 100 workers
– So 10000 unit will be produced by ??
HR Forecasting Methods
• The Scatter Plot
– Establishing linkage between two variables
HR Forecasting Methods
Why to Recruit?
Employee Selection
• Recruitment
– According to Barber “Recruitment includes all
those practices and activities carried on by the
organization with the primary purpose of
identifying and attracting potential employees”.
– Three phases
• (a) Generating applicants
• (b) Maintaining applicant data pool or status and
• (c) Influencing the applicant’s job choice decisions
Selection Process
• Eight Steps
– Initial Screening Interview/Test
– Completing the application form
– Employment Tests
– Comprehensive Interview
– Background Investigation
– Conditional Job offer
– Medical or Physical Examination
– Permanent Job Offer
Employee Selection
• Selection
– Aims to select the right person for right job at
right time is the prime objective of the selection
process.
– Method
• How to select?
Employee Selection
• Choose
– The Employment Interview
• Structured Interview
– Nature, sequence and order of the question is fixed
– The applicants exhibiting the same response were selected for
the job
» More reliable
» More Valid
• Unstructured Interview
– Nature, sequence and order of question is not fixed
Employee Selection
• Biases of Interviews
– Leniency Effect
– Central Tendency Effect
– Halo Effect
Employee Selection
Choose test !!
– A battery of test is selected to assess the desired
competencies in a person.
• For example clerical test may include a battery of test on
numerical ability, verbal ability etc.
• Personality test:
– Assessing personality traits which may increase the
performance and keep motivating the employees.
– Use of Big five Test
Employee Selection
• Interest test:
– Assess the interest level of a candidate in a particular
activity.
• Achievement test:
– To assess the subjective knowledge and job
knowledge in areas like
• Marketing, economics, HR etc.
• Test of motor and physical ability:
I. These test are used to assess finger movement and
II. Speed and accuracy of other locomotors.
Finger dexterity test is one such example.
Employee Selection
• And/or
– Medical Test/Physical Examination
• To assess the physical fitness
• Color blindness other hereditary diseases
• Locomotors Ability etc
• Salary Negotiation and terms of employment
– After the selection process is done
• Selected candidate is contacted through the hiring managers for
salary negotiation process and terms of employments.
• If the candidate agrees to the terms of condition and the salary
negotiation then finally the
• HR manager rolls down the permanent offer letter specifying the
CTC, date, venue, timing and the reporting manager for the joining
formalities.
Background Investigation
• Aim
– To verify the information provided by the candidate
• Includes
– Former employer
• About his/her work performance
• Behavior
– Police stations
• Inquiring about his legal status, criminal records etc.
– Personal References
• School Teachers
– Verifying about education and his character
• Friends/Relatives
Background Investigation
• Who does this?
– Internal Investigation
• HR Manager cross verifies
– External Investigation
• Professional investigation third party
• Why to do?
– Study shows that past behavior is a good predictor of
future behavior/performance
– Nearly half of the candidates provide fake information
(as cited in Robbins & Decenzo)
– To avoid negligent hiring
Thank you
Training & Development
• Training
– A process of enhancing the desired competence
(KSA) level of the employee
• Enhancing what they know, how they work, how they
behave
– Seeks a relatively permanent change in employees
that improves their job performance
Training & Development
• Employee Training
– Present day oriented
– Focuses on current jobs
– Enhancing skills needed to perform current job
• Employee Development
– Future oriented
– Future job roles and progression
– Adding new skills for the future role
Training & Development
• Determining Training Needs
– Organizational Goals give indication of kind of
Knowledge, skills and attitude is needed
– HR Manager in the beginning of the Performance
cycle generates/provides the list of training to be
provided to the employees
– Each Department Head communicates the kind of
training is required for their employees
– HR Manager collates and prepares a training
calender
Training & Development
• Mid term Training need identification
– If the employee is not able to perform well
– If the performance is declining
– If quality is declining
– If accidents are increasing
Employee Development Methods
• Job Rotation
– Moving employees from one position to other
positions
– To meet his future assignments
– Can be vertical or horizontal
– Turning a specialist to generalist
Employee Development Methods
• Assistant to Positions
– Employees with desired potential work under
successful manager
– In variety of fields
• Committee Assignments
– Gives an opportunity to the employees to identify
specific issues of the organization
– Gives opportunities to share his decision makings
and ideas to complete the assigned task
Employee Development Methods
• Lectures Courses and Seminars
– Traditional forms
• Inviting internal subject expert
• Inviting external subject expert
– Help in enhancing conceptual knowledge about a
particular field
– Through distance mode as well
• Telecast from some specific location not
Employee Development Methods
• Simulations
– Training employees on actual work experiences
– Includes case studies, role play etc
• Identify the problems
• Find alternate ways to solve that problem
• Identify the best solution
• Implement it
Employee Development Methods
• Outdoor Training
– Use of outdoor location such as
• Mountain climbing, rafting
– Fills a sense of team spirit in the members
– Work more cohesively
• Vestibule Training
– Giving real instruments to perform a task but in
simulated situation
• Example given computer to train on typing speed etc.
• Given welding instrument
Performance Management
• Performance Management
– Includes set of activities which ensure that
• Goals are consistently met in an effective and efficient way
– It focuses on the performance of
• Organization
• Department
• Employee or
• Even processes
And/Or
• Performance Management
– Is a process by which organizations
• Strategically align their
– Resources
– Systems
– And employees
• To achieve their objectives and priorities
Performance Management
• Performance Management is not only
reviewing or evaluating employees
But also
• Getting feedback from the employees about
the evaluation and other processes
– To make it more efficient and effective
• Getting aware about the constraints of the
system and processes
Purposes of Performance
Management
• Three purpose
• Performance evaluation
–Evaluating an employee and giving
feedback to her/him
• Development of the employee
• Documentation of the processes
Performance Management
• Performance Evaluation/Appraisal
– Must communicate about the performance of
employee
• I.e. how well they have performed on the set
parameters
– Improper feedback induces the chance of decreasing the
motivation of the employee