ROLE/SCOPE/OBJECTIVES OF TRAINING

ROLE/SCOPE/OBJECTIVES OF TRAINING

  01:38    Rahul R

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      Increase in efficiency

      Increase in morale of employees

      Better human relations

      Reduced supervision

      Increased organizational viability and resilience

      Introduction of new strategies and working methods in the organization

      Advancement in technology

               Organizational policy

TYPES OF TRAINING

•       Skills Training

•       Refresher Training

•       Cross-functional training

•       Team Training

•       Creativity Training

•       Diversity Training

•       Literacy Training

Methods of Training

•       On the job training methods

ü  JIT

ü  Coaching

ü  Mentoring

ü  Job Rotation

ü  Apprenticeship Training

ü  Committee Assignments

•       Off the job training

ü  Vestibule training

ü  Role playing

ü  Lecture method

ü  Conference/discussion approach

ü  Programmed instruction

INTERNAL MOBILITY

The lateral or vertical movement of an employee within an organization is called internal mobility

PURPOSES OF INTERNAL MOBILITY

•       Improve organizational effectiveness

•       Improve employee effectiveness

•       Adjust to changing business operations

•       Ensure discipline

TRANSFER

•       PURPOSES

–      To meet the org requirements

–      To satisfy employee needs

–      To utilise employees better

–      To make the employees more versatile

•       To adjust the workforce

•       To provide relief

•       To reduce conflicts

•       To punish employees

TYPES OF TRANSFERS

•       Production transfers

•       Replacement transfers

•       Rotation transfers

•       Shift Transfers

•       Remedial Transfers

•       Penal Transfers

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INDUCTION/ORIENTATION

INDUCTION/ORIENTATION

  01:36    Rahul R

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Orientation or induction is the task of introducing the new employees to the organization and its policies, procedures and rules

INDUCTION – OBJECTIVES

•       Removes fears

•       Creates a good impression

•       Acts as a valuable source of information

INDUCTION PROGRAMME – STEPS

•       Content

•       Socialization

•       Follow up

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RECRUITMENT & SELECTION

RECRUITMENT & SELECTION

  22:56    Rahul R

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Recruitment is the process of locating and encouraging potential applicants to apply for existing or anticipated job openings

SOURCES

•       Internal Sources

•       External sources

METHODS OF RECRUITMENT

•       Internal Methods: promotion and transfers, job posting, employee referrals

•       Direct Methods: campus recruitment

•       Indirect Methods: advertisements

•       Third Party Methods: private employment search firms, employment exchanges, gate hiring and contractors, unsolicited applicants/walk-ins, internet recruiting

SELECTION

•       Selection is the process of picking individuals who have relevant qualifications to fill jobs in an organization

SELECTION TESTS

•       Intelligence tests

•       Aptitude tests

•       Personality tests

•       Achievement tests

•       Simulation tests

•       Assessment center

SELECTION INTERVIEW

•       The non-directive interview

•       The directive or structured interview

•       The situational interview

•       The behavioral interview

•       Stress interview

•       Panel interview

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HUMAN RESOURSE PLANNING PROCESS

HUMAN RESOURSE PLANNING PROCESS

  22:53    Rahul R

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HRP PROCESS

1. Analyzing organizational plans
2. Demand forecasting
3. Supply forecasting
4. Estimating the net human resource requirements
5. Action plan for redeployment, redundancy/retrenchment
6. Forecast future supply from all the sources
7. Action plan for recruitment, development
8. 8. Modify the organizational plan
9. 9. Retention plan

Analyzing organizational plans

•       HRP should start with analyzing the organizational plan into production plan, technological plan, plan for expansion, diversification etc, marketing plan, sales plan, financial plan.

•       Helps in forecasting the demand for human resources

Demand forecasting

•       Review the existing job design and analysis keeping in view the future capabilities, knowledge and skills of present employees

•       Forecasting of the quality of human resources (skill, knowledge values, capabilities etc) in addition to quantity of human resources

•       Important forecasting methods are:

            a) managerial judgment, b) statistical techniques c) work study techniques

SUPPLY FORECASTING

to obtain the data and information about the present human resource inventory

Estimating the net human resource requirements

The difference between overall human requirements and future supply of human resources is the Net HR Requirements

Action plan for redeployment, redundancy /retrenchment

•       If future surplus is estimated, the orgn has to plan for redeployment, redundancy etc

•       If surplus is estimated in some jobs/departments employees can be redeployed in other jobs/departments where the deficit of employees is estimated

•       Orgn should also plan for training or reorientation before redeployment

•       redeployment, redundancy /retrenchment programmes

•       Outplacement

•       Lay offs

•       Leave of absence without pay

•       Work sharing

•       Reduced work hours

•       Voluntary retirement/early retirement

•       Attrition

Forecast future supply from all the sources

If deficit is estimated in any department and in the entire organizations, management has to forecast the future supply of human resources from various sources

Action plan for recruitment, development

•       Promotion plan

•       Training and Development plan

•       The Productivity plan

•       Recruitment and selection plan

Modify the organizational plan

If future supply of HR from all the external sources is estimated to be inadequate or less than the requirements, the manpower planner has to suggest the management to alter or modify the organizational plan

Retention Plan

•       Adjustment of the salary levels with those of the comparable industries so as to remove inequalities

•       Providing opportunities for career development, provide training facilities, adopting the policy of promotion within, self development, challenging work assignment, systematic promotional procedure etc

•       Introduction of effective consultation and negotiating machinery, grievance redressal, conflict resolution

•       Extensive training and development facilities

•       Selection procedure

•       More conducive work environment and extensive fringe benefits

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JOB ANALYSIS AND JOB DESCRIPTION

JOB ANALYSIS AND JOB DESCRIPTION

  22:49    Rahul R

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JOB ANALYSIS  & JOB DESCRIPTION

1. Collection of background information
2. Selection of representative position to be analyzed
3. Collection of job analysis data
4. Developing a job description
5. Developing a job specification
6. Developing employee specification

Job Description

•       Job title: tells about the job title, code number and the department where it is done

•       Job summary: a brief write-up about what the job is all about

•       Job activities: a description of the tasks done, facilities used, extent of supervisory help etc.

•       Working conditions: the physical environment of job

              Social environment: size of work group

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JOB DESIGN

JOB DESIGN

  22:46    Rahul R

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Job design is defined as the process of deciding on the content of a job in terms of its duties and responsibilities; on the methods to be used in carrying out the job, in terms of techniques, systems and procedures and on the  relationships that should exist between the job holder and his superiors, subordinates and colleagues.

Goals of Job Design

•       To meet the organizational requirements such as higher productivity, operational efficiency, quality of product/service etc.

•       To satisfy the needs of the individual employees like interests, challenge, achievement or accomplishment, etc.

              To integrate the needs of the individual with the organizational requirements

Approaches to Job Design

. Engineering Approach

2. Human approach

3. The Job Characteristic Approach

Engineering Approach (F.W.Taylor, 1911)

•       Work should be scientifically studied.

•       Work should be arranged so that workers can be efficient

•       Employees selected for work should be matched to the demands of the job

•       Employees should be trained to perform the job

•       Monetary compensation should be used to reward successful performance of the job

Human Approach (Herzberg)

•       Motivators like achievement, recognition, work itself, responsibility, advancement and growth

•       Hygienic factors like working conditions, organizational policies, inter-personal relations, pay and job security

•       Laid emphasis on the psychological needs of employees in designing jobs

The Job Characteristic Approach (Hackman and Oldham)

•       Skill variety

•       Task identity

•       Task significance

•       Autonomy

•       feedback

Job Design Options

•       Job Rotation : Movement of an employee from one job to another

•       Job Enlargement: Adding more and different tasks to a specialized job to provide greater variety. This is called horizontal job loading

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ROLE OF PERSONNEL MANAGER

ROLE OF PERSONNEL MANAGER

  22:42    Rahul R

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Role of Personnel Manager

1. Administrative Roles
2. Operational Roles
3. Strategic Roles

1. Administrative Roles

a)      Policy maker

b)      Administrative expert

c)      Advisor

d)      House keeper

e)      Counselor

f)       Welfare officer

g)      Legal consultant

2. Operational Roles

a)      Recruiter

b)      Trainer developer, motivator

c)      Coordinator/linking pin

d)      Mediator

e)      Employee champion

3. Strategic Roles

a)      Change agent

b)      Strategic partner

  

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PERSONNEL MANAGEMENT

PERSONNEL MANAGEMENT

  22:37    Rahul R

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Personnel management is defined as a set of programmes, functions and activities designed to maximize both personal and organizational goals

Features of Personnel Management

•       PM is concerned with employees, both as individuals, and as a group in attaining goals.

•       It is concerned with the development of human resources

•       PM covers all levels of employees and categories of employees. It covers both organized and unorganized employees

•       It applies to the employees in all types of organizations in the world

•       PM is a continuous process requiring constant reviewing, up gradation and integration

•       Aims at attaining the goals of an organization, individual working therein and society in an integrated way.

•       PM is a responsibility of all line managers and a function performed by staff managers across the organization

•       It is concerned with managing human resources at work

•       PM is the central sub-system of an organization

•       Pm aims at securing unreserved cooperation from all employees

Functions of Personnel Management

1. Managerial Functions

2. Operative Functions

1. Managerial Functions

a)      Planning

b)      Organizing

c)      Directing

d)      Controlling

2. Operative Functions

a)      Procurement functions

b)      Development

c)      Motivation and compensation

d)      Maintenance

e)      Integration function

f)       Emerging issues

b) Development

1. Training
2. Executive development
3. Career planning and Development
4. Human Resource Development

c) Motivation and Compensation

1. Job design
2. Work scheduling
3. Motivation
4. Job evaluation
5. Performance appraisal
6. Compensation and administration

                            Incentives and benefits

d) Maintenance

1. Health and safety
2. Employee welfare
3. Social security measures

e) Integration Function

1. Grievance redressal
2. Discipline
3. Teams and teamwork
4. Collective bargaining
5. Employee participation and empowerment
6. Trade unions and employee association
7. Industrial relations

f) Emerging Issues

1. Personnel records
2. Human Resource Audit
3. Human Resource Research
4. Human Resource Accounting (HRA)
5. Human Resource Information System (HRIS)
6. Stress and Counseling
7. International Human Resource Management

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