Transcript Human Resource Management

Human Resource Management
Human Resource Management (HRM) –
all the activities involved in acquiring,
maintaining
and
developing
an
organization’s human resources.
Previously called Personnel Management
and/or Staffing
HRD Societies
ASHRM – Arabian Society for Human Resource
Development (Saudi Arabia)
BSTD – Bahrain Society for Training and
Development
BMS – Bahrain Management Society
IFTDO – International Federation of Training and
Development Organizations (US)
HRM Activities
Acquisition includes planning and various
activities that lead to hiring new personnel which
may include:
 HR Planning – determining the firm’s needs
 Job Analysis – determining the exact nature of the jobs
to be filled
 Recruiting – attracting people to apply for positions in
the firm
 Selection – choosing and hiring the most qualified
applicants
 Orientation – introducing new employees to the firm
HRM Activities. . .
(continued)
Maintenance activities consist primarily of
encouraging employees to remain with the firm
and to work effectively by using a variety of HRM
programs which may include:
 Employee Relations – increasing job satisfaction
 Compensation – rewarding employee effort through
monetary payments
 Benefits – providing rewards to ensure employees’
well-being
HRM Activities. . .
(continued)
Development is concerned with improving
employees’ skills and expanding their
capabilities and may include:
Training and Development – teaching
employees new skills, new jobs and more
effective ways of doing their current jobs.
Performance
Appraisal
–
assessing
employees’ current and potential performance
levels.
Responsibility for HRM
• In small firms, handled by owner
• When firm grows, HR manager is appointed.
• In general, HRM is a shared responsibility
between line managers and HRM specialists.
 Planning and job analysis – HR specialists with line
managers
 Recruiting and selection – HR specialists with line
managers helping in the final hiring decision
Responsibility for HRM. . .
(continued)
 Orientation – HR specialists devise program and line
managers carry it out
 Compensation
and Benefits – designed and
administered by HR specialists, but line managers make
recommendations for pay increases and promotions
 Training and Development – HR staff and line
managers
 Performance Appraisals – HR staff design appraisal
system and line managers carry it out
Human Resource Planning
Human Resource Planning is the
development of strategies to meet a firm’s
future human resource needs.
Forecast the future HR demand for the firm –
use the overall strategic plan for guidance
Forecast if the needed HR’s will be available
Match supply with demand
Human Resource Planning. . .
(continued)
Forecasting HR Demand:
 Overall strategic plan will provide information about
future business ventures, new products, projected
expansions and contractions of product lines.
 Info on past staffing levels, evolving technologies,
industry staffing practices, and projected economic
trends.
 Increase and decrease in proportion to sales revenue.
 Computer-based models are available.
 HR Specialists use all of this info to project the number
of employees needed and their qualifications
(experience, knowledge and skills).
Human Resource Planning. . .
(continued)
Forecasting HR Supply:
 Must examine present work force and allow for
promotions, retirements and exits.
 Must examine present work force to determine who
may be retrained to perform required jobs. (need 200 faculty by
2010; have 100 employed)
 Replacement Chart – a list of key personnel and their
possible replacements.
 Skills Inventory – a computerized data bank
containing information on skills and experiences of all
present employees. (Knowledge Management)
Human Resource Planning. . .
(continued)
Matching Supply with Demand:
 Demand greater than Supply – must recruit new
employees. Action depends on position to be filled –
senior positions sooner
 Demand lower than Supply – must reduce work force
size by some method:
o Lay offs – used when oversupply is temporary
o Attrition – employees who retire, die or move to another firm
are not replaced
o Early retirement – encourage employees to leave at earlier age
at full benefits
o Firing – final solution, very negative effects on firm
Job Analysis
Job Analysis is a systematic procedure for studying
jobs to determine their various elements and
requirements.
 Job Description is a list of elements that make up a
particular job.
 Job Specification is a list of the qualifications required
to perform a particular job.
Job Analysis is the basis for recruiting and selecting
employees for existing or new jobs and is used to
prepare job evaluation forms and to determine
compensation levels.
Recruiting, Selection & Orientation
Recruiting is the process of attracting qualified job
applicants.
 Attract the ‘right number’ of applicants
 External Recruiting – attracting job applicants from
outside the firm
 Internet (Monster.com,
bayt.com, HotJobs.com, CollegeGrad.com,
CareerBuilder.com, Dice.com, AfterCollege.com, TheLadders.com)
 Newspapers, private and public employment agencies, college
campuses, recommendation of present employee, conducting
open houses, etc.
Recruiting, Selection & Orientation (continued)
 Internal Recruiting is the practice of considering
present employees for available positions.
 Job Posting – informing current employees of job
openings
 Good way to retain quality employees
 Primary disadvantage is two employees to be
retrained and still cost of recruiting for the open
position
 Sometimes impossible to recruit internally due to
nature of job
Recruiting, Selection & Orientation
(continued)
 Selection is the process of gathering information
about applications for a position and then using
that information to choose the most appropriate
applicant.
 Information is collected through:
 Employment application (resume)
 Employment tests (aptitudes, skills, abilities, knowledge, basic
IT skills)
 Interview – (structured interview format for comparison)
 References – personal and professional
Recruiting, Selection & Orientation
(continued)
 Orientation is the process of acquainting
new employees with the organization.
 Make employees familiar with the simple items
such as where is the cafeteria to more
complicated issues such a the promotion ladder,
etc.
 Can be a ½-hour informal program or may run
for 2-3 days depending on the company.