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IF YOU ARE DEDICATED IN YOUR 8 HOUR WORKDAY, SOMEDAY YOU WILL BE THE BOSS,

THEN YOU CAN WORK FOR 12 HOURS PER DAY!!!!

HUMAN RESOURCE MANAGEMENT

Chapter 3

p 36 - 59

Agenda
Background Background HR HR planning planning Recruitment Recruitment Selection Selection Training Training & & development development Performance Performance management management Conclusion Conclusion

AIM OF THE CHAPTER


To gain an understanding of the human resource management process.

HR

STUDY OBJECTIVES
Explain the HR planning process Describe the recruitment process Compile a job advertisement Describe the selection and interviewing process Conduct a selection interview Explain the phases of the training process Implement a performance management system Identify the rating errors when evaluating employee performance

HR PROCESS

HR planning

Recruitment

Selection

Training

Performance

HUMAN RESOURCE MANAGEMENT HR Management can be defined as all the processes, practices, systems and procedures implemented to attract, acquire, develop and manage human resources to achieve the goals of an organisation.

HUMAN RESOURCE PLANNING


HR Management can be defined as the process of systematically reviewing the current human resource profile and planning proactive actions to forecast future requirements in terms of human resources and skills needed, by taking cognisance of the external and internal environments..

HR PLANNING PROCESS
Review strategic business plan Develop strategic HR plan Set HR objectives

Develop EE plans

Conduct HR forecasting

Compile skills profile

Develop HR action plans

Implement action plans

Monitoring & evaluation

RECRUITMENT
Recruitment is the process of attracting applicants who may comply with the criteria of a position to be filled in a company. Purpose: To invite, in a relatively costeffective manner, a pool of job applicants who are potentially qualified to do a particular job. Inside or outside.

RECRUITMENT

Internal recruitment

External recruitment

ADVERTISING
Title should be clear and specific Layout should be attractive & interesting Location of the job should be indicated Any special demands - travelling Type of organisation Brief summary of the job / main functions Particular job requirements

ADVERTISING
No grammar, spelling or technical errors Contact information Realistic closing date Information on organisation culture No discriminatory language Other?

SELECTION INTERVIEW
It is a discussion between an interviewer (or interviewers) and interviewee(s) about a particular position.

Individual

Panel

TYPES OF QUESTIONS
CLOSED QUESTIONS One specific answer: Have you completed any safety courses? OPEN-ENDED QUESTIONS Comprehensive answer: What do you think is the most important challenge in the field of engineering today?

INTERVIEW PROCESS
1. BEFORE = Interview preparation (P43) 2. DURING = Implementation 3. AFTER = Follow-up

PREPARATION - BEFORE
Effective short listing completed candidates invited. Scheduling - enough time Review CVs day before & morning - make notes of key aspects Make arrangements - privacy Candidates are well informed Inform all affected personnel

IMPLEMENTATION - DURING
Welcome the candidate & introduction Start with easier questions first Be friendly and show interest Let interviewee do most of the talking Listen and make notes Pose questions - clear & unambiguous Do not interrupt interviewee Do not ask leading questions Give chance to interviewee to ask questions End on a positive note - thank

IMPLEMENTATION - AFTER
Assess the outcome of the interview Do a reference check Make a final selection decision Keep records Inform candidates Prepare a written offer of employment

TRAINING IN CONTEXT
Development

Education

HE

Training

TRAINING LEGISLATION
NSB SGB

SAQA

SDA

ETQA

SETA

Skills Development Act


Appoint facilitator company Training committee all stakeholders Pay skills development levies SARS Align skills development company goals Skills audit gap Workplace skill plan to address gap Liaise with SETA/s

Skills Development Act


Design and present OBE programmes Develop quality management system Submit plan and report - SETA Align training unit standards Implement learner support mechanisms Learnerships Keep up with developments

TRAINING PROCESS
Needs analysis Design & development

Evaluation

Presentation

Training needs analysis


Business and performance data
Particular training need

Trend and market analysis


Analysing potential training needs

Interviews
Every workers input

Focus groups
discussion

Questionnaires
Analyse training needs

Training design and development


Formulate Training objectives
Ask questions What do you want to achieve?

Course development
Content manual develop

Training techniques
Fit for purpose

Training plan
Comprehensive outlay of plan

Training presentation
Learning environment Presentation / facillitation

TRAINING PRESENTATION
Prepare the content Forceful introduction - interesting Positive attitude & enthusiasm Training aids Vary tone of your voice Practical examples Needs of people - questions Eye contact Facilitate, not criticise Ask questions Conclude

LEVELS OF EVALUATION
Reaction Eval feelings and perception Learning Eval knowledge and skills Behaviour Eval change for better Results Eval- impact
(Donald Kirkpatrick)

PERFORMANCE MANAGEMENT
A continuous process, supported by an effective and streamlined system, which is in the first place developmentally focused and implemented as a management accountability. It is manifested in both formal and informal interactions between manager and subordinate, and it is the basis of a line management-HR management interface, serving as the basis for other HR management decisions. Doug Watt

PROCESS OF PERFORMANCE MANAGEMENT

Planning

Support

Review

Discussion

Followup

OBJECTIVES OF PM
Create a supportive environment - culture Establish standards & criteria Ensure implementation of plans & strategies Provide feedback to employees Promote development of people Improve career development Improve communication & relationships Establish a framework - pay & performance

PERFORMANCE PLAN
1. Purpose of the job 2. Critical performance areas (CPA) 3. Tasks 4. Performance standards

GUIDELINES - PERFORMANCE STANDARDS


Describe those behaviours & results = minimum acceptable performance Clear language - specific behaviours & actions Specific terms - measurable features: QQCT Standards must be realistic Describe the characteristics of performance Accomplishment of company objectives

PERFORMANCE SUPPORT
Provide the necessary resources Be available - guidance, support, coaching Regular meetings & discussions Continuous feedback on performance Opportunities - job enrichment & challenge Give authority to employees - decisions

PERFORMANCE SUPPORT
Make notes - successes & problems Encourage innovative thinking & creativity Training & development opportunities Reward performance - recognition Take corrective action - deviations from performance standards

PERFORMANCE REVIEW
Bias, prejudice & stereotyping Trait assessment Halo effect Leniency Strictness Central tendency Errors of logic Similarity Contrast Political considerations

PERFORMANCE DISCUSSION
1. 2. 3. 4. 5. 6. State the purpose of the discussion Get the employee talking Focus on specific issues Give feedback on performance Set mutual specific goals Close the discussion

Follow-up
Review performance
Achieving goals

Decide together
Support needed Training

Development opportunities

Process Planning is important

...but execution is what ultimately matters

CONCLUSION
HR Management forms an integral part of engineering management. By managing human resources effectively, engineers will be able to utilise, develop and manage organisations human resources to contribute to organisational goals and objectives.