Recruitment can be defined as searching for and obtaining a pool of potential candidates with the desired

knowledge, skills and experience to allow an organization to select the most appropriate people to fill job
vacancies against defined position descriptions and specifications.

purpose of the selection process is to ensure that the best person or people are appointed to the role or roles
using effective, fair and equitable assessment activities.

Sourcing Candidates

This is the first step in the recruitment and selection process. Sourcing candidates means your employment
specialist is using a variety of methods to find suitable candidates for job vacancies. Sourcing can be done via
online advertising on job and career sites or professional networking and participation in trade associations.
Another creative sourcing technique employment specialists utilize is monitoring employment changes at industry
competitors to recruit applicants familiar with the same type of business you are operating.

Tracking Applicants

The next steps in the recruitment and selection process are tracking applicants and applications and reviewing
resumes. Applicant tracking systems (ATS) are becoming extremely helpful to employers, and this technology aids
in the management of job vacancies and applications for every open position. Employment specialists use ATSs to
review applications and resumes. Following your employment specialist's applicant review, he can then
decide which applicants he wants to interview. With some ATSs, applicants can track application status. An ATS can
be developed for organizations of any size, including small businesses.

Preliminary Phone Interview

Conducting a preliminary phone interview is essential for obtaining information about the applicant's
background, work history and experience. When your employment specialist conducts a preliminary interview, the
objective is to determine whether or not the applicant has the requisite skills and qualifications for the job
vacancy. Consistent with widely accepted human resources practices, the Texas Association of Counties
recommends, "A quick initial review will reveal those applicants who obviously do not meet the minimum
requirements for the job." While an employment specialist may probe further into the applicant's
experience and interpersonal skills, the purpose of this interview is to narrow the field of applicants to send for
consideration by the hiring manager.

Face-to-Face Interview and Selection

In this stage of the recruitment and selection process, the hiring manager reviews the applications and resumes
the employment specialist forwarded to her. The hiring manager invites the applicant to interview face-to-face;
communication about the interview and scheduling is generally handled by the employment specialist. This
ensures that all qualified applicants receive the same information. At times, the employment specialist will prepare
the applicant for the face-to-face interview. After the hiring manager interviews the applicant, she further narrows
the field of candidates from which to select for the job opening. In many companies, there is an additional
interview by the same hiring manager or perhaps a panel of interviewers.

Extending an Employment Offer

Once the hiring manager decides which candidate is most suitable for the job vacancy, it's time to inform
the candidate of pre-employment matters, such as background inquiries, drug tests and, if applicable, licensing
information. When recruiting for positions where you negotiate the terms of employment, compensation and
benefits, and other issues, a draft employment offer may change hands from the candidate to the employer until
the parties reach an agreement. An employment offer should always be in writing to document the terms of your
agreement with your prospective employee.
Criteria

Qualified Staff

An effective recruitment and selection program first needs qualified staff. An employment manager with expertise
in developing recruitment processes and proven management skills in leading recruiters and employment
specialists is one such program model. Alternatively, a generalist human resources manager capable of overseeing
both the strategic and functional aspects of recruitment and selection is another viable program. Recruiters and
employment specialists should have experience in full life-cycle recruiting, from sourcing candidates to post-hire
functions such as orientation, training and employee retention.

Legal Compliance

In addition to functional expertise, qualified recruiters, employment specialists and managers must be well-versed
in equal employment opportunity law and, if applicable, affirmative action provisions. An organizations success
may depend on its ability to recruit from a diverse pool of qualified applicants. Therefore, recruiters and
employment specialists must be familiar with EEO laws, fair employment practices related to recruiting and hiring,
and employment eligibility for work in the United States. The first opportunity at which employers can express
their commitment to equal opportunity is the recruitment and selection stage. This is a critical component for any
effective recruitment and selection program.

Workplace Guidelines

Workplace guidelines and policies support recruitment and selection concerning employee referral, policies for
transfers and promotion, rehire eligibility standards and employment eligibility. A sample workplace policy
required for an effective recruitment and selection program establishes processes for internal transfers and
promotions. Guidelines pertaining to employee tenure, performance and application for transfer or promotions
are necessary because they prevent confusion and add structure to the process for upward mobility among the
current workforce.

Pre-Employment Standards

Background investigations, reference checks, work history verification and drug screening are common pre-
employment standards. Certain industries and employment trends slightly affect criteria; however, basic pre-
employment standards function as checks and balances to ensure an organization makes wise hiring decisions.
Candidate testing is included among other criteria for consideration by human resources and employment
managers. Depending on factors such as positions, the type of industry and cost to administer, pre-employment
testing may be a viable consideration for some recruitment and selection programs.
Learning and development, a subset of HR, aims to improve group and individual
performance by increasing and honing skills and knowledge. Learning and development,
often called training and development, forms part of an organisations talent
management strategy and is designed to align group and individual goals and
performance with the organisations overall vision and goals.
2. ELEMENTS IN THE PROCESS OF LEARNING

a. Feedback

b. The Choice of Whole or Part Learning

c. The Role of Memory in Learning

3. Lifespan Development

4. Career Development

5. Self-Development

6. Employee Development

7. Staff Development

Performance management is an ongoing process of communication between a supervisor

and an employee that occurs throughout the year, in support of accomplishing the strategic
objectives of the organization. The communication process includes clarifying expectations,
setting objectives, identifying goals, providing feedback, and reviewing results.
The cycle includes Planning, Checking-In, and Review.

To begin the planning process, you and your employee review overall expectations,
which includes collaborating on the development of performance objectives. Individual
development goals are also updated. You then develop a performance plan that directs the
employee's efforts toward achieving specific results to support organizational excellence
and employee success.
Goals and objectives are discussed throughout the year, during check-in meetings. This
provides a framework to ensure employees achieve results through coaching and mutual
feedback.
At the end of the performance period, you review the employee's performance against
expected objectives, as well as the means used and behaviors demonstrated in achieving
those objectives. Together, you establish new objectives for the next performance period.
Incorporates Criteria from Job Descriptions
Includes various measures of performance
Includes Self-Assessment
Includes feedback from Peers and Direct Reports
May require review by senior leadership and/or HR
Conducted Annually, quarterly, or may have components throughout the year
Uses objective measurable criteria
PERFORMANCE MEASURES CRITERIA

15. STRATEGIC CONGRUENCE - the extent to which the performance management system elicits job
performance that is consistent with the organizations strategy, goals and culture. </li></ul>

16. VALIDITY - the extent to which a performance measure assesses all the relevant and only the
relevantaspects of job performance.

17. RELIABILITY - the consistency of a performance measure; the degree to which a performance
measure is free from random error.

18. ACCEPTABILITY -the extent to which a performance is deemed to be satisfactory or adequate by

those who use it. >

19. SPECIFICITY - the extent to which a performance measure gives detailed guidance to employees
about what is expected of them and how they can meet those expectations.

Human resource planning, or HRP, is the ongoing, continuous process of systematic planning
to achieve optimum use of an organization's most valuable asset

1. Assessing Human Resources

The assessment of HR begins with environmental analysis, under which the external
(PEST) and internal (objectives, resources and structure) are analyzed to assess the
currently available HR inventory level. After the analysis of external and internal forces
of the organization, it will be easier for HR manager to find out the internal strengths
as well as weakness of the organization in one hand and opportunities and threats on the
other. Moreover, it includes an inventory of the workers and skills already available within
the organization and a comprehensive job analysis.

2. Demand Forecasting
HR forecasting is the process of estimating demand for and supply of HR in an
organization. Demand forecasting is a process of determining future needs for HR in
terms of quantity and quality. It is done to meet the future personnel requirements of the
organization to achieve the desired level of output. Future human resource need can be
estimated with the help of the organization's current human resource situation and
analysis of organizational plans an procedures. It will be necessary to perform a year-by-
year analysis for every significant level and type.

3. Supply Forecasting
Supply is another side of human resource assessment. It is concerned with the estimation
of supply of manpower given the analysis of current resource and future availability of
human resource in the organization. It estimates the future sources of HR that are likely
to be available from within an outside the organization. Internal source includes
promotion, transfer, job enlargement and enrichment, whereas external source
includes recruitment of fresh candidates who are capable of performing well in the
organization.

4. Matching Demand And Supply

It is another step of human resource planning. It is concerned with bringing the forecast
of future demand and supply of HR.The matching process refers to bring demand and
supply in an equilibrium position so that shortages and over staffing position will be
solved. In case of shortages an organization has to hire more required number of
employees. Conversely, in the case of over staffing it has to reduce the level of existing
employment. Hence, it is concluded that this matching process gives knowledge about
requirements and sources of HR.

5. Action Plan
It is the last phase of human resource planning which is concerned with surplus and
shortages of human resource. Under it, the HR plan is executed through the designation
of different HR activities. The major activities which are required to execute the HR plan
are recruitment, selection, placement, training and development, socialization etc.
Finally, this step is followed by control and evaluation of performance of HR to check
whether the HR planning matches the HR objectives and policies. This action plan should
be updated according to change in time and conditions.

Employee relations - company's efforts to manage relationships between employers and

employees. An organization with a good employee relations program provides fair and consistent
treatment to all employees so they will be committed to their jobs and loyal to the company. Such
programs also aim to prevent and resolve problems arising from situations at work.

Disciplinary Process

Discipline is an approach used by management to modify undesirable performance and behavior

through the use of a corrective action process. At the onset of any employee performance or
conduct issues, supervisors are strongly encouraged to contact Employee Relations staff for
assistance. Employees should receive training, coaching, and constructive feedback to assist in
modifying their performance. Timely, appropriate, and continous feedback is essential to maintain
effective performance. Inappropriate behavior/performance must be evaluated on a case-by-case basis
and judged by the severity of the infraction.

Compensation and benefits refers to the compensation/salary and other monetary and non-monetary
benefits passed on by a firm to its employees. Compensation and benefits is an important aspect of HRM
as it helps to keep the workforce motivated. It helps give benefits to employees based on their
performance and actions and brings the best out the employees at workplace.

. Fixed pay: This is the basic salary paid to the employee irrespective of any other factor. This is stated clearly in the
employment contract. This is the compensation or salary or wage which an employee or a worker will definitely
get as long as he or she is an employee of the company

2. Variable Pay: This is the additional compensation paid to employee based on employees performance, company
performance etc. Since variable pay is based on the performance of an individual, it motivates the employees to
perform even better.
3. Equity Pay: Employees are awarded shares of the company, often at a discounted price. Employees are expected
to make money out of them by the appreciation of the stock price and the growth of the company. This is mostly
given to the senior management who have served the company for a long time

4. Other benefits: Benefits such as medical facilities, insurance policies, company owned car of flat etc all play an
important role in motivating employees. These benefits are given by the company as a part of recognizing the
services of an employee.

1. Understand the Budget

First, management must understand the budget. Before a company can pay workers for their services, they need
to know how much money they have available to spend. For Bill, he would need to determine how much money he
suspects he will have available to pay his new employees. So, if he projects $1000 in sales and has $200 in
expenses, he would have $800 left over to use for compensating his employees.

2. Put Someone in Charge

Second, management needs to put someone in charge. Many big companies have a department responsible for
paying employees with a management team overseeing the entire process. For a start-up business, like Bill's, often
times it's the owner that will be in charge of payroll.This means that he will have to be in charge of the budget and
will have to make sure each employee gets paid instead of relying of someone from HR.

3. Analyze the Jobs

Third, management needs to analyze the jobs. Before you can pay employees, you need to know what their job
duties and/or position is worth. This can be determined through surveys and data collected from companies within
the industry. The tasks the employee will be required to complete also play a role in deciding how much to
compensate for each position. For Bill, he might do some research on other furniture businesses and determine
how much their employees are getting paid. Using a comparison, he can determine how much he should pay his
employees.

4. Decide Levels

Deciding levels is the next step. More specifically, in large companies, there are often different levels of
employees. You might have new hires, executives, management, etc. A company with different levels may have a
pay range. For example, a new hire might only get paid between $25,000 and $30,000 a year, whereas a higher up
executive might be paid more like $120,000 and $140,000.

Career management can be defined as the process that plans and shapes the progression of individuals
within an organisation in accordance with the organisational needs and objectives, employees=
performance potential and their preferences.
Career Management is a life-long process of investing resources to accomplish your future career goals. It is a
continuing process that allows you to adapt to the changing demands of our dynamic economy.
The career management process embraces various concepts: Self-awareness, career development planning/career
exploration, life-long learning, and networking.