Name : Aung Ko Ko Phyo

Batch : 12

Module No : Introduction to HR

Course : Professional Diploma in Business Management

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Contents
SECTION (1) The role and importance of HRM in organization........................................................................................ 2
1.1 The Basic Concept of HRM and its Role Functions in an Organization .................................................................. 2
1.2 Importance of HRM in an Organization.................................................................................................................. 3
1.3 The role and Responsibilities of HR department and HR Specialists ..................................................................... 4
1.4 The HR policy and effects of a good HR policy ....................................................................................................... 8
SECTION (2) The HRM process in organization ................................................................................................................ 9
2.1 Job Analysis, Job Description and Job Specification with Example ........................................................................ 9
2.2 Personnel Planning, Recruiting, Candidate Testing, Selection and Interviewing Candidates .............................. 14
2.3 HRM Process ......................................................................................................................................................... 17
(1) Training and Developing Employee................................................................................................................... 17
(2) Performance Appraisal ...................................................................................................................................... 18
(3) Employee Compensation and Benefit............................................................................................................... 18
(4) Employee Health and Safety ............................................................................................................................. 19
(5) Industrial Relations ........................................................................................................................................... 19
SECTION (3) HRM Plan of Company “Cho Cho Co., Ltd” ................................................................................................ 19
SECTION (1) The role and importance of HRM in organization

1.1 The Basic Concept of HRM and its Role Functions in an Organization
A process to get the goals by taking employees and organizations all together is called Human Resource
Management (HRM). It affected the management of HR (human resources) and also achieves the best of
employees’ cooperation in an association. There are four components such as planning, developing,
attracting and retaining consists in the HRM role functions in an organization (archanashri2748, n.d.).

HR Planning

 Strategic HR Planning - By planning for the upcoming employees desires of an association (Jain,
2008).
 Job Design - It always accomplished until recruitment process. Job Design also need to describe the
work that desires to be accomplished by an employee and identifying the requirements that
matching with job categories (Jain, 2008).

Attracting Employees

 Recruitment - According to a human resource plan by developing a collection of job applicants. Its
purpose to specify management with suitable applicants from which they can choose certified
employees from internal or external organization (Jain, 2008).
 Selection - The multiple processes by means of if organization determines to give a job offer to
select best applicant and the applicant decides certainly to accept it (Jain, 2008).

Developing Employees

 Orientation - A process or program arranged to help new employees can easily understand the job
nature and also to know about the organization (Jain, 2008).
 Training - A program or process to build up new or current employee achievement (Jain, 2008).
 Development - A process or program that arranged to improve employee’s skills and approaches
needed for work or organization (Jain, 2008).
 Performance Appraisal - A process or program that providing feedback to assistants considering
their performance on the job based on informal and formal. (Jain, 2008)
Retaining Employees

 Compensation - Unexceptional and fair reward for their improvement in the accomplishment of
organization objectives (Jain, 2008).
 Labor relations – It leads to allowing the effectiveness of agreements, adjusting for the pattern
bargaining agreement and other things of action (Jain, 2008).
 Maintenance - It provides safety and health programs, career counseling services to employees
and also commits the deprecations of absence and detention (Jain, 2008).
 Separation - The process of rebuilding employees in organization are as follows:
o employees should be fired for a reason or purpose
o For old employees as care retirement plan must be arranged when leave the organization
(Jain, 2008)

1.2 Importance of HRM in an Organization

A good team of working professionals cannot build without good Human Resources in an
organization. Hire employee, train to improve their skills, motivating employees, safety, workplace
communication, performance appraisals is involved as the main function of the HRM (Human Resources
Management) team. The profitable developments of these functions are specified as below
(Administrator, 2017):

Recruitment and Training

It is important efficiencies of the HR team. For hiring the right person, HR managers need to turn up
with strategies and plans and also prepare the rules for a definite job description. Another duties related
to enrollment consists of preparing the agreement of an employees and the amplitude of duties assigned
to them. Related with these two things, the bond of an employee with the organization or company is
prepared and if needed, company will provide training to the staffs based on the requirements of the
association. So, the staff can get the chance to improve their skills and also will help them to accept some
new positions (Administrator, 2017).

Performance Appraisals

HRM develops the employees by acting as to work balanced to their current job responsibilities and
also offers new idea that can support them to improve their skills in an organization. The team
interconnects with all of the staff independently from occasionally and provides all the necessary
information regarding their performances and also defines their respective roles.
Maintaining Work Atmosphere

This is a vital aspect of HRM because the performance of an individual in an organization is largely
driven by the work atmosphere or work culture that prevails at the workplace. A good working condition is
one of the benefits that the employees can expect from an efficient human resource team. A safe, clean
and healthy environment can bring out the best in an employee. A friendly atmosphere gives the staff
members’ job satisfaction as well (Administrator, 2017).

Managing Disputes

In an organization, there are several issues on which disputes may arise between the employees
and the employers...

Developing Public Relations

The responsibility of establishing good public relations lies with the HRM to a great extent. They
organize business meetings, seminars and various official gatherings on behalf of the company in order to
build up relationships with other business sectors. Sometimes, the HR department plays an active role in
preparing the business and marketing plans for the organization too (Administrator, 2017).

Any organization, without a proper setup for HRM is bound to suffer from serious problems while
managing its regular activities. For this reason, today, companies must put a lot of effort and energy into
setting up a strong and effective HRM (Administrator, 2017).

1.3 The role and Responsibilities of HR department and HR Specialists

The Human Resources department can be overlooked at new or expanding businesses. In fact, an effective
HR team can be among a growing firm’s most important assets. It can help protect a company from
liability, maintain a satisfied workforce and bring the brightest talent to a company. By its nature, the HR
department will take on a variety of responsibilities that can boost a company’s ability to grow (Bolger,
n.d.).

Recruiting and Hiring - More than filling an open position, the recruiter’s job is also to help the
organization define its positions. A recruiter can help determine if a role should be full- or part-time, as
well as evaluating if positions can be outsourced or handled by contractors. In hiring a new employee, a
recruiter can research similar positions at other companies, helping determine the qualifications and
compensation for the role. Finally, the recruiter plays a key role as a gatekeeper, assessing whether job
candidates will be good fits for the company culture and justify the company’s investment in hiring and
training (Bolger, n.d.).

Benefits and Compensation - In start-ups and very small firms but also sometimes in larger companies, HR
responsibilities often center around processing payroll and managing employee benefits. As a company
grows, these tasks can take on a strategic focus. HR staff can begin to focus on developing systems and
choosing vendors who help contain costs and increase the flexibility of the company. HR can also play a
key role in analyzing a company’s pay scale, track industry trends for compensation and benefits offered to
employees, and ensure compliance with payroll and benefit regulations (Bolger, n.d.).

Compliance and Protection - Discrimination, harassment, unfair practices-these terms have become all
too familiar in today’s workplace. Human Resources can help protect a growing company by developing
and enforcing standards that govern how employees interact on the job. These guidelines, supported by
company-wide training on appropriate workplace behavior, can help protect the company from legal
liability and help create a more pleasant and productive workplace (Bolger, n.d.).

Employee Development - In a fast-paced business environment, people are more important than job
descriptions. Organizations may find an employee’s role changing from week to week, if not day to day.
The HR department can take on the challenge of providing employees with the new information and skills
they will need to thrive as the company changes. The department can also help employees set and achieve
individual career development goals, leading to increased job satisfaction as workers see opportunities for
personal success (Bolger, n.d.).

Internal Communication - The Human Resources department can play a key role in communicating an
organization’s goals and expectations to workers. HR staff may produce a company newsletter or
magazine, filled with events, opportunities, news and useful information that helps employees accept and
understand what the organization needs from its workforce. In addition, HR staff members are able to
keep an ear to the ground, keeping tabs on the company rumor mill and helping management respond to
misconceptions among employees (Bolger, n.d.).

HR Specialist Roles
 HR specialists may also be called upon to focus their efforts on one of the following areas of HR:
(Unknown, www.humanresourcesedu.org, n.d.)

Workforce Planning and Employment

 Implementing the organization’s recruiting strategy

 Interviewing applicants
 Administering pre-employment tests
 Assisting with completing background investigations
 Processing transfers, promotions, and terminations (Unknown, www.humanresourcesedu.org, n.d.)

HR Development

 Conducting training sessions

 Administering on-the-job training programs
 Evaluating the effectiveness of training programs
 Maintaining records of employee participation in all training and development programs
(Unknown, www.humanresourcesedu.org, n.d.)

Total Rewards

 Analyzing job duties

 Writing job descriptions
 Performing job evaluations and job analyses
 Conducting and analyzing compensation surveys (Unknown, www.humanresourcesedu.org, n.d.)

Employee and Labor Relations (union environments)

 Interpreting union contracts

 Helping to negotiate collective bargaining agreements
 Resolving grievances
 Advising supervisors on union contract interpretation (Unknown, www.humanresourcesedu.org,
n.d.)

Employee and Labor Relations (non-union environments)

 Assisting with processing employee grievances

  Overseeing engagement programs and other employee relations work (Unknown,
www.humanresourcesedu.org, n.d.)

Risk Management

 Developing and administering health and safety programs

 Conducting safety inspections
 Maintaining accident records
 Preparing government reports as to remain in compliance (Unknown,
www.humanresourcesedu.org, n.d.)

Job Duties and Responsibilities of Human Resources Specialists

The work of human resources specialists begins when a position with the organization needs to be
filled. These HR specialists, at this time, may do every from creating and placing job posts to visiting job
fairs to find the right candidate. Once a pool of potential candidates has been assembled, HR specialists
then sort through them, scheduling and conducting interviews. In larger organizations, senior HR members
may be responsible for the interviewing process, although HR specialists in smaller companies are often
responsible for this step in the hiring process (Unknown, www.humanresourcesedu.org, n.d.).

When not hiring, placing, and orienting new employees, HR specialists often oversee current
employee satisfaction and productivity, ensuring that the workplace is always running efficiently
(Unknown, www.humanresourcesedu.org, n.d.).

Human resources specialists work under HR directors and managers. During the hiring process,
they generally consult with members of the management team to ensure that the right candidates are
being placed into the right position. Thus, their job duties frequently involve consulting with the
appropriate HR managers (Unknown, www.humanresourcesedu.org, n.d.).

Daily job duties of human resources specialists include:

 Preparing or updating employment records related to hiring, transferring, promoting, and

terminating
 Explaining human resources policies, procedures, laws, and standards to new and existing
employees
  Ensuring new hire paperwork is completed and processed
 Informing job applicants of job duties, responsibilities, benefits, schedules, working conditions,
promotion opportunities, etc.
 Addressing any employment relations issues, such as work complaints and harassment allegations
 Processing all personnel action forms and ensuring proper approval
 Overseeing hiring process, which includes coordinating job posts, reviewing resumes, and
performing reference checks (Unknown, www.humanresourcesedu.org, n.d.)

1.4 The HR policy and effects of a good HR policy

HR policies are official guidelines and rules that are put into place by a company’s HR department
to hire, train, evaluate and reward staff (Sheahan, 2017). In a small business environment, the human
resources department deals with all aspects of employee relations. Tasks vary by company, but typically
include the staffing and operations of the business. HR policies help keep employees on the same page
and streamline the day-to-day operation of the business. Without these policies, employees might get
confused about the company’s culture and expectations, resulting in a chaotic work environment
(Ferguson, n.d.).

Recruitment and Employment - Advertising for and hiring employees is a core HR function. Human
resources policies that include what goes into the recruitment and selection process inform employees of
the company’s expectations and procedures. This is particularly useful if an employee wants to refer a job
applicant to your company (Ferguson, n.d.).

Rehires and Promotions - Human resources policies explain the company’s stance on rehires and
promotions. This includes the grounds for rehiring a terminated worker and the process for moving up in
the company. Typically, employees who leave the company in good standing are eligible for rehire, and
employees who have performed satisfactorily or above expectations receive promotions. These policies
include what employees need to do to be considered in these instances (Ferguson, n.d.).

Compensation and Evaluations - Human resources staffers use a combination of job analysis techniques
and market surveys to determine the amount to compensate an employee while remaining competitive
within the workforce. Further, the department establishes policies that address the evaluation and
management of employee performance. While the policies do not state the amount employees receive,
they do state that employees are compensated according to their skills, efforts and scope of
responsibilities. This informs employees of the basis for compensation (Ferguson, n.d.).
Training and Development - HR policies include provisions for training and professional development so
employees know the resources that are available to them. These policies also help reassure new
employees, as well as those who have been given added responsibilities, that assistance is available
(Ferguson, n.d.).

Employee Issues - HR policies inform employees about how to handle problems at work. Whether the
issue involves coworkers, management or the work itself, employees want to know that they have
someone they can share their concerns with in private. The policy outlines the chain of command in
handling problems, such as the employee approaching her supervisor or manager first, or going directly to
HR (Ferguson, n.d.).

Company Rules - HR policy manuals outline internal policies and the company’s code of ethics. This
includes items such as dress code, professionalism, vacation time, personal and sick time, holidays,
workplace safety, discrimination, and how to interact with co-workers and customers. Ethics is particularly
important because it tends to vary from person to person. By outlining what constitutes good behavior in
your company, employees know what’s expected of them (Ferguson, n.d.).

Labor Law Application - Labor laws are vast and complex. Human resources policies include posting a
breakdown of laws so employees understand how the laws apply to them. Policies dealing with minimum
wage, overtime, record-keeping, employee benefits and breaks clarify what employees are entitled to and
how to do their part to ensure timely paychecks, such as submitting time cards to the payroll department
on time (Ferguson, n.d.).

Grounds for Termination - HR policies state the grounds for which an employee can be terminated.
Explaining grounds for termination helps protect the company if from retribution if an employee was fired
for violating policies clearly stated in the company manual (Ferguson, n.d.).

SECTION (2) The HRM process in organization

2.1 Job Analysis, Job Description and Job Specification with Example
Job analysis is primary tool in personnel management. In this method, a personnel manager tries to
gather, synthesize and implement the information available regarding the workforce in the concern. A
personnel manager has to undertake job analysis so as to put right man on right job. There are two
outcomes of job analysis. A Personnel Manager carried analysis in two ways (potawad, 2012):

 Job description
  Job specification (potawad, 2012)

Job Description

Job description implies the enumeration and description of each operation in a job and responsibilities
involved in performing are also outlined. It lists out required materials, tools, equipment and machinery
for each job. The purpose of Job description is to identify a job. It is served by providing an identifiable
descriptive title to each job. Job description implies recording of the following data concerning each job
analyzed (potawad, 2012).

 Principal duties to be performed and responsibilities involved are outlined (potawad, 2012).
 Operations involved in each job are listed in proper sequence (potawad, 2012).
 Requisite materials, equipment, machinery and tools etc. are listed (potawad, 2012).
 Conditions of work, i.e. surroundings, the time of work etc. are stated (potawad, 2012).
 Relations of various related jobs are indicated (potawad, 2012).
 Mental and physical abilities for performing each operation are listed. The kind of training and the
length of experience required are also indicated (potawad, 2012).
 Wages payable along with other fringe benefits are stated (potawad, 2012).

Job Description is an organized factual statement of job contents in the form of duties and
responsibilities of a specific job. The preparation of job description is very important before a vacancy is
advertised. It tells in brief the nature and type of job. This type of document is descriptive in nature and it
constitutes all those facts which are related to a job such as (potawad, 2012):

 Title/ Designation of job and location in the concern

 The nature of duties and operations to be performed in that job
 The nature of authority- responsibility relationships
 Necessary qualifications that are required for job
 Relationship of that job with other jobs in a concern
 The provision of physical and working condition or the work environment required in performance
of that job (potawad, 2012)

Job description includes basic job-related data that is useful to advertise a specific job and attract a
pool of talent. It includes information such as job title, job location, reporting to and of employees, job
summary, nature and objectives of a job, tasks and duties to be performed, working conditions, machines,
tools and equipment to be used by a prospective worker and hazards involved in it (potawad, 2012).
Examples of Job Description

JOB DESCRIPTION OF ASST. LIBRARIAN - INFORMATION SECTION

Job Title ►Asst. Librarian – Information Section

Class Title ►Assistant Librarian

Reports to ►Librarian / Head – Reference Section

Supervises ►Information Assistant, Library Assistant

Summary ►Asst. Librarian - Information Section directs the provision of reference and information
services and supervises information

Qualifications ►He should be acquainted with developments and trends in the field of reference and
information services.

►He should be service oriented and helpful by nature. He should be familiar with
resources, knowledgeable and possess experience.

►He should be M.Sc. OR B.Lib.Sc with 55% marks

Duties ►Establishes and plans information services. Establishes and plans user education
programed.

►Develops and administers policies pertaining to services and staff

►Assist the users in the use of catalogue

►Assist the users in the location of materials

►Receives book requests; edits and compiles the forms with additional bibliographic
information

►Answer telephone calls

►Provides ready reference service

►Gives directional information

►Screens information requests for long range reference service

 ►Overall supervision of the section

►Receives and responds to serious complaints from users and staff

►Provides user education

►Prepares, reports and statistics

►Attends conferences and meetings

►Supervises work of other staff in the section

►Prepares section budget; reviews and reports on budget periodically

►Assists and recommends to the librarians about policies and produces relating to the
section

►Selects reference books

Salary ►US$ 1400-1800 (potawad, 2012)

Job Specification

Job Specification specifies information about the skills or qualities required for doing the job. Job
Specification is also called as Man or Employee Specification. Job Specification is prepared on the basis of
Job Description. Job Specification is a statement which tells us minimum acceptable human qualities which
helps to perform a job. Job specification translates the job description into human qualifications so that a
job can be performed in a better manner. Job specification helps in hiring an appropriate person for an
appropriate position. The contents are (potawad, 2012):

 Job title and designation

 Educational qualifications for that title
 Physical and other related attributes
 Physique and mental health
 Special attributes and abilities
 Maturity and dependability
 Relationship of that job with other jobs in a concern (potawad, 2012).

Job Specification also known as employee specifications, a job specification is a written statement of
educational qualifications, specific qualities, level of experience, physical, emotional, technical and
communication skills required to perform a job, responsibilities involved in a job and other unusual
sensory demands. It also includes general health, mental health, intelligence, aptitude, memory, judgment,
leadership skills, emotional ability, adaptability, flexibility, values and ethics, manners and creativity, etc.
(potawad, 2012).

Examples of Job Specification

JOB SPECIFICATION OF ASSISTANT LIBRARIAN

Job Title ►Assistant Librarian

Qualification ►Master Degree in Library & Information Science with at least 55% marks

Experience ►Minimum 2 years’ experience in reputed Library in education field

Special attributes ►Well versed in computerized environment like MS Word, Acrobat Writer, familiar
with Lotus Notes

►Good interpersonal skills and communicational skills

Physical attributes ►Should have good physique with minimum height 165 centimeters and weight 65
kilograms

Job Profiles ►Looks after overall functioning of the library

►Establishes and plans information services.

►Establishes and plans user education programmed.

►Develops and administers policies pertaining to services and staff

►Monitors and develops on-going services.

►Looks after circulation services

►Manage PHL Libraries

►Circulate Library updates

►Provide reference to staff

►Assists Librarian in the location of materials and for compilation of Bibliographies

 ►Maintenance of issue records, charging and discharging books

►Accessioning of books, registration of Periodicals

►Inter-Library Loan work

►Shelving of books and periodicals

Reporting to ►Librarian (potawad, 2012)

2.2 Personnel Planning, Recruiting, Candidate Testing, Selection and Interviewing Candidates
Personnel Planning

Personnel planning is the first step in the recruiting and selection process. It is the process of
determining an organization’s human resource needs. By such planning an organization ensures that it has
right number and kinds of people. Employment or personnel planning is the process of deciding what
positions the firm will have to fill and how to fill them. However, most firms call the “process through
which senior-level openings are planned for and eventually filled” as succession planning (Unknown,
www.assignmentpoint.com, n.d.).

Recruiting

Recruitment is the process of finding and attracting qualified applicants for employment. It is the
discovering of potential candidates for actual or anticipated organizational vacancies. The process begins
when new recruits are sought and ends when their applications are submitted. The result is the pool of
qualified applicants from which new employees are selected (Unknown, www.assignmentpoint.com, n.d.).

Effective Recruiting - The effectiveness of recruiting lies initially with the number of applicants generated
by the recruitment process. The more applicants you have, the more selective you can be in your hiring.
Recruitment is a more complex activity than most managers think it is (Unknown,
www.assignmentpoint.com, n.d.).

Sources of recruitment - There are basically two sources of supply from where potential employees can be
drawn. These are-

 Internal Sources
 External sources
Internal Sources: Internal sources indicate recruiting qualified people from within the organization itself.
Whenever any vacancy occurs, someone from within the organization is upgraded, promoted or
transferred to another department. It uses internal circulation of job vacancy notice, reference from
employees, job rotation or transfer. It is a no cost source and it provides dependable candidate
information (Unknown, www.assignmentpoint.com, n.d.).

External sources of recruitment: Recruiting from outside the organization is known as external source. It
uses advertising, job agencies, educational and vocational institutes etc. (Unknown,
www.assignmentpoint.com, n.d.).

Candidate Testing

A variety of tests may be given upon successful completion of an interview. These employment
tests can gauge a person’s KSAOs in relation to another candidate. The major categories of tests include
the following (Unknown, open.lib.umn.edu, n.d.):

 Cognitive ability tests

 Personality tests
 Physical ability tests
 Job knowledge tests
 Work sample

A cognitive ability test can measure reasoning skills, math skills, and verbal skills. An aptitude test
measures a person’s ability to learn new skills, while an achievement test measures someone’s current
knowledge. Depending on the type of job, one or both will be better suited (Unknown, open.lib.umn.edu,
n.d.).

Personality tests such as Meyers-Briggs and the “Big Five” personality factors may be measured and
then compared with successful employee scores. For example, The University of Missouri Health Care
system recently launched a patient satisfaction initiative as part of its strategic plan. The plan includes
training for current employees and personality testing for nursing, managerial, and physician candidates
(Silvey, 2011). The goal of the test is to assess talent and to see if the candidate has the potential to meet
the expectations of patients. They hired a private company, Talent Plus, who conducts the test via phone
interviews. However, many companies administer tests themselves, and some tests are free and can be
administered online (Unknown, open.lib.umn.edu, n.d.).
 A job knowledge test measures the candidate’s level of understanding about a particular job. For
example, a job knowledge test may require an engineer to write code in a given period of time or may ask
candidates to solve a case study problem related to the job (Unknown, open.lib.umn.edu, n.d.).

Work sample tests ask candidates to show examples of work they have already done. In the
advertising business, this may include a portfolio of designs, or for a project manager, this can include past
project plans or budgets. When applying for a pharmaceutical representative position, a “brag book” might
be required (Hansen, 2011). A brag book is a list of recommendation letters, awards, and achievements
that the candidate shares with the interviewer. Work sample tests can be a useful way to test for KSAOs.
These work samples can often be a good indicator of someone’s abilities in a specific area. As always,
before looking at samples, the interviewer should have specific criteria or expectations developed so each
candidate can be measured fairly (Unknown, open.lib.umn.edu, n.d.).

Selection

Recruitment and Selection are not synonymous. Recruitment means announcing job opportunities
to the public in such a way that a good number of suitable applicants will apply for them. Once a pool of
suitable applicants are created through recruiting, the process of selecting applicants begin. Selection is
the process of choosing the best one from among a number of alternatives. The process begins when
recruits apply for employment and ends with the hiring decision. The objectives of selection process are to
select a candidate whose success probability in the job is the highest, and motivate right candidates to opt
for vacancy by proper presentation of the organization to the potential candidates (Unknown,
www.assignmentpoint.com, n.d.).

Interviewing Candidates

Interviewing people costs money. As a result, after candidates are selected, good use of time is
critical to making sure the interview process allows for selection of the right candidate. In an unstructured
interview, questions are changed to match the specific applicant; for example, questions about the
candidate’s background in relation to their résumé might be used. In a structured interview, there is a set
of standardized questions based on the job analysis, not on individual candidates’ résumés. While a
structured interview might seem the best option to find out about a particular candidate, the bigger
concern is that the interview revolves around the specific job for which the candidate is interviewing. In a
structured interview, the expected or desired answers are determined ahead of time, which allows the
interviewer to rate responses as the candidate provides answers (Unknown, open.lib.umn.edu/, n.d.).

Types of Interviews

Interview processes can be time-consuming, so it makes sense to choose the right type of
interview(s) for the individual job. Some jobs, for example, may necessitate only one interview, while
another may necessitate a telephone interview and at least one or two traditional interviews. Keep in
mind, though, that there will likely be other methods with which to evaluate a candidate’s potential, such
as testing. Here are different types of interviews (Unknown, open.lib.umn.edu/, n.d.):

 Traditional interview
 Telephone interview
 Panel interview
 Information interview
 Meal interviews
 Group interview
 Video interviews
 Nondirective interview (sometimes called an unstructured interview) (Unknown,
open.lib.umn.edu/, n.d.)

2.3 HRM Process

(1) Training and Developing Employee

The training process continues when an employee goes to in-house and external training programs.
Each learning situation should help an employee move from her present skill level to a desired skill level.
Although learning activities vary, an employee should exit all experiences more skilled or knowledgeable in
the subject matter (Bianca, 2017). Once an employee receives training at the onset of a job, he needs time
to develop himself in his position. His supervisor monitors his progress to ensure that he can apply his
training and other skills and abilities to perform the job well. A supervisor might add additional training
programs to his individual plan during the first year (Bianca, 2017).
(2) Performance Appraisal

Performance Appraisals is the assessment of individual’s performance in a systematic way. It is a

developmental tool used for all round development of the employee and the organization. The
performance is measured against such factors as job knowledge, quality and quantity of output, initiative,
leadership abilities, supervision, dependability, co-operation, judgment, versatility and health. Assessment
should be confined to past as well as potential performance also. The second definition is more focused on
behaviors as a part of assessment because behaviors do affect job results (corehr.wordpress.com, n.d.).

(3) Employee Compensation and Benefit

The Compensation and Benefits is one of the most strategic HR units. It influences the satisfaction
of employees, the performance, the productivity and overall costs and expenses of the organization.
Setting the Goals and Objectives for Compensation and Benefits employees is crucial for the development
of the modern Human Resources Management. The job of C&B is mainly strategic as the center designs
and implements various remuneration policies, and it does not run many tactical or administrative
processes (www.creativehrm.com, n.d.).

The Compensation and Benefits goals need to be derived from the overall business strategy. The
key driving documents for C&B are the compensation strategy and the compensation policy. The strategy
paper defines key remuneration components and the role of the component in the system. The policy is
the tactical document describing eligibility and all processes around, including the audit trail
(www.creativehrm.com, n.d.).

The objectives need to be derived from both documents and focused on changes and
strengthening of remuneration practices in the organization. There is always space to strengthen the role
of the particular element. They need should be usually derived from the feedback of users and the overall
business strategy. The HR Management Team has to recognize priorities and benefits for the company,
and it has to set compensation goals and objectives with all potential costs and benefits in mind
(www.creativehrm.com, n.d.).

The most common goals for C&B department can be divided into four functional areas:

 review or redesign of the compensation strategy;

 simplification of pay structures and processes;
 recognition of high potentials and retention of key employees;
 benefits policies and engagement of employees (www.creativehrm.com, n.d.).
(4) Employee Health and Safety

Employment health & safety records are useful in determining:

• Employment history and occupational exposure records;

• Injuries and illnesses on the job; and
• Workers’ compensation records (www.ccohs.ca, n.d.).

Many occupational illnesses (cancers) can occur decades after the employee retires. Employment
records help in assessing the work relatedness of such illnesses. Records must be maintained with
accuracy, relevance, timeliness, and completeness. Appropriate and reasonable safeguards must be
established to ensure security and confidentiality of the records. Useful summary and trend information
should be provided to health and safety committees in order to assist in making recommendations
(www.ccohs.ca, n.d.).

(5) Industrial Relations

Industrial relation is defined as relation of Individual or group of employee and employer for
engaging themselves in a way to maximize the productive activities. In the words of Lester, “Industrial
relations involve attempts at arriving at solutions between the conflicting objectives and values; between
the profit motive and social gain; between discipline and freedom, between authority and industrial
democracy; between bargaining and co-operation; and between conflicting interests of the individual, the
group and the community (www.naukrihub.com, n.d.).

SECTION (3) HRM Plan of Company “Cho Cho Co., Ltd”

Part 1. Background Information of the Company

Address - Myanmar ICT Park, Hlaing, Yangon

Industry - Trading

No. of Employees - 101-200

About us

Cho Cho Company Limited was first formed in 1989 and is duly incorporated under the Myanmar
Citizen's Investment Law of the Union of Myanmar. The company started out as a Trading company doing
Import and Export of commodities as the main core business (www.jobsinyangon.com, n.d.).
Company Vision and Mission

In 1997, the company ventures into manufacturing sector and formed Yathar Cho Industry Limited
which focus on manufacturing and distribution of Yum instant Noodle in Myanmar. In 2004, the company
has received the accreditation of ISO 9001:2000, HACCP and Halal certification.

In 2001, the company had further expanded its manufacturing business and formed Cho Industry
Limited that focus on manufacturing and distribution of Shin Shin instant vermicelli in Myanmar and the
company currently is in the process of preparation for ISO, HACCP and Halal certification. And also GMP
certified (www.jobsinyangon.com, n.d.).

As Information and communications technology is increasingly becoming part of our daily lives and
has substantial influences on the way we work and live. We at Cho Cho Company Limited firmly believe
that it is the competition platform of tomorrow and are dedicated towards providing IT products that can
contribute towards better operations for organization and improve the quality of life for people in
Myanmar and in 2002 we incorporated a new Information Technology Strategic Business Unit to distribute
IT related products and services in Myanmar (www.jobsinyangon.com, n.d.).

Part 2. Structure of HR Department

The main function of HR department is to oversee department functions and manage employees by
planning, implementing, and evaluating human resources policies, principles, and programs. Basically, it
involves functional activities including hiring qualified employees, establishing compensation structure,
training staffs, addressing employee relations matters, and maintaining workplace safety
(www.orgcharting.com, n.d.).

Function Units

 Recruitment
 Compensation and Benefits
 Employee Relations
 Training and Development
 Workforce Safety

2.1 Chart of HR Department

2.2 Position and Responsibilities

Recruitment - a vital task for HR department because it determines what kind of people will work for the
company – whether they have the right knowledge and skills, and whether they are suitable for the
position or not. To accomplish this mission, they HR department need to develop and execute quality
recruitment strategies to ensure that recruitment meets all affirmative action commitments
(www.orgcharting.com, n.d.).

Compensation and Benefits - HR manager needs to establish strategic compensation plans, ensuring
wages and reward programs are administrated equally throughout the workforce. They need to provide
employees with benefit options, including health insurance, retirement planning, life insurance, etc.
What’s more, they are responsible for authorizing salary changes, position changing an election
(www.orgcharting.com, n.d.).

Employee Relations - HR department is also responsible for investigating and solving employee
complaints, conflicts and concerns. Many possible issues might arise in a company. For example, an
employee is not satisfied with his performance assessment result and seeks for revision. If this kind of
circumstance happens, the HR department needs to research on this issue, and solve the problem by
negotiating with his superior (www.orgcharting.com, n.d.).

Training and Development - Through effective training, employees could enhance their knowledge, skills
and work abilities, so that they can improve their job performance. Human resource department conduct
needs analysis to decide what training is necessary to improve performance and productivity
(www.orgcharting.com, n.d.).

Workforce Safety - HR department needs to ensure every staff working in a safe environment. It’s their
obligation to research and develop safety policies for the company that is in compliance with state and
federal laws and regulation. They need to identify unsafe conditions and make clear notice on potential
dangerous matters such as dangerous equipment, chemical drugs, radioactive substances, etc.
(www.orgcharting.com, n.d.).

Part 3. Five Essential Steps to Human Resources Planning

Human resources planning is the process of identifying current and future human resources needs.
It involves securing the right people, building a supportive work environment and developing the capacity
to ensure the organization’s success and a confident future for the Public Service (https://www.tbs-
sct.gc.ca, n.d.).

STEP 1. Review Your Business Goals

First you need to have a clear understanding of where your organization is headed.

 Review the government’s key priorities or emerging directions that could have an impact on
your organization’s mandate
 Review your organization’s business priorities, budget allocations and performance
indicators (https://www.tbs-sct.gc.ca, n.d.)

STEP 2. Scan the Environment

Identify the external and internal factors that could affect your organization’s capacity to meet its
objectives (https://www.tbs-sct.gc.ca, n.d.).

External Factors

 Labor market trends

  Current and projected economic conditions
 Changes in legislation
 Technological advancements
 Cultural and social values (https://www.tbs-sct.gc.ca, n.d.)

Internal Factors

 Workforce composition (profile, trends, skills)

 Changes in policy platform, guidelines, program delivery, organizational structure
 Government-wide initiatives, such as diversity and employment equity; official languages;
training, learning and development; values and ethics; workplace well-being
(https://www.tbs-sct.gc.ca, n.d.)

STEP 3. Identify the Gaps

Based on Step 1 and Step 2, determine your organization’s current and future human resources
needs.

 Identify possible skills shortages in specific occupational groups or potential need for new
skills
 Identify possible need for succession planning and management
 Ensure that you have met your obligations related to diversity and employment equity;
official languages; training, learning and development; and values and ethics
(https://www.tbs-sct.gc.ca, n.d.)

STEP 4. Develop Your Plan

Based on steps 1 to 3, determine the major human resources priorities and the strategies you will
use to achieve the desired outcomes.

 Include human resources priorities and key planning issues in your organization’s Report on
Plans and Priorities
 Factor in budgetary considerations into your human resources plan
 Communicate your human resources plan to all employees and stakeholders and engage
managers in its implementation (https://www.tbs-sct.gc.ca, n.d.)

STEP 5. Measure Your Progress

 The human resources plan is an evergreen document. Key to successful implementation is
constantly measuring, monitoring and reporting on progress, and responding to changing circumstances.

 Ensure human resources performance measures are aligned with indicators in the
Management Accountability Framework and the People Component of the same
Framework
 Establish a process that allows for regular review, adjustments and communication of
changes (https://www.tbs-sct.gc.ca, n.d.)

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