INTRODUCTION TO MANAGEMENT

Human Resource Management

Human resource management (HRM) is the practice of recruiting, hiring, deploying and
managing an organization's employees. HRM is often referred to simply as human
resources(HR).

A company or organization's HR department is usually responsible for creating, putting into

effect and overseeing policies governing workers and the relationship of the organization with its
employees.

Human resources
Human resources is the term -- first used in the early 1900s and then more widely in the 1960s -
- for the people who work for the organization, in aggregate.

HRM is really employee management with an emphasis on those employees as assets of the
business. In this context, employees are sometimes referred to as human capital. As with other
business assets, the goal is to make effective use of employees, reducing risk and maximizing
return on investment (ROI).
The modern HR technology term, human capital management (HCM), has come into more
frequent use than the term, HRM, with the widespread adoption by large and midsize
companies and other organizations of software to manage many HR functions.

Human resource management functions

Areas of HRM oversight include the following:

 employee recruitment, onboarding and retention

 talent management and workforce management
 job role assignment
 compensation
 labor law compliance
 performance management
 learning and training
 succession planning
 employee engagement and recognition
 RECRUITMENT & SELECTION
Recruitment is a process of searching out the potential applicants and inspiring them to apply
for the actual or anticipated vacancy. On the other hand, Selectionis a process of hiring
employees among the shortlisted candidates and providing them a job in the organization.

Due to increase in population, getting a good job is not an easy task. Employers want the right
candidate for the concerned position. The large supply of workforce has given them the
opportunity to select the best talent.

Nowadays, there is a very lengthy procedure for appointment of an employee to a post. There
are two major stages which may be heard by you hundreds and hundreds of times; they are
recruitment and selection. Most of us view them as the same thing. But, they are quite different
in meaning and behaviour. Read the article provided below that explains the difference between
recruitment and selection in human resource management (HRM) in tabular form.

Content: Recruitment Vs Selection

1. Comparison Chart
2. Definition
3. Key Differences
4. Conclusion

RECRUITMENT SELECTION

Recruitment is involved with developing suitable

Selection is the process of finding out the most suitable
techniques for attracting more and more
candidate for the job in the organization.
candidates.

Function

The function of Selection is completed by making a Job

The function of Recruitment precedes the selection
offer to the selected candidate by giving appointment
process.
letter.

Specifies

Recruitment policy specifies the objectives of The Selection policy consists of a series of methods or
recruitment and provides rules and regulations for steps or stages by which the evaluation of the candidate
 RECRUITMENT SELECTION

implementation of the recruitment program. is done.

Involves in

Recruitment has two important aspects 1. To find The Selection process involves mutual decision making.
out the number of vacancies to be notified. 2. To the organization decides whether or not to make a job
approach the potential candidates to apply for such offer to the candidate and the candidate decides
vacancies. whether or not to take the job offer.

Action

Recruitment is a linkage activity bringing together Selection involves comparison of behavior, attitudes,
those with jobs and those seeking jobs. performance of two or more persons.

Process

Recruitment is generally a positive process which Selection is mainly a negative process which involves
encourages prospective people to apply for the job. rejecting of the candidates who are not suitable.

Usefulness

To the recruitment process to be effective, the

Selection of proper personnel helps the management in
needs of the organization are matched with the
getting the work done by the people effectively.
needs of the applicants.

Human Resource Management of every organization has to perform several actions and functions
for effective working of the organization. Some small organizations ignore some HRM activities but
they can’t ignore Recruitment and Selection of people into the organization. Many people think
that both these terms are same, but there exist many differences between them.
RECRUITMENT
Recruitment is the process which prompts people to offer for selection in an organization. It is a
process of searching for prospective employees and encouraging them to apply for jobs in the
organization. Recruitment is just one step in the process of employment.

According to Yoder, “Recruitment is a process to discover the sources of manpower to meet

the requirements of staffing schedule and to employ effective measures for attracting the
manpower to apply for the job in the organization.
The activities involved in the recruitment of employees are as under:

 Analysing job requirement

 Advertising the vacancy
 Attracting candidates to apply for the job
 Managing response
 Scrutiny of applications
 Shortlisting candidates

The recruitment is done by the Human Resource managers either internally or externally. The
sources of internal recruitment are promotion, transfers, retrenched employees, contact or
references, ex-employees, retired employees, etc. On the other hand, sources of external
recruitment are recruitment through advertisement, campus recruitment, recruitment by
employment exchanges, recruitment by third parties (recruitment agencies), internet recruiting,
unsolicited applicants, etc.

SELECTION
Selection is the process of picking up individuals (out of the pool of job applicants) with requisite
qualifications and competence to fill jobs in the organization. The Selection process is the tool in
the hands of management to differentiate between qualified and unqualified applicants by
applying various techniques such as interviews, tests, etc.

The selection also involves a set of activities which are given as under:

 Screening
 Eliminating unsuitable candidates
 Conducting the examination like aptitude test, intelligence test, performance test,
personality test, etc.
 Interview
 Checking References
 Medical Test

The process of selection is a time-consuming one because the HR managers have to identify
the eligibility of every candidate for the post. Besides this, the educational qualification,
background, age, etc. are also some of the most important factors in which they have to pay
more attention. After this, the written examination and interview is also a very tough task.
Key Differences Between Recruitment and Selection

RECRUITMENT:
Recruitment should incorporate the following steps:
Step 1 – Before you start looking
Step 2 – Preparing a job description and person profile
Step 3 – Finding candidates
Step 4 – Managing the application process
Step 5 – Selecting candidates
Step 6 – Making the appointment
Step 7 – Induction

Step 1 – Before you start looking

Put together information about the nature of the job, especially it it is a position being created for
the first time. Think about:

 The content (such as the tasks) making up the job

 The output required by the job holder (work hours, number of clients etc.)
 How it fits into the structure of the practice/organisation
 The skills and personal attributes needed to perform the role effectively.
This analysis forms the basis of a job description and person specification.

Step 2 – Preparing a job description

A job description states the necessary and desirable criteria for selection.
Increasingly such specifications are based on a set of competencies identified as necessary for
the performance of the job. Include:

 Skills, aptitude, knowledge and experience

 Qualifications (which should be only those necessary to do the job – unless candidates are
recruited on the basis of future potential, for example graduates)
 Personal qualities relevant to the job, such as ability to work as part of a team.

Step 3 – Finding candidates

Internal methods:
 Staff referrals
 Succession planning
 Secondments
It is important not to forget the internal talent pool, especially in a larger practice. Providing
opportunities for development and career progression is an important factor for employee
retention and motivation

External methods
There are many options available for generating interest from individuals outside the
organisation.
 Online recruitment
 Press advertising
 Networking
 Open days for the larger organization

Advertising remains the most common means of attracting and recruiting. Advertisements
should be clear and indicate the:

 requirements of the job

 necessary and the desirable criteria for job applicants (to limit the number of inappropriate
applications received)
 job location
 reward package
 job tenure (for example, contract length)
 details of how to apply.
Advertisements should be genuine and relate to a job that actually exists. They should appeal to
all sections of the community using positive visual images and wording.

Step 4 – Managing the application process

There are two main formats in which applications are likely to be received: the curriculum vitae
(CV)/résumé or application. These can be submitted either on paper or electronically.

Application forms
Application forms allow information to be presented in a consistent format, and therefore make it
easier to collect information from job applicants in a systematic way and assess objectively the
candidate’s suitability for the job.

CVs/résumés
CVs give candidates the opportunity to sell themselves in their own way and don’t have the
restrictions of fitting information into a form. However, some candidates include irrelevant
material that makes them harder to assess consistently.

Step 5 – Selecting candidates

Selecting candidates involves two main processes: short listing and assessing applicants to
decide who should be made a job offer.

Shortlisting
Shortlising depends on the number of candidates.
When deciding who to shortlist, it is helpful to draw up a list of criteria using the job specification
and person profile. Each application can then be rated according to these standards, or a simple
scoring system can be used.

Assessment
A range of different methods can be used to assess candidates. These vary in their reliability as
a predictor of performance in the job and in their ease and expense to administer. Typical
methods include:

 General interview
 Competency based interview
 Role play/demonstration
 Sample presentation (for jobs needing presenting skills)

Step 6 – Making the appointment

Contract
Offers of employment should always be made in writing. But it is important to be aware that an
oral offer of employment made in an interview is as legally binding as a letter to the candidate.

References
A recruitment policy should state clearly how references will be used, when in the recruitment
process they will be taken up and what kind of references will be necessary (for example, from
former employers). These rules should be applied consistently.

Other checks
Checks such as working with children or vulnerable adults, police checks, fit to work checks are
necessary according to the job.

Step 7 – Induction
Induction is a critical part of the recruitment process, for both employer and new employee. An
induction plan should include:

 A clear outline of the job/role requirements

 Orientation (physical) – describing where the facilities are
 Orientation (organisational) – showing how the employee fits into the team, along with
details of the organisation’s history, culture and values
 Fair Work Information Statement
 Recruiting Tools for Setting Up an HR Department

Every tool belt has a hammer and a screwdriver. They are the basics for any handyman job.
Likewise, recruiters use computers and job descriptions as their basics. However, there are
variations in the fundamentals of recruitment. These differences are what make the stellar job
descriptions stand out from the mediocre ones, and the ATS shine over the avera ge office
computer.

1. Applicant Tracking Software

Take a guess as to how many large companies have ATS … 75% of large companies use
this recruitment tool to filter through the massive amounts of resumes that come through their
virtual gates. Ten of America’s largest employers have more than 300,000 workers, which
combined equal 5.6 million employees. It takes recruiters an average of 6 seconds to skim
one resume . Multiply that by the number of candidates in your talent pool and that’s more
work than the average team could handle. Without an ATS , it would take a colossal team of
recruiters to get through the piles of candidate files.

2. Job Descriptions
How will you ever attract your dream candidate? Recruiters will only reel in a good talent pool
with an attention-grabbing job description . According to Patty Hilger , Vice President of
Human Resources & Operations at Genesis HR Solutions, there are certain requirements
that create an attractive job description . They include:

 Be specific – Use percentages to tell candidates what exactly the job is comprised of.
 Show the big picture – It’s important to candidates to know how they will fit into the
culture of the company. Paint a brief picture showing how their contribution will benefit
the organization.
 Short, sweet, and to the point – Be resourceful with the words in the job description.
With the growing usage of smart technology, attention spans are getting shorter. In
short, don’t be redundant.
 Include a salary – if there is one thing that will bring in a potential candidate, it’s
knowing how much they could make.

3. Mobility is in the Hands of the Beholder

In the technology age, talent acquisition programs have little chance at survival unless they
are engaging candidates with mobility. Cell phones, tablets, and other smart devices are
direct avenues to attract candidates. If your career site is not responsive to mobile devices,
you’ll soon experience 40% candidate abandonment in your recruitment program .
4. Gamification Station
Using games to attract and assess candidates is a growing trend. Large brand name
companies like Canon, Cisco, L’Oreal, and Lexus use gamification to gauge skills through
technology. However, unless these training programs are properly created, and well
developed, they won’t be as effective as they could be. Research group, Gartner, predicted
that by 2014, 80% of gamification programs will failbecause they will not be successful in
their design concepts.

5. Internet Sourcing
Of course, LinkedIn was going to make it into this article. It would be unfair to leave it out
considering 94% of recruiters use the site to screen candidates. The only downside is that
only 36% of job seekers actively use LinkedIn’s capabilities . Where are they? Well, there are
other sites similar to LinkedIn that focus on niche talent groups. Some tools that can reach
diverse talent pools are sites such as Xing , Twylah , and Opportunity .

Tool belts – of some form – are necessary for every profession. Firefighters have water
hoses and ladders, cobblers use rivets, and recruiters use the tools listed above. Especially
in large companies, ATS is required. Carefully formulated job descriptions, complete with
specifics and percentages of job duties, attract the well rounded, and most qualified
candidates to the open positions. Especially if the career site the job application is on is
responsive to the increasingly popular mobile devices. It’s no coincidence that a robust
software like Recruiterbox can help your recruiting team with most of these HR tools.

No one is perfect, that’s why we have a tool to help you write a better job description . Take
a demo or call today to see how Recruiterbox can help.

SELECTION:
Steps of Selection Process for HR Managers
The selection process consists of five distinct aspects:

1. Criteria development. All individuals involved in the hiring process should be

properly trained on the steps for interviewing, including developing criteria, reviewing
résumés, developing interview questions, and weighting the candidates.

The first aspect to selection is planning the interview process, which includes criteria
development. Criteria development means determining which sources of information will be
used and how those sources will be scored during the interview. The criteria should be
related directly to the job analysis and the job specifications. In fact, some aspects of the
job analysis and job specifications may be the actual criteria. In addition to this, include
things like personality or cultural fit, which would also be part of criteria development. This
process usually involves discussing which skills, abilities, and personal characteristics are
 required to be successful at any given job. By developing the criteria before reviewing any
résumés, the HR manager or manager can be sure he or she is being fair in selecting
people to interview. Some organizations may need to develop an application or a
biographical information sheet. Most of these are completed online and should include
information about the candidate, education, and previous job experience.

2. Application and résumé review. Once the criteria have been developed (step
one), applications can be reviewed. People have different methods of going through this
process, but there are also computer programs that can search for keywords in résumés
and narrow down the number of résumés that must be looked at and reviewed.

3. Interviewing. After the HR manager and/or manager have determined which

applications meet the minimum criteria, he or she must select those people to be
interviewed. Most people do not have time to review twenty or thirty candidates, so the field
is sometimes narrowed even further with a phone interview.

4. Test administration. Any number of tests may be administered before a hiring

decision is made. These include drug tests, physical tests, personality tests, and cognitive
tests. Some organizations also perform reference checks, credit report checks, and
background checks.

5. Making the offer. The last step in the selection process is to offer a position to the
chosen candidate. Development of an offer via e-mail or letter is sometimes a more formal
part of this process. Compensation and benefits will be defined in an offer.
  Understand KSAOs

 Determine sources of KSAO information such as testing, interviews

 Develop scoring system for each of the sources of information

Criteria Development  Create an interview plan

 Should be based on criteria developed in step one

Application and
Resume Review  Consider internal versus external candidates

 Determine types of interview(s)

 Write interview questions

Interview  Be aware of interview bias

 Perform testing as outlined in criteria development; could include reviewing

Test Administration work samples, drug testing or written cognitive and personality tests

 Determine which selection method will be used

Selection  Compare selection method criteria

 Use negotiation techniques

Making the Offer  Write the offer letter or employment agreement

Selection Tools
The process of making a hiring decision includes the following key steps:

 Resume Pre-Screening
 Interviewing
 Testing
 Reference Checking

Pre-Screening
The purpose of pre-screening is to determine if the applicant has the basic knowledge and skills
needed to do the job. As the recruiter, you must establish a list of absolute qualifications or
knockout factors. If the applicant lacks some of the fundamental skills (technical competencies)
required to do the job, they may be knocked out of the competition in the pre-screening process.

For instance, if you are recruiting an Accounts Payable Clerk, you might require previous
accounting experience. This could be a knockout factor for your vacancy. Often, this step can
be facilitated by an Applicant Tracking System (ATS) or through a Recruitment Process
Outsourcing (RPO) agreement with a recruiting agency such as TPD.
Interviewing
There are three critical elements that a candidate must possess in order to succeed within a job:
knowledge, skills, and personal attributes. Together they form a “triangle of success.” From pre-
screening, you can usually determine an applicant’s knowledge and skills, but it will take an
interview to determine the personal attributes. When interviewing, stick to the 80/20 rule: the
candidate should be doing 80% of the talking, while you ask questions and guide the process
for the other 20%. Most of your questions should be open-ended to encourage discussion.
These questions usually begin with “who,” “what,” “when,” “where,” “tell me about,” or
“describe.”

Testing
Perhaps you are recruiting for the position of an Accounting Clerk. Consider testing your
candidates with a Microsoft Excel Spreadsheet assessment to gauge their ability to produce a
workable and understandable financial document. Many recruiting agencies or HR consultants
provide access to a variety of assessments.

Reference Checks
You should complete a minimum of two reference checks on each finalist. Research shows that
up to one-third of applicants are “creative” with their employment history. By checking
references, you validate the information you've received and ensure your candidate has the
knowledge, skills and personal attributes they've presented. Again, ask open-ended questions
and ask for supporting evidence where possible.

Using these selection tools combined will provide you with the information you need to make a
comprehensive hiring decision. If you follow these steps, you will minimize the risk of making a
poor hiring decision.

ELECTION
Election refers to a formal and organized process by which a selection is made on the basis of
a choice made by population.

Oxford Dictionary defines election as :-

“A formal and organized choice by vote of a person for a political office or other
position.”

Oxford Dictionary defines selection as :-

“The action or act of carefully choosing someone or something as being the best
or most suitable.”
 Difference between Election and Selection
 Election refers to a formal and organized process by which a selection is made on
the basis of a choice made by population.
 Selection is the process of determining the appropriate entity or entities among
the choices available. Selection can be referred to as an act of choosing any kind
of entity, whereas elections are generally held to select the winner of a position or
a political office.
 Election and selection are often considered to be the same. However, they both differ
slightly. Election is also a type of selection.
 The thing that is common between the two terms can easily be seen and that is
regarded as the choice.

 Selection is often regarded as the act of choosing something, especially one that is
found to be suitable. The criteria of selection may vary from person to person. For
example- if a selection is to be made from two books by two persons then both can
select the same book or select two different books. Selection is also used to refer to a
range of things from which a choice may be made.
 On the other hand, election defines a formal process in which people vote and the
person who gets the majority of votes, wins the election. In any democratic society, most
of the ministers are selected on the basis of election. Election forms the fundamental
basis of any democratic society.
 Selection is often associated with an individual’s method of choosing from various
alternatives, whereas election is often associated with a choice pertaining to a number
of people.
 In elections, a number of people, small or large, vote and then the decision is made
based on the majority of votes.
 Elections are based on votes and a vote represents the will of a person stating his
selection.
 Election Procedures
This is an outline of recommended procedures for Board elections. The formal requirements are
specified in the Bylaws. However, these are very underspecified (by design), and so a body of
conventional practice has developed over time which is recorded here after ratification by the
Board.

Election Committee
 The Board must appoint an Election Committee for each new election.
 The Election Committee must consist of at least two people, one of whom must be
designated Chief Returning Officer (CRO).
 The CRO must hold ultimate responsibility for the elections, including verification of
procedure and adjudicating any disagreements.
 The CRO should be someone with experience in DM, ideally someone who was
previously on an election committee or with some previous involvement in DM
elections or those of another organization.
 The Election Committee must not include any candidates who are running for
election.
 The Election Committee may delegate some or all of its tasks to others, provided:
 The people to whom these tasks are delegated must not be candidates themselves.
 The Election Committee must bear responsibility for the actions and omissions of
any delegates.

Procedure
The Election Committee must:

 Issue the Call for Nominations Collect all nominations.

 Check that nominated candidates are members of DM.
 Ask all nominated candidates to send confirmation of acceptance, and a bio (if they
accept).
 Compile the list of candidates and bios.
 Post the bios on a publicly accessible website (this should be the DM site and may
be elsewhere as well).
 Announce elections to DM-L and the News Server.
 Collect votes.
 Check votes against membership to DM.
 Tally votes.
 Reconfirm candidate’s acceptance of the post.
 Announce results on DM-L and the News Server.
Timing
 Nominations should open no later than the end of May, with elections to close no
later than the end of June in each calendar year.
 A call for nominations must be sent to the DM-L and News Server, should be sent to
FB and Twitter, and may be sent anywhere else the Election Committee sees fit.
 The call for nominations must remain open for at least two weeks.
 Voting must remain open for at least two weeks.
 Candidates must be given clear deadlines for accepting nominations, submitting
bios, and accepting elected positions.
 Candidates should be sent reminders if necessary.
 The Election Committee should consider that elections are typically during
conference season, so candidates and voters are likely to be travelling during this
time. Deadlines should be set with this in mind.
 Deadlines for nomination, acceptance of nomination, and voting must be considered
final and not flexible, and the Election Committee must make clear to candidates that
missing deadlines means likely exclusion from consideration. In other words, the
default position must be clear and unambiguous that missing deadlines means
exclusion from elections.

Voting and Nominations

 Nominations and voting should be as anonymous as possible.
 Voting must be confidential to all but the Election Committee, and should be entirely
confidential if possible, given the constraints of verifying membership of DM.
 The Election Committee should set up a new e-mail address for this purpose, access
to which must be restricted to the Election Committee and any third-party delegates
of the Election Committee.
 The Election Committee may consider using a neutral third-party delegate to process
votes and check membership.
 Pros: The third-party member may be outside the community and so is more neutral
than the Election Committee (who will inevitably know many of the voters and
candidates)
 Cons: The Election Committee must somehow be able to oversee and guarantee
the validity of the third party. It’s unclear how to do this without themselves seeing
who voted for whom.
Disputes
 Any disputes must be referred to those other members of the Board who are not
running for election.
 Resolution of any disputes must consider the opinions of those members of the
Board who are not running for election, and may involve a vote of those members.
However, the final decision and responsibility must be that of the designated CRO.
 WHAT CLIENTS SAY

 TRAINING