Fundamentals of

HR Management
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 You can download full version of
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 Training Agenda

1. HR Management : An Overview

2. HR Planning and Recruitment

3. Employee Selection

4. Training and Development

5. Performance Management

6. Career Management

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 Human Resource
Management : An Overview

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 HR Management Cycle

Recruitment & Training & Performance

Selection Development Management

Reward
Management

Career
Management

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 HR Strategy and Business Result

Recruitment &
Selection

Training & Performance

Business Development Management Business
Strategy Result
HR
STRATEGY

Reward Career
Management Management

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 Manpower Planning &
Employee Recruitment

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 Manpower Planning

Company Strategy
Job Analysis

What staff do we What staff is • Performance

need to do the available within appraisal
job? our • Company data
organization? banks
• Training
• Employee
Is there a
match? management
What is impact and
on wage and development
salary program?
If not, what type of people
do we need, and how
should we recruit them?

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 Manpower Planning

Factors in Forecasting Personnel

Requirements

Projected Quality and nature of The financial

turnover (as a your employees (in resources
result of relation to what you available to
resignation and see as the changing your
terminations) need of your organization
organization)

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 Technique to Determine Number of Recruits

Trend • Study of a firm’s past employment needs

Analysis over a period of years to predict future
needs

Ratio • A forecasting technique for determining

Analysis future staff needs by using ratios
between sales volume and number of
employees needed

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 Recruitment from External Resources

• Recruiting new staff from external sources will be influenced

by several factors, namely :

When the economic conditions are

Macro-
relatively difficult, there will usually be
Economic
an oversupply, or the number of
Conditions applicants will much higher than the
of a Nation demand. In such a case, the company
will find it relatively easier to select new
employees from the large number of
applicants.

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 Recruitment from External Resources

When the sector is one that is

Availability
considered a ‘rare’ sector, the company
of Manpower will have more difficulty in recruiting
in Desired staff for this sector. For example,
Sectors computer technology, or cellular
engineering.

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 Recruitment from External Resources

It will tend to be easier for a company

Company
to find and recruit the best people if
Reputation the company has a good reputation,
therefore the best fresh graduates will
flock to apply to the company.
Example : Google, McKinsey or
Microsoft.

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 Recruitment Yield Pyramid

• Some employers use a recruiting yield pyramid to

determine the number of applicants they must generate
to hire the required number of new employees.
• Example of Recruitment Curve:
• 1200 - Leads generated
• 200 - Candidates invited
• 150 - Candidates interviewed
• 100 - Offers made
• 50 - New hires

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 Recruitment Sources

Advertising (newspaper,
magazine, internet)

Recruitment College
Sources Recruitment

Recruitment Agent
(headhunter)

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 Employee Selection

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 Basic Concept of Selection Tests

The quality of an employee selection test is determined by

three main factors, namely :

1. Criterion Validity : A type of validity based on showing

that scores on the test (“predictors”) are related to job
performance (“criterion”).
2. Content Validity : A test that is “content valid” is one in
which the test contains a fair sample of the tasks and
skills actually needed for the job in question.
3. Reliability : The consistency of scores obtained by the
same person when retested with identical or equivalent
test.
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 Training & Development

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 Training Process

Training Training Training

Training
Need Objectives Evaluation
Delivery
Analysis

What are Objective Techniques Measure

the training should be include on- reaction,
needs for measurable the-job- learning,
this person and training, behavior,
and/or job? observable action and results
learning, etc.

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 Assessing Training Needs

Task Analysis A detailed analysis of a job to

identify the skills required, so
that an appropriate training
program can be instituted

Competency Careful study of competency level

Analysis to identify a deficiency and then
correct it with a training program, or
some other development
intervention.

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 Competency Analysis

Current Competency Required

competency Gap competency
level of the level for certain
employee position

Competency
Training and
Assessment
Development
Program

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 Competency Profile Per Position
Required Level
Position Required Competency 1 2 3 4 5
Communication Skills
Public Speaking
Training &
Leadership
Development
Manager Training Need Analysis
Material Development
Training Evaluation

Communication Skills
Interview Skills
Recruitment Analytical Thinking
Supervisor Understand Selection Tools
Teamwork
Customer Orientation

Score Required
Competency Type

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 Competency Profile Per Position
Managerial competency 1 2 3 4
Leadership Required Level
Actual Level

Achievement Orientation

Teamwork

Planning & Organizing

Functional competency 1 2 3 4
Mechanical Engineering

Mechanical Equipment Maintenance

Competency
Position Relevant Training Modules
Requirements

 Leadership I
SUPERVISOR Leadership
 Communication Skills I

 The Art of Motivating Employees

 Providing Effective Feedback

 Goal Setting Technique

Achievement
Orientation  Work Motivation

 Planning & Organizing

 Continuous Self Improevement

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 Training Matrix for Competency Development

Service Excellence

Building Productive
Motivation Training
Effective Leader 2
Effective Leader 1

Creative Problem
Communication

Seminar Series
On Becoming

On Becoming

Achievement
for Customer

Management

Professional
Productive

Teamwork
Strategic
Training Title

Solving
Series
Position Managerial Competency

Communication Skills V
Leadership V
Teamwork V
Supervisor
Achievement Orientation V
Customer Focus V
Job Functional Skills V

Communication Skills V
Leadership V
Teamwork V
Achievement Orientation V
Manager
Customer Focus V
Strategic Thinking V
Problem Solving & Decision Making V
Job Functional Skills V

V = compulsory training

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 Evaluation of Training Effectiveness

Level 1 - Reaction

Level 2 - Learning
Four Levels
of Training
Level 3 – Behavior Effectiveness
Application

Level 4 – Business
Impact

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 Evaluation of Training Effectiveness

Evaluate trainees’ reactions to Level 1 -

the program. Did they like the Reaction
program? Did they think it
worthwhile?

Test the trainees to determine if Level 2 -

they learned the principles, Learning
skills, and facts they were to
learn.

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 You can download full version of
these excellent slides at :
You can download this brilliant presentation at:
www.HR-Management-Slides.com
www.exploreHR.org

www.exploreHR.org 27