GkCU MLM8LkS

2a|ra 2aheer khan

kamsha Sardar
Maham An[um
As|fa Chudhry
Shoa|b nassan
A|sha A|taf
8L1074
8L1014
8L10S7
8L1047
8L10o6
8L10S6
2a|ra 2aheer khan
8L1074
It involves the productive use
oI people in achieving the
organization's strategic
Objectives and the satisIactions oI
individual employees needs.
The management Iunction that
deals with recruitment, placement,
training, development oI
organization members.
Simply it is managing the
employment relationships.
!eople are important asset oI an organization
It can be a signiIicant source oI competitive
advantage
It is an important part oI organizational strategies
The way organization treat their people has been
Iound to signiIicantly eIIect organizational
perIormance
Human Resource Management
is an essential part for any
organization.
It is people, not technology who
create the company. Human
Resource Management at Coca
Cola Company has many
advantages as well as
disadvantage.
It is the global company and it
is impossible to create certain
policies or procedures
applicable in all divisions of the
company, cultural and political
differences need to be taken
into account.
Selfmanaged Leams
uecenLrallzed declslon maklng
1ralnlng programs Lo develop knowledge
and ablllLles
llexlble [ob asslgnmenLs
Cpen communlcaLlon
erformancebased compensaLlon
SLafflng based on person[ob and person
organlzaLlon flL
n|gh Work ract|ces
nkM kCCLSS
%%
Lxterna| Iactors
%%
mployees Labour unlons
CovernmenLal Laws And 8egulaLlons
uemographlc 1rends
What Are Lxterna| Iactors
Lmp|oyees Labour Un|ons
8epresenL workers and proLecL Lhelr
lnLeresLs
Labour unlons lnfluenced
8ecrulLmenL sources
romoLlons
Layoffs
1ralnlng ellglblllLy
Labour unlon
Lmp|oyees Labour Un|ons
ulfference beLween unlonlzed and
nonunlonlzed employees
numan resource management
have Lo excepL
demands of unlons
-on un|on|zed
workers can noL effecL
on P8M process
ln such a way
Labour Un|on CC-@#
Lmp|oyees Labour Un|ons
urawbacks of mployees
Labour unlons
Plgh wages
% Plgh prlces
ressurlze non
% unlon workers
uues for labour
% unlon acLlvlLles
u8AW8ACkS
Governmenta| Laws And kegu|at|ons
P8M process ls governed and lnfluenced
by counLry's laws whlch vary from counLry
Lo counLry
roLecLlon of dlsabled persons
no dlscrlmlnaLlon on Lhe basls of colorrellglon
naLlonal orlgln eLc
GCV@ LAWS
emograph|c @rends
uemography ls Lhe sLudy of sLaLlsLlc of
blrLhs dlsease and deaLhs
WlLh Lhe help of demographlc Lrends esLlmaLe
can be made abouL fuLure slLuaLlon of work
force
emograph|c trends
n aklsLan Cocacola company supporL
labour unlons and CovernmenL also proLecL
Lhem
Labour unlons effecL P8M process buL
poslLlvely uebaLes beLween P8M and labour
unlons are for Lhe rlghLs of labour
roblems are dlscussed by Lable Lalk
n Lhe case of coca cola
kamsha Sardar
8L1014
dentifying And Selecting
Competent Employees
nkM LA---G
%%
ow do organizations get these ow do organizations get these
people? people?
What can they do to ensures that What can they do to ensures that
they have competent and talented they have competent and talented
people? people?
!hase of !hase of uman Resource uman Resource
Management Management
The first phase of RM involves three
tasks.
1. uman resource planning
2. Recruitment and Decruitmet
3. Selection
uman Resource Management
A method of ensuring that the organization
has the right numbers and kinds of capable
people in the right places and at the right time.
R planning entails two steps:
1. Assessing current human resources.
2. Meeting HR needs.
Current Assessment
Managers begin HR planning by taking inventory
of the current employees.
mportant !art:
Its important part include three things.
1. Job Analysis
2. Job description
3. Job specification
Job analysis:
An assessment that defines jobs and the
behaviors necessary to perform them.
Job description:
A written statement that describes a job.
Job specification:
A written statement of the minimum
qualification that a person must possess to
perform job successfully.
Meeting uman Resource
Needs
uture HR needs are determined by the
organization`s mission, goals and
strategies.
Demand for the employees
results from the demand of
the organization`s products and services.
.
nk LA---G -
CCCACCLA
6oca co|a hR department |nvo|ves |n company
strateg|c p|ann|ng
The top management deve|op goa|s and p|ans
and commun|cate them w|th hR managers
Then hR manager of the company do current
assessment and manage data |n soph|st|cated
database "8AP"
The job spec|f|cat|ons and job descr|pt|ons are
g|ven by top management
Under the|r statement they ana|yze the supp|y by
data saved |n 8AP and come to know about
e|ther they need extra staff or they have |n
excess
Accord|ng|y they prepare a report w|th
suggest|ons
And send th|s report to head quarter
After approva| of p|an they start recru|t|ng or
decru|t|ng as the|r need
Determine Gaps
After assessing both current
capabilities and future needs,
managers can estimate areas in which
the organization will be understaffed
or overstaffed
Recruitment Decruitment
Recruitment is the
process of locating,
identifying and
attracting capable
candidate and
develop a pool of
candidates for open
position.
Techniques for
reducing the labor
supply within an
organization. e.g.
firing ,layoffs,
transfers,
retirements.

Decruitmet Option
1. iring
2. Layoff`s
3. Attrition
4. Transfers
5. Reduced workforce
6. Early retirements
7. Job sharing
Recruiting Sources
1. Internet
2. Employee referrais
3. Company website
4. College recruiting
5. Professional recruiting organizations
Internal Recruitment
Newspaper Advertisement
Web base Advertisement
Initial Screening to create a pool oI
qualiIied applicants
Facts oI Recruitment in Coca Cola
!romotion policy is used when the post is
vacant
2.0 turn over
There is high recruitment in sales
department
Selection
$elections involves predicting which
applicants will be successful if hired.
What is selection?
$election is the screening job
applicants to ensure that the most
applicable candidates are hired.
Types of Selection Tools
There are following selection tools for selecting any employee.
1. Application forms
2. Written tests
3. !erformance stimulation tests
4. nterview
5. Background investigation
6. !hysical investigation
our possible outcomes of
Selection
Correct
Decision
Reject
errors
Accept
errors
Correct
decision
Accept ke[ect
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!roblems
!roblems can occur due to:
1. Due to reject errors
2. Due to accept errors
Loss due to these problems
1. Profit lost due to incompetence of employee
2. Cost of training the employee
3. Cost of severance
4. $ubsequent costs of further screening
'alidity and Reliability
1. or the selection device to be valid, there must be a
proven relationship between the selection device and
some relevant criterion.
2. Reliable selection device measures the same thing
consistently.
3. No selection device can be effective if it is not
reliable.
Results of invalid information
1. Mismatched applicants.
2. Inflated information will build unrealistic
expectations.
3. Newly employee become disillusioned less
committed the organization.
Realistic Job !reviews
A preview of job that provides both negative
and positive information about the job and the
company.
Benefits:
1. Increase employee job satisfaction.
2. Reduced turnover.
3. Realistic expectations.
4. Able to cope with the frustrating elements.
nlLlal screenlng nlLlal screenlng
CompleLed CompleLed appllcaLlon appllcaLlon
mploymenL LesL mploymenL LesL
CondlLlonal CondlLlonal
[ob offer [ob offer
8ack ground xamlnaLlon lf requlred 8ack ground xamlnaLlon lf requlred
Comprehenslve lnLervlew Comprehenslve lnLervlew
ermanenL !ob Cffer ermanenL !ob Cffer
MenLal/hyslcal xamlnaLlon lf requlred MenLal/hyslcal xamlnaLlon lf requlred
8e[ecL AppllcanL
assed
assed
assed
assed
Able Lo perform [ob
assed
lalled Lo meeL mln quallflcaLlon
lalled 1esL
lalled 1esL
roblem ncounLer
lalled Lo meeL mln quallflcaLlon
unable Lo perform [ob
Maham An[um
8L10S7
CkL-@A@C-
%%
WHAT !S OR!ENTAT!ON
C8!C1I
TYPES
methods
%%
CrlenLaLlon ls a sysLemaLlc and
planned lnLroducLlon of
employee Lo Lhelr [obs 1helr
coworkers and organlzaLlon
L ls also known as lnducLlon
WPA1 S C8n1A1Cn WPA1 S C8n1A1Cn
To reduce anxiety
Encourage positive attitude
The idea is to make new employee Ieel
at home in new environment
To reduce employee turn over
C8!C1IS C8!C1IS
1ypes of CrlenLaLlon 1ypes of CrlenLaLlon
Two Types
Work unit Orientation
Organization Orientation
n Coca cola
The objective oI orientation
is to introduce all new
employees with the basic
structure and rules oI Coca
Cola.
A new employee is provided
with the Orientation CD
which contains
Organizational charts and
other inIormation related to
Coca Cola.
C8!C1IS n CCCA CCLA C8!C1IS n CCCA CCLA
To improve Productivity
To improve Quality
To improve Organizational Climate
To increase Health and Safety
Personal Growth
@here are @wo types of @ra|n|ng
Genera| @ra|n|ng
Spec|f|c @ra|n|ng
on#t |earn mater|a|
Lack of conf|dence
Iorgett|ng the mater|a|
@here are f|ve steps of @ra|n|ng
-eeds Ana|ys|s
nstruct|on es|gn
Va||dat|on
mp|ementat|on
Lva|uat|on and Io||ow up
@here are two methods of @ra|n|ng
@rad|t|ona| @ra|n|ng Method
@echno|ogy @ra|n|ng Method
As|fa Chudhry
8L1047
LkICkMA-CL MA-AGLML-@
%%
%%
#A sysLem esLabllshes performance
sLandards LhaL are used Lo evaluaLe
employees performance"
8lC8MAnC MAnACMn1 S?S1M
Written Essay Method
Critical incident
Graphical Rating Scale Method
BARS
Multiperson Method
MBO
360 Degree Appraisal
Method
8lC8MAnC A8ASAL M1PCuS
valuaLor wrlLes a descrlpLlon
abouL sLrengLhs and weakness of
employees
AuIAn1ACS
valuaLlon become slmple
uSAuIAn1ACS
1hls may be wlLhouL properly
assesslng Lhe acLual performance
W811n ASS?M1PCu
valuaLor focuses on crlLlcal
behavlor LhaL separaLe effecLlve
and lneffecLlve performance
AuIAn1ACS
8ehavlorally based
uSAuIAn1ACS
1lme consumlng
lacks quanLlflcaLlon
C81CAL nCun1 M1PCu
Check the perIormance by listing the set oI
perIormance Iactors like
"uantity & "uality oI work
Dependability
Judgment & Cooperation
Rating Scales:
Outstanding
Good
SatisIactory
Fair or unsatisIactory
ADVANTAGES:
Easily judgment in graphical Iorm
C8APCAL 8A1nC SCAL M1PCu
Comblnes elemenLs from crlLlcal
lncldenL and graphlc raLlng scale
AuIAn1ACS
focuses on speclflc and
measurable [ob behavlor
uSAuIAn1ACS
1lme consumlng
ulfflculL Lo develop
8A8S M1PCu
mployees are raLed ln
comparlson Lo oLher ln work group
AuIAn1ACS
Comparlng employee
lncrease compeLlLlon
uSAuIAn1ACS
ulfflculL wlLh large
number of employee
MuL18SCn CCM8SCn M1PCu
Objectives are set Ior employees
& perIormance is evaluated on achievement
oI objectives.
Conditions oI Management By Objectives:
SpeciIic,
Measurable,
Achievable,
Relevant, and
Time-SpeciIic
ADVANTAGES
MBO emphasis on Iuture
rather than past
MAnACMn1 8? C8!C1I M1PCu
Receive conIidential Ieedback Irom peoples
who work around them.
Feedback source:
Subordinates
!eer & Manager
Team members
Customer & supplier
ADVANTAGES:
!rovide complete inIormation
uC8 A8ASAL M1PCu
Coca cola HRM used graphical rating
scale method
!erIormance appraisal tools are provided
by head oIIice
Ranking system also provided by head
oIIice
coca cola obtains 99.99 accuracy in
perIormance appraisal
A8ASAL M1PCu n CAS Cl CCk
By appraising, HRM can identiIy that
employees perIormance Is eIIective or not.
EIIective perIormance is rewarded
!oor perIormance can be eliminate by
changing selection & training strategy.
CCnCLuSCn CCnCLuSCn
Compensat|on and 8enef|ts Compensat|on and 8enef|ts
Lmp|oyee
@enure and
performance
k|nd of [ob
performed
k|nd of
8us|ness
Un|on|zat|on
Labor or
cap|ta|
|ntens|ve
Management
ph||osophy
Geograph|c
|ocat|on
Company
prof|tab|||ty
S|ze of
company
Levels of
CompensaLlon
and beneflLs
Sk||| Sk||| based pay based pay
A pay system that reward
employees Ior the job skills
they demonstrate.
Shoa|b nassan
8L1006
SSULS
%%
uCWn SnC
WC8k lC8C uI8S1?
MAnACnC WC8k Ll
8ALAnC
P8 CCS1
Managlng uownslzlng
Managlng workforce ulverslLy
Worklamlly Llfe 8alance
ConLrolllng P8 CosLs
CurrenL ssues ln Puman
8esource ManagemenL
laned ellmlnaLlon of [obs ln an
organlzaLlon
llmlnaLlng employees from [obs
1o cuL down Lhe cosL of
organlzaLlon
Cnce opLlon for lmprovlng Lhe
proflL
uCWn SnC
Causes of owns|z|ng
owns|z|ng occurs when organ|zat|on face
1 ec||n|ng market share
2 Grown too aggress|ve|y
3 oor|y managed
ndlvldual who are leL Lo go need Lo lnformed
as soon as posslble
Survlvor needs Lo know Lhe organlzaLlon goals
and expecLaLlon
CrganlzaLlon offer some form of severance
pay or beneflLs for speclflc perlod of Llme
n addlLlon organlzaLlon provlde [ob asslsLance
Lo ellmlnaLed employee
Cpen and honesL communlcaLlon ls crlLlcal
PCW 1C MAnAC 1PS?
aklsLan rallway ls an over
sLaffed organlzaLlon
near sLaff ls ln excess
uownslzlng occur Lo conLrol
flnanclal problems
xamples of uownslzlng
Work force dlverslLy ls
hydrogenous ln Lerm of
gendersageeLhlclanguagesexllfe
sLyleworklng sLyle and many oLher
characLerlsLlcs
Work force dlverslLy affecLs
lndlvldual employees performance
as well as worklng envlronmenL of
organlzaLlon
WC8k lC8C uI8S1?
kLCUk@ML-@
SLLLC@C-
@kA--G
PCW 1C MAnAC 1PS?
@o |mprove work force
d|vers|ty manager have
to w|den the|r
recru|tment net
kLCkU@ML-@
Se|ect|on process shou|d not
be d|scr|m|nated
SLLLC@C-
@kA--G
Crgan|zat|on has prov|ded
spec|a| work shops group
d|scuss|on and tab|e ta|ks
A|sha A|taf
8L10S6
nsurance
8onuses
ays of employees
llnanclal lncenLlves
ually wages
enslons
P8 CCS1