III Semester Assignment
III Semester Assignment
HR TRAINING AND DEVELOPMENT
HR TRAINING AND DEVELOPMENT
INDEX
INDEX
Question 1:
Question 1:...22..
(a) Explain the importance and
(a) Explain the importance and scope of “Human Resource Development” in an scope of “Human Resource Development” in an organisation.organisation...22
(b) What is meant by HRD Audit?
(b) What is meant by HRD Audit?...44
(a) Explain the relevance of “Human Resource Planning” in an industry
(a) Explain the relevance of “Human Resource Planning” in an industry...66
(b) What are the stages in the career
(b) What are the stages in the career of an employee? Explain each stage?of an employee? Explain each stage?...77
(a) What is meant by
(a) What is meant by Performance Appraisal? What are the objectives of Performance Appraisal? What are the objectives of a Performance Appraisala Performance Appraisal
System?
System?...1010
(b) Explain the concept of 360 degree appraisal and its relevance in t
(b) Explain the concept of 360 degree appraisal and its relevance in the industry.he industry...1111
Question 4:
Question 4:...1212
(a) Explain the process involved
(a) Explain the process involved in an Appraisal Interview?in an Appraisal Interview?...1212
(b) What are the objectives of Potential Evaluation?
(b) What are the objectives of Potential Evaluation?...1414
(a) What the main elements that should be included in an Employee Induction Programme?
(a) What the main elements that should be included in an Employee Induction Programme?...1515
(b) Explain the different stages of Systematic Recruitment Process.
(b) Explain the different stages of Systematic Recruitment Process...1717
(a) Explain the importance of Job Description and Person Specification.
(a) Explain the importance of Job Description and Person Specification...2323
(b) Discuss the relevance
(b) Discuss the relevance of innovative Employee Reward System.of innovative Employee Reward System...2525
Many such various schemes are
Many such various schemes are innovatively discovered, within the limits of the innovatively discovered, within the limits of the organisation toorganisation to
praise and understand the efforts of its employees. This ensures that t
praise and understand the efforts of its employees. This ensures that the employees are treated withhe employees are treated with
respect and concern and motivates him to be a bet
respect and concern and motivates him to be a better, devoted and honest employee of theter, devoted and honest employee of the
organisation. These are rewards for his actions and a form of gratitude shown by the organisation to
organisation. These are rewards for his actions and a form of gratitude shown by the organisation to
him.
him...2828....
(a) Explain how the Training needs can be identified?
(a) Explain how the Training needs can be identified?...2929
(b) What are the ways a Training programme can be evaluated?
(b) What are the ways a Training programme can be evaluated?...3232
Question 8:
Question 8:...3535
(a) What is system approach t
(a) What is system approach to training?o training?...3535
(b) Explain briefly different training and development methods
(b) Explain briefly different training and development methods...3737
(a) MBO:
(a) MBO:...3939
(c) Selection Process:
(c) Selection Process:...4040
Analyse anyone of the cases given in the study material.
Question 1: Question 1:
(a)
(a) Explain the importance and Explain the importance and scope of “Human Resource Development” in an scope of “Human Resource Development” in an organisation.organisation.
(b)
(b) What is meant by HRD Audit?What is meant by HRD Audit? (a) Explain the importance and
(a) Explain the importance and scope of “Human Resource Development” in an organisation.scope of “Human Resource Development” in an organisation. Introduction:
Introduction:
HRD Means Developing The Human Resources Upgrading Their Skills And Extending Their Knowledge HRD Means Developing The Human Resources Upgrading Their Skills And Extending Their Knowledge Would Lead To Economic Development And Organizational Development. Therefore Human Resource Would Lead To Economic Development And Organizational Development. Therefore Human Resource Development (HRD) Is Key
Development (HRD) Is Key To Optimize Utilization Of Human To Optimize Utilization Of Human Intellectual Technological AndIntellectual Technological And Entrepreneurial Skills.
Entrepreneurial Skills.
(HRD) is the means used to support the mission of human resource management, which is
(HRD) is the means used to support the mission of human resource management, which is to maximizeto maximize employee performance
employee performance.. HRD is also defined by four
HRD is also defined by four functions:functions:
• • Education.Education. • • Training.Training. • • Development.Development. •
• Career Management.Career Management.
Scope of HRD: Scope of HRD:
In 1970 Len Nadler published his now-classic book Developing Human Resources, in which he coined the In 1970 Len Nadler published his now-classic book Developing Human Resources, in which he coined the term "human resource development" (HRD). The term HRD provided a conceptual umbrella under which term "human resource development" (HRD). The term HRD provided a conceptual umbrella under which the field began to
the field began to unify, using the three-fold notion of unify, using the three-fold notion of training, education, and development. HRD providedtraining, education, and development. HRD provided purpose and direction for the continued growth of the field: organized learning to provide the possibility of purpose and direction for the continued growth of the field: organized learning to provide the possibility of performance change. It further idententified a core discipline from which a field of study could develop: performance change. It further idententified a core discipline from which a field of study could develop: adult learning in the workplace. McLagans HRD studies in 1983 and 1989 reflected a shift taking place in adult learning in the workplace. McLagans HRD studies in 1983 and 1989 reflected a shift taking place in HRD work. In 1983 the assumptions in the competency models focused on change in technology. In 1987 HRD work. In 1983 the assumptions in the competency models focused on change in technology. In 1987 Patricia McLagan proposed the following narrative definition of HRD:
Patricia McLagan proposed the following narrative definition of HRD: HRD is the
HRD is the integrated use of integrated use of training and development, career training and development, career development, and organizationdevelopment, and organization development to improve individual effectiveness
development to improve individual effectiveness In HRD Emphasis On:
In HRD Emphasis On:
-•
• Improving Existing Skills and Exploring Potential Skills of Improving Existing Skills and Exploring Potential Skills of an Individual.an Individual. •
• Attachment of Organizational and Individual Goals.Attachment of Organizational and Individual Goals. •
• Acquire or Sharpen Their Capabilities Required To Perform Acquire or Sharpen Their Capabilities Required To Perform Various ObligationsVarious Obligations, Tasks and Functions., Tasks and Functions. •
• Develop Their Capabilities As Individual So That They May Be Develop Their Capabilities As Individual So That They May Be Able To Discover Their Potential AndAble To Discover Their Potential And
Exploit them To Full Their Own and/or Organizational Development Purpose And Exploit them To Full Their Own and/or Organizational Development Purpose And
•
• To Develop An Organizational Culture Where Superior Subordinate Relationship Team Work AndTo Develop An Organizational Culture Where Superior Subordinate Relationship Team Work And
Collaboration Among Different Sub Units Are
Collaboration Among Different Sub Units Are Strong And Contribute to Strong And Contribute to Organizational Wealth,Organizational Wealth, Dynamism And Pride To The Employees.
Dynamism And Pride To The Employees.
•
• Supporting the businessSupporting the business
•
• SSupporting (informal) learningupporting (informal) learning •
• SSupporting knowledge sharing (as a special form of upporting knowledge sharing (as a special form of supporting informal learning)supporting informal learning) •
• DDevelopment and coordination of trainingevelopment and coordination of training •
• CChanging HRD practiceshanging HRD practices
•
• Develop their general capabilities as individuals, so as to discover and exploit their inner potentials for Develop their general capabilities as individuals, so as to discover and exploit their inner potentials for
their own organizational development
their own organizational development purposes.purposes.
Gayathri Shankarram Registration No. 200308104
Gayathri Shankarram Registration No. 200308104
Question 1: Question 1:
(a)
(a) Explain the importance and Explain the importance and scope of “Human Resource Development” in an scope of “Human Resource Development” in an organisation.organisation.
(b)
(b) What is meant by HRD Audit?What is meant by HRD Audit? (a) Explain the importance and
(a) Explain the importance and scope of “Human Resource Development” in an organisation.scope of “Human Resource Development” in an organisation. Introduction:
Introduction:
HRD Means Developing The Human Resources Upgrading Their Skills And Extending Their Knowledge HRD Means Developing The Human Resources Upgrading Their Skills And Extending Their Knowledge Would Lead To Economic Development And Organizational Development. Therefore Human Resource Would Lead To Economic Development And Organizational Development. Therefore Human Resource Development (HRD) Is Key
Development (HRD) Is Key To Optimize Utilization Of Human To Optimize Utilization Of Human Intellectual Technological AndIntellectual Technological And Entrepreneurial Skills.
Entrepreneurial Skills.
(HRD) is the means used to support the mission of human resource management, which is
(HRD) is the means used to support the mission of human resource management, which is to maximizeto maximize employee performance
employee performance.. HRD is also defined by four
HRD is also defined by four functions:functions:
• • Education.Education. • • Training.Training. • • Development.Development. •
• Career Management.Career Management.
Scope of HRD: Scope of HRD:
In 1970 Len Nadler published his now-classic book Developing Human Resources, in which he coined the In 1970 Len Nadler published his now-classic book Developing Human Resources, in which he coined the term "human resource development" (HRD). The term HRD provided a conceptual umbrella under which term "human resource development" (HRD). The term HRD provided a conceptual umbrella under which the field began to
the field began to unify, using the three-fold notion of unify, using the three-fold notion of training, education, and development. HRD providedtraining, education, and development. HRD provided purpose and direction for the continued growth of the field: organized learning to provide the possibility of purpose and direction for the continued growth of the field: organized learning to provide the possibility of performance change. It further idententified a core discipline from which a field of study could develop: performance change. It further idententified a core discipline from which a field of study could develop: adult learning in the workplace. McLagans HRD studies in 1983 and 1989 reflected a shift taking place in adult learning in the workplace. McLagans HRD studies in 1983 and 1989 reflected a shift taking place in HRD work. In 1983 the assumptions in the competency models focused on change in technology. In 1987 HRD work. In 1983 the assumptions in the competency models focused on change in technology. In 1987 Patricia McLagan proposed the following narrative definition of HRD:
Patricia McLagan proposed the following narrative definition of HRD: HRD is the
HRD is the integrated use of integrated use of training and development, career training and development, career development, and organizationdevelopment, and organization development to improve individual effectiveness
development to improve individual effectiveness In HRD Emphasis On:
In HRD Emphasis On:
-•
• Improving Existing Skills and Exploring Potential Skills of Improving Existing Skills and Exploring Potential Skills of an Individual.an Individual. •
• Attachment of Organizational and Individual Goals.Attachment of Organizational and Individual Goals. •
• Acquire or Sharpen Their Capabilities Required To Perform Acquire or Sharpen Their Capabilities Required To Perform Various ObligationsVarious Obligations, Tasks and Functions., Tasks and Functions. •
• Develop Their Capabilities As Individual So That They May Be Develop Their Capabilities As Individual So That They May Be Able To Discover Their Potential AndAble To Discover Their Potential And
Exploit them To Full Their Own and/or Organizational Development Purpose And Exploit them To Full Their Own and/or Organizational Development Purpose And
•
• To Develop An Organizational Culture Where Superior Subordinate Relationship Team Work AndTo Develop An Organizational Culture Where Superior Subordinate Relationship Team Work And
Collaboration Among Different Sub Units Are
Collaboration Among Different Sub Units Are Strong And Contribute to Strong And Contribute to Organizational Wealth,Organizational Wealth, Dynamism And Pride To The Employees.
Dynamism And Pride To The Employees.
•
• Supporting the businessSupporting the business
•
• SSupporting (informal) learningupporting (informal) learning •
• SSupporting knowledge sharing (as a special form of upporting knowledge sharing (as a special form of supporting informal learning)supporting informal learning) •
• DDevelopment and coordination of trainingevelopment and coordination of training •
• CChanging HRD practiceshanging HRD practices
•
• Develop their general capabilities as individuals, so as to discover and exploit their inner potentials for Develop their general capabilities as individuals, so as to discover and exploit their inner potentials for
their own organizational development
•
• Develop organization culture in which superior subordinate relationships, team work and, collaborationDevelop organization culture in which superior subordinate relationships, team work and, collaboration
among sub-units are strong and contribute to the professional well being, motivation and pride of among sub-units are strong and contribute to the professional well being, motivation and pride of employees.
employees. Objectives: Objectives:
1.
1. MaMaxiximimise se ththe ue utitililisasatition on of of huhumaman rn resesouourcrces es fofor tr the he acachihievevememenent ot on in indndivivididuaual al andnd organisational goals.
organisational goals. 2.
2. ProProvivide de an an opoppoportrtununitity y anand d cocompmprerehehensnsivive e frframameweworork k fofor r ththe e dedevevelolopmpmenent t of of huhumamann resources in an organisation for full expression of their
resources in an organisation for full expression of their talent and manifest potentials.talent and manifest potentials. 3.
3. DevDeveloelop p conconstrstructuctive ive minmind d and and an an oveoveralrall l perpersonsonaliality ty of of ththe e empemployloyeesees.. 4.
4. DevDeveloelop p the the sensense se of of teateam m spispiritrit, , teateam m worwork k and and intinter er teateam m colcollablaboraoratiotions.ns. 5.
5. DeDevevelolop p ththe e ororgaganinisasatitiononal al hehealalthth, , cucultlturure e anand d efeffefectctivivenenesess.s. 6.
6. GeGenenerarate te sysyststemematatic ic ininfoformrmatatioion n ababouout t huhumaman n reresosoururceces.s. Importance of HRD:
Importance of HRD:
-Human resource development (HRD) can be defined as a set of systematic and planned activities designed Human resource development (HRD) can be defined as a set of systematic and planned activities designed by an organization to provide its members with the opportunities to learn necessary skills to meet current by an organization to provide its members with the opportunities to learn necessary skills to meet current and future job demands. Learning is at the core of all HRD efforts. HRD activities should begin when an and future job demands. Learning is at the core of all HRD efforts. HRD activities should begin when an employee joins an organization and continue throughout his or her career, regardless of whether that employee joins an organization and continue throughout his or her career, regardless of whether that employee is an executive or a worker on an assembly line. HRD programs must respond to job changes and employee is an executive or a worker on an assembly line. HRD programs must respond to job changes and integrate the long term plans and strategies of the organization to ensure the efficient and effective use of integrate the long term plans and strategies of the organization to ensure the efficient and effective use of re-sources.
re-sources.
All resources of production are important like machine, capital, money, land and building etc. in order to All resources of production are important like machine, capital, money, land and building etc. in order to ensure the achievement of production of a running factory. Over all supremacy has to be given to the ensure the achievement of production of a running factory. Over all supremacy has to be given to the element of human resource. Man itself ensures the economical use of resources by applying wisdom. element of human resource. Man itself ensures the economical use of resources by applying wisdom. Hence, any amount of efforts spent on training of human resources will yield its appropriate result and Hence, any amount of efforts spent on training of human resources will yield its appropriate result and higher productivity of the organisation The prospects and growth, productivity and profitability of an higher productivity of the organisation The prospects and growth, productivity and profitability of an organisation depend maximum on effective utilisation of such resources employed in the effort of achieving organisation depend maximum on effective utilisation of such resources employed in the effort of achieving company objectives. The achievement of an organisation can be seen as a result of cooperation and hard company objectives. The achievement of an organisation can be seen as a result of cooperation and hard wor
work k at at all all the the levlevels els of of funfunctictionioning ng of of an an orgorganianisatsationion. . Any huge Any huge capcapitaital l invinvestestmenment t in in devdeveloelopinpingg infrastructure of a training institute and its running will, in the years to come, show its results in achieving infrastructure of a training institute and its running will, in the years to come, show its results in achieving higher productivity and
higher productivity and profitability.profitability. HRD is a process
HRD is a process in which the employees of an in which the employees of an organization are continuously helped in a planned manner organization are continuously helped in a planned manner
•
• Acquire or sharpen their capabilities that are required perform various functions associated with their Acquire or sharpen their capabilities that are required perform various functions associated with their
present expected future roles. present expected future roles.
•
• HRD helps in maximizing the utilization of human resource for the achievement of individual andHRD helps in maximizing the utilization of human resource for the achievement of individual and
organizational goals. organizational goals.
•
• HRD helps to provide an opportunity and comprehensive framework for the development of humanHRD helps to provide an opportunity and comprehensive framework for the development of human
resource in an organization for full expression of
resource in an organization for full expression of their talent and manifest potentials.their talent and manifest potentials.
•
• HRD helps in increasing skills of employees it helps to develop the constructive mind and an overallHRD helps in increasing skills of employees it helps to develop the constructive mind and an overall
personality of the employees. personality of the employees.
•
• HRD develop the sense of HRD develop the sense of team spirit team work and team spirit team work and inter team collaborations.inter team collaborations. •
• HRD also used to develop the organizational health culture and effectiveness and to generate systematicHRD also used to develop the organizational health culture and effectiveness and to generate systematic
information about human resources. information about human resources.
•
• HRD helps in creating the healthy working environment it helps to build good employee, employeesHRD helps in creating the healthy working environment it helps to build good employee, employees
relationship so that individual goals matches
relationship so that individual goals matches with organizational goal.with organizational goal.
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Conclusion: Conclusion:
Human resources are the assets which do not
Human resources are the assets which do not find a place for mentioning in the find a place for mentioning in the balance sheet of a company.balance sheet of a company. But it is one of the most important assets as human resources are a resource of production as well as they But it is one of the most important assets as human resources are a resource of production as well as they are utilising other resources of production like a material,
are utilising other resources of production like a material, machines, money etc.machines, money etc. (b) What is meant by
(b) What is meant by HRD Audit?HRD Audit?
HRD audit starts with and understanding of the future business plans and corporate strategies while HRD HRD audit starts with and understanding of the future business plans and corporate strategies while HRD audit can be done even in organizations that look well formulated future plans and strategies it is most audit can be done even in organizations that look well formulated future plans and strategies it is most effective as a tool when
effective as a tool when the organization already has such long term plans.the organization already has such long term plans.
HRD audit is a comprehensive evaluation of the current human resource development strategies, structure, HRD audit is a comprehensive evaluation of the current human resource development strategies, structure, systems, styles and skills in the context of the short and long-term business plans of a company. HRD audit systems, styles and skills in the context of the short and long-term business plans of a company. HRD audit attempts to find out the future HRD needs of the company after assessing the current HRD activities and attempts to find out the future HRD needs of the company after assessing the current HRD activities and inputs available. In the last few years the author along with his colleague Dr. Udai Pareek pioneered in inputs available. In the last few years the author along with his colleague Dr. Udai Pareek pioneered in India, a methodology for auditing HRD function and implemented the same in a good number of Indian India, a methodology for auditing HRD function and implemented the same in a good number of Indian companies.
companies.
HRD audit is cost-effective and can give many insights into a company's affairs. The auditors come for one HRD audit is cost-effective and can give many insights into a company's affairs. The auditors come for one to two weeks, camp at the organization and give a report in a month's time. They normally make a to two weeks, camp at the organization and give a report in a month's time. They normally make a preliminary presentation at the end of their visit. HRD
preliminary presentation at the end of their visit. HRD audit can lead to several benefits:audit can lead to several benefits:
1. Getting the top management to think in terms of strategic and long-term business plans 1. Getting the top management to think in terms of strategic and long-term business plans
It may sound ironical that the HRD audit should begin with such strategic plans, but in some cases it has It may sound ironical that the HRD audit should begin with such strategic plans, but in some cases it has compelled the top management to think about such plans. While some companies started thinking about compelled the top management to think about such plans. While some companies started thinking about them, a few others started sharing these plans with a larger number of persons. Since the employees cannot them, a few others started sharing these plans with a larger number of persons. Since the employees cannot participate in an HRD audit without some sharing of these plans, the audit has forced the top management participate in an HRD audit without some sharing of these plans, the audit has forced the top management to share their plans which has resulted in increased employee involvement. In a few cases a new system of to share their plans which has resulted in increased employee involvement. In a few cases a new system of annual planning and sharing of business plans with the management staff have been initiated to enable them annual planning and sharing of business plans with the management staff have been initiated to enable them plan their own activities and competency development programmes.
plan their own activities and competency development programmes.
2. Clarifying the role of the HRD department and line managers in HRD 2. Clarifying the role of the HRD department and line managers in HRD In almost all cases the HRD
In almost all cases the HRD audit has been found to draw the audit has been found to draw the attention of employees at various levels to theattention of employees at various levels to the important role of the HRD department and current as well as the future. Enhanced role clarity of HRD important role of the HRD department and current as well as the future. Enhanced role clarity of HRD department and HRD function and increased understanding of line managers about their HRD role have department and HRD function and increased understanding of line managers about their HRD role have been the uniform results of HRD audit. The degree may vary from organization to organization depending been the uniform results of HRD audit. The degree may vary from organization to organization depending on other factors.
on other factors.
3. Streamlining of other management
3. Streamlining of other management practicespractices
Most often HRD audit identifies the strengths and weaknesses in the some of the management systems Most often HRD audit identifies the strengths and weaknesses in the some of the management systems exi
exististing ng in in the the orgorganianizatzationion. . It It alsalso o popointints s out to out to the the absabsencence e of of syssystemtems s ththat at can can enhenhancance e humhumanan productivity and utilisation of the existing competency base; for example, the MIS, rules and procedures, productivity and utilisation of the existing competency base; for example, the MIS, rules and procedures, etc. which may have an effect on the functioning of the employees. In a few cases an HRD audit has helped etc. which may have an effect on the functioning of the employees. In a few cases an HRD audit has helped the management look at some of these sub-systems and work procedures. Preparation of a manual of the management look at some of these sub-systems and work procedures. Preparation of a manual of delegation of powers, clarification of roles and responsibilities, developing or streamlining the manuals of delegation of powers, clarification of roles and responsibilities, developing or streamlining the manuals of financial and accounting procedures and systems, strengthening the information systems, and sharing of financial and accounting procedures and systems, strengthening the information systems, and sharing of information are some of the
information are some of the resultant activities in this direction.resultant activities in this direction. 4. Better recruitment policies and more professional staff 4. Better recruitment policies and more professional staff
An HRD audit points out to the competence base required. It sets the stage and gives direction for the An HRD audit points out to the competence base required. It sets the stage and gives direction for the competency requirements of employees at various levels and thus provides a base for recruitment policies competency requirements of employees at various levels and thus provides a base for recruitment policies and procedures. In some companies, it
and procedures. In some companies, it has resulted in strengthening the recruitment policies and procedures.has resulted in strengthening the recruitment policies and procedures. As a result of
5. Changes in the styles of top management
One of the objectives of HRD is to also create a learning organization. A learning culture can be created only if the top managers of the company exhibit an HRD style of management. Such a style requires an empowering attitude, participative style of management, and an ability to convert and use mistakes, conflicts and problems as learning opportunities. Some of the top-level managers in India have been found to block employee motivation and learning through coercive, autocratic and even paternalistic styles of management. In such cases the HRD audit has pointed out the difficulties in developing and preparing the employees for the future. This has helped to provide subtle feedback to the top management and to initiate a change process.
6. Improvements in HRD systems
The HRD audit has helped most of the organisations in taking stock of the effectiveness of their HRD systems and in designing or re-designing the HRD systems. The most frequently changed or renewed systems include performance appraisal, induction training, job-rotation, career planning and promotion policies, mentoring, communication, and training.
7. More planning and more cost-effective training
HRD audits have been found to raise questions about the returns on training. One of the aspects emphasised in the HRD audit is to calculate the investments made in training and ask questions about he returns. The process of identifying training needs and utilisation of training inputs and learning for organisation growth and development are assessed. As direct investments are made in training, any cost-benefit analysis draws the attention of the top management and HRD managers to review the training function with relative ease. One organization strengthened its training function by introducing a new system of post-training follow-up and dissemination of knowledge to others through seminars and action plans. Many organisations have developed training policies and systematised their training function. Assessment of training needs has also become more scientific in these organisations.
8. Increased focus on human resources and human competencies
One of the results of an HRD audit is to focus on new knowledge, attitudes and skills required by the employees in the organization. Comments are made about the technical, managerial, human and conceptual competencies of the staff at various levels. This differentiation has been found to help organisations identify and focus sharply on the competency requirements and gaps. The audit establishes a system of role clarity and fixing of accountabilities. This can take place through separate role clarity exercises or through the development of an appropriate performance appraisal system. In any case the attention of the organization gets focused on developing the competency base of the organization. More sensitivity are developed to the missing aspects of competencies. For example, one organization has been found to neglect human relations competencies of their staff, resulting in a large number of human Problems leading to wastage of time. Some of these got streamlined and various HRD policies also got strengthened.
9. Strengthening accountabilities through appraisal systems and other mechanisms
An HRD audit can give significant inputs about the existing state of the accountabilities of employees. This gets assessed through performance appraisals as well as through the work culture and other cultural dimensions. A number of organisations have introduced systems of performance planning, sharing of expectations and documenting the accountabilities of staff.
10. TQM interventions
Quality improvements and establishing TQM systems require a high degree of employee involvement. In a number of cases the HRD audit has pointed out to the linkages between TQM and other developmental programmes and helped in strengthening the same. Due to improvements in the training system, group work and appraisal systems, TQM programmes have also improved. In a few organisations the performance appraisals have been so changed as to integrate quality aspects and internal customer satisfaction dimensions into the appraisal system. Thus, an HRD audit leads to the strengthening of the quality systems.
Question 2:
(a) Explain the relevance of “Human Resource Planning” in an industry (b) What are the stages in the career of an employee? Explain each stage. (a) Explain the relevance of “Human Resource Planning” in an industry
Human resource planning is the process by which management ensures that it has the right personnel, who are capable of completing those tasks that help the organization reach its objectives.
(a) Current assessment involves reviewing the organization's current human resource status.
• This is typically done through a human resource inventory.
• Another part of the current assessment is the job analysis which is an assessment that defines jobs and the
behaviors necessary to perform them.
• From this information, management can draw up a job description which is a written statement of what a
jobholder does, how it is done, and why it is done.
• Also, management can develop a job specification which is a statement of the minimum acceptable
qualifications that an incumbent must possess to perform a given job successfully.
(b)Future assessment involves a determination of future human resource needs by looking at the organization's objectives and strategies.
(c)Developing a future program involves matching estimates of shortages of needed personnel with forecasts of future labor supply.
The relevance of Human Resource Planning is described as follows –
Determine recruitment needs: - An essential prerequisite to the process of recruitment is to avoid problems of unexpected shortage, wastage, blockage in the promotion flow and needless redundancies.
Determining training needs: - This is fundamentally important to planning training programmed for which it is necessary to not only quality but also quantity in terms of the skills required by the organization. Management development: - A succession of trained and experienced manager is essential to the effectiveness of the organization and this depends on accurate information about present and future requirement in all management parts.
Balancing the cost between the utilization of plant and workforce: - This in values comparing costs of these two resources in different combinations and selecting the optimum. This is especially important when costing projects.
Industrial relations: - The business plan will of necessity make assumptions about productivity of the human resource. it will have an impact on the organization industrial relations strategies
In practice, hr planning is concerned with the demand and supply of labor and problems arising from the process of reconciling these factors. any system has to be based on analyses of demand and supply and the plans and decisions, which follow these analyses.
A system of human resource planning The main elements of a system are:
• Defining the organisational objectives.
• Assessing the future requirements to meet objectives.
• Assessing the current resources and availability of resources in the future.
• Producing and implementing the plan in detail, i.e. balancing forecasts for demand and supply, related to
short term and/or long term timescales.
(b) What are the stages in the career of an employee? Explain each stage?
A career is defined as a sequence of positions occupied by a person during the course of a lifetime.
The popular way of analyzing the career is to look at them as made up of stages. There are five stage models that is applicable to the most people during their work life.
Career stages model is the most popular way to view careers.
• Exploration is when individuals are exploring possible career options and making critical choices. • Establishment begins with the search for work and getting that first job.
• Mid-career is when an individual is no longer seen as a "learner."
• Late career is when an individual can share his or her knowledge with others in the organization.
• Decline is when an individual leaves the work f orce.
Career stages:
Stage 1: Exploration
This stage includes a person’s earliest recollection of “what I want to be when I grow up” and the revisions on that dream as the person commits to his or her career work. This stage is usually heavily affected by spoken and unspoken messages that people receive from family or significant others regarding what their life path or journey should be. The messages are usually from a person’s elders about their desire for the type of work the person should do, where he or she should live, and spiritual dimensions and lifestyle such as choice of a partner, number of children, and so forth.
Many to the critical choices individual make about their carrier are made prior to every entering the work on a paid basis our parents relatives, teachers as well as what we see on television and films very early in our parents their interests, their aspirations and their financial resources will be heavy factors in determining out planets, their interests, their aspirations and their financial resources will be heavy factors in determine out perception of what carriers are available.
The exploration period ends for most in our mid-twenties as we get employed. From an organisation stand point. This stage has less relevance, since it occurs prior to employment. It is of course not irrelevant. The exploration period is when a number of expectations abt ones career are developed, many of which are unrealistic.
Stage 2: Establishment
The establishment period begins with the search for work and includes getting your first job being accepted by your peers, learning the job and gaining the first tangible evidence of success of or failure in the 'real world'.
It is a time that brings the uncertainties and anxieties. Additionally it also marked by the making of mistakes, learning from these mistakes and gradual assumption of increased responsibilities. However individuals in this stage have yet to reach their peak productivity and rarely are they given work assignment that carry great power or high stages.
At this stage, people bring with them a list of potential life and work options. The activities of this stage help people assess and understand their competency strengths; personality traits; abilities; interests; learning-style, work-style, and work-environment preferences; and personal, interpersonal, work, and cultural values. At this stage, people usually receive detailed information from having completed formal or informal appraisal instruments, checklists, simulations, interviews, and so forth. The output contains highly specific information about a person, including the effect of his or her value systems on personal preferences. People can use that appraisal information to revise the options they developed in the exploration stage.
Stage 3: Mid-Career
Most people do not face their first career dilemmas until they reach the mid-carrier stage this is a time where individual may continue their prior improvements in performance level off or begin to deteriorate. At
this stage the first dilemma is accepting that on is no longer seen as a learner. Mistakes carry greater penalty. At this point in a career one is expected to have moved beyond apprenticeship to journeyman status. To those who make the successful transition go greater responsibilities and rewards. For others it may be a time of reassessment, job changes, adjustment of priorities or the pursuit of alternative life styles. This is a delicate stage of career work because the outputs must be grounded in reality to the greatest degree possible. If they aren’t realistic, people are likely to experience frustration or disappointment later on. That could cause them to be discouraged, which could lead to abandoning any further effort. Thus, the decision-making process should result in a set of realistic career work goals, given the information available at the time.
Stage 4: Late Career
For those who continue to grow through the mid-carrier stage the late carrier usually is a pleasant time when one is allowed the luxury to relax a bit and enjoy playing the part of the elder state man. It is a time their one rest on one's laurels and both in the respect given by younger employees. During the late career days, individuals are no longer learning nor is it expected that they should out do their levels of performance from previous years. Their value to the organisation lies heavily in their judgment, built up over so many years and through varied experiences and sharing with and teaching others based on the knowledge they have gained.
For those who have stagnated or deteriorated during the previous stage the late career brings the reality that they will not have an everlasting impact or change the world as they had once thought. It is a time when individuals recognize that they have decreased work mobility and may be locked to their current job. One begins to look forward to retirement and the opportunities of doing something different life off the job is likely lot carry for greater importance then it did in earlier days.
Stage 5: Decline
The final stage in one's carrier is difficult for everyone but ironically is probably hardest on those who had continued successes in earlier stages. After several decades of continued achievements and high level of performance, time for retirement has reached. These individuals are forced to step out of the limelight and give up major component of their identity. For the most performers or those who have seen their performance deteriorate over the years. It may be pleasant time. The frustrations that have been associated with work will be left behind.
Adjustments of course will have to be made regardless of whether one is leaving a sparkling career or a dismal career. The regimentation that work provides will no longer be there. Responsibilities will be fewer in life and will be less structured. As a result it is a difficult stage for anyone to confront.
Stages in career Development
Keys to a successful management career include the following aspects.
• Select your first job judiciously. • Do good work.
• Present the right image. • Learn the power structure.
• Gain control of organizational resources. • Stay visible.
• Don't stay too long in your first job. • Find a mentor.
• Support your boss. • Stay mobile. • Think laterally.
• Think of your career in terms of skills you're acquiring and continue upgrading those skills.
• Work harder than ever at developing a network.
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Question 3:
(a) What is meant by Performance Appraisal? What are the objectives of a Performance Appraisal System?
(b) Explain the concept of 360 degree appraisal and its relevance in the industry.
(a) What is meant by Performance Appraisal? What are the objectives of a Performance Appraisal System?
Performance appraisal may be defined as a structured formal interaction between a subordinate and supervisor, that usually takes the form of a periodic interview (annual or semi-annual), in which the work performance of the subordinate is examined and discussed, with a view to identifying weaknesses and strengths as well as opportunities for improvement and skills development.
In many organizations - but not all - appraisal results are used, either directly or indirectly, to help determine reward outcomes. That is, the appraisal results are used to identify the better performing employees who should get the majority of available merit pay increases, bonuses, and promotions.
By the same token, appraisal results are used to identify the poorer performers who may require some form of counseling, or in extreme cases, demotion, dismissal or decreases in pay. (Organizations need to be aware of laws in their country that might restrict their capacity to dismiss employees or decrease pay.) Performance appraisal for evaluation using the traditional approach has served the f ollowing purposes:
1. Promotion, separation, and transfer decisions
2. Feedback to the employee regarding how the organization viewed the employee's performance 3. Evaluations of relative contributions made by individuals and entire departments in achieving
higher level organization goals
4. Criteria for evaluating the effectiveness of selection and placement decisions, including the relevance of the information used in the decisions within the organization
5. Reward decisions, including merit increases, promotions, and other rewards 6. Ascertaining and diagnosing training and development decisions
7. Criteria for evaluating the success of training and development decisions
8. Information upon which work scheduling plans, budgeting, and human resources planning can be used
Objectives of Appraisal System:
1. To give employees the opportunity to discuss performance and performance standards regularly with their supervisor.
2.
To provide the supervisors with a means of identifying the strengths and weaknesses of an employee’s performance.3. To provide a format enabling the supervisor to recommend a specific program design to help an employee improve performance.
4. To provide a basis of salary recommendations. 5. Salary Administration
6. Performance Feedback
7. Identification of Individual Strengths and Weaknesses 8. Recognition of Individual Performance
9. Determination of Promotion
10. Identification of Poor Performance 11. Assistance In Goal Identification 12. Evaluation Of Goal Achievement
14. Determination of Organizational Training Needs.
(b) Explain the concept of 360 degree appraisal and its relevance in the industry.
Typically, performance appraisal has been limited to a feedback process between employees and supervisors. However, with the increased focus on teamwork, employee development, and customer service, the emphasis has shifted to employee feedback from the full circle of sources depicted in the diagram below. This multiple-input approach to performance feedback is sometimes called “360-degree assessment” to connote that full circle.
The 360 degree appraisal is based upon performance feedback from multiple sources. The term 360 degree refers to feedback from all directions, rather than dependence on an employee's supervisor or other single source. In a 360 degree appraisal, feedback may come from peers, staff, internal customers, external customers, supervisors, and the individual. Initially, 360 degree appraisals were conducted in writing and required complex and time consuming procedures for the assessments to be successful.
As name implies, 360 degree feedback is intended to provide employee with as accurate a view of their performance as possible by getting input from all angles = superiors beers subordinates customer and the like although in the beginning 360 degree systems were purely developmental and were restricted mainly to management and carrier development they have migrated to performance appraisal and other administrative applications.
Pros:
- The system is more comprehensive in that response are gathered from multiple perspectives
Quality of information better (quality of respondents is more important than quantity)
It complements TQM intestines by emphasizing internal/external customer and teams.
It may lessen bias/prejudice since feedback comes from more people not one individual.
Feedback from peers and other may increase employee self-development. Cons:
- The system complex in combining all the responses
Feedback can be intimidating and cause resentment if employee feels the respondents have "ganged up
These may be conflicting opinions, though they may all be accurate from the respective standpoints.
The system requires training to work effectively.
Employees may collude or game the system by giving invalid evaluation to one another.
Appraisers may not be accountable if their evaluations are anonymous. Safeguards to be observed to ensure maximum quality and acceptance:
Assure anonymity
Make respondents accountable
Prevent " gaming " of the system
Use statistical procedures
Identify and quantify biases
Based on the experience of companies it appears as though 360 degree feedback can provide a valuable approach to performance appraisal its success, as with any appraisal technique depends on how managers use the information and how fairly employees are treated.
Question 4:
(a) Explain the process involved in an Appraisal Interview?
(b) What are the objectives of Potential Evaluation? (a) Explain the process involved in an Appraisal Interview?
Appraisals have three main purposes. These are often misunderstood. The first is to measure the extent to which an individual may be awarded a salary increase compared with his or her peers. This is the reward review component.
The second purpose of an appraisal is to identify any training needs and, if appropriate, to provide training and development to enable an individual to help the organisation to achieve its objectives. This is the performance review component.
Finally, appraisals are also important to aid an individual's career development by attempting to predict work that the individual may be capable of in the future. This is the potential review component.
Employees often question the value and usefulness of the time and effort taken up by an appraisal. However, it establishes key results that an individual needs to achieve within a time period while also comparing the individual's performance against a set and established standard. The employee is not the only beneficiary - the organisation benefits through identifying employees for promotion, noting areas for individual improvement, and by using the system as a basis for human resource planning.
Conducting the appraisal interview:
There is often misunderstanding as to how an appraisal should be conducted. Appraisees sometimes perceive their annual appraisal as a threat. However, this can be overcome if the appraisal system is well-constructed, and seen to be fair to the individual and consistent across the organisation. A typical negative response to appraisals is that they are confrontational. This is often due to a lack of agreement on performance or poor explanation by management. Additionally, it is sometimes seen as a judgement - a one-sided process based entirely on the manager's perspective. At the other extreme it is simply regarded as a chat.
Process Involved In Appraisal Interview: Ask for a selfassessment:
-It is useful to have employees evaluate their own performance prior to appraisal interview. Eve if this information is not used formally, the self appraisal starts the employee thinking about his or her accomplishments. Self appraisal also ensures that against what criteria he or she is being evaluated, thus eliminating potential surprises.
It gives employees a form of self-assessment according to it employee has evaluated his or her own performance the interview can be used to discuss those area where the manager and the employee have reached different conclusion not so much to resolve the truth but to work towards a resolution of problem. Invite participation:
-The core purpose of a performance appraisal interview is to initiate a dialogue that will help an employee improve her or his performance. To the extent that an employee is an active participant in that discussion, the more likely it is that the roof cause and obstacles to performance will be uncovered and the more likely it is that constructive ideas for improvement will be raised. Research evidence suggests that participation is strongly released to an employee’s satisfaction with the appraisal feedback, the extent to which the employee believes it is fair and useful as well as his/her intention to improve performance. As a thumb rule, the supervisors should spend 30-35 percent of time talking during the interview, the rest of the time he should be listening to employees’ respond to questions.
Express appreciation:
Praise is a powerful motivator and in an appraisal interview, particularly employees are seeking positive feedback it is frequently beneficial to start the appraisal interview by expressing appreciation for what the employee has done well. in this way he or she may be less defensive and more likely to talk about aspects of the job that are not going so well.
Minimize criticism:
-Employees who have a good relationship with their managers may be able to handle criticism better than those who do not if an employee has many areas in need for improvement, managers should focus on those few objectives issues that are most problematic or most important to the job some tips for using criticism constructively include the following.
Consider whether it is really necessary Don't exaggerate
Make improvement your goal
Changing the behavior not the person:
When dealing with problem area, in particular it is important to remember that it is not the person who is bad, but the actions exhibited by him. Avoid suggestions and personal traits to change; instead suggestion of more acceptable ways of performing would prove effective. It is difficult for employee to change who they are but it will e easier for them to change the way they act.
Focus on solving problems:
-In addressing performance issues, it is frequently tempting to get into the blame game in which both manager and employee enter into a potentially endless discussion of why a situation has arises. Frequently solving problems requires and analysis of the causes but ultimately the appraisal interview should be directed devising a solution to the problem.
Establish
goals:-Major portion of the interview is to make plans for improvement, it is important to focus the interviews attention of future rather than past. In setting goals with an employee, the manager should:
Emphasize strengths on which employee can build rather than weaknesses to overcome.
Concentrate on opportunities for growth that exists within the frame work of the employee’s present position.
Limit plans for growth to a few important items that can be accomplished within a reasonable period of time.
Establish specific action plans that spell out how each goal will be achieved. These action plans may also include a list of contact, resources, and timetables for follow up.
Follow
up:-Ideally performance feedback should be an ongoing part of a manager’s job. Feedback is most useful when it is immediate and specific to a particular situation. Unfortunately both manager and employee are generally happy to finish interview and file away. Better approach is to have informal talks periodically to follow up on issues raised during the interview.
Factors that influence Performance
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Motivation: Career ambition Employee conflict Frustration Fairness/ Satisfaction Goals/Expectations Environment: Equipment. Materials Job design Economic condition Unions
Rules and policies Management support Laws and regulations
Ability:
Technical skills Interpersonal skills Problem solving skills Analytical skills Communication skills
Assessing rewards:
The reward review is the process by which managers have to decide who deserves increments, bonus and other tangible incentives based on individual performance. It is potentially uncomfortable and contentious situation because inevitable there will be winner and losers. These problems are likely to occur, however sound the schemes may be but it is obviously vitally important to give thought in preparation and practice to ensure that any scheme for the reward review is fair and efficient.
(b) What are the objectives of Potential Evaluation?
Potential-evaluation measures the aptitude of an employee (or a candidate), highlights his personality,
character traits, and the strong-points of his professional profile. The evaluation aids to orientate him towards the functions in which he can most fully use his capacity and
talents. The evaluation optimizes the use of the em ployee and avoids errors in promotion.
Potential evaluation refers to an individuals behavior, skills, abilities in meeting the requirements of the job which the individual currently holds on the other hand potential refers to the abilities present but not currently utilized or not required to that degree in the present job as would be required in possible future higher jobs which the individual may hold. it refers to the abilities to discharge higher responsibilities in future roles.
Objective of Potential Evaluation:
-Potential evaluation poses a number of problems, nobody has ever questioned the need for assessment of potential for vital personnel decision it is in fact pre-requisite to the very survival of an organization. It is an important area because people have to be prepared to take up higher responsibilities. It also helps in identifying high fusers and the dead wood early. Some of the major areas where potential evaluation plays a critical role and help in handling the employees of organization.
Promotions
Transfer
Placement
Training And Development
Carrier Planning
Succession Planning
Salary Increase
Question 5:
(a) What the main elements that should be included in an Employee Induction Programme? (b) Explain the different stages of Systematic Recruitment Process.
(a) What the main elements that should be included in an Employee Induction Programme?
Employee induction and orientation is as much about creating an impression as it is about providing information. The impressions that you create become information that employees act on.
And before they can become a productive member of the workforce they do need a lot of information. Do you want them to do it the way that always did it? Or do you have a better way? If they have a better way, do you want to know about it?
When a new employee commences his job, an effective induction process is essential to maintain their enthusiasm, motivation and enabling them to get on with the work they were employed to do. Induction is a major factor in that employee's ability to perform effectively and their desire to remain with the organisation. An inadequate induction - one that is not designed to meet either their or our needs - may demotivate the person before they have even started!
The induction phase is broadly classified into three elements: Training Work Experience and Social Adaptation
Training:
Induction training is mainly vocational and designed in order to give new employees the skills and knowledge required for productive employment. It may take the form of short Full-Time courses or very much longer programmes where a high level of performance is essential, such as: During engineering apprenticeships, Flying training, etc. Sometimes induction training is given on the job itself, such as Call-Center training, BPO, etc. More often than not the programme is a combination of both forms of training. Work Experience:
This covers a wide range of possibilities and is a matter of each organisation to decide whether new employees remain with one occupation or are rotated to meet particular requirements of experience, am imaginative approach is necessary to widen new employee’s knowledge of their organisational environment as much as possible. This could include a schedule of visits or short attachments to other units. Increased knowledge of the organisation will help to develop confidence and is a significant means of stimulating interest and motivation.
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INDUCTION PROGRAM
Training
Work Experience
Social Adaptation:
As we have already seen, this is a particular source of difficulty in the induction phase. Managers cannot expect to control subtle interplay of intra-group relationships, but they need to develop a psychological awareness of group and individual behaviour in order to assist their groups, the ability to anticipate where interpersonal difficulties could arise and how the social forces within the group could be used to advantage. In this way, the varied experience and strengths of the different members of the team may be used skillfully to help newcomers to adapt. The more members of the group that can be usefully involved in this process the better.
Finally, because of the complexity and variability of the initial phase of employment from the individual’s point of view, employers cannot naively assume that a formally planned induction programme coincides with each individual employee’s induction phase, as though the programme covers a fixed period at the end of which new employees cross as it were a boundary that separates the novitiate from null membership. The process of socializing is infinitely subtle and varied with each individual. Although new employees often undertake part of the induction programme together, their induction into the organisation still has to be recognised as an essentially individual process.
Induction training provides many benefits:
Makes the employee aware of the health and safety hazards of the job and how these affected the safety of others. .
Helps to reduce the high risk potential of injuries to young employees, new/transferred or re-hired employees, and seasonal or temporary employees.
Helps to meet legal requirements.
Helps to reduce the anxiety or stress experienced in a new or changed working environment or situation.
Helps to balance the company’s need for productivity with the worker’s needs for self esteem
and security.
Summary of main elements of an induction
(b) Explain the different stages of Systematic Recruitment Process.
Interviews are a crucial part of the recruitment process for most organisations. Usually applicants are interviewed after sending in an application form or CV for a particular position. The purpose of an interview is to give the selector a chance to assess you and for you to demonstrate your abilities and personality. It is also an opportunity for you to assess them and to make sure their organisation and the position are what you want. Not to forget that to have reached the interview stage you have already impressed the recruiters and they believe you have the ability to do the job. All you need to do is show them they are right!
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Training:__________ On the job specific courses
.
( Internal/External
).
Work Experience:_____ Job variety visits and attachments
Training:___________ Assistance by the manager and members of the work group
Follow up interviews:_______________________ Conducted by the line manager and personal officer in the form of performance appraisal and career development interviews
Check programmes and general welfare
Initial Interviews__________________________
Conducted by the line manager and HRM, covering
Details of the induction program
Organisational objective and functions
Personal objectives and job
Work conditions and facilities
Personal needs problems etc.
The recruitment process for most organisations is designed along the same path; applications are received, either via an online application form, a postal form or a CV. Candidates are short listed and invited for interview. The interview format can vary considerably, as we discuss later, and can include assessment centers. The number of interviews also varies. Some companies are satisfied after just one interview whereas others will want to bring back a further shortlist of candidates for one or more interviews. If you are successful at the interview stage you will receive an official letter offering you the job. This information describes what you can expect at interviews and assessment centers, and takes you through to making a decision about any offers that may result.
HR best practice has always been that organisations should not discriminate in their recruitment procedures, and should always strive to recruit and retain the most qualified staff. Most qualified was never to be interpreted as indicating a preferred race, age or gender for the job. A diverse workforce has always been a key feature of the best practice organisation.
As such, those who shudder when they hear reference made to legal recruitment procedures, should actually see this as an opportunity to get their recruitment function in line with HR best practice.
General Recruitment policy:
(i) A company should recognize its staff as being fundamental to its success. A strategic and professional approach to recruitment processes help enable the organisation to attract and appoint staff with the necessary skills and attributes to fulfill its strategic aims, and support the organisational values.
(ii) The organisation must be committed to ensuring that the recruitment and selection of staff is conducted in a manner that is systematic, efficient, and effective and promotes equality of opportunity.
(iii) Recruitment should be treated as a key public relations exercise as the way it is managed affects the organisation’s image, and consequently its ability to attract and appoint high caliber staff.
(iv) This policy has been designed to provide a flexible framework which promotes good practice, adopts a proactive approach to equality and diversity issues and supports fully the organisation’s core business.
(v) Guidelines which form the basis for the implementation of this policy are also provided. They have been designed to maximise flexibility to meet the needs of all areas. For these reasons, while still ensuring that the organisation complies with relevant legislation any significant variations in practice must be discussed with the Senior HR Advisers to minimise risk to the organisation
(vi) Professional advice and support is available at all stages of the recruitment process from the Senior HR Advisers.
Systematic recruitment process flow chart
Steps of Recruitment: Step 1: Vacancy
This stage decides what resources are required. Details of requirements will emerge from the compilation and regular revision of HR plan. In practice job vacancy may occur when:
1. An organisation or work unit is set up. 2. An employee resigns from the post. 3. An employee reaches retirement.
4. An organisation takes place through changes in policy. 5. Technology
6. Mergers
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Job Description
Person specification
Internal/External Advertisement Agency/Consultant/Search
Send Application form Request CV Pre - Selection Short List Tests Interviewing/Group Selections References/Medical Appointment Induction programme Follow-up Sourcing Strategy
7. Acquisitions.
Because of the subtle changes that take place within an organisation the existence and nature of job vacancies should be accepted.
The first step in any recruitment process is to define the job requirements. A job and person specification should be prepared, bearing in mind the actual requirements of the job, for example required qualifications, skills and experience. It is allowable to include desired qualifications, but be careful to avoid mentioning “requirements” which are not actually necessary for the job, or which may indirectly exclude a portion of society
Step 2: Sources
This stage concerns with the general questions about supply and availability of resources and particular avenues through which these are likely to be obtained. The human resource plan is to provide general information about the types of factor that influence the supply of labour at macro and micro levels. Even when it is feasible to fill job vacancies from within the organisation, transfers and promotions which this usually involves will more often not produce a vacancy at the end of the chain. Nevertheless filling of vacancies internally should always be given careful considerations.
Care should always be exercised when using images or photographs as a tool in recruitment advertising. It is important that these do not reflect negative stereotypes, which may indicate an intention to discriminate. On the other hand, correct use of imagery can enhance an organisations perception as an equal opportunities
employer. Many employers now include an “equal opportunities employer” statement in their advertisements, which indicates an acknowledgement of, and compliance with, equality legislation.
There are 2 types of recruitment noted while sourcing the resources:
1. Internal recruitment:
Existing employees are known to the organisation are generally familiar with the customs and practices.
The costs and time that external recruitment, selection and induction procedures consume can be reduced.
Internal recruitment to fill vacancies may be used as a means of career development, widening the opportunities and stimulating motivation among existing employees.
2. External employees:
When organisation has to use external sources, 2 means of conducting the search is done:
Through employment and consultancies and agencies
By contacting the public directly through advertisements in newspaper, journals, posters, radio, and television and on the internet.
Step 3: Application form/Resume/CV
Many organisations use application forms in an effort to ensure an equal footing for all applicants, while at the same time also ensuring that all required information is captured in relation to the position. Again it is essential that the form is prepared in a style which complies with the legislation. Questions which could be seen as discriminatory against potential candidates include those requesting information regarding marital
status, family status and nationality. Questions should be carefully worded to avoid any hint of discriminatory practices, and it is often worth including a statement indicating that the organisation is an
equal opportunities employer.