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HRA Module 1 - Lecture Slides PDF
HRA Module 1 - Lecture Slides PDF
MODULE 1: INTRODUCTION
Physical Resources-money, materials and machinery & Human Resources – knowledge, skills, abilities
Human Resources
“From a national point of view, human resources are knowledge, skills and attitude obtained in the population; while
for individual enterprises, they represent the total of the abilities, knowledge and skills of its employees” – Leon C.
Megginson
Human Resource Management
“the planning, organizing, directing and controlling of the procurement, development, compensation, integration,
maintenance and separation of human resources to the end that individual, organizational and social objectives
are accomplished” – Edwin Flippo
OBJECTIVES OF HRM
Sourcing talent is the process to generate a pool of qualified candidates for a particular job. The organization
must announce the job’s availability to the market and attract qualified candidates to apply. The organization may
seek applicants from inside the organization, outside the organization or both.
Talent selection is the process to make a “hire” or “no hire” decision about each applicant for a job. The
process usually involves determining the characteristics required for effective job performance, interviewing, and
then measuring applicants on those characteristics.
Gomez-Mejia L. R., Balkin, D. B., & Cardy, R. L. (2004). Managing Human Resources (4th Ed.). New Jersey: Pearson Prentice Hall.
WORKFLOW
Job Requisition
Sourcing
Screening of Applications
Selection
Employment offers
SOURCING
Campus recruiting
Newspapers
Recruiting services
Web sites
Trade journals
Job fairs
PERSON-ORGANISATION FIT
SELECTION METHODS
Interviews
Ability tests
Personality tests
Integrity tests
COMMON BIASES TO BE AWARE OF
The halo effect is the tendency to attribute positive traits to a person with whom you have something in
common. This leads to hiring people most like yourself and not necessarily the best person for the job.
The recency effect is the tendency to focus your attention on the most recent candidates because they are
freshest in your memory.
COMMON INTERVIEWS
Behavioral Interview: Applicants are asked to give specific examples of how they have performed a
certain task or handled a problem in the past.
Behavioral questions typically begin with “Tell me about a time when…” or “Can you think of....”
Situational Interview: Applicants are asked how they would respond to a specific job situation related
to the content of the job they are seeking.
Any job-relevant question that begins with “What would you do if…" or “How would you handle…."
DOCUMENT FEEDBACK
Candidates Primary Certifications Problem Initiative Leadership
Qualifications Solving
Rahul
Tina
Aman
ONBOARDING
Performance management is an ongoing process of communication between a manager and an employee that
occurs throughout the year, in support of accomplishing the strategic objectives of the organization.
PERFORMANCE MANAGEMENT CYCLE
Plan
Check-in
Review
PLAN
Manager and employee collaborate to build goals, objectives for the short term and long term
Performance Expectations = Results + Behaviours/Actions
Results are measured through the use of objectives
Actions and Behaviours can be measured through the use of performance dimensions
Make a written summary of the expectations
Verify expectations with employee
Create developmental goals for the employee – skills required for the job or personal/professional competency
development
CHECK-IN
Once performance objectives and standards are established, you should observe an employee’s performance and
check-in with them regularly, providing feedback
Performance review is the process of measuring an employee’s performance in the current position
The key goal is to recognize the degree to which an employee was successful, or how well the employee met
expectations, be they objectives, standards, performance dimensions or some other measure.
PERFORMANCE MANAGEMENT SYSTEMS
Ranking
Forced distribution
360-degree feedback
Competency-based
MBO (Management by Objectives)
TALENT MANAGEMENT
TOPIC 1.5
TALENT MANAGEMENT
Everything that is done to recruit, develop, retain, reward and make employees perform better is talent
management
IDENTIFY ORGANISATIONAL GOALS
Develop the job descriptions and specifications for the role you want to acquire the talent for. Since it is the first
step towards the process, it plays a crucial role in the success of the whole process.
ELEMENTS OF TALENT MANAGEMENT
Learning & Development is to build connection between organisational needs and individual needs to boost
performance
TERMS TO KNOW
Knowledge is organizing information. Typically, information evolves to knowledge by the learner's gaining context,
perspective and scope about the information.
Skills are applying knowledge in an effective and efficient manner to get something done. One notices skills in an
employee by their behaviours.
Abilities result from applying the skills to the extent that the applications become natural or intuitive to do.
Perceptions are a way of interpreting or coming to understand something. When people are stuck in solving a problem,
it is often because they are stuck in how they see the situation.
A task is a typically defined as a unit of work, that is, a set of activities needed to produce some result, e.g., vacuuming a
carpet, writing a memo, sorting the mail, etc. Complex positions in the organization may include a large number of tasks,
which are sometimes referred to as functions.
A job is a collection of tasks and responsibilities that an employee is responsible to conduct. Jobs have titles.
A role is the set of responsibilities or expected results associated with a job. A job usually includes several roles.
PHASES OF A LEARNING PROGRAM
COMPENSATION & BENEFITS
TOPIC 1.7
WHAT IS COMPENSATION?
Defining compensation
Fixed pay and Variable Pay
Understanding Salary Ranges
Understanding Compa-ratio
Benchmarking compensation with the market
Designing your own salary range
BENEFITS
Insurance benefits
Leaves
Maternity/Paternity related benefits
Perquisites
Work time flexibility
Workplace flexibility
Flexible bouquet of benefits
Privileges/vouchers
HR OPERATIONS
TOPIC 1.8
KEY DUTIES
During recruitment and offers
Onboarding database management
Manage transfers
Maintain HRIS
Compensation & Payroll management
Leave/holiday management
Report generation – Recruitment, Attrition, L&D Initiatives utilisation, etc.
Compliance
Custodian of key HR policies and guidelines
HR Vendor Management