Introduction to human resource management

1. The management process:

The management process is the process of managing business operations to successfully meet
the organizational goals. The process refers to the development of expectations about the
future and provide guidance to the associated assumptions. The management process consists
of five basic management functions.

The five functions of management:

1. Planning
2. Organizing
3. Leading
4. Staffing
5. Controlling

1.1 Planning

Planning is the function of management which involves setting objectives and determining a
course of action for achieving those objectives. The planning process is a fundamental function
of management and should result in the best possible degree of need satisfaction within the
resources available. This process establishes goals, standards, plans and forecasting.

Example: the top level managers always do the planning part. The owners, CEO, board of
directors of a certain company might do these works.

1.2 Organizing

Organizing is basically the allocation of human resources to ensure the achievement of

organizational objectives. Organizing is giving tasks to subordinates, establishing departments,
delegating authority, establishing channels of communication. Organizing also involves the
designing of individual jobs within the organization.

Example: the middle level managers organize the whole plan and divide tasks among workers.
The department heads basically organize the tasks.
1.3 Staffing

Staffing is hiring employees with eligibility and working capability. The organizational goal can
only be achieved if the staffing is done well. It includes employment, setting performance
standards, evaluation of employees, counseling, training e.t.c.

Example: the HR managers do the staffing part of the organization.

1.4 Leading

Leading is the procedure of inspiring others to get the job done, maintaining morale, motivating
team members and making sure that the job is done by the right person.

Example: the supervisor of a garment factory plays the role of a leader.

1.5 Controlling

Controlling is setting a standard of work and checking if the given work is done by maintaining
that standard. If the work is not done following the standard, corrective actions should be
taken.

Example: the standard is explained to the workers and the workers measure their performance
with the standard.

2. Human Resource Management process

‘The policies and practices involved in carrying out the ‘people’ or human resource aspects of a
management position including recruiting, screening, training, rewarding and appraising’—Gary
Dessler.

This process is the allocation of manpower according to their capability in order to get the goal
achieved. This is a broad aspect as it includes hiring employees and allocating them in the right
position.
 3. Personnel aspects of a manager’s job

1. Conducting job analysis: job analysis is conducted to collect job related information and it
produces two elements.

* Job description

* Job specification

2. Planning labor needs and recruiting candidates: HR managers make a list of the needs and
wants of the workers and also recruit candidates based on qualification.

3. Selecting candidates: selection is the filtering process after recruitment. Managers select
candidates based on written exam, interview, assessment and other processes.

4. Orienting and training new employees: orientation is done to make the company profile and
the goals transparent to the new candidates. Candidates are well introduced with the
organization through this process. Training is provided by the managers in order to develop
working skills of the employers.

5. Managing wages and salaries: managers manage the wages, salary and bonus structures.
They form a standard structure by comparing with the local competitors.

6. Providing incentives and benefits: managers have to decide which employee deserves
benefits and incentives. They measure work performances and decide whom to give the
incentives.

7. Appraising performances: all employee’s performance should be evaluated by the

supervisors which will effect on employees promotion, salary e.t.c.

8. Communicating: communicating is the best way to know employees opinion. It is a process to

know what the employee claims about himself and a process to explain the worker what he
deserves.

9. Training and developing managers: Training is the process of learning any specific skills,
knowledge which is short time in nature and development is the implementation of the training
to increase job skill.

10. Building employee commitment: Building commitment to the employees is a strong part of
organization and it is done by the managers.

4. Why is HRM important to the managers:

HRM is important to all the managers because they don’t want their workers perform any work
in any unacceptable way. They want to avoid some general mistakes like hiring the wrong
person for the job, experiencing high turnover, having people not doing their best, wasting time
with useless interviews, committing any unfair labor practices and many other problems. So
HRM is important to handle tese situation in the best possible way.

5. Line and staff aspects of HRM

5.1 Line manager: a manager who is authorized to direct the job f subordinates and is
responsible for accomplishing the organizations’ tasks. Line managers are directly involve with
the work and output in an organization.

Example: production managers are directly involved with the production process.

Line managers need to have these qualities:

*line managers have the quality to supervise coach, lead the team members and subordinates.

*a line manager who can see what needs to be done and help the team plan and organize the
same.

*a line managers have interpersonal skills to build creditability with his team.

*to have the ability to make the necessary courage and difficult decisions and convert them
into actions.

* a line manager have to be open minded and unbiased to give honest feedback.
Staff manager: Staff managers serve the line managers of the organization in an advisory or
support capacity by providing them with information and advice staff managers usually do not
make operating decision. HR managers can b considered as staff managers. They deals with
legal affairs.

Example: HR manager. They do not directly involve in the organization.

Staff managers should have these qualities:

*staff managers are approach to employees.

*have the skill to communicate effectively

*have the skill to communicate effectively.

*flexible in administering policies and in their own work schedules, policies and guidelines.

*ability to actively listen to the employees

*ability to cope with changes and operational difficulties.

6. HR management challenges:
6.1 economic and technological changes:
 globalization is the tendency of firm to extend their sales, ownership and
manufacturing and agricultural to service industries and telecommunications.
 More globalization means more competition and more competition is more
pressure.
 Growth of information technology is expanding the business.
6.2 workforce availability and quality:
 inadequate supply of workers with needed skills for ‘knowledge jobs’
 education of workers in basic skills
6.3 growth in contingent workforce:
 increase the temporary workers, independent contractors, leased employees and
part times.
6.4 demographic and diversity issue:
 more diversity of race, gender, age and ethnicity in the workforce
 demographic trends are making, finding, hiring good employees
 6.5 balancing work and family:
 dual career couples
 single parent household
 declining the traditional family
 working mothers and family
6.6 organizational restructuring, merger and acquisition:
 right sizing the organization
 resizing the company structure by eliminating of layers of management closing
facilities, merging with other companies and workers.
7. HRM duties:
7.1 line function: the human resource manager directs the activities of the people in his or
her own department and in related service area.

Example: operating manager.

7.2 coordinative function: HR manager also coordinate personnel activities; a duty often
referred to as functional authority or functional control. Here HR manager acts as the
right hand of the top executive to ensure that the line managers are implementing the
firm’s human resources policies and practices.

Example: HR manager

7.3 staff functions: Assisting and advising line managers is the heart of the human resource
managers job. HR manager advises CEO to better understand the personnel aspects of
the company’s strategic options.

Example: secretarial support

8. HR specialist:
8.1 job analysis: the procedure for determining the duties and skill requirements of a job
and the eligibility of a person is job analysis.
8.2 EEO coordinates : it refers to equal employment opportunity. It makes sure that each
eligible candidate gets the best way to apply for the position. Personal preferences and
biasness is eliminated through this process.
8.3 Compensation manager: they are responsible for researching establishing and
maintaining a company’s salary system. The compensation manager research and
understand the current and upcoming competitive markets for employee pay and
benefit.
 JOB ANALYSIS
Job analysis: A job analysis is a systematic exploration of the activities within a job. It is a basic
technical procedure, one that is used to define the duties, responsibilities and accountabilities of a
job.

Category of collected information:

The supervisor or HR specialist normally collects following types of information via job
analysis:

 Job Content
 Job Context
 Job Requirements

1. Job Content: It contains information about various job activities included in a specific
job. It is a detailed account of actions which an employee needs to perform during his
tenure. The following information needs to be collected by a job analyst:
 Duties of an employee
 What actually an employee does
 Machines, tools and equipments to be used while performing a specific job
 Additional tasks involved in a job
 Desired output level (What is expected of an employee?)
 Type of training required
 The content depends upon the type of job in a particular division or department. For
example, job content of a factory-line worker would be entirely different from that of a
marketing executive or HR personnel.

2. Job Context: Job context refers to the situation or condition under which an employee
performs a particular job. The information collection will include:
 Working Conditions
 Risks involved
 Whom to report
 Who all will report to him or her
 Hazards
 Physical and mental demands
 Judgment

Well like job content, data collected under this category are also subject to change
according to the type of job in a specific division or department.

3. Job Requirements: These include basic but specific requirements which make a candidate
eligible for a particular job. The collected data includes:
 Knowledge or basic information required to perform a job successfully
 Specific skills such as communication skills, IT skills, operational skills, motor
skills, processing skills and so on
 Personal ability including aptitude, reasoning, manipulative abilities, handling
sudden and unexpected situations, problem-solving ability, mathematical abilities
and so on
 Educational Qualifications including degree, diploma, certification or license
 Personal Characteristics such as ability to adapt to different environment,
endurance, willingness, work ethic, eagerness to learn and understand things,
behaviour towards colleagues, subordinates and seniors, sense of belongingness to
the organization, etc

For different jobs, the parameters would be different. They depend upon the type of job,
designation, compensation grade and responsibilities and risks involved in a job.

Two Products of Job Analysis:

Through job analysis hr department collect information and then using those information they
write job description and job specification, which are the two main product of job analysis.

 Job Description
 Job Specification
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Job Description: Job Description is an important document, which is basically descriptive in

nature and contains a statement of job Analysis. It provides both organizational information’s
(like location in structure, authority etc) and functional information (what the work is).
It gives information about the scope of job activities, major responsibilities and positioning of
the job in the organization. This information gives the worker, analyst, and supervisor with a
clear idea of what the worker must do to meet the demand of the job.
Content of job description:
Following are the main content of a job description it usually consist of following details or data.
Job Description: A statement containing items such as
• Job title / Job identification / organization position
• Location
• Job summary
• Duties
• Machines, tools and equipment
• Materials and forms used
• Supervision given or received
• Working conditions
• Hazards
An example of job description is given in the next page.
Job Specification:
Job Specification translates the job description into terms of the human qualifications, which are
required for performance of a job. They are intended to serve as a guide in hiring and job
evaluation.
Job specification is a written statement of qualifications, traits, physical and mental
characteristics that an individual must possess to perform the job duties and discharge
responsibilities effectively.

Content of job specification:

It generally includes the requirement of job holder which consists the following information:

1) The job grade title.

2) Age limit of the job holder.

3) Educational qualification of the job holder.

4) Mental abilities required by the job holder.

5) Experience of the job holder.

6) Skill required in operating the equipment.

7) Maturity, innovation and dependability of the job holder.

8) Leadership qualities if the job required it.

An example of job specification:
Why job analysis is done:

Job analysis is very important in many steps of managerial work. Collected information through
job analysis support several HRM activities.

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Recruitments and Selection: From job description HR managers get idea about the duties of a job
and from job specification they get informed what type of human characteristics are required to
perform these duties.

Performance Appraisal: To do performance appraisal supervisors need to know the standard with
which they can compare the performance of the employee. Managers use job analysis specially
job description to determine this standard.

Compensation: To assign compensation it is necessary to know the worth of the job, the job’s
required skill and education level, safety hazard, degree of responsibilities and so on. All these
information are well explained in job description and job specification. So in this way job
analysis helps to determine the worth of a position and appropriate compensation for this
position.

Training: By knowing a job’s specific duties and requisite skills from job description managers
can arrange effective training programme.

EEO Compliance: Through job specification managers find out the requisite skills for a specific
position and then hire people maintaining equal employment opportunity.
Discovering Unassigned Duties: While doing job analysis HR managers sometimes find out
duties done by the employee of a specific position which are not mentioned in the previous list.
Then they can add them into new job description.

Steps in Job Analysis:

The job analysis process has the following steps: 
1. Identify how the information will be used because that will determine what data will be
collected and how it should be collected. Interviewing and position analysis questionnaire are
some examples of data 
collection techniques. 
2. Review relevant background information, such as organization charts, process charts, and
job descriptions. 
3. Select representative positions to analyze because there may be too many similar jobs to
analyze, and it may not be necessary to analyze them all. 
4. Analyze the job by collecting data on job activities, required employee behaviours, working
conditions, and human traits and abilities needed to perform the job. 
5. Review and verify the job analysis information with job incumbents to confirm that it is
factually correct and complete. 
6. Develop a job description and job specification from the job analysis information. 

Job Enlargement:

Assigning workers additional same level activities, thus increasing the number of activities they
perform.

Job enrichment:

Redesigning jobs in a way that increases the opportunities for the worker to experience feelings
of responsibility, achievement, growth, and recognition.

Job Rotation:
Job rotation involves systematically shifting workers from one job to another
to sustain their motivationand interest. Under specialization, each task is broken down into small 
parts. For example, assembling pensmight involve four discrete steps: testing the ink cartridge, in
serting the cartridge into the barrel of the pen, screwing the cap onto the
barrel, and insertingthe assembled pen into a box. One worker performs each ofthese four tasks. 
When job rotation is introduced,the tasks themselves stay the same. However, the workers
who perform them are systematically rotated across the various tasks.
 A,B,C
,O,P
D,E,F,G,H
Le vel N
I,J,K,L,M,
Mid Level
Root L evel
Top

 If J performs K’s or any other’s job from root level, or D performs G’s job or any other’s
job from mid level it is known as job enlargement.
 On the other hand if anyone from a level works in other level such as L in mid level, D in
top or root level or A in mid or root level it refers to job enrichment.
 PERSONNEL PLANNING AND RECRUITING
1. Recruitment and selection:

Recruitment:

Recruitment is the process of finding and hiring the best qualified candidate for a vacant
position in an organization. Recruitment can be defined as searching for and obtaining a pool
of potential candidates with desired knowledge skill and let them apply for the job openings. It
includes analyzing the requirements of a job, attracting employees to the job and gathering a
pool of applicants for the vacant positions.

Selection:

Selection is the procedure by which the perfectly eligible candidates from the pool of applicants
are hired finally by passing the phases of written tests, interviews, assessments, reference
checks and many more. It is the final phase of hiring someone for the position.

Recruitment and selection are the two phases of the employment process. The differences
between the two are:

Recruitment
Recruitment is the process of searching the
candidates for employment and stimulating
them to apply for jobs in the organization
The basic purpose of recruitment is to create a
pool of candidates for the organization by
attracting more and more employees to apply
in the organization
Recruitment is a positive process as it
encourages many employees to apply
Recruitment is concerned with tapping the
sources of human resources
There is no contract of recruitment
established in recruitment
Selection
Selection involves the series of steps by which
the candidates are screened for choosing the
most suitable person for the vacant position.
The basic purpose of selecting is to choose the
right candidate to fill the various positions in
the organization.
Selection is a negative process as it involves
rejection of unsuitable candidates
Selection is concerned with selecting the most
suitable candidate through various interviews
and tests
Selection results in a contract of service
between the employer and the selected
employee
 2. The recruitment and selection process:

The next step of job analysis is recruiting and selecting. We can envision the recruitment and
selection process as a series or hurdles.

 Decide what positions to fill, through personel planning and forecasting.

 Build a pool of candidates for these jobs by recruiting internal or external
candidates.
 Have candidates complete application forms and perhaps undergo initial screening
interviews.
 Use selection tools like tests, background investigations, and physical exams to
identify viable candidates.
 Decide who to make an offer to, by having the supervisor and perhaps others
interview the candidates.

Steps in recruitment and selection process:

 3. Recruiting sources:

Internal sources:

internal sources of recruiting means posting the job vacancy only among existing or previous
employees of the organization. The assessment of an employer's current staff to ascertain if any
current employees are sufficiently skilled or qualified to perform required job vacancies. When
a business engages in internal recruitment, a current employee might be reassigned to the
new position by giving them either a promotion or an internal transfer.
example:

 the HR manager personally calls a previous worker of the company and asks if she
or he is interested to apply for the opening.
 The managers decide ton post a job vacancy announcement in the notice board of
the organization or in the intranet of the organization.

external recruitment:

The assessment of the current available pool of job candidates, other than existing staff,

to ascertain if any are sufficiently skilled or qualified to fill and perform existing job vacancies.
When a business engages in external recruitment, a head hunter might be used to facilitate
the search, contact and recruitment process. The third party HR consultans help a lot in this
process.

Example:

 The organization process an advertisement and posts it in the internet job portal or
news paper.
 The organization takes help from the third part HR consultants in order to recruit
people.

4. Internal recruitment:

Job posting: Arrangement in which a firm internally posts a list of open positions with

their descriptions and requirements so that the existing employees who wish to move to
different functional areas may apply. Also called job bidding. This is a formal written
announcement by the authority to inform the existing employees about the job vacancy.

Rehiring: rehiring is offering the job vacancy to someone who has already worked for the
organization previously. Personally calling and asking to join is the rehiring process of
recruitment. In this way there is certainly an advantage that the employee already knows
the company profile very well. He or she should not be introduced with the organizational
ethics, mission vision and so on. But as a negative aspect they might not have a positive
attitude toward the job.
Advantages of internal recruitment:

 Easier to assess applicants since more information is available

 Less costly and quicker than an external search
 Promoted employee is already familiar with organization policies, culture, etc.
 Signals to employees that career opportunities exist in organization
 Improve employee morale and organization loyalty
 Lower costs for some jobs
 Less training and orientation required.

Disadvantages of internal recruitment:

 Narrowing of thinking and stale ideas

 May not help turn company around
 Internal politics will occur
 Difficult to do with rapid growth
 Affirmative action goals may be more difficult to achieve
 Smaller talent pool / fewer applicants

5. External recruitment:

Sources of external recruitment:

i. Recruiting via internet: there are hundreds of websites where the

jobs are posted and people apply for the vacancies through web. The
job analysis is given on the site in order to make the job clear to the
applicant.
ii. Advertising: this is probably the most commonly used method. In this
method the company prepares an advertisement with perfect details
of the company and posts it to any media.
iii. Employment agencies or third party HR consultants: there are some
companies who basically does the task of recruiting on behalf of
deferent companies. They collects CVs and send those to the
companies asking for applicants according to eligibility match. There
are some HR consultants firm in Bangladesh. These are:
# HR kites
# Grow and excel
# Future leaders
# people scores
# R.S corporation
# Monowar Associates and many more
 iv. Off shoring/outsourcing: when recruitment process cannot be done
within the country, qualified people may apply for the posts from
outside the country. this type of recruitment is called off shoring.
v. College recruiting: universities arranges job fairs and career festivals.
Many companies come there and offer job vacancies. They interviews
eligible students from the university and hires them.
vi. Referrals and walk-ins: this is a direct employment session between
the interviewee and interviewer about the job.

Advantages of external recruitment:

 Provides new ideas / fresh perspectives

 May bring new insights from other industries
 Initiate a turnaround
 Internal politics may be avoided ( less
 upsetting to present organizational hierarchy)
 Allows rapid growth
 Increase diversity
 Bigger talent pool / more applicants

Disadvantages of external recruitment:

 Less information available on applicants

 Search takes longer and costs more
 Outsider takes time to become familiar with current systems and organization
culture
 Can hurt employee morale and loyalty
 May have to pay more for the job
 Current organization members may fight new ideas
 6. Effectiveness of recruitment

Effective recruiting is increasingly important. There are several things that make it more
complex.

i. Recruitment effort should make sense in terms of company’s strategic

plans.
ii. We’ll see that some recruiting methods are superior to others
depending on types of jobs recruiting for.
iii. The sources you are using to recruit depends on non-recruitment
issue and policies.
iv. Good recruiting preferably always requires simultaneously pre-
screening the employees by providing a realistic preview of the job
while initial contact. Time should not be wasted on applicants who
have no real interest on the job.
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y Employee testing and selection

Testing: testing refers to select some specific candidates from a pool of candidates after
recruiting and give them a chance to be evaluated by interview, assessment and some other
phases.

If you select 200 candidates to be interviewed you can say they will be tested.

Selection: selection is the final procedure of hiring candidates. After testing a few candidates
would be selected and hired for the vacant post.

If you select 6 person among 200 candidates they are called selected.
The importance of testing and selection:

Testing and selection are the most important factor for hiring workers. The importance of these
procedures can be showed up in three points.

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i. Organizational performance: employees with the right skills would obviously do

a better job for the company. If you need to achieve the goal properly, you must
select properly skilled workers.
ii. Costs of recruiting and hiring: hiring and training can be much costly for a firm.
To avoid the training costs a company should test the candidates if they are
already skilled or not.
iii. Legal obligations and liability: it is important because of two legal implications of
incompetent hiring. First, equal employment laws require nondiscriminatory
selection, procedures for selected groups. Second, courts will find the employer
liable when employees with criminal records or other problems use access to
customers’ homes to commit crimes.

Negligent hiring:

Negligent hiring means hiring a worker with questionable background without any proper
safeguard. Negligent hiring can cause many accidental issues.

Example:wal-mart has recently sued because of negligent hiring. Some workers used to harass
girls sexually.
Effects of negligent hiring:

 Company can be sued

 Bad impact on society
 Bad image would be created of the company
 Any serious issues can take place

Ways to avoid negligent hiring

 A systematic effort should be made to gain relevant information about the applicant.
 The company needs to carefully scrutinize information on employment if those are
provided right.
 All the records of the applicant should be saved
 Written authorization for reference check should be got and the references should
be checked
 Applicants with false statements or conviction records for offenses related to the job
should be rejected
 There should be a balance between the applicant’s privacy rights and others’ ‘need
to know’
 Immediate actions should be taken if problem arises.

Testing concepts:

There are 2 basic concepts of testing on the basis of how it is done. They are reliability and
validity.

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Reliability: reliability is a test’s first requirement and refers to the consistency. It refers to the
consistency of scores obtained by the same person when retested with the identical tests or
with alternate forms of the same test.it is basically the stability of gained scores by one person
over different time.

Example: suppose there is a company ready to hiresome people. Before testing candidates they
would prepare a question and let some internal worker face it overtime. They would see the
stability of gained marks of one time. If the marks are stable, the question would be called
reliable.

Validity: validity is measuring the test whether it is relative to the job or not. It ensures if it is
measured what was about to.it is actually the accuracy with which a test, interview and so on
measures what it purports to measure or fulfills the function it was designed to perform. It is
basically the successiveness of a test.

Example: if you put football match related questions in a bank job test, it is definitely not valid.

Types of validity: validity can be tested in three different ways.

Criterion validity: criterion validity demonstrates that those who do well in the test might do
well in the job. Pre analysis is done before putting questions with criterion validity. The
questions might not have any direct relation with the job but those who solve those questions
with ease can easily perform the job. The gained scores in the test are related to the job
performance.

Example: those who can solve puzzles in a test can do better in the management team of a
company.

Content validity: content validity resembles a test containing a fair sample of the tasks and skills
actually needed for the job position. Here in the test the questions would be directly related to
the job tasks. It demonstrates that the tasks the person perform on the test are really a
comprehensive and random sample of the tasks performed in the job and the condition under
which the person takes the test resemble the work situation is always easy.

Example: a test for the vacant position in a call center with content validity may ask questions
like ‘how to divert a call?’

Face validity: face validity is the way to judge the candidate. it is basically finding the
resemblance between the person applied and the person applied and the person coming for
the test.

Example: if someone with while skin seats for the test. It can be found with face validity test.

How do employers use tests at work?

Employers basically take three types of tests. These are:

 Basic skill test: it defines the abilities to read instructions, write reports and do
arithmetic adequate to perform best.
 Job skills test: these are the tests which results if the worker is doing his work
properly or not.
 Psychological test: it determines if the worker is mentally stable or not.
Why use testing?

 It the work demands are increased more skilled worker would be needed to fulfill
those. So choosing skilled employee by testing is useful.
 Screening out the bad or dishonest employees by testing is a perfect method to
avoid negligent hiring.
 Testing reduces turnover by personal turnover.

Background investigation and other reference checks:

These investigations are needed to check the honesty of the applicants as their provided
informations are right or wrong.

These informations are collected via different sources.

 Reference check
 Background employment check
 Criminal records
 Driving records
 Credit checks
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Based on purpose
INTERVIEWING CANDIDATES
1.Interview: An interview is a process of collecting information via oral responses. A job

Based on question pattern

Based on content
Based on ‘how it is done’

3. Based on purpose: based on purpose interview can be divided into mainly three types.
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interview is a type of employment test that involves a conversation between a job applicant and
representative of the employing organization.

2.Differentiating the kinds of interview:

Interview processes can be differentiated based on 4 factors.

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Selection interview
Appraisal interview
Exit interview
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3.1Selection interview: It is a situation in which a personnel selector, through personal contact
provides himself with behaviour to observe - in order to assess the candidate's suitability for a
post. The objective of the selection interview is to predict the candidate's probable behaviour in a
particular job situation. The only way this can be done with any accuracy is by obtaining a
sample of his behaviour sufficiently typical to act as a basis for forecasting what he/she will do
in the future.

The aim of selection interviews are mainly-


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To assess the candidates suitability for the position
To give information to the candidate
To present the company in a good light to the applicant

3.2.Appraisal interview: An one to one interview between supervisor and employee following
performance appraisal. The annual Appraisal Interview however offers the opportunity to
systematically discuss the following content:

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Discuss work and performance of the past year – tasks,  work conditions and cooperation
Resolve problems and misunderstandings
Mutually voice acknowledgement and critique in a factual matter
Agree on measures to boost development and further education
  Mutually agree on long term goals and focus points

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3.3 Exit interview: Exit interviews are interviews conducted with departing employees, just

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before they leave. From the employer's perspective, the primary aim of the exit interview is to
learn reasons for the person's departure, on the basis that criticism is a helpful driver for
organizational improvement. Exit interviews (and prior) are also an opportunity for the
organization to enable transfer of knowledge and experience from the departing employee to a
successor or replacement, or even to brief a team on current projects, issues and contacts.

4. Based on formats: all three interviews can be divided based on formats. Based on formats
interviews are of two types-

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Structured interview
Unstructured interview

4.1 Structured Interview: It’s an interview process where all the questions are pre determined. In
a structured interview, each candidate is asked similar questions in a predetermined format. 
Emphasis tends to be on your past experience and assets you can bring to company. Typically,
the interviewer records your answers, which are potentially scored on a standard grid. All kind of
selection interviews can be structured. It actually depends on the interviewers whether it would
be structured or not.

4.2 Unstructured Interview: In unstructured interviews all questions or most of the questions are
not predetermined. Unstructured interviews are much more casual and unrehearsed.  They
depend on free flowing conversation which tends to focus on your personal qualities as they
relate to the work.  Questions about skills and strengths can be asked and should be answered as
formally as in a structured interview.

Unstructured interviews may be so by design of the interviewer, or may be so due to the

spontaneity of the event—you might find yourself in an unstructured interview after being
introduced to a potential employer by a friend, or while dropping off a resume in person at a
location in which you wish to work.

Unstructured interviews are much important than structured interviews in many cases because
conversation and exchange is more important than the particular questions being asked.

5. Based on Content: Here content refers to the types of question asked in different kind of
interviews. Based on content interviews can be divided into four types. Such as-

 Situational Interview
 Behavioural Interview
 Job related interview
 Stress interview

5.1Situational Interview: Situational interviewing is such an interview where job-seekers are

asked to respond to a specific situation they may face on the job. These types of questions are
designed to draw out more of your analytical and problem-solving skills, as well as how you
handle problems with short notice and minimal preparation. Here interviewer puts the candidate
in a hypothetical situation and asks “ How would u handle_ _ _”

Example: One question for a customer service position:

  "How would you handle an angry customer who was promised delivery of the product on a
certain date, but because of manufacturing delays, the company was not able to deliver on a
timely basis? The customer is demanding some kind of compensation for the unexpected delay."
 

5.2Behavioural Interview: A behavioural interview is a job interview focused on discovering

how an applicant acted in specific employment-related situations. The logic is that your past
performance in the workplace will predict your future performance.

Instead of asking how you would behave, the interviewer will ask how you did behave. The
interviewer wants to know how you handled a situation, instead of what you might do in a
hypothetical situation.

Example: An example of behavioural interview:

“Have you had to convince a team to work on a project they weren't thrilled about? How did you
do it?”

5.3Job related interview: those interviews are called job related interview where the interviewer
frequently ask the interviewee questions about the tasks to be completed within the job. In this
kind of interview the questions can be pre determined or not. The interviewee has to present his
job related skills positively by showing previous experiences.

Example: an example of job related interview can be

“What will the main tasks and responsibilities be in this job? And What do you think the main
challenges will be?”

Stress interview: The stress interviewing technique is typically used only for positions in which
the job-seeker will be facing stress on the job, and the interviewer wants to see how well he or
she can handle the pressure. The key to surviving stress interviews is to remain calm, keep a
sense of humor, and avoid getting angry or defensive. The interviewer may try to stress you in
one of several ways, such as asking four or five questions in a row, acting rude or sarcastic,
disagreeing with you, or simply keeping you waiting for a long period.

Example: A question of stress interview can be

“ why do you look dirty?”

“don’t you think your dress up is not appropriate for this interview? Is this a party?”

6. Based on How its Conduct: an interview can be conducted in many ways. Of them the most
three common and effective procedures are –

 Sequential
 Panel
 Maas

Sequential interview: A sequential interview process is a comprehensive, lengthy approach to

interviewing. It consists of a series of back-to-back interviews with different individuals in an
organization and is designed to better gauge how well you would potentially fit into the
existing workplace dynamic.

Interviewer 1 Interviewer 2 Interviewer 3

Candidate 1

Candidate 2

Candidate 3

6.2 Panel Interview: When a interview is arranged with more than one interviewer who attend
the interview together creating a board or panel. It can be both structured and unstructured. Each
panel member will take turns to ask questions relevant to their interests and after the interview
the candidate can be discussed and rated from each member's perspective.
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6.3 Maas Interview: A mass interview is an interview where several job candidates are all being
interviewed at the same time. It is also referred to as a group interview. The point of a mass
interview is to see if a particular candidate stands out in the crowd and to see how individuals
interact with each other.

7. The most effective method of conducting interview: among sequential panel and mass
interview sequential is the best one. Because through this interview a candidate is judged several
time. One interviewer’s score doesn’t affect other’s. If there is enough time and no money or
resource problem then an organization should go for sequential interview. If sequential is not
possible then the second choise should be panel interview. Ten the last choise should be maas
interview if the purpose is not to evaluate for group work.

8. Factors that can undermine the usefulness of an interview:

Hiring the right people is an essential management job, and you can’t do that job if you don’t
know how to interview. Several things can undermine an interview’s usefulness.

 First impressions (Snap Judgments)

 Misunderstanding the job
 Candidate order error
 Effect of personal characteristics of candidates
 Interviewer behaviour
 Nonverbal behaviour
9. An Example of an interview:

Interviewer: Experienced sales executive.

Interviewee: Head of sales department.

Interview Setting: Interview conducted in office. The interview was conducted at 3:30 PM on

Wednesday afternoon.

(Start of Interview)

Interviewer: Tell me something about yourself that is not mentioned in the resume.
Interviewee:  Any company I have ever worked, whether I was in sales or not, I firmly believed
that every company must be focused on sales. Many positions I have held were in customer
service where we supported a team of sales representatives. Really, without sales, no one in the
company would have a job – there would be no company. I’m very interested in working with
your team to push your sales to the next level.

Interviewer: Do you prefer a long or short sales cycle?

Interviewee: I really enjoy the quicker pace of a shorter sales cycle. I like to get right to the point
about my product's features and benefits, and showcase the reasons why it's the best choice for
the customer. I'm knowledgeable about what I am selling, and ready with answers to any
questions they may have.

Interviewer: Have you consistently met your sales goals? 

Interviewee: I have always met or exceeded my professional sales goals, and most often my
personal ones too, especially in the last few years. I think with experience, I have learned to set
my personal goals at an attainable level, very high, but not unreachable.

Interviewer: What do you find most rewarding about being in sales?

Interviewee: I really enjoy making contacts, and spending time talking with people. The most
rewarding part of being in sales, for me, is the time spent with customers, helping them make the
right decision about a product.
 
Interviewer: What are your long term career goals?

Interviewee: Long term, I see myself as a Senior Sales Director at a large wholesaler or retailer. I
really enjoy being in sales, and I believe that I have the ability to manage a large successful sales
team.

Interviewer: Sell me this apple

Interviewee: My customers are finding that our apples make an excellent healthy snack for
families on the run or to pack with your children's school lunch.  Our apples are fresh and crisp
since we source them weekly from local orchards.  We only sell apples which are grown
organically without pesticides and chemical fertilizers.  Our apples are loaded with beneficial
fiber, vitamins and nutrients so in an addition to being sweet and tasty, they are great for your
health.

Interviewer: What do you least like about being in sales?

Interviewee: The only thing that I find frustrating about being in sales is when I have a customer
who really isn't interested in purchasing anything at the moment, but is just looking to have me
do their research. Many times, that same customer will come back when they are ready to make
the purchase, but at the time, it is difficult to spend the time knowing that it could be months or a
year, if ever, that I will be able to close the sale

Interviewer: What makes you a good sales person?

Interviewee: I'm an ambitious person, and that helps me in sales. I really like to make sure that
my customers are thoroughly informed, and that I provide the best possible service. I feel like
I've done a good job when I have made a sale that required using all my talents.

Interviewer: How did you land your most successful sale?

Interviewee: My most successful sale was one where I had taken over a customer from another
salesperson who had to leave suddenly. I immediately contacted the person, and let them know
the situation. I knew that my colleague was having a difficult time getting the client to commit to
the purchase of a large motor home. Part of it was circumstantial, but when I was given the
opportunity to take over the sale, I was able to give the customer some reflection time, and was
ultimately able to close the sale.

Interviewer: How would your (former) supervisor describe you?

Interviewee: My former supervisor would say that I work well as a part of a team, as well as
being motivated on my own. At that particular company, it was important to be able to keep all
the team members informed, as we worked collaboratively on many sales. It was an interesting
environment, and I found it enjoyable and challenging.

Interviewer: What are your strengths and weaknesses?

Interviewee: I would say that my greatest strength is my ability to follow through. In sales, I
have found that I am most successful when I pay attention to every piece of the sales cycle, from
the first contact, to the thank you at the completion of the sale. My greatest weakness is my
tendency to over think a situation. I sometimes take too much time to strategize on a sale, and
find in the end that my initial plan was the one that was the best.

Interviewer: Are you comfortable making cold calls?

Interviewee: Absolutely. I enjoy reaching out to people with new products and ideas.

Interviewer: What motivates you?

Interviewee: I am motivated by a challenge. I enjoy spending the time to showcase a product,
and help the customer to understand the benefits to them.
Interviewer: Thanks for your time. 

Interviewee: You are welcome.

TRAINING AND DEVELOPING EMPLOYEES

Training
Training is the acquisition of knowledge, skill and competencies as a result of teaching of vocational or
practical skill and knowledge that relate to specific useful competencies. Training is futile if the trainee
lacks the ability or motivation to benefit from it. It has specific goal or improving ones capability,
capacity, productivity and performance.

How training related to development

Training presents a prime opportunity to expand the knowledge base of all employees, but many
employers find the development opportunities expensive. Employees also miss out on work time
while attending training sessions, which may delay the completion of projects. Despite the
potential drawbacks, training and development provides both the company as a whole and the
individual employees with benefits that make the cost and time a worthwhile investment.

Importance of training
Training and development helps to provide an opportunity broad structure for the development of
human resource. It helps increasing the knowledge and skill of employee in each level. It helps to
increase productivity, inculcating the sense of team work, improved organizational culture and
effectiveness and developed work quality.

Orientation

Orientation is a procedure for providing new employees with basic background information about the
firm. New employees are not known that what to do or how to do their job. It is a process that introduce
to the new employees with the environment or system of the organization before starting job.

Purpose of Orientation
Orientation provides new employees with the basic background information they need to work in a
company. It helps to get idea about the firm where they work for and mentally set up for become a
member of the firm.

Orientation should accomplish four things:

1. The new employees should feel welcome at ease.

2. He or she should understand the organization in a broad sense, as well as key facts such as
policies and procedure.
3. The employee should be clear about what is expected in terms of work and behavior.
4. The person should have begun the process of becoming socialized into the firm’s ways of acting
and doing things.
Without basic information on things like rules and policies, new employees may make time consuming
or even dangerous errors. Orientation is not just about rules. It is about making the new person feel
welcome and at home and part of the team.

What thing will be include

The human resource specialist or the office manager usually performs the first part of the orientation,
by explaining basic matters like working hour, benefits and vacation. That person then introduces new
employees to his or her new supervisor. Then the supervisor continues the orientation by explaining
following information:

 Employees benefit information which firm provides to their employees.

 Personnel policies it is the limitation of employee what he or she can do or can’t.
 Daily routine the core activities that are followed by the firm.
 Company organization and operation is about the company rules regulation.
 Safety measures and regulation it regards job safety, insurance and other facilities.
 Facilities tour here the new employees are taken a short visit all the department and other offices.
Orientation familiarizes the new employee with the workplace and helping to reduce first day jitters.

Steps in the training process

In training process there are four steps

Evaluation
need analysis Instructional Program
designing implementation
 1. Need analysis: identifies the specific job performance skills needed, assesses the prospective
trainee skills and develops specific, measurable knowledge and performance objective based on
any deficiencies.
2. Instructional designing: next step is design the training how long it will take, training program
content and other limitation of training.
3. Program implementation: which elements are required to implementing the training like hire
trainer, collecting material, machine etc.
4. Evaluation: in last stage evaluate the effectiveness or result from the training. If it didn’t work
to increase the skill lacking of employee, what are the problem it hold recheck it.

Training, learning and motivation

Training presents a prime opportunity to expand the knowledge base of all employees, but many
employers find the development opportunities expensive. Employees also miss out on work time
while attending training sessions, which may delay the completion of projects. Despite the
potential drawbacks, training and development provides both the company as a whole and the
individual employees with benefits that make the cost and time a worthwhile investment.
Training is futile the trainee lacks the ability or motivation to benefit from it.

Make the learning meaningful

It is easier for trainees to understand and remember material that is meaningful. So those key
points are important:
1. At the start of training, provide a bird’s-eye view of the material to be presented. Trainer
should tell the trainee about his fault immediately. So the trainer needs to keep eye on
him.
2. Use a variety of familiar example. When trainer talk about some situation or some
information then give the example which is known or familiar. It makes easier to
understand.
3. Organize the information so you can present it logically and in meaningful units. Pre-
decide or organize information it helps to present clearly.
4. Use terms and concept that are already familiar to trainees.
5. Use as many visual aids as possible like give picture, short film etc. So trainee could
memorize it easily.
6. Create a perceived training need in trainees mind.

Make Skill Transfer Easy

Make it easy to transfer new skills and behaviors from the training site to the job site:
1. Maximize the similarity between the training the training situation and the work situation.
It helps to know the actual job work.
 2. Provide adequate practice. By practically practicing trainees can transfer their skill to job.
3. Label or identify each feature of the machine and step in process. If trainer tells a process
step by steps its easy to understand.
4. Direct the trainee’s attention to important aspects of the job. So that trainee takes it more
importantly.
5. Provide “heads-up” preparatory information that lets trainees know what might happen
back on the job. So trainee become careful those things and it helps to reduce the
mistakes. . For example, trainees learning to become first line supervisors’ often stressful
conditions high workload and difficult subordinates back on the job. Studies suggest you
can reduce the negative impact of such events by letting trainees know they might
happen.

Reinforce the Learning

1. Motivation is important to learning. Trainees learn best when the trainers immediately
reinforce correct responses. It motivated the trainee to do the work effectively. Example
with a quick “well done”, “You can do it” etc.
2. The schedule is also important. The learning curve goes down late in day, so “full day
training is not as effective as half the day or three-fourths of the day.

Training need analysis

In firm there are not only existing employees also have new employees. According to their
training needs there are two types of analysis.
1. Task analysis
2. Performance analysis

Task analysis: It is a detailed study of a job to identify the specific skills required.
According to the interview reviewing the new employees lacking are mark down. Then provide
them specific training.

Performance analysis: It’s a process of verifying that there is a performance deficiency

and determining if the employee should correct such deficiency trough training or some other
means. Performance analysis is for the current employees whose performance is poor develop
them by training.

On the job training

On the job training means having a person learn a job by actually doing it. Every employee, from
mailroom clerk to CEO, gets on-the-job training when he or she joins a firm. All too often the
employer says, “Here’s your desk…get start”. The employee learned on the job by working
environment, following order of his boss, and his co worker.

Types of On-the-job training

It has three types-
 1. Coaching or understudy in this situation employee doing job under his boss. Boss gives
him guideline or order. Employee learned by following to his boss.
2. Job rotation Some times employee needs to work in other department or position. By
doing this employee can learn the job.
3. Special assignments: Employee some times need to do some assignment or report.
Making this special task employee know the job.

Advantage
There are many advantages in on-the-job training:-
1. In on-the-job training there no need to hire trainer so it is inexpensive.
2. Employee learn the job by doing it, it help him to skill transfer.
3. On-the-job training employee can get immediate feedback, so they correct their mistakes
easily.
4. There no need to go other where to trained up so it reducing the time.

Off-the-job Training
Off-the-job training method takes place away from normal work situations, implying that the
employee does not count as a directly productive worker while such training takes place. Off-
the-job training method also involves employee training at a site away from the actual work
environment. It often utilizes lectures, case studies, role playing and simulation, having the
advantage of allowing people to get away from work and concentrate more thoroughly on the
training itself.

Off-the-job Management training and Development techniques

1. The case studies method presents a trainee with a written description of an organizational
problem. The person then analyzes the case, diagnoses the problem and presents his or her
finding and solution in a discussion with other trainees.
2. Management Games trainees divide into five or six person groups, each of which
completes with the others in a simulated market place
3. Outside seminars Many companies and universities offer web-based traditional classroom
management development seminars and conferences.
4. Role playing The aim of role playing is to create a realistic situation and then have the
trainees assume the parts of specific persons in that situation.

A scenario of a training program:

Let us think Grameenphone telecommunication has hired 20 candidates for the post of call
center agents. All the hired employees are undergraduate students. None of them has any
experience in this sector. The organization will have to provide a 45 day training to the hired
applicants. The training process will include the regulations below:

 Employees will have to come to office everyday except weekends

 Tea break of 15 minutes and lunch break of 30 minutes will be provided
 Employees will be explained the whole job and tasks properly
 They will conduct some calls during the training period
 Employees will be tested in last 10 days of training whether they learnt the basics or
not.

The purpose of this training would be effective if the employees originally increase their job
skills and apply them in their working.

PERFORMANCE MANAGEMENT AND APPRAISAL

Performance management:
Performance management is the process of creating a work environment or setting in which
people are enabled to perform to the best of their abilities. Performance management is a whole
work system that begins when a job is defined as needed. It ends when an employee leaves
your organization.

Performance appraisal:

The process by which a manager or consultant examines and evaluates

an employee's work behavior by comparing it with preset standards, documents the results of
the comparison, and uses the results to provide feedback to the employee to show
where improvements are needed and why.

Then importance of performance appraisal:

 It is the basis of promotions and motivations

 Helps to correct deficiencies and reinforcing good performance
  It is useful in career planning

Who does performance appraisal:

The HRD as well as the Supervisor both do the appraising task. The human resource managers
selects the criterion on which the employee needs to be appraised. They set a standard and

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explains it to the supervisors. The supervisors scrutinize each and every worker day to day and
does the appraising directly. But there are some potential appraisers also. From these potential
appraisers a certain percentage of one’s performance is evaluated.

Self rating: the employee is given a chance to rate himself. Here he gets to claim himself as
better with logics.

Subordinates: subordinates often says it well how the employee behaves as a boss. How he
controls situations and his decision making.

360 degree feedback: here all the co workers provide feedback about the employee.

Rating committee: a committee is formed to appraise him in different views.

Peers: the colleagues who are directly working with the employee can give the best rating
about him sometimes.

Immediate supervisor: this is the only reliable source and best one to appraise well.
The supervisors role:

 Doing the actual appraising

 Understanding the standard and techniques
 Have to conduct a fair appraisal

The HR managers’ role:

 Makes a framework
 Set the standards and criterions
 Explain the criterions to the supervisors
 Monitors the whole system

Steps in appraising performance:

Defining the job and Selecting performance area: it means making sure that you and your
subordinate agree on his or her duties and standards.

Appraising performance: it is the comparison between subordinate’s achieved performance

and the standard set. It is a rating process.

Providing feedback: here the supervisor and the HR manager discuss about the subordinate’s
working progress and what should be done.
Problems of appraisal:
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Unclear standards: setting a standard is so important as different supervisors will appraise
differently on basis of their own concepts. One supervisor may not say it good which is
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excellent to others. HR must set a standard which will effect that what kind of works should be
rated in which manner.

Halo effect: this is the effect of one criterion on another. If an employee is good at all the
criterions and bad at any specific one, the supervisor might appraise him bad at all three. This
can happen for good comments also.

Central tendency: some supervisors never prefer to appraise excellent good or bad. They
always try giving average points to the employees. This makes a cloudy situation to decide
whether he should get promoted or not.

Leniency or strictness: A frequently-occurring management mistake, in which a manager is too

strict in evaluating the performance of employees, leading to decreases in motivation and
performance. The strictness error is the inverse of the leniency error, in which a manager does
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not enforce a suitable level of performance and compliance with standards from employees. In
this process managers tend to give all the employees high ratings.

Biasness: there is a intese interpersonal nature of the appraisal process. When personal
preferences effects on the appraisal it is called biasness which can lead to a useless
performance appraisal for the company.

Guidelines to appraise: for an effective appraisal one needs tofollow five methods.

Know the problems: the supervisors must know what kind of problems can be occurred during
a performance appraisal.

Use the right tool: supervisors must use the given standard and the techniques from HRD.

Keep a diary: the supervisors should take a note on each employee on a weekly basis so that
they don’t forget any good or bad deeds after a year long.

Get agreement on a plan: supervisors need to consult with the employee while appraising him.
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He should be given chances to claim himself as better. If both agrees then an appraisal becomes
worthy.
Be fair: no kind of biasness should be in the supervisors’ mind. They are committed to give what
one deserves.

Establishing strategic pay plans

Paying an employee for his works done is called compensation policy. This policy has some
issues generated as paying for performance, seniority, pay cycle, salary increase, probationary
payments, compensations and many others. The policy needs to follow an equity form.

There are basic 4 forms of equity which is must to be considered before designing a company’s
salary structure.

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External equity: comparing the salary structure with the local competitors’ structure.

Internal equity: ensuring the parity between different job roles’ payment structure within the
same organization.

Individual equity: ensuring the similar salary structure plan for the same job roles.

Procedural equity: it depends on the perception of the employees. If the employees are
satisfied with the structure, this equity is present there.
Steps to design a company’s salary structure:

i. Finding the average salary of a specific grade in a certain company

ii. Finding the market average salary of that same grade
iii. Finding the difference between two averages
iv. Finding the difference in percentage
v. Interpreting management decision

An example might help in this situation.

Let us suppose there is a company X in the city. Its competitors are P and Q

To make a salary structure company x needs an analysis comparing with P and Q

In company X there are 4 job roles. Job role 1 and 3 is in grade 1. Job role 2 and 4 is in grade 2.

Standard equity level is 7%

the data are given below.

Job x p q
rol
e
Minimu Averag Maximu Minimu Averag Maximu Minimu Averag Maximu
m e m m e m m e m
offered offere offered offered offere offered offered offere offered
d d d
1 20000 22500 25000 22000 24500 27000 25000 26000 27000
2 35000 37500 40000 30000 32500 35000 33000 36000 39000
3 60000 62500 65000 62000 64000 66000 58000 60000 62000
4 62000 65000 68000 50000 54000 58000 52000 56000 60000

For grade 1:

i. Average of the company= 42500

ii. Average of the market=(44250+43000)/2= 43625
iii. Difference= +1125
iv. Difference in percentage=( 1125/43625)*100= +2.58
v. External equity exists but the company is paying more. So it should not be increased
this year.