STRATEGIC HRM

Assignment -2
On
“HR planning to decide how many faculty and
staff will have to be employed in coming academic
year”

Submitted by: group1

Guided by : Prof Bhakta Bandhu Dash

CONTENT
1. Introduction
ASBM University formerly Asian School of Business Management was established in
2006 as a private B-School. In the year 2019, the institute was granted the position of
a university. It facilitates management education in Odisha. It was founded by
Professor Dr. Biswajeet Pattanayak who is known to many for ‘Lagaan’- a movie
which looked into IIM classrooms and corporate board rooms. ASBM University
courses are mostly in the fields of innovation, business intelligence and leadership
skills. ASBM University provides Post Graduate Diploma (PGDM) and
undergraduate degree in management [3] which is duly approved and recognized by
AICTE. PGDM has accreditation by National Board of Accreditation (NBA) and the
Government of India. The Association of Indian Universities (AIU) recognizes
ASBM's PGDM as equivalent to MBA.ASBM University is a Life member of
Association of Management Development Institutions in South Asia(AMDISA). The
institution is an Academic member of Retailers Association of India (RAI).

Vision, mission, priorities

Vision: leading the world in research and education in a way which nationally and
globally benefit society.

Mission: sustaining excellence in each field, maintaining and advancing itself

remarkable with its historical roots, and enriching society at the regional, national and
international level by its researches and graduates.

The colleges
The university board is the only entity entitled to handle admission procedures and
selection process
Providing student support services for example offering student accommodation
Offering student-cantered learning modes for undergraduates

The University

 Defines the content of the courses taught for the colleges Organises events i.e.
lectures, seminars, workshops, etc.
 Delivers extensive resources i.e. libraries, laboratories, museums, computing
facilities for teaching, learning and research Offers both administrative and
student services, which is centrally executed to give counselling and career
development Performs any kind of operations related to graduate students i.e.
examinations, supervision, admission, theses examining, etc.
 2. HR STRATEGIC PLANNING
In Strategic Plan, there are three commitments, which explicitly deal with HR issues.
These commitments are following:
1. To hire and retain well-qualified staff from overseas if possible.
2. To boost diversity among staffing profile.
3. To develop all staff qualifications and skills through effective training opportunities
and incentives.
The above mentioned three commitments and extensive consultation process led
to five HR Objectives:
1. Recruitment of the best people – ensuring that University is able to attract the
highest quality people from the relevant employment market
2. Retention of talent– retaining the best people in the face of increasing international
competition
3. Developing diversity- recruiting, retaining and promoting the very best people,
whoever they are and ensuring equality of opportunity
4. People development– supporting people to improve their skills, knowledge and
competencies.
5. Governance- ensuring good decision making processes on people issues and that
our statutes, policies, procedures and resources relating to personnel issues are
appropriate.

2.1 Position Descriptions

Accurate position descriptions are the backbone of a good HR system. A well-written

position description clarifies the responsibilities of a job, and the necessary skills, knowledge,
and experience for successful job performance. This information should be the basis for all
recruitment, hiring, training, performance appraisal, and disciplinary decisions. Good human
resource management decisions are “job related.”

To develop an effective position description, start by thinking about the critical

responsibilities of the job. What does this person need to do? How often does he/she need to
do these things (daily, weekly, monthly, as necessary)? Do the tasks involve working with
students, other staff, parents, or community members? How will you know that the job is
being done well?

Next, think about the education, skills, and experiences necessary for successful performance
of these critical responsibilities. This may, for example, include a relevant bachelor’s degree,
subject area licensure, knowledge of the UFARS accounting system, or fluency in a foreign
language.
Finally, think about the education, skills, and experiences that would be helpful but are not
necessary critical to successful job performance. This might include additional years of
teaching experience, a master’s degree, or experience working in a charter school.

Other information that you may want to include on the position description includes:

 A brief description/history of the organization

 Percentage and length of appointment – for example, “This is a full-time, 12-month

position.”

 Supervision (Who supervises this position?)

There are a number of different formats that can be used to organize and present this
information. Examples of several position descriptions can be found in the appendix.

Important things to remember about position descriptions:

 Position descriptions should be viewed as “living documents.” In other words, to be

effective, they need to be continually updated. At a minimum, review and revision should
be done annually, as a standard part of the employee evaluation process. In this way, all
position descriptions remain current, and employees are reminded that their job
responsibilities can be changed.

 Individual position descriptions within an organization should fit together like a

mosaic, creating a complete picture of staffing needs. Every critical task associated with
operating your school should appear on at least one person’s position description.

Recruitment and Hiring

Hiring decisions are perhaps the most important decisions made by a school. Personnel costs
are likely to claim the largest share or your budget. Accomplishing your mission is dependent
on having the right staff. For these reasons, it is essential to include someone that has
experience in making personnel decisions in the hiring process. You will most likely want to
have a hiring committee of three or more people, to insure input from multiple stakeholders.
Your committee might include, for example, the Director, teacher(s), parent(s), and
student(s).
Timing is important. If at all possible, the hiring process should be designed to ensure that
staff is identified no later than June. Earlier is preferable. Where budgets allow, new schools
should consider hiring staff several weeks before the school actually opens, allowing them
adequate time to prepare. To accomplish this, the hiring process should begin in January.

The basic steps involved in an effective recruitment and hiring process are:

1. Develop the position description

2. Post and/or advertise the position
3. Receive and screen applications
4. Interview applicants
5. Check references
6. Make a hiring decision
7. Establish an employment contract
Develop a position description
An accurate, well-written job description forms the basis for the subsequent steps in the
process. The position description helps you clarify the job skills, knowledge and experience
that you hope to find in a new employee.
Post and/or advertise the position
Once you have an accurate position description, the actual search begins. This stage begs for
creativity. Think about where and how you might find applicants with the desired skills,
knowledge and experience. Also, think about how many applications you hope to receive. If
you believe that the number of available candidates is low and/or you would like to receive a
large number of applications, you may want to use several posting and advertising venues.
Some possibilities are:
 The most obvious and overused is the major, local newspaper. You may want to place
an ad in the classified section of one or more major newspaper. Newspaper
advertisements tend to be very expensive, so you will want to write the shortest possible
advertisement that still contains enough information and is sufficiently appealing to
attract promising applicants. Sunday is the best day to advertise in most major
newspapers. It seldom makes sense to run an advertisement for an entire week.

 Ethnic, neighborhood, and specialty newspapers – In larger communities, there may

be a number of small newspapers. Some specifically target ethnic groups and can be good
places to advertise in hopes of attracting a diverse pool of applicants. Finding these
 smaller newspapers can be as simple as visiting your local library, a coffee shop, or bank
lobby where there are racks of free periodicals. Be aware, however, that the advertisement
will not be free.

 Websites tend to be the easiest, cheapest, quickest and, increasingly, the most
effective way to recruit. By all means, post the position on your own website, if you have
one. Other sites to consider include:

 Job fairs – the Minnesota Association of Charter Schools holds an annual job fair and
may be able to direct you to other job fairs in your area.

 Word of mouth and personal contacts – Email the posting to your professional
contacts and ask them to share it with their contacts.

 From your applicant file – Schools often receive unsolicited resumes. These should be
saved for possible future openings. Call the qualified individuals or write them a brief
email or letter, attaching a copy of the posting, and invite them to apply.

Email postings are often simply shortened versions of the position description, with
additional information about application deadlines, desired application materials (resume,
letter of intent, references, writing samples, etc), and the application process (email, fax,
and/or regular mail). Newspaper advertisements should be much shorter, including only
enough information to attract promising candidates. Both should include an EEO statement
“(_____ charter school is an equal opportunity educator and employer.)” A sample posting
and advertisement is included in the appendix.
Receive and screen applications
It makes good business sense to acknowledge receipt of applications, either in a brief email or
letter to each candidate. This practice communicates a level of professionalism that can help
build a reputation for the school that may be helpful in attracting quality applicants in the
future.
Your hiring committee should design a screening tool to be used to decide which candidates
will be invited for an interview. At a minimum, the screening criteria should include the
essential knowledge, skills and experience listed on the job description. Desired knowledge,
skills and experience may also be used. Criteria can be prioritized and weighted. A sample-
screening tool is included in the appendix.
Interviews
Once you have selected applicants to interview, prepare a list of interview questions that will
help you get the information you need from candidates. The most effective questions are
open-ended and related to past job performance. Open-ended questions encourage applicants
to talk, providing you with more information about their knowledge, skills, attitude toward
learning, and other important qualifications. Listening to the candidates, you should be able
to get an idea about their potential fit with the school culture. Will they work hard? Will they
support your pedagogical strategies? Are they team players? Questions about past job
performance are important because the best indicator of how an applicant will perform at
your school is how they have actually performed in other settings. For example, you might
ask – “Please describe for us the most successful things you have done with students and why
you think they were successful.”

High performing Average performing Low performing

employee employee employee

Retained

Reassigned

Released