HRM

Human resource Management
IILM University
Megha Kochhar
Email: megha.kochhar@iilm.edu
Contents
Module 1 : Introduction to HRM
Module 2: Human resource Planning
Module 3: Process of Recruitment & Selection &
Training
Module 4 : Maintaining & Ret
aining Human Resources
Module 5 : Managing Performance &
Compensation
Module 1 : Introduction
• Human Resource Development
• Steps in starting HR Department
• HR Policies
• HR Trends : Global HR Practices
• Importance of HR Policies
• HR practices in detail
• Impact of good HR Practices
• HR Manual
Introduction
According to Leon C.Megission,” HR is the total

knowledge,skills,creative abilities, talents and
aptitudes of an organization's workforce as well
as the values, attitudes and belief of the
individuals involved.”
HRM
• Human Resources – “A whole consisting of
interrelated , interdependent, and interacting
physiological, sociological, psychological & ethical
components “– Michael J. Jucius
• “----------- represent the total of the inherent abilities,
acquired knowledge and skills as exemplified in the
talents and aptitude of its employees
• Human resources may be considered as human
capital consisting of intellectual capital; emotional
capital, social capital
Human Resources
• Human resources may be considered as human capital consisting of
intellectual capital; emotional capital, social capital
• Capital is an asset – connotation that it can be used to multiply and earn
something beyond.
• Dead Asset – if you are negating the whole idea of an asset. Gold in
locker. Gold is not earning anything but if you invest in shares – capital is
multiplying –
• Intellectual Capital – specialized knowledge, tacit knowledge and skills
• Emotional capital – self confidence, ambition and courage , risk bearing
ability and resistance to change
• Social Capital – Network of relationships and trust worthiness
HRM
• Human resources is the knowledge, skills,
creative abilities, talents, and aptitudes
obtained in the population.
• Organizations believe HR represent the
people at work. They are the sum total of the
inherent abilities, acquired knowledge , skills ,
talents and aptitudes of employees.
HRM
• HRM is the process of making efficient and
effective use of Human resources so that set goals
are achieved
• “HRM is concerned with the people dimension in
management. Since every organization is made up
of people, acquiring their services, developing their
skills, motivating them to higher levels of
performance and ensuring that they continue to
maintain their commitment to the org are essential
to achieving organizational objectives – Deceuzo &
Robbins
National Institute of Personnel
Management
• ….. That part of Management which is concerned with the
people at work and with their relationship within an
enterprise. Its aim is to bring together and develop into an
effective organization of men and women who make up an
enterprise & having regard for well being of the individuals
and working group to enable them to make the best
contribution for its success”
HRM
• Organizations are made of people & function
through people – without them organizations
don’t exist.
• The resources of men, money, materials and
machinery are collected, coordinated and
utilized through people
• People are most significant resource of any
organization.
• Manpower is the only resource which does
not depreciate with time
• HRM is the set of policies, practices and
programmes designed to maximize personal
& organizational goals.
• It is the process of binding people and
organizations together so that objectives are
achieved.
• HRM is planning, organizing, directing, and
controlling of the procurement,
development, compensation, maintainance
and reproduction of human resources
• PM – contract
• HR – Beyond the contract
• PM – Owner managed ,
• paternalistic strategy – loyal and I am in turn look after you. Marriage,
sickness, higher education. I will look after you. Take responsibility.
Removal of personal liberty
• HRM – sell your soul to the employer. Looks after workplace and life
needs
• Prefers Paternalistic – u do as I say I will look after you.all your needs
will be fulfilled, Issues to be faced soon
• Utopian – best of both. I look for employees that I feel fits my choice
Characteristics of HRM
1. Comprehensive Function – Managing people at work. It covers all types of people at
all levels in the organization. It applies to workers, supervisors, officers, managers etc.
2. People Oriented- Its concerned with employees as individuals and in groups. It is the
process of achieving the best fit between individuals, jobs, organizations and the
environment. Bring people and org together.
3. Action Oriented – HR focuses on action rather than on record keeping or procedures.
It stresses on solutions of Human Resource problems to achieve both Organizational
objectives and employee personal goals
4. Individual – oriented – Under HRM every employee is considered as an individual so
as to improve services and programmes to facilitate employee satisfaction & growth.
5. Development Oriented
6. Future oriented
7. Staff Function – HRM is advisory in nature. Managers do not manufacture or sell
goods but contribute to the growth of org by advising the operating departments on HR
matters. Like director of the movie , the performance can be judged from the success
of the total org
8. Nervous System – embedded in the structure, is inherent and integral part of
management
Growth of HRM In India
• Concern for welfare of factory workers in 1920.
• Appointment of labor officers in 1931 was done to protect the workers from evils of
jobbery . Check corrupt practices in recruitment & selection in Indian Industry.
• After Independence the Factories Act ,in 1948 made it mandatory for factory
employing more than 500 employees to appoint welfare officers.
• With rising expectations , welfare needs increased.
• Two professional bodies the Indian Institute of Personnel Management & National
Institute of Labour Management were estd in 1950’s
• In 1960 the personnel function widened beyond welfare
Labour welfare, industrial relations & HR administration emerged as a part of HRM
1970 CONCERN FOR WLFARE SHIFTED TO HIGHER EFFICIANCY
1980- TECHNOLOGY AND ENVIRONMENTAL CHANGES HRD BECAME A MAJOR
ISSUE
2 PROFESSIONAL BODIES IIPM & NILM Merged to form NATIONAL INSTITUTE OF
PERSONNEL MANAGEMENT
1990- VALUES PRODUCTIVITY THROUGH PEOPLE
2000- PSYCHOLOGICAL DEVELOPMENT OF POTENTIAL
• Hiring
HR Functions – A Glance
• Promotions
• Position classification and grading
• Salary determination
• Performance appraisal review and processing
• Awards review and processing
• Personnel data entry and records maintenance
• Consultation and advisory services to management and employees
– Performance problems
• Policy development
• Work Permitting Immigration Visa Program
• Benefits
– Health care insurance
– Life insurance
– Disability insurance
– Retirement
– Voluntary accidental death and dismemberment insurance
– Leave Transfer Program
– Tuition Assistance Plan
– Training opportunities
• Workers' compensation
Human Resource Development
• Human Resource Development (HRD) is the framework for
helping employees develop their personal and organizational
skills, knowledge, and abilities.
• Human Resource Development includes such opportunities as
 Employee Training,
 Employee Career Development,
 Performance Management and Development,
 Coaching, Mentoring,
 Succession Planning,
 Key employee identification, and
 Organization Development.
Features of HRD
1. Training and Development
Training and developing the employees and managers. Improves
their qualities, qualifications and skills. It makes them more
efficient in their present jobs. It also prepares them for future higher
jobs.
2. Organizational Development (OD)
HRD also involves Organizational Development. OD tries to
maintain good relations throughout the organization. It also solves
problems of absenteeism, internal conflicts, low productivity and
resistance to change.
Features of HRD
3. Career Development
HRD also involves career planning and development of employees. It
helps the employees to plan and develop their careers. It informs them
about future promotions and how to get these promotions. So HRD helps
the employee to grow and develop in the organization.
4. Performance Appraisal
HRD conducts Performance Appraisal, Potential Appraisal, etc. It informs
the employees about their strengths and weaknesses. It also advises them
about how to increase their strengths and how to remove their weaknesses.
Features of HRD
5. Multidisciplinary
HRD is multidisciplinary. That is, it uses many different subjects. It
uses education, management, psychology, communication, and
economics. HRD uses all these subjects for training and developing
the employees.
6. Key Element for solving problems

Now-a-days an organization faces many different problems. These
problems are caused due to the economic, technological and social
changes. These problems can be solved only by knowledge, skill
and creative efforts. This knowledge, skill, etc. is achieved from
HRD. Therefore, HRD is a key element for solving problems in the
organization.
Features of HRD
7. Placement
HRD places the right man in the right job. Placement is based on
performance appraisal, potential appraisal, training, etc. Proper placement
gives satisfaction to the employee, and it increases the efficiency.
8. Promotions and Transfer

HRD also gives promotions and transfers to the employees based on
performance appraisals, etc.
9. Motivation by Rewards
HRD also motivates the employees by giving them rewards for performing
and behaving better, suggesting new ideas, etc. Financial and non-financial
rewards are given.
Objectives of Human Resource Development
HRD, basically ,aims at developing:

 The capabilities of each employees as an individual;
 The capabilities of each individual in relation to his or her
present role.
 The capabilities of each employee in relation to his or her
expected future roles.
 The relationship between each employee and his or her
employers.
 The team spirit and functioning in every organizational unit;
 Collaboration among different units of the organization;
Benefits of HRD
 Improves the capabilities of people.
 Improves Team work
 Leads to greater organisational effectiveness
 Performance related rewards help
employees realise the importance of utilising
their skills fully in the service of
organisational goals.
Evolution of the Concept of HRD
• The early part of the century saw a concern for

improved efficiency through careful design of
work.
• Improving employee productivity and efficiency
was the next big thing to hit the business world.
• Recent years have witnessed an increasing
towards the quality of working life, product and
quality and speedy and efficient delivery of
work
HRD Mechanisms or
Subsystems
HRD Mechanisms
• Performance Appraisal
• Potential Appraisal
• Career planning
• Training and employee develop
Human Resource Department
• The human resources department is responsible for the

recruitment of professional and classified employees,
benefits management, salary administration and job
classification, training and development, records
management, employee relations, and human resources
information systems.
HR Department
• Hiring (including recruiting candidates, the
interview process, negotiations, and signing
contracts)
• Employee benefits
• Training and continued professional
development
• Annual appraisals (in many companies)
• Promotions and raises

• Warnings and layoffs
Best HR Practices
1. HR is a potential employee’s first impression
2. Delight Employees with the Unexpected
3. Screen for culture fit
4. Understand motivation
5. Go hi-tech or go home
6. Be Transparent
7. Be Consistent
8. Be personally Involved
9. Create a safe workplace
10. Create an ethical workplace
Best HR Practices
1. HR is a potential employee’s first impression

Human Resources departments should strive to not just be super
efficient and organized with new hires, but should really think of
themselves as the first ones to welcome a new employee and make
a positive impression.
2. Delight Employees with the Unexpected
When it comes to measuring employee satisfaction, statistics show
that happy employees stay longer and are more productive. So what
makes employees happy? Benefits, compensation, and work/life
balance are the most important factors in overall job satisfaction
Best HR Practices
3. Screen for culture fit
Every organization has a culture of its own. It is up to the
entrepreneur to choose to define and build it or let it develop on its
own. Screening a candidate for a cultural fit is critical. We have
passed over numerous talented candidates because they were not
appropriate for the culture that we have worked so hard to build.
4. Understand motivation
5. Go hi-tech or go home
Streamline the HR workflow by using technology to improve
communication and accessibility. Some specific examples include
HR management system software, Internet based payroll, and
electronic applicant tracking. These electronic systems will save
time, money and reduce the errors caused by archaic paperwork.
Best HR Practices
6. Be Transparent
Generation Y-ers heavily emphasize workplace culture, benefits and
transparency. Sometimes these issues even trump salary considerations.
Therefore, the most crucial HR best practice that every business should
implement is stressing the transparent culture of the business during
interviews.
7 . Be consistent
After setting up appropriate policies and procedures, be sure that you’re
enforcing these rules fairly and consistently across all employees.
Nothing undermines your respect like the perception of playing
favorites . Even if employees do not like certain policies, if they’re
enforced consistently it makes it much more difficult to be questioned.
Best HR Practices
8. Keep your eye out for who you want to hire
Relying on applications means that you’re relying on people who self-
select. For some positions, that’s fine, but you need to keep an eye
out for people who are fantastic and already have jobs. Hiring
employees away from other companies tends to mean you’re
selecting the pool of potentials
9. Be personally involved.
As an organization grows, the owner must choose their battles wisely
and hiring is one of the most critical because its the lifeblood of your
company. Eventually you will need to hire an HR director, but by
being involved in each and every hire you set the tone for how your
company runs and who is in charge. Employees work harder for
owners they can tell are 100 percent dedicated to quality control.
Best HR Practices
11. Wellness programs
12. Audit Coverage: make sure the healthcare policy is only covering
those who are eligible.
13. Create a Safe Workplace : Workplace analysis & safety Training.
Prevent Violence at workplace
14. Create Ethical Workplace
Establish a code , develop a code, promote & review the code
Best HR Practices
15. Make Your Policies and Practices “State of the Art”
 Internet Use: You know there can be a fine line between tool and toy
when it comes to Internet use. How will you regulate the use of the
Internet at your company? Whatever you do, provide employees with a
clearly worded policy.
 Cell Phones:
 Camera Phones:
 Blogging
 Identity Theft:
A lot of identity theft happens, sadly, in the workplace, when
employees steal personal information about co-worker,
customers, or clients. There are steps you can take to help
prevent this type of insidious behavior
Best HR Practices
16. Prepare for the Worst
• It may be a local storm, or a nationwide emergency that affects the
operation of your business. Whether the emergency is small or
large, the key to keeping things running smoothly is planning. As an
HR manager, you need to think about:
• Compensation: Will you pay staffers who can’t work because of
the emergency? If so, will you modify their pay?
• Benefits: Do your vendors have disaster plans?
• Work/Life: Are your employees prepared for a disaster? Will you
be able to reach everyone in an emergency?
Best HR Practices
17. Strive for the Best
• HR managers are becoming key players in the success of their companies. You can play a
valuable role in your company's future:
• Align the HR Agenda with Your Company’s Needs: Listen to what your management
is saying, and work together to make sure you're giving your company what it really
needs.
• Build Credibility and Influence: If you have a strong understanding of your company's
culture, you can ask the challenging questions to help your company stay productive. And
don't be afraid to suggest innovative solutions to longstanding problems. Your vision can
lead the company forward.
• Sell the HR function: Your company has customers, and so do you. Your customers are
your company's leaders. Make sure they know what HR really does, what you have to
offer, and how managers and employees can use HR resources to their best advantage.
• Think like a Strategic Partner: The more you approach HR as an internal business, the
more successful you are likely to be. And that success can only benefit your company.
HR Policies
What is a Policy
A policy is a predetermined course of action established as a
guide toward accepted objectives and strategies of the
Organization
 A vision is formulated, business processes are analyzed, and

policy and procedure systems to support the vision are born.
 As policies and procedures are written, approved,

published, and implemented, the company’s vision is
articulated.
WHY DEVELOP A POLICY MANUAL
• Help staff and management teams : Policy manuals are developed

to help staff and management teams run the organization.
• Mission and objectives of the company :Policies play a strategic
role in an organization. They are developed in light of the mission
and objectives of the company, and they become the media by which
management’s plans, rules, intents, and business processes become
documented and communicated to all staff.
• Save time : Carefully drafted and standardized policies and
procedures save the company countless hours of management time
• Legal Issues: The consistent use and interpretation of such policies,
in an evenhanded and fair manner, reduces management's concern
about legal issues becoming legal problems.
• Employee Guidance
Objectives
• Leadership: To provide fair, acceptable & efficient leadership
• Expansion: To provide an opportunity for expansion & voice in
management
• Strengthen the human assets: To strengthen & appreciate the
human assets continuously by providing training & developmental
programs
• Favourable Atmosphere: To provide facilities & conditions of
work & creation of favorable atmosphere for maintaining stability
of employment
• Effective utilization of human resources: To attain an effective
utilization of human resources in the achievement of organizational
goals, etc
Connection between Mission and Policy
• A mission statement should be a clear statement about who your

company is trying to serve. It should be a cultural reflection of the
values, beliefs, and philosophy of the organization. It should be
very brief and very clear so that everyone in the organization can
understand it and so that objectives are seen clearly as steps to
achieving the mission.
• Objectives are like goals; they direct the staff’s attention to
important factors in running the organization and help define
unique ways to enhance performance of individuals and the
organization as a whole
How to Start Creating Your Policy Manual
• Understanding of how the business functions : Policies initially are derived

from an understanding of core business practices. They also may emanate from
a need to control operations and therefore a good understanding of how the
business functions is necessary as a first step in developing good polices.
• Research: Policy creation is a form of research. Research is an ongoing aspect
of keeping polices up-to-date and maintaining a comprehensive policy manual.
• Establish Policy Structure
• Dynamic: The policy manual should be a “living document” – very much
dynamic – subject to change.
• Existing Policies: Existing policies need to be expanded, supplemented, and
revised as business conditions change, as business process reengineering takes
place, as an organization downsizes, and as quality improvement initiatives are
implemented.
Various Types of Policies
• Employment Policies
These are the policies that guide hiring practices, orientation of new employees, compliance with
employment laws, and confidentiality.
• Employment Status & Records
These are the policies that define such issues as employment classifications, access to personnel
files and guidance on how background checks and performance reviews are to be performed.
Employee Benefits
These are policies that explain employee benefits such as insurance, vacations, holidays, leave,
and employee reimbursements.
• Payroll
These are policies that are related to salary and wage administration including deductions, pay
advances, and time keeping.
• Workplace Guidelines
These policies are quite varied and their purpose range from defining certain work arrangements such as
flex time and telecommuting to offering guidelines on the use of company assets and record retention.
Various Types of Policies
• Employee Conduct
These policies are guidelines that control employer behavior and
conduct on the job. The mainstay of this section is a code of conduct
but also important are policies regarding substance abuse, smoking,
harassment, and workplace violence.
• E-Policies
These policies guide staff in the use of the organization’s information
technology. Policies defining acceptable and prohibited activities and
use of e-mail and the Internet make up a majority of these policies
• Leave Policy
• Relocation Policy
• Health and Safety Policy
Tips to create a good looking Policy Manual
Here is a list of tips to help you create a great looking policy (printed)
manual
• Use high quality paper.
• Ensure all printed pages are crisp and clean.
• Achieve good balance between text and visuals (charts, graphs, and
tables).
• Use photographs effectively.
• Use illustrations effectively.
• Use bullet points to offset information from the text.
• Use white space effectively.
• Provide an appealing cover for the policy manual.
• Include a letter from the top executive or owner of the organization
(i.e., Letter from the President)
• Include professional binding.
• Prepare a PDF version for electronic distribution.
HR Trends - Global HR practices
A symbiotic relationship
An IT company spends a considerable amount of time and money on freshers
so that they can be integrated into a corporate work environment. In an
attempt
to bridge the gap between educational curriculum and actual job requirements,
companies have collaborated with educational institutes. This is where the
industry provides training to the college faculty on current requisites in the
industry, and imparts new skills to them which could be of demand in the
future.
The Need of the Hour…

• Today, corporate face a huge challenge in recruiting the right talent. During
a typical campus connect program, an organization manages to hire an
average of 10 people out of every 500 interviewed
• A deeper probe reveals that at least half of the remaining 490 miss out on
employment due to lack of behavioural skills or domain specialisation .
• The need of the hour is to identify and map the right requirement at the right place
and at the right time,” says Deependra Chumble, Chief People Person for
Hexaware.
• According to a recent consulting study conducted by Mercer, only 25 per cent
graduates in India are employed. The figure indicates that there is a huge gap
between the pace of change of university curriculum and the technology needs of
the current industry. As a result, students have good theoretical knowledge but they
lack problem solving skills due to lack of exposure to practical projects.
Joining Hands!
Keeping this in mind, many companies have tied up with some of the best
institutes in order to bridge the gap between industry and academia. Hexaware
Technologies, in an attempt to increase communication between academics
and industry, has started the “Train the Trainers Programme”.
A Successful Endeavour!
• There is no doubt that Industry-Academia collaboration is one of the successful
ways to fight skill shortage. Candidates are now expected to demonstrate initiative
and confidence to take on business challenges, and to portray a positive brand image
that is necessary while facing a customer. Whatever the route, the onus of helping
students keep pace with the dynamic business environment lies with the academia.
Modification of academic curriculum and its implementation is traditionally a long
process involving careful research, curriculum design, customization and delivery.
Polish skills to keep pace

• The skills you picked up in the last specialised workshop, which your
company commissioned you to attend, are not of much use for long. They
become redundant within a year, sometimes even sooner, only to get
replaced with an entirely new set of skills which need to be learned afresh.
•
Multitask or Perish!
• “For years on end, I couldn’t fathom why on earth one would take on more
work than was needed,” claims 46-year-old insurance consultant Naina
Ramalingam. “It just seemed like such a waste of time. Instead of putting in
that extra bit at work, I felt learning a hobby or pooling in more at one’s
home made more sense,” she says.
• “That was only until I realised only of late that a lot of my colleagues earn
three times I do solely because their extra-curricular specialisations and
skills are being sought by the company for services which fetches them
more money,” adds Naina.
• Multitasking holds the key to productivity – both professional and personal.
“When an employee multitasks, it isn’t just the extra skill that the
organisation avails of, it’s his/her initiative which speaks volumes,”
maintains Pokhraj Enterprises director (HR) Navin Jain.
Performance Management: The need of the hour today
• Historically speaking, organisations viewed performance appraisals as a
process to weed out non-performers and to some extent use this tool to
reward performers. Viewed in that limited way, performance appraisal
system had its role. However, with so much pressure on attracting,
acquiring and retaining talent in today’s talent war, to begin with,
organizations should do away with the usage of the term performance
appraisal system.
What is Performance Management System?
• What organisations should realize is that performance appraisal is only a small part
of an end to end performance management system which involves an integrated
approach such as planning performance, managing performance, developing
people, reviewing performance and rewarding performance towards building a high
performing organization. Performance management system is based on three
important principles
• To let people know what needs to be achieved
• To support those goals through performance coaching, mentoring and
developing
• Reward and recognize performers and manage poor performance
• Planning performance involves translating the corporate objectives into specific,
quantifiable goals for every employee, which will form the corner stone of the
evaluation process; leading to feedback on how close or how far from those goals
the employee is at the end of the appraisal period.
• How does an organisation do the transformation from a mere
performance system to a Performance Management System?
• Managing employees’ plays a key role. This should include, ongoing
dialogue between manager and employee to ensure that the individual
goals are aligned to his personal and organisational goals.
• He is equipped with the necessary skill sets to perform his role and is
provided regular feedback as to where he is heading rather than throwing
‘year end surprises’ in the form of annual performance appraisal.
• Also, if used rightly, this process can significantly help in employee
involvement in organisational building. When we invite employees to
participate in goal setting as well as seek their feedback on their manager’s
performance through 360-degree processes, it gives a very high sense of
ownership and is a good source of voice of the employee.
Assignment
Q1. What is the impact of good HR practices on organizations
which have implemented them with special reference to India.
Give relevant examples
Q2. Give a detailed account of the Policies and Practices
followed by the following Corporate sectors :
1. Larsen & Turbo
2. Google
3. Tata Steel
Explain its impact on Organizational effectiveness
Last Date for Submission 21st Jan’13

Corporate Scams
Sat yam's Corporate Scandal
Siemens Greek bribery scandal
Indian Coal mining scam
2G spectrum scam
The Commonwealth Games scam
The Harshad Mehta scam
Telecom scam (Sukh Ram)
Choose any 1 and PrepaRE The Case History for

Discussion
Reading Material
1. Occupational Frauds and Money Laundering
Mayur S. Joshi
Module 2 Planning
• Job Analysis
• Job Design
• Legal issues in Recruitment & Selection,
• OD, Intervention
Personnel Planning and Recruiting
 The Selection Process
 Developing and Using Application Forms:
The Application Blank.
 The Decision Theory Approach
 Employee planning and Forecasting
 Recruiting on Internet
 The Global Talent Search
MODEL OF HRM
Recruitment, Relationship with Other Activities
Job Analysis Personnel Planning
Constraints Recruitment Inducements
•Poor Image Pool of Applied •Compensation

•Unattractive Applicants •Career Opp.
Job •Image
•Govt. Policy •Reputation
Selection
Personnel Planning
Planning: A process and set of activities undertaken to forecast an
organization’s labor demand (requirements) and internal labor
supply (availabilities), to compare these projections to determine
employment gaps, and to develop action plans for addressing
these gaps
Personnel Planning: the development of strategies for matching the

size and skills of the workforce to organizational needs.
Personnel planning helps organizations to recruit, retain, and
optimize the deployment of the personnel needed to meet
business objectives. The process involves carrying out a skills
analysis of the existing workforce, forecasting manpower, and
taking action to ensure that supply meets demand.
Personnel Planning - Meaning
Main motive while personnel planning, should be finding the
right person for the right job, for which proper planning is
needed. So first is Forecasting Requirements, after which
strategic planning is done:
(A) Develop a Recruitment Plan
 Position Description: That is plan a full description of the
position for which recruitment is to be carried out
 Job Specification: Plan the skills needed for the particular
position so that proper justice is done to the position for
which the employee is recruited
Personnel Planning (Cont..)
 Establish processes for handling applicants: it is
also necessary to plan how the recruitment process
will take place, right from how the candidates will be
interviewed to selecting and placing new members.
 Develop a welcome letter and Program Manual:
 Give applicants some time: once the candidate has
successfully cleared the selection process, he
should be given atleast two weeks time to resign
from his current employer
Personnel Planning (Cont.)
 Create Waiting List: After all positions are filled its
always better to plan in advance to create a waiting list so
that incase of any cancellations, the HR dept. has a backup.
(B) Identify your Recruitment Needs
 Number of members needed: It is very important to
plan the number of candidates needed for various posts,
proper description of posts and candidates should be
planned in advance, so that there is no chaos.
 Role of each member: During the process of personnel
Planning it should be planned systematically what is
expected and required by each employee, so that there
is no Role Confusion
Personnel Planning( Cont.)
 Service dates for each member: Its always good
to plan in advance the full schedule for the
process of Recruitment, Selection and training
with proper allotment of dates for various
processes
 Skills , knowledge, attitudes and aptitudes
needed for each position.
 The opportunities & benefits a member will get
through the assignment.
Personnel Planning(Cont.)
• C) Advertise & Market your position/
Implementation
Here proper planning is to be done how the various
positions for recruitment have to be advertised. It
has to be planned whether Internal or External
Sources will be used to carry out the process of
Recruitment. once proper planning is done the
positions are advertised
Personnel Planning(cont.)
Evaluate the plan: Finally whatever is planned needs
to be evaluated and the gaps have to be looked into
so that later on there are no loop holes in the
recruitment process. Therefore if planning is
important even evaluating the plans are even more
important to broadly analyze all aspects.
Model Of HR Planning
How to Deal With Discrepancies
• Managing a surplus
– Downsizing
• Planned elimination of large numbers of personnel with the
goal of enhancing the organization’s competitiveness
– Early retirement programs
• Programs that encourage older workers to leave voluntarily
• Managing a shortage
– Employing temporary and contract workers
– Outsourcing
Job Analysis
• Job analysis is the process of gathering

and analyzing information about the
content and the human requirements of
jobs, as well as, the context in which jobs
are performed.
Job Analysis Information
It provides information about :
• Job Identification
• Important Characteristics
• What the typical worker does
• Job duties
• What material the worker uses
• How a job is done
• Required Personal Attributes
• Job Relationship
Uses of Job Analysis
• Human Resource Planning: Helps in forecasting
human resource requirements in terms of
knowledge and skills
• Recruitment: How and when to hire people for
future openings, skills needed for a position, so that
a systematic plan to hire people is done
• Selection: Right person for the right Job
• Placement: It helps to place employees in jobs that
suits their interests, activities and aptitude.
• Training: Incase of any confusion about the job and the
way it is to be done training is not initiated but if after
Job analysis certain specific needs of the jobs have been
identified Training is provided
Uses of Job Analysis(cont)
• Counseling: Managers can counsel employees about their careers
when they understand the different jobs in the org. Job Analysis point
out areas that an employee might develop to futher a career.
• Performance Appraisal: By comparing what an employee is
supposed to be doing to what an individual has actually done, the
worth of a person can be assessed.
• Job Design and redesign: we can improve the existing system
through continuous monitoring and redesigning and can also take
remedial steps.
• Job Evaluation: Job Analysis helps in finding the worth of a job
based on criteria such as difficulty, type of work, skills and
knowledge. this helps in designing wage policies.
• Safety and Welfare Measures :The job analysis process discloses the
environment where the job is to be performed. Hazardous and unhealthy
conditions, if any, prevailing at the workplace can be taken care of by
providing adequate safety and welfare measures. Most of the accidents can
be thus avoided..
Process of Job Analysis
• Organizational Analysis: Various jobs in the org has to
be obtained. Its important to find out the link between jobs
and org objectives, contribution of various jobs and
effectiveness of the organization..
• Selection of representative positions to be analyzed: A
sample of the job is analyzed keeping in mind the cost and
time constraints.
• Collection of Job Analysis data: collection of data based
on characteristics of job, required behavior and
qualifications needed to carry a job effectively..
Cont….
• Preparation of Job description: This step involves
describing the contents of the job in terms of functions,
duties, responsibilities, operation etc. the job holder needs
to perform the operations listed in the job description
• Preparation of Job Specification: This is a written
statement of personal attributes in terms of traits, skills,
training, experience needed to carry out the job.
In the past, jobs were designed, taking the view that they would not
change. There was no attempt to link changing job requirements
with changing attitudes but after 70`s org`s have realized the
importance of carrying out Job Analyses for achieving greater
efficiency and higher productivity.
Methods of collecting Job
Analysis Data
• Job Performance
• Personal Observation
• Critical Incidents: Is an approach to job analysis that
identifies key situations or events in the job which must be
dealt with effectively by a competent jobholder.
• Interview
• Questionnaire Method
Study in Detail
Job Description
• Job Description, is a written statement of what
the job holder does, how it is done, under what
conditions it is done and why it is done.
• It describes what the job is all about,
throwing light on content, environment,
and conditions of employment.
• It is descriptive and defines the purpose
and scope of the Job.
• This is done to Differentiate between
different jobs.
Effective communication
Legal Compliance
Compensation
Contents of Job Description
• Job Title: Tells us about the job title, code number and
the department where it is done.
• Job Summary: A brief write-up about what the job is all
about.
• Job Activities: A description of the tasks done, facilities
used, extent of supervisory help, etc
• Working Conditions: The physical environment of job
in terms of heat, light, noise and other hazards.
• Social Environment: Size of work group and interpersonal
interactions required to do the job.
Guidelines for Job
Description
According to Ernest Dale, The following guidelines
should be kept in mind while writing Job descriptions
• JD should indicate the nature and scope of the job,

including all important relationships.
• It should be brief, factual, and precise; use attractive

verbs such as collect mail, sort out mail, distribute
mail, etc. avoid statements of Option. Give a clear
picture of the job; explain all the duties and
responsibilities of the job in detail.
Guidelines (Cont.)
• Specific words should be chosen to show (i)
Kind of work, (ii) Degree of Complexity (iii)
Skill required
• The reporting relationship must also be clearly
indicated( e.g., who reports to whom,
frequency, etc )
Mode of Writing
• Firstly, get the questionnaire about the job filled by the
immediate supervisor of the employee
• Secondly, the job analyst must observe the actual
work done by the employee and complete the JD
form.
• Thirdly, every effort must be made to involve the
employees and the supervisor while finalizing the JD.
• Finally, keep the JD up-to-date by tracking of
changing conditions and incorporating the relevant
ones as and when needed.
Job Specification
• JS, tries to describe the key qualifications
someone needs to perform the job
successfully.
• It spells out the important attributes of a person
in terms of education, experience, skills,
knowledge and abilities to perform a particular
job.
• For each Job Description there has to be a Job
specification.
• Helps the org to find out the kind people
needed to take up specific jobs
- Legal compliance- establishing
non discriminatory practices
Personal Attributes in JS
This is divided into three categories:
• Essential Attributes: Skills, knowledge, and abilities a
person must possess
• Desirable Attributes: Qualification a person ought to
possess
• Contra-indicators: attributes that will become a handicap to
successful job performance
Job Specifications is useful in the Selection Process
because it offers a clear set of qualifications for an
individual to be hired for a specific job. A well-written job
specification offers a clear picture to new recruits of
what they will be doing in the Organization
JOB ANALYSIS
JOB
DESCRIPTION
JOB
SPECIFICATION
JOB
EVALUATION
1. For instance in factory evaluate jobs Personnel manager,
training manger, production and sales manager – its not an
easy thing to do- value each position is adding to the
company. To fix remuneration its important.
Job Analysis In A Jobless
World
• Job is generally defined as “a set of
closely related activities carried out for
pay”.
• Today this has changed. There will
always be enormous amount of work to
do, but it is not going to be contained in
the familiar envelopes, we call jobs.Infact
organizations today are well along the
path towards being “de-jobbed”
Jobless World
From Specialized to Enlarged Jobs
• Job Enlargement: Assigning Workers additional same
level activities, thus increasing the number of activities
they perform
• Job Rotation: Systematically moving workers from one
job to another.
• Job Enrichment: Psychologist “Federick Herzberg”
argued that the best way to motivate workers to build
opportunities for challenge and achievement into their
jobs via job enrichment. Job Enrichment means
”Redesigning jobs in a way that increases the
opportunities for the workers to experience feelings of
responsibility, achievement, growth, and recognition”
Jobless World (Cont.)
• Dejobbing: In many firms today jobs are
becoming really difficult to define. In other
words the trend is towards “Dejobbing”
• By “Dejobbing” we mean “ Broadening the
responsibilities of the company's jobs and
encouraging employees not to limit
themselves to what's on their Job description”
Result of Dejobbing
• Flat Organizations
• Work Teams
• Boundary less Organizations
• Reengineering: Redesigning of jobs and
business processes
• Future of Job Descriptions
Organization & Job Analysis Process
Organization Analysis
Recruitment Selection
Job Analysis
Characteristics of Legal Selection Practices
• Job-related
– essential job functions
– business necessity
• Standardized
– content
– administration
– scoring
Two Major Strategic Issues
• How can HR selection affect an organization’s

ability to formulate & implement a successful
business strategy?
• Should an organization “make” or “buy” its
needed human resources?
Internal Recruitment
• Job Posting: The process of announcing job openings to employees.

– Job information must be made available to all employees.
– Ensure minority workers and disadvantaged individuals are aware
of job opportunities.
– Employee cynicism occurs when there is not “equal” opportunity
for open positions.
• Employee Referrals:
– Some believe this is the route to the best employees.
– Can perpetuate discriminatory hiring

practices.
Discrimination Issues in Recruiting
• Civil Rights Act of 1964.

• Age Discrimination in Employment Act of 1967.
• Pregnancy Discrimination Act of 1975
• Americans with Disabilities Act of 1990.
• Local regulations can add further protections against
discrimination.
Legal Issues
• Definition of job applicant
– Definition according to EEOC and OFCCP
– Importance of establishing written application policies
• Affirmative Action Programs
– Guidelines of OFCCP for recruitment actions
• Electronic recruitment
– Usage may create artificial barriers to employment
opportunities
• Job advertisements
• Fraud and misrepresentation
Ethical Issues
• Issue 1
– Many organizations adopt a targeted recruitment strategy. For
example, Home Depot has targeted workers 50 and above in its
recruitment efforts, which include advertising specifically in media
outlets frequented by older individuals. Other organizations target
recruitment messages at women, minorities, or those with desired
skills. Do you think targeted recruitment systems are fair? Why or
why not?
• Issue 2
– Most organizations have in place job boards on their web page
where applicants can apply for jobs online. What ethical obligations,
if any, do you think organizations have to individuals who apply for
jobs online?
Internal Recruitment
• Job Posting: The process of announcing job openings to employees.

– Job information must be made available to all employees.
– Ensure minority workers and disadvantaged individuals are aware
of job opportunities.
– Employee cynicism occurs when there is not “equal” opportunity
for open positions.
• Employee Referrals:
– Some believe this is the route to the best employees.
– Can perpetuate discriminatory hiring practices.
External Recruitment
• Employment agencies.
• Executive search firms.
• In-house recruiters.
• Local advertising:
– Newspaper.
– Multimedia.
• Internships.
• Job fairs.
• College recruiting.
• Walk-in candidates.
\
OD INTRODUCTION:
• Organization Development: Collaborating with organizational
leaders and their groups to create systemic change on behalf of
root-cause problem-solving toward improving productivity and
employee satisfaction through strengthening the human
processes through which they get their work done.
• Beckhard (1) defines Organization Development (OD) as "an effort,
planned, organization-wide, and managed from the top, to
increase organization effectiveness and health through planned
interventions in the organization's processes, using behavioral-
science knowledge." In essence, OD is a planned system of
change.
Definition OD
• Planned. OD takes a long-range approach to improving organizational
performance and efficiency. It avoids the (usual) "quick-fix".
• Organization-wide. OD focuses on the total system.
• Managed from the top. To be effective, OD must have the support of top-
management. They have to model it, not just espouse it. The OD process also
needs the buy-in and ownership of workers throughout the organization.
• Increase organization effectiveness and health. OD is tied to the bottom-line.
Its goal is to improve the organization, to make it more efficient and more
competitive by aligning the organization's systems with its people.
• Planned interventions. After proper preparation, OD uses activities called
interventions to make systemwide, permanent changes in the organization.
• Using behavioral-science knowledge. OD is a discipline that combines
research and experience to understanding people, business systems, and
their interactions.
What is an OD Intervention?
• The term Intervention refers to a set of sequenced, planned actions or events

intended to help an organization to increase its effectiveness
• Interventions purposely disrupt the status quo; they are deliberate attempts
to change an organization or sub-unit toward a
different and more effective state.
Criteria for Effective Interventions

In OD three major criteria define the effectiveness of an intervention:
1. The Extent to Which it (the Intervention) fits the needs of the organization.
2. The degree to which it is based on causal knowledge of intended
outcomes
3. The extent to which the OD intervention transfers change-management
competence to organization members.
Factors That Impact the Success of OD Interventions
A Factors relating to Change Situation: These relate to the environment of the

organization and include the physical and human environment.
1. Readiness for Change: Intervention success depends heavily on the
organization
being ready for planned change.
2. Capability to Change: Managing planned change requires particular knowledge
and skills including the ability to motivate change, to lead change, to develop
political support, to manage transition, and to sustain momentum.
3. Cultural Context: The national culture within which an organization is
embedded can exert a powerful influence on members’ reactions to change, and
so
intervention design must account for the cultural values and assumptions held by
organization members.
4. Capabilities of the Change Agent (OD Consultant): The success of OD
interventions depend to a great extent on the expertise, experience and talents of
the consultant.
Factors That Impact the Success of OD Interventions
B Factors Related to the Target of Change: These relate to the specific targets at
which OD interventions are targeted. The targets of change can be different issues
of the organization and at different levels.
A. Organizational Issues
1. Strategic Issues: Strategic issues refer to major decisions of organizations such
as what products or services to offer, which markets to serve, mergers,
acquisitions, expansions, etc.
2. Technology and Structure Issues: These refer to issues relating to how
organizations divide their work amongst departments and how they coordinate
between departments.
3. Human Resource Issues: These issues are concerned with attracting competent
people to the organization, setting goals for them, appraising and rewarding their
performance, and ensuring that they develop their careers and manage stress.
4. Human Process Issues: These issues have to do with social processes
occurring among organization members, such as communication, decision-making,
leadership, and group dynamics
OD Interventions:
• OD interventions has four sets of attributes to the
organization setting;
1. A set of values
2. A set of assumptions
3. A set of goals
4. A set of structured activities.

Classification of OD
Interventions:
• Interventions are just one component of the OD formula.
• OD Interventions are classified on the basis of;
1. The objectives of interventions
2. The targets of the interventions.

Major families of OD
Interventions:
• Diagnostic activities:
1. Fact finding activities designed to ascertain the state of

the system.
2. Data collection methods are interviews, questionarie
surveys meetings and examining organizational

records.
Interventions:
• Team-building activities:
1.Activities designed to enhance the effective

operation of system teams.
2.Different kinds of teams are formal work teams,

temporary task force teams newly constituted
teams and cross functional teams.
Interventions:
• Education and training activities:
1. Activities designed to improve individual skills, abilities and

knowledge.
2. The activities may be directed toward technical skills

required for performing tasks.
3. The activities may be directed toward leadership issues,

responsibilities and functions of group members.
Interventions:
• Techno structural and structural activities:
1. Activities designed to improve the effectiveness of
organizational structures and job designs.
2. The activities may take form of;
--- experimenting with new organization structures and
evaluating their effectiveness
--- devising new ways to bring technical resources to
bear on problems.
Interventions:
1. SIX PHASE:
 Upgrading individual managers
 Skills and leadership abilities
 Moves to team improvement activities
 Intergroup relations activities
 Planning for improvement
 Developing implementation tactics
 Evaluation phase
WHY DO OD?
• Human resources -- our people -- may be a large fraction of our costs of doing
business. They certainly can make the difference between organizational success
and failure. We better know how to manage them.
• Changing nature of the workplace. Our workers today want feedback on their
performance, a sense of accomplishment, feelings of value and worth, and
commitment to social responsibility. They need to be more efficient, to improve
their time management. And, of course, if we are to continue doing more work
with less people, we need to make our processes more efficient.
• Global markets. Our environments are changing, and our organizations must also
change to survive and prosper. We need to be more responsible to and develop
closer partnerships with our customers. We must change to survive, and we argue
that we should attack the problems, not the symptoms, in a systematic, planned,
humane manner.
• Accelerated rate of change. Taking an open-systems approach, we can easily
identify the competitions on an international scale for people, capital, physical
resources, and information.
Module 3 +4 Recruitment
 “Recruitment refers to the process of screening and
selecting qualified people for a job at an organization
or firm”
Sources of Recruitment
 Internal Sources: people who are already working
in an organization constitute the internal sources.
In short the process of looking inside the
organization for existing qualified employees, who
might be promoted to higher level positions.
Whenever a vacancy arises someone from the
organization is upgraded, transferred, promoted or
demoted.
Methods of Recruitment
 Internal Methods
1. Promotions
2. Transfers
3. Job Posting
 Direct Method
 Campus Recruitment
 Indirect Method
 Advertisements
 Third Party Methods
 Employment Agencies
 Employment Exchanges
 Gate Hiring and Contractors
 Walk ins/ unsolicited applicants
 Employee Recommendations
Methods of Recruitment
 Internal Methods
(a) Promotions & Transfers: “Transfer” is a lateral
movement within the same grade, from one job to
another. (changes in duties, responsibilities and
working conditions)
“Promotion” involves movement of employee from a
lower level position to a higher level- change in status,
value and duties
Methods of Recruitment (cont.)
(b) Job Posting: In this the organization publicizes job
openings on bulletin boards, electronic media. The
Advantage of this source is that it offers a chance to highly
qualified applicants within the company to look for growth
opportunities.
(c) Employee Referrals: This means using personal
contacts to locate job opportunities. It is a
recommendation from a current employee regarding
applicant. Company's offer rich rewards to employees
whose recommendations are accepted
Methods of Recruitment(Cont.)
 Direct Method
(d) Campus Recruitment: Recruiters visit college
campuses and placement centre where they pick up
job aspirants having technical and professional skills.
A preliminary screening is done within the campus
and the short listed students are then subjected to the
remainder of the selection process.
Cont…….
 Indirect Methods
(e) Advertisements: These include advertisements in
newspapers; trade; professional and technical journals; radio and television
etc. Recently this medium has become colorful, lively & imaginative as
consumer advertising. The ads generally give a brief outline of the job
responsibilities, compensation package, prospects in the org etc.
The variety of outlets available to the company are:
 Newspaper ads
 Television and radio ads
Cont…..
 Third Party Method
(f) Pvt. Employment Search Firms: A search firm is a
private employment agency that maintain
computerized list of qualified applicants and supplies
them to employers willing to hire people from for a
free. Firms like Arthur Anderson; Noble & Hewitt;
ABC consultants. Ferguson Associates offer specialized
employment related services to corporate houses for
free, especially for top and middle level executive
vacancies.
Cont….
(g) Employment Exchanges: As a statutory
requirement, companies are also expected to
notify their vacancies through the respective
Employment exchanges, created all over India
for helping unemployed youth, displaced
persons, physically handicapped, ex-military
personnel etc. as per the act all employers are
supposed to notify the vacancies arising in the
establishments
Cont….
(h) Gate hiring & contractors: where job seekers present
themselves at the factory gate& offers services on a daily
basis, hiring through contractors, recruiting through
word-of-mouth. (blue collar employees)
(i) Unsolicited applicants/ walk-ins: companies generally
receive unsolicited applications from job seekers at various
points of time. Such applications are generally kept in data
bank and whenever a suitable vacancy arises, the company
would intimate the candidate to apply through a formal
channel.
Effective Recruitment
Strategies
•Accurate Job Description

•Within company
•Relying too much on
Interview
•Unconscious bias
•less qualified
•Overqualified
•Perfect Candidate
•Rushing
•Referrals
•Expectations
WHAT ARE THE
ALTERNATIVES TO
RECRUITMENT?
ALTERNATIVES TO
RECRUITMENT
 Overtime: cost can be avoided for R,S,T
employee benefits in form of higher pay over
a period of time they become resentful.
 Subcontracting: To meet a sudden increase in
demand for its products and services. firm can
meet increased demand by allowing an outside
specialist agency to undertake part of work to
mutual advantage.
Cont….
 Temporary employees: employees hired for a limited time to
perform a specific job are called temporary employees.
Useful in meeting short term human resource needs. Painful
effects of absenteeism and labor turnover can be avoided.
THEY are not L_ _ _ Y to the company.
 Employee leasing: hiring permanent employees of another
company who possess certain specialized skills on lease basis
to meet short-term requirements- not popular in INDIA
SELECTION PROCESS
SELECTION is the process of picking individuals who have
relevant qualifications to fill jobs in an organization. The basic
purpose is to choose the individual who can most successfully
perform the job from the pool of qualified candidates.
PURPOSE is to pick up the most suitable candidate who would meet
the requirements of the job and the organization best. Its purpose is
to find out which job applicant will be successful, to meet the goals
the company obtains. Any mismatch can cost a great deal of
money, time n trouble in terms of training and operating costs.
Selection Process
• RECEPTION: whoever meets the applicant initially should
be tactful and able to extend help in friendly and courteous
way. Information abut job opportunities
• Screening Interview: a preliminary interview is planned by
large org`s to cut the cost of selection by allowing eligible
candidates to go through the further stages in selection. If
the department finds the candidate suitable, a prescribed
application form is given to the applicants to fill and
submit.
Selection Process ( Cont.)
• Application Blank: This form is one of the most common methods
used to collect information on various aspects of the applicants academic,
social, demographic, work-related background and references. It is a brief
history sheet of an employees background, usually containing the following
things;
 Personal data
 Marital data
 Physical data
 Educational data
 Employment data
 Extra-curricular activities data
 References
Cont….
Weighted Application Blanks( WAB )
To make application form more job related, some org’s assign
numeric values or weights to responses provided by applicants.
Generally the items that have a strong relationship to job
performance are given high scores. The total score of each applicant
is obtained by summing the weights of individual item responses.
The resulting scores are then used in selection decision.
This is best suited for jobs where there are many workers especially for
sales and it is particularly useful in reducing turnover.
• KNOWLEDGE
• SKILLS
• ATTITUDE
limitationa
• Personal Bias – likes & dislikes
• Halo effect
• Constant error
• Leniency
• Projection- own knowledge & skills
• Stereotyping – association
Guidelines
• Planning for interview
• Getting Information – questioning techniques, probing ,
structuring the interview
• Giving information
• Personal impact – vouce, tone, eye contact postures,
appreance,grooming.
• Responding to the Applicant – react properly to the
applicants comments, questions and non verbal . Show
interest.
• Info processing – gather, integrate, analyze interview info,
identify personal characteristics, judge based on job, relate
to final evaluation
Selection Process( cont.. )
• Selection Tests: These are employment tests that attempt to
assess intelligence, abilities, personality trait, performance
simulation tests including work sampling, followed by a
discussion about polygraph tests, graphology & integrity tests.
A test is a standardized objective measure of a person's
behavior, performance or attitude.
Some of the commonly used employment tests are:
Cont…..
 Intelligence Tests
 Aptitude Tests
 Personality Tests
 Achievement Tests
 Miscellaneous Tests such as graphology,
polygraphy, & honesty tests.
Cont….
• Selection Interview: Interview is the oral
examination of candidates for employment. This is
the most essential step in the selection process.
• In this step the interviewer matches the
information obtained about the candidate through
various means to the job requirements & to the
information obtained through his own observations
during the interview
Cont….
Interview gives the recruiter an opportunity

• To size up candidates personally
• To ask questions not covered in tests
• To make judgments on candidates enthusiasm and
intelligence.
• To assess subjective aspects of the candidate
• To give facts to the candidate regarding the
company, its policies, programmes etc. & promote
goodwill towards company.
Cont….
• Medical Examination: this is important for the following
reasons-
• Whether the applicant is medically suitable for the specific job
or not.
• Whether the applicant has health problems or psychological
attitudes likely to interfere with work efficiency or future
attendance.
• Whether the applicant suffers from bad health which should be
corrected before he can work satisfactorily
Cont….
• Reference Checks:
• THiring Decision: he line manager has to make the final
decision now- whether to select or reject a candidate after
soliciting the required information through different
techniques.
• A true understanding between line managers & personnel
managers should be established so as to facilitate good
selection decisions.
After taking the decision the organization has to intimate
this decision to the successful as well as unsuccessful
candidates.
Recruiting on the Internet
• Internet makes huge numbers of job seekers Available to any firm
with access to the Web. At the same time, many companies increasingly
rely on executive search firms to locate good candidates for important
posts.
THE INTERNET: LEARN TO LOVE THE INTERNET -- IT´S
PROBABLY THE GREATEST RECRUITMENT RESOURCE AROUND.
BY 2001, AN ESTIMATED 96 PERCENT OF U.S. COMPANIES WILL BE
RECRUITING ON THE WEB. ALREADY, MORE THAN TWO-THIRDS
OF HUMAN RESOURCE PROFESSIONALS USE THE INTERNET TO
RECRUIT.
MILLIONS OF JOB SEEKERS SURF THE WEB EACH WEEK, POST
THEIR RESUMES, FILL OUT ONLINE APPLICATIONS AND EVEN
CONDUCT EMAIL INTERVIEWS. ONE ONLINE SEARCH FIRM
REPORTS THAT COMPUTER-ASSISTED APPLICANT SEARCHES
TAKE ONE-THIRD THE TIME OF TRADITIONAL SEARCHES.
MOREOVER, SOME EVIDENCE INDICATES THAT APPLICANTS ARE
MORE TRUTHFUL OVER THE INTERNET.
CONT….
• Executive search firms: THE EXECUTIVE SEARCH INDUSTRY HAS
GROWN RAPIDLY IN RECENT YEARS, THANKS TO OUR BOOMING
ECONOMY AND THE RESULTING LABOR SHORTAGE. LARGE
CORPORATIONS MAKE UP MOST OF THE SEARCH FIRMS´
BUSINESS. BUT SMALL COMPANIES, WHICH LACK THE RESOURCES
OR RECRUITING EXPERTISE OF LARGER COMPETITORS, STAND TO
GAIN EVEN MORE BY HIRING A SEARCH FIRM. SINCE STARTUP AND
EMERGING BUSINESSES HAVE FEWER EMPLOYEES THAN LARGE
CORPORATIONS, A BAD HIRE HURTS A GROWING BUSINESS MORE
THAN IT DOES A BIG, ESTABLISHED COMPANY.
CONT….
• EXECUTIVE SEARCH FIRMS COME IN TWO VARIETIES:
RETAINER FIRMS AND CONTINGENCY FIRMS. RETAINER FIRMS ACT AS
ONGOING CONSULTANTS TO YOUR BUSINESS. THEY ARE MORE
EXPENSIVE THAN CONTINGENCY FIRMS, BUT THEY COMMIT MORE
TIME AND EFFORT TO YOUR FIRM. RETAINER SEARCH FIRMS ARE
GENERALLY USED TO FIND APPLICANTS FOR SENIOR MANAGEMENT
POSITIONS.
CONTINGENCY FIRMS ARE PAID ONLY AFTER FILLING YOUR POSITION.
THEY´RE MORE APPROPRIATE FOR FILLING MID-LEVEL OPENINGS
Internet recruiting is the act of scouring the internet to locate both actively-
searching job seekers and also individuals who are content in their current
position (these are called "passive candidates"). It is a field of dramatic
growth and constant change that has given birth to a dynamic multi billion
dollar industry.
THE GLOBAL TALENT
SEARCH
• Global Talent Search is specialising in the selection and recruitment of
executive and middle management profiles with an international background
and experience. The approach is pragmatic and mainly consists of direct
search projects for Headquarters and Regional Offices.
• Global talent search is built around the values of trust – relationship and
professionalism, together with a results driven approach.
• Global Talent Search is set up around a single profit centre partnership, to be
able to work as one team across the region, providing our clients with a
consistent, integrated and high-quality executive search service.
CASE
• A multi unit manufacturing company recruits
35-40 employees at different levels every
year. What steps and methods would you
suggest to the company so that it is able to
attract suitable candidates to be employed at
different levels in the organization
• Explain with example the common errors that
take place in the selection process and
suggest method by which they can be
eliminated.
PLACEMENT
• Placement is the actual posting of an employee to a specific job.
• It involves assigning a specific rank and responsibility to an employee.
• The Placement decisions are taken by the line manager after matching the
requirements of a job with the qualifications of a candidate.
• Most organizations put new recruits on probation for a given period of
time, after which their services are confirmed
• During this period the performance of the probationer is closely monitored.
PLACEMENT & INDUCTION
• If he fails to adjust himself to the job the org may consider his name for
placement elsewhere. Such second placement is called
`differential placement`
• Placement is an important HR Activity, if neglected employee adjustment
problems and may lead to Ab…….ism, accidents, poor performance
One way Two way
1. Purpos e: Induc tion focuses on introduc ing new employees to the broader organi zational culture, values, polic ies , and proc edures. Ori entation, on the other hand, is more spec ifi c and ai ms to famili ariz e employees wi th their i mmedi ate work envi ronment, team dy namic s, and j ob res pons ibi liti es .
2. Ti ming: Induc tion typically takes plac e during the ini tial stages of an employee' s j oining proc es s, often on their firs t day or week . Orientation, on the other hand, oc curs s hortl y after inducti on, onc e the employee has a general understanding of the organization and is ready to div e into their spec ific role.
3. Sc ope: Induc tion c ov ers a wi de range of topi cs, including the organiz ation's his tory, mis si on, vi sion, and overal l s tructure. It may involv e pres entations, vi deos, and interacti ve sess ions. Ori entation, in c ontras t, foc us es on the practi cal as pects of the job, s uc h as j ob-spec ific training, s hadowing, and l earni ng about spec ifi c tool s or proc es ses.
4. Duration: Induc tion is usually a relati vely short process that can range from a few hours to a c ouple of days , depending on the organiz ation. Orientation, on the other hand, can extend over a more extended peri od, often s ev eral weeks or ev en months, depending on the compl ex ity of the job.
5. Audi ence: Induction is typically c onduc ted for a group of new empl oy ees who have recentl y joined the organi zation. It prov ides an opportunity for them to c onnec t, socializ e, and buil d a sens e of bel onging. Ori entation, however, is more i ndivi dualiz ed and tai lored to the s pec ifi c needs of each empl oyee, focusing on their role and team dynamic s.
6. Content: Induction covers general information about the organization, such as its mission, values, history, and policies. Orientation is more job-specific and provides detailed information about the employee's tasks,
responsibilities, performance expectations, and relevant processes.
7. Involvement: Induction is often led by HR or senior executives who provide an overview of the organization. Orientation involves the employee's immediate supervisor or team members who provide guidance, training,
and support on the specific tasks and responsibilities.
8. Emphasis: Induction places more emphasis on building a connection between the employee and the organization as a whole. It aims to create a sense of belonging and alignment with the company's culture and values.
Orientation, in contrast, is focused on ensuring the employee has the necessary skills, knowledge, and resources to perform their job effectively.
9. Formality: Induction is usually more formal in nature, with presentations and structured sessions. It may involve introductions to key personnel and departmental heads. Orientation, on the other hand, can be a mix of
formal and informal interactions, including on-the-job training, mentoring, and discussions with colleagues.
10. Long-term impact: Induction sets the foundation for an employee's long-term relationship with the organization by providing a holistic understanding of its values and culture. Orientation, however, has a more immediate
impact, equipping employees with the necessary tools to perform their job effectively from the start.
Socialization
• Socialization is the process of adaption .
• It is the process by which new employees attempt to learn and
inculcate the norms and values of work roles in an organization.
• Some people think induction and socialization as synonymous.
• The two are different.
• Induction is one part of socialization.
• Induction is confined to new recruits whereas socialization also
covers cases of promotion & Transfers.
• Socialization is based on several assumptions
• New employees suffer from anxiety and require adjustment,
socialization strongly effects employee performance and stability
Process
• Pre arrival stage – new recruits arrive in the org
with a set of values , norms and expectations of
learning.
• Encounter stage – when new employee joins the
org he encounters the realities of the situation ,
job, culture, peers.
• Metamorphosis stage – the new employee
acquires the skills required to adjust with the
values and norms of the organization . He brings
necessary changes in attitudes, role beh.
• Induction is the task of introducing the new employees to the org and its
policies, procedures and rules.
• During this time the new employee is provided with information about the
company, its history, current position, benefits for which he/she is eligible,
leave rules, rest periods, etc
OBJECTIVES:
•Remove Fears
•Create Good Impression
•Act as a valuable source of info
INDUCTION / ORIENTATION
Objectives of Induction
1. To help the newcomer overcome his natural shyness and nervousness in
meeting new people in a new environment
2. To build up the new employees confidence in the organization and
himself for efficiency.
3. To develop among the newcomers a sense of belonging and loyalty to
the organization
4. To foster close and cordial relationship between newcomers and the
employees
5. To ensure the newcomer does not form false impression and negative
attitude towards the organization
6. To give newcomer necessary information such as location of cafeteria,
toilets, locker room, rest periods and leave rules.
Advantages of Formal Induction
• Helps to build two way channel of communication
between management & workers
• It facilitates informal relations and teamwork
• It helps to integrate the new employees into the
organization
• Supplying information concerning the organization.
• Proper induction reduces employee grievances,
absenteeism and labour turnover.
• A formal induction program proves that the company
is taking a sincere interest in getting him off to a good
start.
Contents of Induction Programme
• Brief history and operations of the company

• Products & services of the company
• The company’s Org. structure
• Location of departments & facilities
• Policies & procedures of the company
• Rules, regulations and daily work routines
• Grievance procedures
• Safety Measures
• Standing orders and disciplinary procedures
• Terms and conditions of service including wages, working hours,
overtime, holidays etc.
• Benefits & services for employees
• Opportunities for training, promotions & transfers
INDUCTION / ORIENTATION
INDUCTION PROGRAMME - STEPS

• Welcome to the org.
• Explain about the org.
• Show the location where the recruit will work.
• Give the company`s manual to the new recruit.
• Give details about pay and other benefits.
• Explain about future training opportunities and career
prospects.
• Clarify doubts, by encouraging the employee to come out
with questions.
• Take the employee on a guided tour.
Points to Remember
• A formal orientation program may be spread over 1
day to a fortnight.
• Induction involves – (a) Acquainting the new
employee with his new surroundings
• (b) Indoctrinating him in the philosophy of the
enterprise.
• The essence of indoctrination is to convince the
employee that he is working for a good company and
for a good cause.
• Its necessary to answer any questions and clarify
doubts that the newcomer may have about the job
and the org.
Effective Induction
• Human side is the most important part of orientation. Therefore first of all
the new employee should be introduced to the people with whom he will
work – his colleagues, superiors and subordinates. Tea Party is a good
idea.
• Make the new employee aware of the general company policies that
apply to him as well as the specific work situation and requirements.
• Administer smaller doses of information over a period of time rather that
giving everything on a single day, Orientation should be a gradual
process.
• Clarify all doubts and questions
• Provide on the job instructions & counselling
• Keep in close touch with the employee to check back how he is doing
and offer help if required.
• Allow reasonable time to adapt to the new work environment and job
demands
INTERNAL MOBILITY
• Promotion, Transfer, Demotion or Separation of an employee within an

organization is called `internal mobility’
• It may take place between jobs in various departments or divisions.
• Some employees may leave the organization for reasons such as better
prospects, retirement, termination, etc. Such movements are known as
`external mobility’
PURPOSE
 Improve organizational effectiveness
 Improve employee effectiveness
 Adjust to changing business operations
 Ensure discipline
TRANSFER
Change in job assignment in which an employee moves from one job to

another in the same level of hierarchy, requiring similar skills, involving
approx same level of responsibility, same status and same level of pay
PURPOSE
• To meet organizational requirements
• To satisfy the employee needs
• To utilize employees better
• To Make the employee more versatile
• To adjust the workforce
• To provide relief
• To reduce conflicts
• To punish employees
TYPES OF TRANSFERS
Production Transfers : Due to change in production
Replacement Transfers: Due to replacement of an
employee working on the same job
for a long time
Rotation Transfers: Initiated to increase the versatility of
employees
Shift Transfers: Transfer from one shift to another
Remedial Transfers: Initiated to correct the wrong
placements
Penal Transfers : Initiated as a punishment for Indiscipline
PROMOTION
Promotion refers to upward movement of an employee
from current job to another that is higher in pay,
responsibility and organizational level.
• Promotion brings enhanced status, better pay,
increased
responsibilities and better working conditions to the
promotion.
• “Dry Promotion” is where a person is moved to a
higher level job without increase in pay.
• Promotion is slightly different from upgradation which
means elevating the place of the job in the
organizationaL hierarchy .
BASES OF PROMOTION
Merit-based promotions
• Motivates employees ,improves knowledge, acquire new skills
• Helps the employer to focus attention on talented people
• Inspires other employees to improve their standards of
performance
Seniority-based promotions
No scope for favoritism
No Discrimination
“He who fails to plan, plans to fail”
Assignments
Q1. A highly successful manufacturer of confectionery needs to select a
team of sales executives for their new brand of chocolates. The HR
Manager & the Sales manager are working together to select a team of
5 sales executives from amongst 65 BMS graduates who have applied.
Explain the Selection Procedure they are required to Follow. – 10
marks
Q2.State Bank of India has lost a lot of customers in the last few years to
multinational banks that adopt a modern operational style preferred
by customers. As a part of an organizational revamp, SBI authorities
have decided to study all existing jobs and redesign the work content,
if necessary. Describe any three techniques that SBI can use to
collect information for analyzing jobs. – 10 marks
Post Recruitment &
Selection issues
TRAINING (meaning)
• Training is the process of increasing knowledge & skills for
doing a particular job. It is an organized procedure by which
people learn knowledge & skills for a definite purpose .
• Training allows employees to meet current job requirements
and prepares them to meet the inevitable changes that occur
in the job
• Training is only an opportunity for learning
• Training is used extensively to help employees understand
how they can assist in meeting corporate objectives.
• Purpose: is to bridge the gap between job requirements &
present competence of an employer. It also aims at
improving the Behavior and Performance of a person
Training & Education
• “Training” is by which aptitudes, skills and abilities of
employees performing specific jobs are increased
“Education” is the process of increasing general
knowledge and understanding of employees.
• Training is vocational whereas Education is general
and major burden of education falls on the
government.
• Training is job-oriented whereas Education is
person-oriented.
Training & Education(cont…)
• Training is essentially practical consisting of knowledge & skills
required to perform specific tasks. On the contrary,
Education is theoretical consisting of concepts aimed at
stimulating analytical and creative faculties of the individual.
• “Training” is imparted at work-place whereas “Education
generally refers to formal instruction in a school or college
• However its very difficult to practice to differentiate between
Training & Education because in many cases both of them
occur simultaneously.
• There is some of Education in all Training and in all
Education there is some Training. Both involve development
of talent and human potential.
Need For Training
• Job Requirements
• Technological Changes
• Organizational Viability
• Internal Mobility
IMPORTANCE OF TRAINING
• Higher Productivity: helps to improve the level of performance. Trained
employees perform better using better method of work. therefore
manpower productivity can be attributed to the education & training
programs carried out by developed nations.
• Better Quality of Life:
• Less learning Period: A Systematic training program helps to reduce
time and cost involved in learning. Employees can more quickly reach the
acceptance level performance. Efforts are not wasted learning through
trial & error.
• Cost Reduction: Trained employees make more economical use of
materials & machinery. Reduction in wastage with increase in productivity
help to minimize cost of operations per unit
CONT……..
• Reduced Supervision: well trained employees tend to be self-reliant and
motivated. They need less guidance and control. Therefore supervisory
burden is reduced.
• High Morale: proper trainer can develop positive attitudes among
employees. Job satisfaction and morale are improved due to rise in the
earnings & job security. Training reduces employee grievances because
opportunities for internal promotions are available to well trained
personnel.
• Personal Growth:
• Org. Climate: a sound training prog. Helps to improve the climate of the
org. industrial relations & discipline are improved. Resistance to change is
reduced. Org stability is enhanced because training helps to reduce
employee turnover and absenteeism.
TYPES OF TRAINING
• Orientation Training: this training seeks to adjust newly
appointed employees to work environment. Familiarity to the
new job, knowing of rules etc. it is also known as ‘Pre-job’
training and is very brief & informative.
• Job Training: Training provided with a view to increase the
knowledge & skills of an employee for performance
improvement on the job. employees are taught the correct
methods of handling equipments & machines used in jobs.
Such trainings reduce accidents and wastages & in efficiency
in performance.
• Safety Training: training provided to minimize accidents &
damage to machinery. It provides instructions to use
safety devices
CONT……
• Promotional Training: Training of employees for them to perform higher
level of jobs. Employees with potential are selected and are given
training before their promotion.
• Refresher Training: when existing technology become obsolete due to
development or better techniques, employees have to be trained in the
use of new methods & techniques. With time employees may forget
some methods of doing work. RT is designed ti revive and refresh the
knowledge and update the skills of the existing employees. Short term
refresher courses have become really popular.
• Remedial Training: Such training is arranged to overcome the
shortcomings in the behavior & performance of old employees. This
should be conducted by psychological experts.
Methods & Techniques Of
Training
• On The Job Training(OJT)
• Off-the-Job Training
 Vestibule Training: actual job conditions are duplicated.
Experienced trainees are employed to provide training with the
help of equipment and machinery identical with those used at
work.
 Apprenticeship Training : theoretical instructions and
practical learning is provided to trainees. In India the
Government has established it is for this purpose. The aim is to
develop all round craftsmen. Generally a stipend is paid during
the training. Thus its “ Earn when you Learn”
 Classroom Training:
Cont……
 Internship Training: it is a joint program of training in which
educational institutions and business firms cooperate.
Selected candidates carry out regular studies for a prescribed
period and also work in some factory to acquire practical
knowledge or skills. This training is provided to maintain a
good balance between theory and practice.eg MBBS, ICWA
 E-Learning: electronic technology used by business firms for
training purposes. E-learning methods include, training
through CD-ROM, internet and intranet, virtual classrooms.
IDENTIFYING TRAINING
NEEDS
• Organizational Analysis: it involves study of the whole org in
terms of objectives, resources, resource allocation and
utilization, growth potential and its environment. It consists of
the following:
 Analysis of Objectives: the long-term and short-term
objectives and their relative priorities are analyzed. Goals and
strategies are set to meet org objectives. Reviewing and
revising is very important.
 Resource Utilization Analysis: the allocation of human and
physical resources and their efficient utilization in meeting the
operational targets and analyzed.
Cont….
 Organization Climate Analysis: this includes the
members attitudes and also the management’s
attitude towards employee development. Without
adequate management support and appropriate
supervisory styles a training program cannot be
successful. OC also reveals the strengths and
weaknesses
 Environmental Scanning: the economic, political,
technological and socio-cultural environments of the
organization are examined.
Cont….
• Task or Role Analysis: it is a systematic and detailed
analysis of jobs to identify job contents, the
knowledge, skills and aptitudes required and the work
behavior. On the job holder particular attention should
be paid to the tasks to be performed, methods used.
Also known as ‘Operations Analysis’.
• Manpower Analysis: In this analysis, the persons to
be trained and changes required in the knowledge
skills and aptitudes is determined.
Alternatives of Training: modifications in the job, new
equipments etc should be considered, work samples,
personal observation, diagnostic tests
Designing Training Program
• FIRST A TRAINING POLICY IS MADE
1. Results expected to achieve through training
2. The responsibility of the training function
3. The priorities for training
4. The type of training required
5. The time and place of training
6. The payments to be made to employees during the
training period.
7. Outside agencies to be associated with the training.
8. Relationship of training to the company’s labor policy.
Once the Objectives and Policies are decided an appropriate
training program can be designed
Planning…..
• Responsibility for training: top management, hrd, the line supervisor to
implement, employees for feedback, proper planning and organization is
required
• Selecting & motivating the Target Group: necessary to decide who to
be trained, new or old, unskilled or semi-skilled workers, supervisors or
executives. Methods depends of ppl being trained, necessary to create
desire,benefits,climate, participation, involvement, open communication
etc.
• Preparing the Trainers: both the job to be taught and how to teach.
Aptitude and right training techniques.
• Developing Training Package:
• Presentation: demonstration should be interesting, the entire sequence
should be explained. Relationship between job and total work flow.audio-
visual aids should be used. encouraged to question.
Cont……
• Performance Tryout: trainee is asked to do the job several
time slowly. His mistakes are corrected and necessary
complicated steps are explained again. As soon as the trainee
demonstrates that he can do the job, he is put on his own and
the training is called off.
• Follow up: in this effectiveness of the training program is
assessed. The feedback generated through follow up reveals
weaknesses or errors. if necessary action is taken. This
reinforces the learning process. Also helps in designing future
programs.
DESIGN A TRAINING
PROGRAM!!!!
Trainining Program
• STEP 1. Determine what training is needed
Organization, task and person analysis
• STEP 2. Determine the Training Approach to be Used
Seminars, programmed instructions, case
studies , Role playing
• STEP 3. Putting together your own Training program
Objectives,materials,evaluation materials,
• STEP 4. Training Employees

• STEP 5. Evaluating your program
Making Training More
Effective…
• Clear objectives
• Training Policy
• Motivation
• Reinforcement
• Learning Periods
• Preparing the Trainer
• Feedback
• Practice
What are the ‘BENEFITS’ ???
Training Process
• Need Analysis Phase: in this training and non training needs are
identified.these needs craete a Performance Gap( low customer
satisfaction, excessive scrap). Another type of Performance Gap is
future-oriented, in this company is likely to perform poorly in the future
unless changes are not met. In the Analysis Phase the cause of the
Performance Gap is identified as training needs because training is the
solution.
• Also priorities are listed as not all needs have the same level of
importance for the company
• This process of data gathering and casual analysis to determine which
problem should be addressed by training is the Analysis Phase of the
training process
Cont…..
• Design Phase: the training needs identified in the analysis
phase in addition to areas of constraint and support are the
inputs to design phase. An Important output to design phase
is the development of Training objectives that provide specific
direction to what will be trained and how.
• These objectives specify the employee and organizational
outcomes that should be achieved as a result of training and
become inputs to the evaluation phase.
• Another part of this phase is identifying the factors needed in
the training and facilitate learning.
Cont…..
• Development Phase: Program Development is the process
of formulating an instructional strategy to meet a set of
training objectives.
• The instructional strategy consists of the order, timing and
combination of methods and elements used in the training
program. Inputs are provided by the design phase
• Even though training objectives are not direct inputs to this
phase they influence program development. The outputs are
specific content, materials, equipment and media, manuals
and helps in training plan designed to achieve the training
objectives.
• These outputs of DP serve as inputs to the implementation
phase
Cont….
• Implementation Phase: all the aspects of
training program come together the
implementation phase, but it is a mistake to
assume that everything will happen as
planned .
• Therefore it is useful to carry a dry run, and
even a piolet of the program.
Cont……
• Evaluation Phase: though its discussed in the last it
begins in the development phase. The evaluation objects
are the outputs of the development phase which become
inputs in the evaluation phase, another input is org
constraints like Time, Money, Staff all effect how training is
evaluated.
• Two types of evaluation are useful first Process
Evaluation, and the other is Outcome Evaluation- this
serves as a powerful tool for improving programs and is
the evaluation conducted once the training is over
Training strategy
• This is what we call “Strategy Planning”
• The role of the HRD unit is to improve organizational
effectiveness by providing employees with KSAs that will
enhance their current or future job performance.
• Effective training must address the personal needs of the
employees and help them learn grow and cope with the
issues that are important to them.
• Focusing on KSAs that do not meet organizational needs is
not productive.
• Effective Training Strategies and practices simultaneously
meet the needs of the organization while responding the
needs of individual employees.
Cont……..
• A formulized strategic planning is a process used to
determine how best to pursue the organizational mission
while meeting the demands of the demands of the
environment.
• A Proactive Strategy focuses on the longer term and its
process is more formalized, typically involving, sophisticated,
analytical. Its purpose is to build a good fit between the
organization and its future environment.
• Reactive Strategy responds to short term business
conditions and so has less formal analysis, more attention is
focused on the immediate future
• Both are important and necessary for the organization t be
effective
Cont….
• An effective strategic planning should occur throughout the
organization with each higher level of the organization
providing direction to the lower level.
• Once the strategic plan has developed, organizational
units are given objectives by higher- level units that will
help accomplish the strategy.
• To accomplish these objectives , the units then develop their
own strategies and tactics. HR strategy provides general
direction that leads to HR’s strategic objectives
• The future of HR roles include knowledge management;
relationship management; team work; change
management; all leading to new hybrid roles to emerge.
Cont…..
• The top HR challenges for future would be:
attracting & re-training talented people,
improving org capabilities, developing
leadership skills, improved communications.
• Therefore the paradigm shift in HR roles
include: reward & recognition, transformational
leadership, employee involvement, building high
performance teams, learning design,
development & org process & performance
systems design have a global perspective .
Cont….
Training Strategy focusses on:
1. Change Management: introducing changes in the right perspective.
2. Organizational Diagnoses: HR role includes business alignment,
organizational diagnosis and measuring HR deliverables. Hence the HR
response should be towards balanced scorecard; online survey; HR
procedures, alignment with business needs that leads to strategic support
to business & six sigma.
3. Personal Care: HR role includes making the role challenging. Therefore
HR response should be towards competency mapping, knowledge
management, career planning & HR a key channel of communication
Evaluation of Training
• Before Training
• During Training
• After Training
C-6
Training Evaluation
Training doesn’t cost; it pays. Training process
HRD is an investment, not an

expense. Training is one of the Step 1
Identify the Needs
most important necessities in any
business for which the
companies are willing to invest
Step 4
their resources. Naturally the Evaluate the Step 2
Training Design the
Training
outcomes are to be measured.
Organizations can’t manage what
they don’t measure. Thus it is
Step 3
important to establish the right Implement the
Training
performance measures for all key
investments. Copyright © 2007, G Pandu Naik
6– 266 Training and Development G Pandu Naik Excel Books

C-6
Training Evaluation
Meaning
Training evaluation refers to activities aimed at finding out the effectiveness of
training programmes after they are conducted, against the objectives for which
such programmes were organized. Training evaluation techniques give us
solutions to answer questions like, where was the capability level of learners
before the programme and where is it now, what was intended to be achieved by
a particular programme and what is really achieved now; and what is the
monetary value of training outcome against the cost incurred for conducting the
said training programme. Training evaluation brings rationality, objectivity,
accountability and credibility to HRD by insisting on tangible and verifiable
outcomes.
It enables HRD functionaries to prove why they should not be retrenched from
service even during a market downturn. Cont….
Copyright © 2007, G Pandu Naik

C-6
Training Evaluation
Sl. No. Author and year Evaluation criteria
1 Kirkpatrick (1967, 1987, Four levels: reaction, learning, job behaviour and results
1994)
2 CIPP (Galvin, 1983) Four levels: context, input, process and product
3 CIRO (Warr, 1970) Context, input, reaction and outcomes
4 Brinkerhoff (1987) Six stages: goal setting, program design, program
implementation, immediate outcomes, intermediate or usage
outcomes and impacts and worth.
5 Systems approach (Bushnell, Four sets of activities: Inputs, Process, Out puts and Outcomes.
1990)
6 Kraiger, Ford, and Salas A classification scheme that specifies three categories of
(1993) learning outcomes (cognitive, skill based, affective) suggested by
the literature and proposes evaluation measures appropriate for
each category of outcomes.
7 Kaufman and Keller (1994) Five levels: Enabling and reaction, acquisition, application,
organizational outputs and societal outcomes.
8 Holton (1996) Identifies five categories of variables and the relationships among
them: secondary i nfluences, motivation elements, environmental
elements, outcomes, ability/enabling elements.
9 Phillips (1996) Five levels: Reaction and Planned Action, Learning, Applied
learning on the job, Business results, Return on investment.
Different Evaluation Models


C-6
Training Evaluation
Donald Kirkpatrick’s Evaluation Model

The four level training evaluation model advocated about half
a century ago by Donald Kirkpatrick (1967), has helped HRD
professionals worldwide to a great extent in solving the myths
and mysteries of understanding training outcome.
The four levels of Kirkpatrick’s (1967), model are: Donald Kirkpatrick
 Level I - Reaction
 Level II - Learning
 Level III - Behaviour
 Level IV - Results
Cont….

C-6
Training Evaluation
Level - 1
Reaction: At reaction level, evaluation is focused on how the trainees felt, and
their personal reactions to the training or learning experience. For example: did
the trainees like and enjoy the training? Did they consider the training relevant?
Was it a good use of their time? Did they like the venue, the style, timing, etc?
Level of participation, ease and comfort of experience, level of effort required to
make the most of the learning perceived practicability and potential for applying
the learning. This is useful information.
Evaluation at this level will convey to us only the satisfaction level of the trainees
and not what they have learnt. Examples of reaction level: typically ‘happy
sheets’ feedback forms based on subjective personal reaction to the training
experience, verbal reaction which can be noted and analyzed, post-training
surveys or questionnaires, grading by delegates, subsequent verbal or written
Cont….
reports given by delegates to managers back at their jobs. Copyright © 2007, G Pandu Naik

C-6
Training Evaluation
Level 5
What to look for in
training evaluation?
Level 4
Return on
Investment
Results
Level 3
Behaviour
Level 2
Learning
Level 1
Reaction
Cont….
Indicators of training success Copyright © 2007, G Pandu Naik

C-6
Training Evaluation
Level - 2
Learning: At the learning level, evaluation is aimed at the measurement of
increase in knowledge or intellectual capability after the training. Evaluation at
this level is based on, whether the trainees learn what is expected of a particular
programme? This is an important criterion, which many people in the
organization would expect an effective training programme to satisfy. Measuring
the learning may involve a quiz or a test.
Typically, assessments or tests before and after the training, interview or
observation can be used before and after although this is time-consuming and
can be inconsistent. Methods of assessment need to be closely related to the
aims of the learning. Reliable, clear scoring and measurements need to be
established, so as to limit the risk of inconsistent assessment. Hard copy,
electronic, online tests or interview style assessments are all possible.
Cont….

C-6
Training Evaluation
Level – 3
Behaviour: Behaviour evaluation is the extent to which the trainees applied the
learning and changed their work place behaviour. This can be seen immediately
or several months after the training, depending upon the situation. Did the
trainees put their learning into effect when they returned on the job? Were the
relevant skills and knowledge used? Was there a noticeable and measurable
change in the activity and performance of the trainees? Was the change in
behaviour and new level of knowledge sustained? Would the trainee be able to
transfer his learning to another person? Is the trainee aware of changes in his
behaviour, knowledge, and skill? This is also a critical measure of training
success. We have all come across many employees who know how to do a job
well, but chose not to do. If learning does not result in positive workplace
behaviour of the trainees then the training efforts would be a waste. Measuring at
this level may involve observing employees’ behaviour at work or the feedback
Cont….
from customers, suppliers, bosses, peers, etc. Copyright © 2007, G Pandu Naik

C-6
Training Evaluation
Level – 4
Results: At this level, the evaluation focuses on the business or environment
resulting from the improved performance of the trainee — it is the acid test.
Evaluation at this level aims at finding out whether the training initiative has
improved the organization’s performance effectiveness. Is the organization more
efficient, more profitable, and better able to serve its clients or customers as a
result of the training programme? Meeting this norm is considered as the bottom
line. It is also the most challenging level to assess, given that many things
beyond employee performance can affect organizational performance. At this
level, the business data and financial data are analyzed to evaluate the training.
Measures would typically be business or organizational. Key performance
indicators are volumes, values, percentages, timescales, return on investment,
and other quantifiable aspects of organizational performance. For instance, the
number of complaints, staff turnover, attrition, failures, wastage, non-compliance,
quality ratings, achievement of standards, accreditations, growth, retention etc.
Cont…. Copyright © 2007, G Pandu Naik

C-6
Training Evaluation
Level – 5
Organizations expect much more than results from training.
Thus, Jack Phillips (1996) has suggested that evaluation must
go beyond Level IV and focus on real measurement of return
on investment. Robinson (1989), whose writing redirected the
attention of trainers to business impact, exhorts trainers to
become “performance consultants” and de-emphasizes
training as an intervention. Robert Brinkerhoff (1987) uses
Jack Phillips
data gathering and evaluation to make the training function
more customer-focused and practice of continuous
improvement.
Many trainers are of the view that ROI can easily be included
in Kirkpatrick’s original fourth level ‘Results’. The inclusion and
relevance of a fifth level is therefore arguably only relevant if
the assessment of Return On Investment might otherwise be
ignored or forgotten when referring simply to the ‘Results’ Cont….
level. Copyright © 2007, G Pandu Naik

C-6
Training Evaluation
Table gives a quick idea about how to find outcome of training at the five levels
discussed above.
Techniques for finding training outcomes
Level of Evaluation How to find the Outcome?
Level 1-Reaction of the trainees Enquire from trainees orally, or use a feedback form at the end of the
programme or at the end of each day/ session
Level 2-Learning occurred or not Ask questions to trainees orally, give a written test at the end of the
programme or at the end of each session.
Level 3-Behaviour changed or Observe on the job or seek report from the supervisor, peers, customers,
not or subordinates, who are familiar with the post -training performance of
the trainee.
Level 4- Results produced or not Look for the outcomes like increase in sales/productivity, or improvement
in product quality/customer service or profitability.
Level 5- Return on investment Calculate what was the cost of training and what is the monetary value of
got or not performance outcome resulted on account of the said training.
Cont….

C-6
Training Evaluation
Phillips (2005) suggests in this regard the following dimensions to assess

ROI. The words in italics indicate the name of the training programme.
 Absenteeism control/reduction: Absenteeism, customer satisfaction, job
satisfaction
 Business coaching: Productivity/output, quality, time savings, efficiency,
costs, employee satisfaction, customer satisfaction
 Career development/career management: Turnover, promotions,
recruiting expense, employee satisfaction
 Communications: Errors, stress, conflicts, productivity, employee
satisfaction
 Compensation plans: Costs, productivity, quality, employee satisfaction
 Compliance programmes: Penalties/fines, charges, settlements, losses
 Diversity: Turnover, absenteeism, complaints, charges, settlements, losses
Cont….

C-6
Training Evaluation
 E-learning: Cost savings, productivity improvement, quality improvement,

cycle times, error reductions, employee satisfaction
 Employee benefits plans: Costs, time savings, employee satisfaction
 Employee relations programme: Turnover, absenteeism, employee
satisfaction, engagement
 Gain sharing plans: Production costs, productivity, turnover
 Labour-management cooperation programmes: Work stoppage,
grievances, absenteeism, employee satisfaction
 Leadership development: Productivity/output, quality, efficiency, cost/time
savings, employee satisfaction, engagement
 Marketing and advertising: Sales, market share, customer loyalty, cost of
sales, wallet share, customer satisfaction
 Meeting planning: Sales, productivity/output, quality, time savings,
employee satisfaction, and customer satisfaction Cont….
 Orientation: Early turnover, training time, productivity Copyright © 2007, G Pandu Naik

C-6
Training Evaluation
 Personal productivity/Time management: Time savings, productivity,

stress reduction, employee satisfaction
 Project management: Time savings, quality improvement, budgets
 Recruiting source (new): Costs, yield, early turnover
 Retention management: Turnover, engagement, employee satisfaction
 Safety incentive plan: Accident frequency rates, accident severity rates,
first-aid treatments
 Selection tool (new): Early turnover, training time, productivity
 Self-directed teams: Productivity/output, quality, customer satisfaction,
turnover, absenteeism, employee satisfaction
 Sexual harassment prevention: Complaints, turnover, employee
satisfaction
 Six Sigma: Defects, rework, response time, cycle time, costs
Cont….
 Skill-based pay: Labour costs, turnover, absenteeism Copyright © 2007, G Pandu Naik

C-6
Training Evaluation
 Strategy/policy: Productivity/output, sales, market share, customer service,

quality/service levels, cycle times, cost savings, employee satisfaction
 Stress management: Medical costs, turnover, absenteeism, job

satisfaction
 Technical training (job-related): Productivity, sales, quality, time, costs,

customer service, turnover, absenteeism, employee satisfaction
 Technology implementation: Cycle times, error rates, productivity,

efficiency, customer satisfaction
 Wellness/fitness: Turnover, medical costs, accidents, absenteeism
Cont….

C-6
Training Evaluation
Davidson (1998) also suggests a similar approach to measure ROI as per

Table. The table indicates some of the areas to look when trying to demonstrate
results. For example: Improved recruiting programmes for sales could lead to
improved time-to-fill ratios, which mean positions would get filled more quickly,
allowing the sales staff to generate more revenue and reduce “down time.”
Measuring ROI in HR
HRD Programmes Possible Measurements
Training Programmes Productivity, sales, quality, time, costs, customer satisfaction, turnover
absenteeism, employee satisfaction
Compensation Programmes Labour costs, turnover, absenteeism (pay for performance)
Modified Work Structures Productivity, quality, customer (teams, project committees, etc.)
satisfaction, turnover, absenteeism, employee satisfaction, time to deliver
Recruiting Programmes Cost per hire, yield (percentage of candidates recruited), time-to-fill ratios
Total Quality Management Defects, rework, response time
Employee Support Programmes Absenteeism, employee satisfaction, employee referrals, productivity
Cont….

C-6
Training Evaluation
Phillips and Whalen (2000), have suggested certain criteria for effective
ROI process as under:
1. The ROI process must be simple, without complex formulas, lengthy
equations and complicated methodologies.
2. The ROI process must be economical with the capacity to be implemented
easily.
3. The assumptions, methodology, and outcomes must be credible.
4. From a research perspective, the ROI process must be theoretically sound.
5. The ROI process must account for other factors that have influenced output
variables.
6. The ROI process must be appropriate to a variety of programmes.
7. The ROI process must have a flexibility to be applied on a pre-programme
basis as well as a post-programme basis.
8. The ROI process must be applicable to all types of data including hard data
and soft data.
9. The ROI process must include the costs of the programme.
10. The ROI process must have a successful tract record in a variety of
applications. Copyright © 2007, G Pandu Naik

C-6
Training Evaluation
Data collection for Training Evaluation

Good evaluation depends upon good data. Thus, collecting appropriate and valid
data using scientific methods will help in doing acceptable evaluation. Table 4
shows the major source and techniques of data collection. There are different
types of data available for training evaluation like individual performance details,
performance details of an entire department or group and the increase in the
economic value of the organization. It is not necessary that evaluation has to be
done at all the four or five levels from reaction to return on investment.
Depending upon the convenience and purpose; evaluation at any one or two
levels would be sufficient. At reaction level, the data can be collected by oral
reaction of the respondents, or it can be collected through a questionnaire during
the last session of the training programme. Such questionnaire should ask
questions on the subject expertise as well as methodology of teaching expertise
of the trainers, sessionwise. The other questions will include the adequacy and
quality of seating, lunch, tea, study material, stationary, audio-visual equipments
Cont….
and the relevance of the training.

C-6
Training Evaluation
Methods of data collection for training evaluation

Method Advantages Limitations
Interview Flexible, opportunity for clarification, High reactive effects, high cost, face to face
depth possible, personal interaction threat potential, labour -intensive, and time
consuming.
Questionnaire Low cost, honest y increased if it is Possible inaccurate data, on the job responding
anonymous, respondent sets pace, conditions are not controlled, respondents set
variety of options varying paces, return rate of questionnaire is
difficult to control.
Direct Non -threatening, excellent way to Possibly disruptive, reactive effect possible,
observati on measure behaviour change may be unreliable, trained observers needed.
Written test Low purchase cost, readily scored, May be threatening, possible low relation to job
quickly processed, easily performance, reliance on norms may distort
administered, wide sampling possible individual performance, possible cultural bias.
Performance test Reliable, objective, close relation to Time -consuming, simulation of ten difficult, high
the job performance development cost.
Performance Reliable, objective, job based, easy Lack of knowledge of criteria for keeping or
data to review, minimal reactive effects discarding records, information system
discrepancies.

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Human resource Management

According to Leon C.Megission,” HR is the total

6. Key Element for solving problems

8. Promotions and Transfer

HRD, basically ,aims at developing:

• The early part of the century saw a concern for

• The human resources department is responsible for the

• Promotions and raises

1. HR is a potential employee’s first impression

 A vision is formulated, business processes are analyzed, and

 As policies and procedures are written, approved,

• Help staff and management teams : Policy manuals are developed

• A mission statement should be a clear statement about who your

• Understanding of how the business functions : Policies initially are derived

The Need of the Hour…

Polish skills to keep pace

Last Date for Submission 21st Jan’13

Choose any 1 and PrepaRE The Case History for

Job Analysis Personnel Planning

Constraints Recruitment Inducements

•Poor Image Pool of Applied •Compensation

Personnel Planning: the development of strategies for matching the

• Job analysis is the process of gathering

• JD should indicate the nature and scope of the job,

• It should be brief, factual, and precise; use attractive

• How can HR selection affect an organization’s

• Job Posting: The process of announcing job openings to employees.

– Can perpetuate discriminatory hiring

• Civil Rights Act of 1964.

• Job Posting: The process of announcing job openings to employees.

• The term Intervention refers to a set of sequenced, planned actions or events

Criteria for Effective Interventions

A Factors relating to Change Situation: These relate to the environment of the

4. A set of structured activities.

• OD Interventions are classified on the basis of;

1. The objectives of interventions

2. The targets of the interventions.

1. Fact finding activities designed to ascertain the state of

2. Data collection methods are interviews, questionarie

surveys meetings and examining organizational

1.Activities designed to enhance the effective

2.Different kinds of teams are formal work teams,

1. Activities designed to improve individual skills, abilities and

2. The activities may be directed toward technical skills

3. The activities may be directed toward leadership issues,

•Accurate Job Description

Interview gives the recruiter an opportunity

• Brief history and operations of the company

INDUCTION PROGRAMME - STEPS

• Promotion, Transfer, Demotion or Separation of an employee within an

Change in job assignment in which an employee moves from one job to

• STEP 4. Training Employees

Training doesn’t cost; it pays. Training process

HRD is an investment, not an

6– 266 Training and Development G Pandu Naik Excel Books

6– 267 Training and Development G Pandu Naik Excel Books

Sl. No. Author and year Evaluation criteria

Different Evaluation Models

6– 268 Training and Development G Pandu Naik Excel Books