HRM End Sem
HRM End Sem
HRM End Sem
Induction and ‘onboarding’ are the processes that should happen when someone
first starts a new job.
These processes are largely the responsibility of the line manager of the new
recruit, and ensure that new starters are able to settle in quickly and become
productive in their job.
These processes are vital in ensuring that you get value for money from
your recruitment process. Poor induction and onboarding processes lead to high
employee turnover within the first year after recruitment.
Inductionor orientation is a process which introduces the new recruit to the team,
the office and the organisation. It might include, for example, meetings with the
line manager, any direct reports, being shown around the building, and being given
information about any health and safety issues that are relevant.
Onboarding is the process that introduces the new recruit to the business, and gets
them ready to perform in the job. It should, for example, provide information
about:
2 MBO
Delay in planning
Dividing the business equally among partners
Trusting the inheritor
Being secretive about the plan
Fearing your retirement years
Not having a potential successor
Assuming that a family member will take over the business
2. Coaching:
Under this method, the trainee is placed under a particular supervisor who
functions as a coach in training and provides feedback to the trainee. Sometimes
the trainee may not get an opportunity to express his ideas.
3. Job instructions:
Also known as step-by-step training in which the trainer explains the way of doing
the jobs to the trainee and in case of mistakes, corrects the trainee.
4. Committee assignments:
A group of trainees are asked to solve a given organizational problem by
discussing the problem. This helps to improve team work.
5. Internship training:
Under this method, instructions through theoretical and practical aspects are
provided to the trainees. Usually, students from the engineering and commerce
colleges receive this type of training for a small stipend.
6. Internal Sources of Recruitment
Internal sources of recruitment refer to hiring employees within the organization
internally. In other words, applicants seeking for the different positions are those
who are currently employed with the same organization.
Internal sources of recruitment are the best and the easiest way of selecting
resources as performance of their work is already known to the organization. Let
us now discuss more on the various internal sources of recruitment.
Pros and Cons of Internal Sources of Recruitment
Internal sources of recruitment, i.e., hiring employees within the organization, has
its own set of advantages and disadvantages. The advantages are as follows −
It is simple, easy, quick, and cost effective.
No need of induction and training, as the candidates already know their job
and responsibilities.
It motivates the employees to work hard, and increases the work relationship
within the organization.
It helps in developing employee loyalty towards the organization.
The drawbacks of hiring candidates through internal sources are as follows −
Promotions
Promotion refers to upgrading the cadre of the employees by evaluating their
performance in the organization. It is the process of shifting an employee from a
lower position to a higher position with more responsibilities, remuneration,
facilities, and status. Many organizations fill the higher vacant positions with the
process of promotions, internally.
Transfers
Transfer refers to the process of interchanging from one job to another without
any change in the rank and responsibilities. It can also be the shifting of
employees from one department to another department or one location to another
location, depending upon the requirement of the position.
Let’s take an example to understand how it works. Assume there is a finance
company called ABC Ltd. Having two branches, Branch-A and Branch-B, and an
employee from Branch-A resigned from his job responsibilities. Hence, this
position has to be filled for the continuation of the project in Branch-A.
In this scenario, instead of searching or sourcing new candidates, which is time
consuming and expensive, there is a possibility of shifting an employee from
Branch-B to Branch-A, depending upon the project requirements and the
capabilities of that respective employee. This internal shifting of an employee
from one branch to another branch is called as Transfer.
Recruiting Former Employees
Recruiting former employees is a process of internal sources of recruitment,
wherein the ex employees are called back depending upon the requirement of the
position. This process is cost effective and saves plenty of time. The other major
benefit of recruiting former employees is that they are very well versed with the
roles and responsibilities of the job and the organization needs to spend less on
their training and development.
Internal Advertisements (Job Posting)
Internal Advertisements is a process of posting/advertising jobs within the
organization. This job posting is an open invitation to all the employees inside the
organization, where they can apply for the vacant positions. It provides equal
opportunities to all the employees working in the organization. Hence, the
recruitment will be done from within the organization and it saves a lot of cost.
Employee Referrals
Employee referrals are an effective way of sourcing the right candidates at a low
cost. It is the process of hiring new resources through the references of employees,
who are currently working with the organization. In this process, the present
employees can refer their friends and relatives for filling up the vacant positions.
Organizations encourage employee referrals, because it is cost effective and saves
time as compared to hiring candidates from external sources. Most organizations,
in order to motivate their employees, go ahead and reward them with a referral
bonus for a successful hire.
Previous Applicants
Here, the hiring team checks the profiles of previous applicants from the
organizational recruitment database. These applicants are those who have applied
for jobs in the past. These resources can be easily approached and the response
will be positive in most of the cases. It is also an inexpensive way of filling up the
vacant positions.
2. Functions of human resource management
The HR team typically meets with a hiring manager to learn more about open
positions and gain a detailed understanding of the kind of people that will fit best
in those roles. While they also consider education, experience, and skills, HR
must look at personality traits and working styles to increase the chances of
long-term compatibility.
A strategic HR department has a long-term recruiting and hiring plan that aligns
with the company’s growth goals. This plan includes creating job postings and
sharing them through their networks, screening incoming applications,
conducting interviews, performing reference and background checks, and
finalizing hiring paperwork.
Once a company hires employees, it’s vital to properly onboard and train them
so they have the tools to excel in their roles. Human resource management
provides on boarding for new employees, which can include sharing the
company mission, vision, and values, in addition to internal policies and
procedures. It may also include safety training, depending on the workplace.
In addition to on boarding, HR also facilitates ongoing professional development
through training, seminars, workshops, and certifications. They may create
internal training or outsource it to training experts. Investing in employees’
professional development helps build loyalty and reduce turnover, not to mention
increasing performance and productivity.
If an incident occurs that requires disciplinary action, HR may need to notify the
employee with a written warning and include it in their file. It may even be
necessary to suspend, demote, or terminate the employee, depending on the
issue. It’s best to have a legal expert on the HR team who can ensure the
company follows all labor laws properly in terms of disciplinary actions.
Functions of human resource management can also include meeting compliance
regulations and industry safety standards, maintaining the integrity of employee
data, and overseeing employee benefits. Above all, the goal is to support
employees in performing to their full potential to help the company reach its
objectives.
Q4. The PLI concept has since expanded with schemes rolled out for multiple
sectors to boost India’s manufacturing capabilities and encourage export-oriented
production. The PLI schemes aim to develop capacities in the local supply chain,
introduce new downstream operations, and incentivize investments into high-tech
production.
3. Analyzing the Manpower Gaps: After forecasting the demand and supply, the
manpower gaps can be easily evaluated. In case the demand is more than the
supply of human resources, that means there is a deficit, and thus, new candidates
are to be hired.
Whereas, if the Demand is less than supply, there arises a surplus in the human
resources, and hence, the employees have to be removed either in the form of
termination, retirement, layoff, transfer, etc.
4. Employment Plan/Action Plan: Once the manpower gaps are evaluated, the action
plan is to be formulated accordingly. In a case of a deficit, the firm may go either
for recruitment, training, interdepartmental transfer plans whereas in the case of a
surplus, the voluntary retirement schemes, redeployment, transfer, layoff, could be
followed.
5. Training and Development: The training is not only for the new joinees but also for
the existing employees who are required to update their skills from time to time.
After the employment plan, the training programmers are conducted to equip the
new employees as well as the old ones with the requisite skills to be performed on
a particular job.
Thus, human resource planning is a continuous process that begins with the
objectives of Human Resource planning and ends with the appraisal or feedback
and control of the planning process.
Q6. Recruitment vs. Selection: Explore the Difference between Recruitment and
Selection
Recruitment and selection are both famous terms related to the hiring process.
Recruitment is a process which entails searching for candidates, and selection is a
process of picking the candidates from the shortlisted ones. Let’s find out more
differences between recruitment and selection.
What is Recruitment?
A process of actively searching and hiring applicants for a job role is known as
recruitment.
What is Selection?
A process of choosing suitable applicants from the shortlisted candidates is known
as selection. It is an important process that helps the HR to identify the difference
between qualified and unqualified applicants.
Difference between Recruitment and Selection
It is the first step towards the hiring It is the second step towards the hiring
5 process. process.
All the methods of appraisal devised so far have been classified differently by
different authors. While DeCenzo and Robbins’^ have classified appraisal methods
into three categories: absolute methods, relative methods and objective methods;
Aswathappa has classified these into two categories past-oriented and future-
oriented.
Michael R Carrell et. al. have classified all appraisal methods into as many as six
categories: rating scales, comparative methods, critical incidents, 6ssay, MBO and
combination methods. Rock and Levis” have classified the methods into two broad
categories: narrow interpretation and broad interpretation. Beatty and Schneier
have categorised various methods of appraisal into four groups: comparative
methods, absolute methods, goal setting, and direct indices.
A more widely used classification of appraisal methods into two categories, viz.,
traditional methods and modem methods, is given by Strauss and Sayles”. While
traditional methods lay emphasis on the rating of the individual’s personality traits,
such as initiative, dependability, drive creativity, integrity, intelligence, leadership
potential, etc.; the modem methods, on the other hand, place more emphasis on the
evaluation of work results, i.e., job achievements than the personal traits! Modem
methods tend to be more objective and worthwhile. The various methods included
in each of the two categories are listed in Table 28.4.
Q14. What is the Kirkpatrick Evaluation Model?
Reaction
Learning
Behavior
Results
The Kirkpatrick Model remains a popular and widely used evaluation strategy
because of its simplicity and relevancy across industries and organizations.
Additionally, its simple approach is highly flexible and adaptable across industries
and applications, making it easy for trainers to implement the model.
However, there are limitations and tradeoffs. The system can be time-consuming
and requires costly investment to conduct all the pre-tests, post-tests, and analyses
of learning outcomes.
Level 1: Reaction
The first step is documenting your employees’ reactions to the training. Employee
engagement (at work or in the “classroom”) is crucial for running a productive
business—but it’s not so easy to achieve.
Understanding how employees perceived the training can give you insight into
what is working well or needs improvement.
Level 2: Learning
Here you measure exactly what the employees learned (or didn’t learn) in the
training. To do this effectively, you should test your employees before and after the
training to measure progress. You can use skills-based evaluations or interviews to
record your findings.
Unlike simple or subjective reactions to the training, during this stage, you’ll want
to measure specific outcomes. Start by identifying what learning outcomes or
results you’re aiming for in the training, then test for those outcomes before and
after.
Level 3: Behavior
The next step is to gauge whether your training has impacted behavior. In other
words, are your employees applying what they learned?
This process takes time—after all, it can take weeks or months for employees to
build confidence or have the opportunity to apply their knowledge.
Level 4: Results
The final step of the Kirkpatrick Model is measuring results. This is the stage
where you evaluate how the behavioral changes impacted the business and whether
your training investment resulted in a good ROI.
The first level of criteria is “reaction,” which measures whether learners find the
training engaging, favorable, and relevant to their jobs. This level is most
commonly assessed by an after-training survey (often referred to as a “smile
sheet”) that asks students to rate their experience.
A crucial component of Level 1 analysis is a focus on the learner versus the trainer.
While it may feel natural for a facilitator to fixate on the training outcome (such as
content or learning environment), the Kirkpatrick Model encourages survey
questions that concentrate on the learner’s takeaways.
Level 2: Learning
Level 2 gauges the learning of each participant based on whether learners acquire
the intended knowledge, skills, attitude, confidence and commitment to the
training. Learning can be evaluated through both formal and informal methods, and
should be evaluated through pre-learning and post-learning assessments to identify
accuracy and comprehension.
One of the most crucial steps in the Kirkpatrick Model, Level 3 measures whether
participants were truly impacted by the learning and if they’re applying what they
learn. Assessing behavioral changes makes it possible to know not only whether
the skills were understood, but if it's logistically possible to use the skills in the
workplace.
Level 4: Results
Q 13. As you will see from the types of training below, no one type would be
enough for the jobs we do. Most HR managers use a variety of these types of
training to develop a holistic employee.
Quality Training
Skills Training
Skills training, the third type of training, includes proficiencies needed to actually
perform the job. For example, an administrative assistant might be trained in how
to answer the phone, while a salesperson at Best Buy might be trained in
assessment of customer needs and on how to offer the customer information to
make a buying decision.
2) Checklist Method
This method was popular in big organizations. It is based on the fact that the
performance of employees varies greatly in an organization, some would be more
productive and some would be less productive. So in this method, the manager is
forced to distribute employees on the basis of their performance on all points of the
bell shaped scale. Some fall into outstanding zone, some into average and some
into the bottom region of the curved scale.
00:00/01:02
On July 22, the manager was very rude in handling an annoyed customer ? it is a
negative critical incident.
5) Essay Method
In this method, the rater writes a description about the behavior and performance
of the employee. The description includes all relevant information like employee?s
attitude, job knowledge, current performance and potential for growth.
In this method, one particular trait is considered to evaluate the employees. Based
on this trait, each employee is compared with others on one to one basis, in pairs.
The possible number of pairs is calculated by the formula: N (N-1)/2. N is the
number of employees to be evaluated. Let us understand it with an example:
There are five employees A,B,C,D,E who are to be evaluated. So on applying the
formula 5(5-1)/2, there will be 10 pairs to be compared.
A with D B with E
A with E
This method is based on superiors' opinion on the performance, behavior and skills
of the employee. The HR specialist asks seniors to answer questions related to
employee's employment and appraises the employee on the basis of feedback
received from the superiors.
Modern Methods:
Management by Objectives (MBO):
The management by objectives method is an approach that focuses on improving
an organization’s performance across the board by articulating clear objectives
for the business. The entire team, both management and employees, sets those
objectives.
2. 360 degree feedback
The 360 degree feedback method is designed to get feedback from all the key
players an employee impacts in their day-to-day activities — managers and
supervisors, peers, subordinates, and even clients and customers. The employee
also completes a self-evaluation.
4. Psychological appraisal
In the assessment center method, an organization tests its employees on both job
capabilities and social interaction skills. Written tests help evaluate ability, while
situational exercises and role-playing scenarios assist with determining an
employee’s likelihood of success in carrying out responsibilities that are part of
their day-to-day role.
2. Development of employees:
Appraisal systems determine which employee needs more training and becomes
primary source of information regarding the strengths and potentialities of the
employees.
3. Corrective actions:
Any deficiency of employees can be detected and corrective steps can be taken
through appraisal system.
4. Career planning:
Performance appraisal serves as a valuable tool in the case of career planning to
the employees, since it helps in preparing SWOT analysis of every employee.
5. Promotions:
Performance appraisal also helps the management in deciding about the
promotions, transfers and rewards of the employee.
Disadvantages of Performance Appraisal:
1. The Halo effect:
Halo effect is defined as the ‘influence of a rater’s general impression on ratings of
specific rate qualities’. It tends to occur when an evaluation rates an employee high
on all jobs criteria, even if he has performed well only in one area.
2. Contrast error:
The rating is always based on performance standards. The contrast error occurs
when employee is rated without taking into account the performance standard. This
can also occur if a rater compares an employee’s present performance with their
past performance.
3. Rater bias:
The rater’s prejudices and biasness can also influence rating. For example, a
supervisor can underrate an employee based on race, sex, religion, appearance and
favouritism.
5. Leniency or severity:
Performance appraisal demands that the rater should objectively draw a conclusion
about employee’s performance.
Q1.6 . What is indirect compensation?
Pension funds
Cell phones
Company cars
Health insurance
Life insurance
Overtime pay
Annual leave
Childcare
Tuition reimbursement. Some companies support employees in earning a
degree or taking additional classes that ultimately benefit both employee and
employer.
Phones and computers. These are necessary tools for many jobs, but they
can also be a perk if you can use them for personal reasons and work.
Life and other insurance. Health insurance is not the only type of insurance
companies can provide. Life, disability (short and long term), legal
insurance, pet insurance, and even discounts on car and property insurance
can be indirect compensation examples.