Professional Documents
Culture Documents
Ancient
times
Linking Organisational Goals with Individual Goals
Linking Organisational Goals with Individual Goals
Organization Vision and Mission
Business Strategy
Unit Strategy
Team KPA
Individual KPA
Action Plans
Dr. Rajib Dhar
MODEL OF STRATEGIC HRM
EXTERNAL ENVIRONMENT
Competition
Government regulation
Technology Employee Law
Market Trends Separation Regulating
Economy Employee
Staffing
HR STRATEGY Training
Culture
Structure Labour
Politics
Relations
Employment skills
Past strategy
Strategic Management Process The design School
Creation of
Strategy
Mission
Economic Cultural
&
forces Strategy forces
FIRM
Org.
HRM
Structure
Job analysis
Job description
Job specification
Job evaluation
A model for the design of work systems
Work systems
Interviews
Methods
Skill variety
Experienced
Higher internal
Task identity meaningfulness of
work motivation
work
Task significance Higher general job
Experienced satisfaction
Autonomy meaningfulness for Higher growth
work outcomes satisfaction
Feedback Knowledge of results Higher work
effectiveness
Moderators:
Growth need strength
Pay satisfaction
Security satisfaction
Co-worker satisfaction
Supervisor satisfaction
Knowledge and skill Dr. Rajib Dhar
Sample for Task analysis
JOB: Electrical Maintenance worker
Human requirements
Job related knowledge and skills
and required personal attributes
Applicant management
(Manwaring 1984)
The stages of recruitment and selection
Internal factors External factors
Recruitment
Pool of applicants
Selection
Job performance
Dr. Rajib Dhar
Recruiting Pyramid
t
ou
ed
Invited for en 3:2
interviews
re
sc
ts
an
Job
lic
pp
applicants 2:1
A
The e-recruitment landscape
Line Manager
Candidate
HR
Agency
Phone/email
Process of Recruitment
Networking / References
Portal Search /
Advertisements
Database Management
Methods of Sourcing
Headhunting:
the process by which employees from the competitive
organizations are identified, targeted and approached, by
the sourcing firms in order to place them in their clients
organization.
Company Mapping
Making the cold call
Tree Building
Identifying the relevant candidate
Making the offer
(a) Marketing: Companies making similar products or giving similar services,
(b) Finance: Company having similar financial turnover,
(c) Human Resource: Companies having similar employee strength and
(d) Systems: Companies working on similar systems and processes.
Dr. Rajib Dhar
Methods of Sourcing
Headhunting:
the process by which employees from the competitive
organizations are identified, targeted and approached, by
the sourcing firms in order to place them in their clients
organization.
Networking / References
Promotion of a present employee
Recommendation or reference given by
another employee
Rejoin of former employee
OR
AND
NOT
Methods of Sourcing
College OR university
Methods of Sourcing
Database Management
Maintaining Data of Past employees (who
have left)
2. Psychological Tests:
a) Cognitive ability tests
b) Polygraph and honesty tests etc.
Complementary
Fit
Demand-abilities
Fit
Perceived Fit Actual Fit
Supplementary fit occurs when a person supplements,
Demands-abilities fit is achieved embellishes, or possesses characteristics which are similar to
when the individuals contribution other individuals in an environment.
supply meets environmental Complementary fit occurs when a persons characteristics
demands. make whole the environment or add to it what is missing.
After their defeat in World War I, German psychologists were involved in the
selection process of the young German officer corps. By the 1930's, they had
worked on a series of multiple-assessment techniques for developing a
selection process for a number of civil-service type jobs.
In U.K, we can trace the existence of assessment centers back to 1942 when
they were used by War Office Selection Boards.
The assessment center approach adopted was an attempt to accurately elicit
the types of behaviour that an officer was required to display in order to be
successful in their job.
In the United States assessment centers were initially used by the Office
of Strategic Studies to select spies during the Second World War.
Subsequently the use of assessment centers was taken up by the private sector
especially the giant American Telephone and Telegraph Company (AT&T) which
began using assessment centers for management selection in 1956 as well as Standard
Oil Ohio, IBM, Sears and General Electric.
Assessment Centers
The International Congress on the Assessment Center Method has established
certain standards for assessment centers. These include:
1) Multiple Assessors
2) Judgments resulting in an outcome based on pooling information from the
assessors.
3) The evaluation of the behavior observed must be made separately from
the actual exercises.
4) Use of simulated exercises that are protested, job related and elicit
reliable, objective and relevant behavioral information.
5) The dimensions, knowledge, skills and abilities are determined by
relevant job behaviors.
6) The evaluating techniques used are designed to collect data used to
evaluate those dimensions, knowledge, skills and abilities.
1) In-Basket Exercises
2) Role-Plays
3) Analysis Exercises
4) Group Discussions
Employee Retention
End result
Difference between training and learning
Training
Learning
Levels of Training
1) Knowledge Level
2) Skill Level
3) Attitude level
1) Induction Training
2) Refresher training
3) Remedial Training
4) Aiding displaced employees
5) Advancement
Importance of Training