HUMAN RESOURCE MANAGEMENT
MODULE 1: INTRODUCTION
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What is Human Resource Management?
Employee Life Cycle – Hire to Retire
Talent Acquisition
Performance Management
Talent Management
Learning & Organisational Development
Compensation & Benefits
HR Operations
WHAT IS HUMAN RESOURCE MANAGEMENT
TOPIC 1.1
HUMAN RESOURCE MANAGEMENT
 Physical Resources-money, materials and machinery & Human Resources – knowledge, skills, abilities
 Human Resources
“From a national point of view, human resources are knowledge, skills and attitude obtained in the population; while
for individual enterprises, they represent the total of the abilities, knowledge and skills of its employees” – Leon C.
Megginson
 Human Resource Management
“the planning, organizing, directing and controlling of the procurement, development, compensation, integration,
maintenance and separation of human resources to the end that individual, organizational and social objectives
are accomplished” – Edwin Flippo
OBJECTIVES OF HRM
 To act as a liaison between the top management and the employees
 To arrange and maintain adequate manpower inventory, which, in turn, ensures the smooth working of the
organization
 To offer training as a way of developing skills, enhancing productivity and, most importantly, increasing individual
and organizational performance to achieve the desired results
 To devise employee benefit schemes for improving employee motivation and group morale and enhancing
employer employee cooperation
 To ensure and enhance the quality of work life, which refers to the employees’ perception of their physical and
psychological well- being at work
 To help keep up ethical values and behaviour amongst employees both within and outside the organization
FUNCTIONS OF HRM
OPERATIVE FUNCTIONS OF HRM
FUTURE SCOPE OF HRM
 Change in nature of jobs
 Widening scope of HR activities
 Measurement of HR effectiveness through analytics/tools
 Greater emphasis on HRIS
EMPLOYEE LIFE CYCLE – HIRE TO RETIRE
TOPIC 1.2
Hire
Onboard
Manage
Develop
Retire
HIRE
 Requisition of talent due to business need
 Job postings done through various channels – online, print, etc.
 Applicant responses – shortlisting of candidates
 Selection
 Hiring with an offer
ONBOARD
 Enter employee information onto database
 Manage information regarding

Reporting manager

Business Line

Demographic data

Compensation & Benefits offered
MANAGE
 Manage transfers both domestic and international, and relocations
 Manage promotions
 Manage Performance
 Design and manage compensation & benefits plans
 Manage tax and related liabilities
 Run payroll
DEVELOP
 Identify training needs, develop individual plans, objectives
 Assess skills and competencies
 Align learning goals with business priorities
 Customise and develop learning programs
 Measure effectiveness of learning initiatives
RETIRE
 Manage employee exits
 Design Retention initiatives
 Collect information regarding exit through surveys, interviews
 Check leave, financial dues and process settlements
 Manage exit paperwork
TALENT ACQUISITION
TOPIC 1.3
TALENT SOURCING & SELECTION
 Sourcing talent is the process to generate a pool of qualified candidates for a particular job. The organization
must announce the job’s availability to the market and attract qualified candidates to apply. The organization may
seek applicants from inside the organization, outside the organization or both.
 Talent selection is the process to make a “hire” or “no hire” decision about each applicant for a job. The
process usually involves determining the characteristics required for effective job performance, interviewing, and
then measuring applicants on those characteristics.
Gomez-Mejia L. R., Balkin, D. B., & Cardy, R. L. (2004). Managing Human Resources (4th Ed.). New Jersey: Pearson Prentice Hall.
WORKFLOW

Job Requisition

Sourcing

Screening of Applications

Selection

Employment offers
SOURCING

Campus recruiting

Newspapers

Recruiting services

Web sites

Trade journals

Job fairs
PERSON-ORGANISATION FIT
SELECTION METHODS

Interviews

Ability tests

Personality tests

Integrity tests
COMMON BIASES TO BE AWARE OF
 The halo effect is the tendency to attribute positive traits to a person with whom you have something in
common. This leads to hiring people most like yourself and not necessarily the best person for the job.
 The recency effect is the tendency to focus your attention on the most recent candidates because they are
freshest in your memory.
COMMON INTERVIEWS
Behavioral Interview: Applicants are asked to give specific examples of how they have performed a
certain task or handled a problem in the past.
Behavioral questions typically begin with “Tell me about a time when…” or “Can you think of....”

Situational Interview: Applicants are asked how they would respond to a specific job situation related
to the content of the job they are seeking.
Any job-relevant question that begins with “What would you do if…" or “How would you handle…."

DOCUMENT FEEDBACK
Candidates
Primary
Qualifications
Has five years
experience in…
Rahul
Tina
Aman
Certifications
Problem
Solving
Initiative
Leadership
Has the
ability to…
Takes the
initiative to…
Demonstrates
an ability to…
ONBOARDING
 Select the candidates
 Make the employment offer
 Onboard new hires with orientation sessions for integration into the culture of the company
 Help socialise with teams to ensure business know-how is acquired in time to perform on the job
PERFORMANCE MANAGEMENT
TOPIC 1.4
DEFINITION
 Performance management is an ongoing process of communication between a manager and an employee that
occurs throughout the year, in support of accomplishing the strategic objectives of the organization.
PERFORMANCE MANAGEMENT CYCLE
Plan
Check-in
Review
PLAN
 Manager and employee collaborate to build goals, objectives for the short term and long term
 Performance Expectations = Results + Behaviours/Actions

Results are measured through the use of objectives

Actions and Behaviours can be measured through the use of performance dimensions
 Make a written summary of the expectations
 Verify expectations with employee
 Create developmental goals for the employee – skills required for the job or personal/professional competency
development
CHECK-IN
 Once performance objectives and standards are established, you should observe an employee’s performance and
check-in with them regularly, providing feedback
 Some jobs have built-in feedback
 Informal feedback can be provided everyday
 Checking in is a shared responsibility
REVIEW
 Performance review is the process of measuring an employee’s performance in the current position
 The key goal is to recognize the degree to which an employee was successful, or how well the employee met
expectations, be they objectives, standards, performance dimensions or some other measure.
PERFORMANCE MANAGEMENT SYSTEMS
 Ranking
 Forced distribution
 360-degree feedback
 Competency-based
 MBO (Management by Objectives)
TALENT MANAGEMENT
TOPIC 1.5
TALENT MANAGEMENT
 Everything that is done to recruit, develop, retain, reward and make employees perform better is talent
management
IDENTIFY ORGANISATIONAL GOALS
 Develop the job descriptions and specifications for the role you want to acquire the talent for. Since it is the first
step towards the process, it plays a crucial role in the success of the whole process.
ELEMENTS OF TALENT MANAGEMENT
 Sourcing and Talent Attraction
 Recruitment and Onboarding
 Employee Engagement
Attracting
Developing
 Performance Management
 Rewards & Recognition
 Retention/Succession Planning
Motivating
Retaining
Dissatisfaction with some employee development efforts
appears to fuel many early exits. It’s important to not only
provide growth opportunities, but also to identify the ways
in which each individual hopes to excel in the company HBR
Higher employee motivation is linked to better results and
lower retention: employees who are most motivated
perform 20% better than their peers, and are 87% less
likely to resign (SHRM Research Qtly).
LEARNING & ORGANISATIONAL DEVELOPMENT
TOPIC 1.6
OBJECTIVE
 Learning & Development is to build connection between organisational needs and individual needs to boost
performance
TERMS TO KNOW
 Knowledge is organizing information. Typically, information evolves to knowledge by the learner's gaining context,
perspective and scope about the information.
 Skills are applying knowledge in an effective and efficient manner to get something done. One notices skills in an
employee by their behaviours.
 Abilities result from applying the skills to the extent that the applications become natural or intuitive to do.
 Perceptions are a way of interpreting or coming to understand something. When people are stuck in solving a problem,
it is often because they are stuck in how they see the situation.
 A task is a typically defined as a unit of work, that is, a set of activities needed to produce some result, e.g., vacuuming a
carpet, writing a memo, sorting the mail, etc. Complex positions in the organization may include a large number of tasks,
which are sometimes referred to as functions.
 A job is a collection of tasks and responsibilities that an employee is responsible to conduct. Jobs have titles.
 A role is the set of responsibilities or expected results associated with a job. A job usually includes several roles.
PHASES OF A LEARNING PROGRAM
COMPENSATION & BENEFITS
TOPIC 1.7
WHAT IS COMPENSATION?
 Defining compensation
 Fixed pay and Variable Pay
 Understanding Salary Ranges
 Understanding Compa-ratio
 Benchmarking compensation with the market
 Designing your own salary range
BENEFITS
 Insurance benefits
 Leaves
 Maternity/Paternity related benefits
 Perquisites
 Work time flexibility
 Workplace flexibility
 Flexible bouquet of benefits
 Privileges/vouchers
HR OPERATIONS
TOPIC 1.8
KEY DUTIES
 During recruitment and offers
 Onboarding database management
 Manage transfers
 Maintain HRIS
 Compensation & Payroll management
 Leave/holiday management
 Report generation – Recruitment, Attrition, L&D Initiatives utilisation, etc.
 Compliance
 Custodian of key HR policies and guidelines
 HR Vendor Management