Personnel Management

1. Personnel Management

2. Definition • Personnel management can be defined as obtaining, using and maintaining a satisfied workforce. It is a significant part of management concerned with employees at work and with their relationship within the organization. • According to Flippo, “Personnel management is the planning, organizing, compensation, integration and maintainance of people for the purpose of contributing to organizational, individual and societal goals.” • According to Brech, “Personnel Management is that part which is primarily concerned with human resource of organization.”

3. Nature of Personnel Management • Personnel management includes the function of employment, development and compensation- These functions are performed primarily by the personnel management in consultation with other departments. • Personnel management is an extension to general management. It is concerned with promoting and stimulating competent work force to make their fullest contribution to the concern. • Personnel management exist to advice and assist the line managers in personnel matters. Therefore, personnel department is a staff department of an organization.

4. Nature of Personnel Management 4. Personnel management lays emphasize on action rather than making lengthy schedules, plans, work methods. The problems and grievances of people at work can be solved more effectively through rationale personnel policies. 5. It is based on human orientation. It tries to help the workers to develop their potential fully to the concern. 6. It also motivates the employees through it’s effective incentive plans so that the employees provide fullest co-operation. 7. Personnel management deals with human resources of a concern. In context to human resources, it manages both individual as well as blue- collar workers.

5. Role of Personnel Manager • Personnel manager is the head of personnel department. He performs both managerial and operative functions of management. His role can be summarized as :

6. Role of Personnel Manager • Personnel manager provides assistance to top management- The top management are the people who decide and frame the primary policies of the concern. All kinds of policies related to personnel or workforce can be framed out effectively by the personnel manager.

7. Role of Personnel Manager 2. He advices the line manager as a staff specialist- Personnel manager acts like a staff advisor and assists the line managers in dealing with various personnel matters. 3. As a counsellor,- As a counsellor, personnel manager attends problems and grievances of employees and guides them. He tries to solve them in best of his capacity.

8. Role of Personnel Manager 4. Personnel manager acts as a mediator- He is a linking pin between management and workers. 5. He acts as a spokesman- Since he is in direct contact with the employees, he is required to act as representative of organization in committees appointed by government. He represents company in training programmes.

9. Functions of Personnel Management • Follwoing are the four functions of Personnel Management: • Manpower Planning • Recruitment • Selection • Training and Development

10. Objectives of HRM : • People orientation • Good employee relations • Personal decisions • Human dignity • Delegation of authority • Feedback of performance

11. Human Resource Management- Objectives and functions`

12. Recruitment

13. Sources of Recruitment • Internal: • Retrenched employees; Retired; Dependents of deceased; Up-gradation • Transfer; Promotion of existing employees • External: • Employees in other organization • Job aspirants with employment exchanges • Students of educational institutions • Candidates referrals • Search firms; contractors • Head hunters • Candidate responding to adverts • Unsolicited applications, walk-ins

14. Methods of Recruitment • Internal methods: • Promotions & transfers • Job postings • Employee referrals • Direct methods: • Campus recruitment • Indirect methods: • Advertisements in newspapers; TV; radio • Third party methods: • Pvt employment search firms • Employee exchanges • Gate hiring & contractors • Unsolicited applicants / walk-ins • Internet recruitment

15. Alternatives to recruitment • Overtime • Subcontracting • Temporary employees • Employee leasing • Outsourcing

16. Selection & Placement

17. Selection • Process of picking individuals who have relevant qualifications to fill jobs in an orgn • Choose individuals who can most successfully perform the job, from the pool of qualified candidates • Selection is usually a series of hurdles & tests; each one must be carefully cleared before the applicant proceeds to the next • Steps: • Reception: making a favourable impression among the candidates • Screening interviews: Asking details for suitability; screening biodatas to remove clutter, reduce time • Application blank: Brief history sheet of the applicant’s background; could be standardized to save time and ensure all data is informed

18. Selection • Steps (contd.) • Selection tests: A standardized objective measure of a person’s behaviour, performance or attitude: - Intelligence tests: Mental ability tests; learning, taking instructions, etc. - Aptitude teats: Potential to learn certain skills: programming, Typing, etc. - Personality tests: Measure basic aspects like motivation, intorversion, emotional balance, inter-personal behaviour, self-confidence - Achievement tests: What can do in the current assignment - Simulation tests: Duplicate many activities employees face in workplace - Assessment centers: Group & individual exercises to test , simulate the type of work which the candidate is expected to do: --In-basket; leaderless GD’s; business games; presentation; interviews - Graphology - Polygraph (lie-detector tests; Integrity tests

19. Selection: • Steps (contd.) • Interviews: Oral examination of candidates for employment • Interviewer tries to obtain & synthesize information about the abilities of the interviewee & the requirements of the job • Gives opportunity to the interviewer to: - Size up the interviewee’s agreeableness - Ask questions that are not covered in the tests - Obtain as much information as possible - Assess subjective aspect of the candidate – facial expression, nervousness - Make judgments on the interviewee’s enthusiasm & intelligence - Give facts to the candidate regarding the company, policies, programme, etc. and promote goodwill towards the company • Medical Examination • Reference checks

20. Types of interviews • The non-directive: Ask questions as they come in the mind • Directive / structured: a predetermined set of questions that are clearly job related • Situational: Hypothetical incident – how would the interviee respond • Behavioural: Focus on actual work incidents • Stress: Find how applicant would respond to aggressive, embarrassing, rude & insulting questions • Panel interview

21. Some interview mistakes • Favour applicants who share own attitudes • Find difficult to establish rapport • Not asking right questions • Resorting to snap judgments • Forgetting interview contents soon after the event • Show leniency to candidate • May have own bias • Halo / Horn effect • Candidate order error • Being influenced more by unfavourable than favourable information • Under pressure to hire candidates at short notice • Being influenced by other factors, not job related

22. Placement • Posting of employee into a specific job • Line managers take the decision – match job and qualification of the candidate • If improperly placed, jobs will suffer

23. Personal training Training and development may be defined as an attempt to improve current or future performance of employee’s attitude or increasing his/her skills and knowledge. Training and development refers to the imparting of specific skills, abilities and knowledge to an employee. It is necessary to make a distinction among training, education and development • Training refers to the process of imparting specific objectives and skills. • Education is confined to theoretical learning in classroom and having broad objectives. • Development refers to those learning opportunities designed to help employees grow. Developing provides general knowledge and attitudes, which will be helpful to employees in attaining higher positions. No training program is complete without an element of education.

24. Personnel Training Personal development training is also provided through our team and covers a wide range of training programmes, including: Assertiveness/Confidence Building Time Management Facilitation Skills Presentation Skills Counselling Skills Communication Skills Recruiting Skills Interview techniques Personal Selection skills

25. Importance of Training : Training helps employees in removing performance deficiencies, as • Lack of ability rather than lack of motivation to perform. • Aptitude and motivation needed to learn the job • Imparting training also benefits industry • Employees become efficient, thereby contribute to the growth of organization. Growth renders stability to the workforce. • Employees become versatile in operations. • All rounder can be transferred to any job. Therefore, flexibility is ensured. • Accidents, scarp and damage to machinery can be avoided or minimized. Training is an investment in HR with a promise of better returns in future.

26. Training program-steps • Explain the trainee what is the job, how is the job done and why is it done (relevance). • Show how the job should be done (demonstration). • Allow the trainee to do the job (practice). • Follow up by explaining what was done correctly and what was done incorrectly. Corrections always should be made as privately as possible (feedback).

27. Training program – Methods • On-job training : Majority of industrial training programs are on-the job training, because it is directly related to the productivity. It refers to methods that are applied at the workplace, while the employee is actually working. An experienced worker shows a trainee how to perform the job tasks like Job-instruction training, apprentice training, internships, assistantships and job rotation are a few methods of on-job training. • Advantages : • It is most effective method as the trainee learns by experience. • It is least expensive, as no formal training is organized. • The trainee is highly motivated to learn, Since direct relevance to the job is explained. • The training is free from the artificial classroom situation. • Disadvantages : • The experienced employee may lack expertise or inclination to train the juniors. • Program is not systematically organized. • Safety hazards should be prevented due to stress to the trainees. • Training period produces damaged products.

28. Off-the job training : This method is commonly used for the training of employees. It refers to methods that are applied away from workplace. Examples are lectures, films, audio cassettes, videotapes, case studies, conferences, discussions, role play, laboratory training are the off-the job methods. Advantages : This is less expensive. The defects in products are nil. Normally used for experienced personnel for further improvement and growth. Disadvantages : Hands-on experience cannot be imparted.

39. Remuneration Remuneration is the compensation an employee receives in return for his/her contribution to the organization. Compensation or incentives are defined as variable rewards granted according to variations in the achievement of specific results. This concept is also known as payment by results.

40. JOB EVALUATION

41. Job Evaluation Job evaluaton is a systematic way of determining the value/worth of a job in an organisation.

42. Process of Job evaluation • Decide which jobs are to be evaluated • Job Analysis and preparing job description. • systematically rate each job based on the job evaluation factors selected. The points assigned for each of the factors are totalled for each job. • A Job is evaluated in the following three categories

43. 1. Know-how • Know-how is the sum total of every kind of knowledge and skill however acquired, e.g. experience, education, etc. needed for accept-able job performance. Know-how includes three elements: • A. Specialized, technical or practical know-how: the basic job knowledge needed. • B. Managerial know-how: The degree with which the job deals with planning and organizing the employee’s activities and coordinating with others. • C. Human relations skills: The persuasion and communication skills for motivating, training, and developing others.

44. 2. Problem Solving Problem solving is the amount of original self-starting thinking required by the job for analyzing, evaluating, creating, reasoning, arriving at and coming to conclusions. Problem-solving has two elements: • A. Thinking environment – defines the degree to which the incumbent is free to develop answers to problems, ranging from the day-to-day decisions based on simple memory to those which require creative thinking or long-range strategies. • B. Thinking challenge – defines the complexity and uniqueness of problems and may range from repetitive to highly creative.

45. Accountability is the answerability for action and for the consequences of that action. Accountability has three elements: • a) Freedom to act is the degree to which the position can take action without consulting a higher authority. • b) Impact on end results- advisory or decision c) Magnitude is the size of the area in which the job functions, i.e, whole organization, single department, etc.

46. Compare and see how much value does this job have in the industry . • Decide the amount of compensation to be given

47. Process of Job evaluation • Selecting the method of evaluation. • Classifying jobs. • Installing the programme. • Reviewing periodically.

48. Features of Job Evaluation • It tries to assess jobs, not people. • The standards of job evaluation are relative, not absolute. • The basic information on which job evaluations are made is obtained from job analysis.

49. Features of Job Evaluation • Job evaluations are carried out by groups, not by individuals. • Some degree of subjectivity is always present in job evaluation. • Job evaluation does not fix pay scales, but merely provides a basis for evaluating a rational wage structure.

50. Benefits of job evaluation • It tries to link pay with the requirements of the job. • It offers a systematic procedure for determining the relative worth of jobs. • An equitable wage structure is a natural outcome of job evaluation • An unbiased job evaluation tends to eliminate salary inequalities by placing jobs having similar requirements in the same salary range.