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Human resource management process

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Zeeshan Sabir
Zeeshan Sabir
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HUMAN RESOURCE MANGEMENT PROCESS
M embers P resenting:
What is HUMAN RESOURCE MANAGEMENT ,[object Object],[object Object],[object Object],[object Object]
Importance of “Human Resource Management” ,[object Object],[object Object],[object Object]
Components of a HRM System Recruitment/ Decruitment Training/ Development Compensation & Benefits Performance Management Human Resource Planning Orientation Selection Career Development HRM
Human Resource Planning
HRM “ Planning” ,[object Object],[object Object]
Planning.. ,[object Object],[object Object],[object Object]
H uman R esource P lanning (continued) ,[object Object],[object Object],[object Object],[object Object]
P lanning ………. (continued) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Recruitment & Decruitment
R ecruitment ,[object Object],[object Object],D ecruitment ,[object Object]
Recruitment…. (continued) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Sources Of recruiting Potential Job Candidates ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Process of Recruitment ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
R ecruitment P olicies ,[object Object],[object Object],[object Object],[object Object],[object Object]
Selection
Selection ,[object Object],[object Object]
Selection ,[object Object],Validity Reliability The proven relationship that exists between a selection device and some relevant job criterion The ability of a selection device to measure the same thing consistently
Selection Criteria ,[object Object],[object Object],[object Object],[object Object]
Selection Criteria (continued) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Steps In Selection (continued) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Steps In Selection (continued) ,[object Object],[object Object],[object Object],[object Object],[object Object]
Steps In Selection (continued) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
O rientation
O rientation ,[object Object],[object Object],[object Object]
O rientation (continued) ,[object Object],[object Object],[object Object],[object Object]
Types of O rientation ,[object Object],[object Object],[object Object],[object Object],[object Object]
Training
Training Programs ,[object Object],[object Object]
Developmental Programs ,[object Object]
Difference between Training and Developmental Programs ,[object Object],[object Object]
Why Training and Developmental Program? ,[object Object],[object Object],[object Object],[object Object]
Training Methods ,[object Object],[object Object]
Employees Performance Management
Employee Performance Management ,[object Object]
Performance Management ,[object Object],[object Object],[object Object]
Types of P erformance A ppraisal ,[object Object],[object Object],[object Object],[object Object]
Performance Appraisal Methods Graphic Rating Scale Written Essays Critical Incidents 360 Degree Feedback Multiperson Comparisons BARS Behavioral Anchored Rating Scales
Compensation And Benefits
Compensation and benefits ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Factors That Influence Compensation and Benefits Level of Compensation and Benefits Employee’s Tenure and Performance Size of Company Kind of Job Performed Company Profitability Kind of Business Geographical Location Unionization Management Philosophy Labour- or Capital-Intensive How long has employee been with company and how has he or she performed? Does job require high levels of skills? What industry is job in? Is business unionized? Is business labour- or capital-intensive? How large is the company? How profitable is the company? Where is organization located? What is management’s philosophy toward pay?
 

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Human resource management process

  • 2. M embers P resenting:
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  • 5. Components of a HRM System Recruitment/ Decruitment Training/ Development Compensation & Benefits Performance Management Human Resource Planning Orientation Selection Career Development HRM
  • 6. Human Resource Planning
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  • 39. Performance Appraisal Methods Graphic Rating Scale Written Essays Critical Incidents 360 Degree Feedback Multiperson Comparisons BARS Behavioral Anchored Rating Scales
  • 41.
  • 42. Factors That Influence Compensation and Benefits Level of Compensation and Benefits Employee’s Tenure and Performance Size of Company Kind of Job Performed Company Profitability Kind of Business Geographical Location Unionization Management Philosophy Labour- or Capital-Intensive How long has employee been with company and how has he or she performed? Does job require high levels of skills? What industry is job in? Is business unionized? Is business labour- or capital-intensive? How large is the company? How profitable is the company? Where is organization located? What is management’s philosophy toward pay?
  • 43.  

Editor's Notes

  1. Future human resource needs are determined by org goals n strategies, demand for the employees acc to products, revenue by assessing current and future needs managers estimate HR shortages both in number and type and where org will be over and under staffed
  2. 1.The application depicts for which designation candiadate want to apply.Interview takers use the information provided in these applications for taking interviews of candidates
  3. 5.Finds the personality traits and character reflections of applicant. 6.So that no other employee could be affected by him. This is conducted by firm’sdoctor.