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HR Management

Training Agenda

• HR Management : An Overview
• HR Planning and Recruitment
• Employee Selection
• Training and Development
• Performance Management
• Career Management

Human Resource Management : An Overview

HR Management Cycle

Recruitment &

Selection

Training &

Development

Performance

Management

Reward

Management

Career

Management

HR Strategy and Business Result

Recruitment &

Selection

Training &

Development

Performance

Management

Reward

Management

Career

Management

HR

STRATEGY

Business

Strategy

Business

Result

Manpower Planning & Employee Recruitment

Manpower Planning

Company Strategy

What staff do we need to do the job?

What staff is available within our organization?

Is there a match?

If not, what type of people do we need, and how should we recruit them?

Job Analysis

• Performance appraisal
• Company data banks
• Training
• Employee management and development

What is impact on wage and salary program?

Manpower Planning

The financial resources available to your organization

Factors in Forecasting Personnel Requirements

Projected turnover (as a result of resignation and terminations)

Quality and nature of your employees (in relation to what you see as the changing need of your organization)

Technique to Determine Number of Recruits

• Study of a firm’s past employment needs over a period of years to predict future needs

Trend Analysis

Ratio

Analysis

• A forecasting technique for determining future staff needs by using ratios between sales volume and number of employees needed

Recruitment from External Resources

• Recruiting new staff from external sources will be influenced by several factors, namely :

When the economic conditions are relatively difficult, there will usually be an oversupply, or the number of applicants will much higher than the demand. In such a case, the company will find it relatively easier to select new employees from the large number of applicants.

Macro- Economic Conditions of a Nation

When the sector is one that is considered a ‘rare’ sector, the company will have more difficulty in recruiting staff for this sector. For example, computer technology, or cellular engineering.

Availability of Manpower

in Desired Sectors

Recruitment from External Resources

It will tend to be easier for a company to find and recruit the best people if the company has a good reputation, therefore the best fresh graduates will flock to apply to the company. Example : Google, McKinsey or Microsoft.

Company Reputation

Recruitment from External Resources

• Some employers use a recruiting yield pyramid to determine the number of applicants they must generate to hire the required number of new employees.
• Example of Recruitment Curve:
• 1200 - Leads generated
• 200 - Candidates invited
• 150 - Candidates interviewed
• 100 - Offers made
• 50 - New hires

Recruitment Yield Pyramid

Recruitment Sources

Advertising (newspaper, magazine, internet)

College

Recruitment

Recruitment Agent (headhunter)

Recruitment Sources

Employee Selection

Basic Concept of Selection Tests

The quality of an employee selection test is determined by three main factors, namely :

• Criterion Validity : A type of validity based on showing that scores on the test (“predictors”) are related to job performance (“criterion”).
• Content Validity : A test that is “content valid” is one in which the test contains a fair sample of the tasks and skills actually needed for the job in question.
• Reliability : The consistency of scores obtained by the same person when retested with identical or equivalent test.

Training & Development

Training Need Analysis

Training Objectives

Training

Delivery

Training Evaluation

Training Process

What are the training needs for this person and/or job?

Objective should be measurable and observable

Techniques include on-the-job-training, action learning, etc.

Measure reaction, learning, behavior, and results

Assessing Training Needs

Task Analysis

A detailed analysis of a job to identify the skills required, so that an appropriate training program can be instituted

Competency Analysis

Careful study of competency level to identify a deficiency and then correct it with a training program, or some other development intervention.

Competency Analysis

Required competency

level for certain position

Competency Gap



Competency Assessment

Current competency level of the employee

Training and Development Program

Competency Profile Per Position

Score Required

Competency Type

Competency Profile Per Position

Training Matrix for Competency Development

V = compulsory training

Training Title

Evaluation of Training Effectiveness

Level 1 - Reaction

Level 2 - Learning

Level 3 – Behavior Application

Level 4 – Business Impact

Four Levels

of Training Effectiveness

Evaluation of Training Effectiveness

Test the trainees to determine if they learned the principles, skills, and facts they were to learn.

Evaluate trainees’ reactions to the program. Did they like the program? Did they think it worthwhile?

Level 1 - Reaction

Level 2 - Learning

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