Human Resources Management

Human Resources Management

Recruitment

•The process by which a job vacancy
is identified and potential employees are notified.

•The nature of the recruitment process
is regulated and subject
to employment law.

•Main forms of recruitment through advertising in newspapers, magazines, trade papers and internal vacancy lists.

 

•Job description – outline of the role
of the job holder

•Person specification – outline
of the skills and qualities required
of the post holder

•Applicants may demonstrate their suitability through application form, letter or curriculum vitae (CV)

Selection

•The process of assessing candidates and appointing a post holder

•Applicants short listed –
most suitable candidates selected

•Selection process –
varies according to organisation:

•Interview – most common method

•Psychometric testing – assessing the personality of the applicants – will they fit in?

•Aptitude testing – assessing the skills
of applicants

•In-tray exercise – activity based around what the applicant will be doing, e.g. writing a letter to a disgruntled customer

•Presentation – looking for different skills
as well as the ideas of the candidate

Employment Legislation

•Increasingly important aspect of the HRM role

•Wide range
of areas for attention

•Adds to the cost of the business

Discrimination

•Crucial aspects
of employment legislation:

–Race

–Gender

Disability

Disability is no longer an issue for employers
to ignore, they must take reasonable steps
to accommodate and recruit disabled workers.

Discipline

 

•Firms cannot just ‘sack’ workers

•Wide range of procedures and steps
in dealing with workplace conflict

–Informal meetings

–Formal meetings

–Verbal warnings

–Written warnings

–Grievance procedures

–Working with external agencies

Development

 

 

•Developing the employee
can be regarded as investing
in a valuable asset

–A source of motivation

A source of helping the employee fulfil potential

 

Training

•Similar to development:

–Provides new skills for the employee

–Keeps the employee up to date
with changes in the field

–Aims to improve efficiency

–Can be external or ‘in-house’

Rewards Systems

 

 

•The system of pay and benefits used by the firm to reward workers

•Money not the only method

•Fringe benefits

•Flexibility at work

•Holidays, etc.

 

Trade Unions  

 

 

•Importance of building relationships with employee representatives

•Role of Trade Unions has changed

•Importance of consultation
and negotiation and working
with trade unions

•Contributes to smooth change management and leadership

  

Productivity

 

•Measuring performance:

•How to value the workers contribution

•Difficulty in measuring some types of output – especially in the service industry

•Appraisal

–Meant to be non-judgmental

–Involves the worker and a nominated appraiser

Agreeing strengths, weaknesses and ways forward
to help both employee and organisation