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7/31/2019 Final POM Ppt
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ATTRACTING &DEVELOPING
HUMAN RESOURCES
PREPARED BY,NAITIK SHAH
PRAISEY BULSARI
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RECRUITMENT
The discovering of potential applicants for actual or
anticipated organizational vacancies.
o The basic purpose of recruiting is to develop a group of
potentially qualified people.
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External Sources
o Employee working in other organizations.
o Job aspirants registered with employments exchanges.
o
Students from reputed educational institutions.
o Candidates responding to the advertisements, issued by the
organization.
o Unsolicited applications/walk-ins.
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METHODS OF RECRUITMENT
Transfer: A lateral movement within the same grade, from
one job to another.
Promotion: Movement of an employee from a lower level
position to higher level position with increase in salary.
Job Posting: In this method, the organization publicizes job
openings on bulletin boards, electronic media and similar
outlets.
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Employee Referrals: A recommendation from a current
employee regarding a job applicant.
Campus Recruitment: It is a method of recruiting by visiting
and participating in college campuses and their placement
centers.
Advertisements: These include advertisement in newspapers,
professional and technical journals, radio and television, etc.
Private Employment Search Firms: A search firm is a private
employment agency that maintains computerized lists of
qualified applicants.
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Employee Exchanges
Gate Hiring and Contractors: A process where job seekers
present themselves at the factory gate and offer their
services on a daily basis.
Unsolicited Applicants
E-hiring
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SELECTION
The process of picking individual who have relevant
qualifications to fill jobs in an organization.
The purpose of selection is to pick up the most
suitable candidate who would meet the requirements
of the job and the organization best.
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SELECTION PROCESS
Reception
Screening Interview
Application Blank : It is a written form completed by job
aspirants detailing their educational background, previous
work history and certain personal data.
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Selection Testing
Intelligence tests
Aptitude tests
Personality tests
Achievement tests
Simulation tests
Assessment centre
Graphology tests
Polygraph (Lie-detector) tests
Integrity tests
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Selection Interview
Interview is the oral examination of candidates for employment.
Interview gives recruiter an opportunity,
To size up the candidate personality.
To make judgments on candidates enthusiasm.
To give facts to the candidate regarding the company, itspolicies, etc.
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Medical Examination
Certain jobs require certain physical qualities like clear vision,
clear tone, etc.
Medical examination can give the following information,
Whether the applicant is medically suitable for the specific job
or not.
Whether the applicants physical measurements are in
accordance with job requirements or not.
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Reference ChecksIn case the reference check is from the previous employer,
information in the following areas may be obtained. Period of employment
Pay and allowance
Rate of absence
Character
Progress etc.
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Hiring Decisions
The line manager concerned has to make the final decision
now- whether to select or reject a candidate.
The organization sends the appointment order to the successful
candidates either immediately or after sometime depending
upon its time schedule.
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PLACEMENT
Placement is the actual posting of an employee to a specific
job.
It involves assigning a specific rank and responsibility to an
employee.
The placement decisions are taken by the line manager after
matching the requirement of a job with the qualification of a
candidate.
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Differential Placement
If the new recruits fails to adjust himself to the job and turns
out poor performance, the organization may consider his name
for placement elsewhere. Such second placement is called
differentialplacement.
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INDUCTION/ORIENTATION
Introduction of a person to the job and the organization.
Induction serves the following purpose,
Removes fear
Creates a good impression
Acts as a valuable source of information
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INDUCTION PROGRAM: STEPS
1. Introduction
2. Socialization
3. Follow-up
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TRAINING & DEVELOPMENT
TRAINING : It is the act
of increasing the knowledge
and skills of an employee
for doing a particular job.
DEVELOPMENT :
Activities that prepare an
employee for future
responsibilities.
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TRAINING & DEVELOPMENT: DISTINCTIONS
Learning Dimension Training Development
Who Non-managers Managers
What Technical-mechanical
operations
Theoretical-conceptual
ideas
Why Specific job-relatedinformation
General knowledge
When Short-term Long-team
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OBJECTIVESOF TRAINING
The general objectives of any training programmed are:
To impart the basic knowledge and skill to new entrants andenable them to perform their jobs well.
To equip the employee to meet the changing requirements of
the job and the organization.
To teach the employees new techniques and ways ofperforming the job or operations.
To prepare employees for higher level tasks and build up a
second line of competent managers.
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NEED FOR TRAINING
o Newly recruited employees require training so as to performtheir tasks effectively. Instruction, guidance, coaching help
them handle jobs competently, without any wastage.
o Training is necessary to prepare existing employees for higher-
level jobs (promotion).
o Existing employees require refresher training so as to keep
abreast of the latest developments in job operations. In the face
of rapid technological changes, this is an absolute necessity.
o Training is necessary when a person moves from one job to
another (transfer).
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METHODS OF TRAINING
On the job training
Job Instruction Training
Coaching and Mentoring
Apprenticeship Training
Job rotation
Refresher training
Orientation training
Off the job training
Vestibule training
Role playing
Lecture method
Conference/ discussion
approach
Programmed instruction
Behaviourally Experienced
Training
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EXECUTIVE DEVELOPMENT
The process in which executives acquire not only
skills and competence in their present jobs but also
capabilities for future managerial tasks of increasing
difficulty and scope.
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METHODS OF DEVELOPING MANAGERS
Decision-making skills (a) In-basket
(b) Business game
(c) Case study
Inter-personal skills (a) Role play
(b) Sensitivity training
Job knowledge (a) On-the-job experience
(b) Coaching
(c) Understudy
Organisational knowledge (a) Job rotation
(b) Multiple management
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