Human Resource Management and Planning

A critical responsibility for leadership

Part 1

Objectives

To stress the importance of Human Resource (HR) Management and planning as a Leaders responsibility at all levels.

Orientation and Induction

To discuss job descriptions.

What is Human Resource Management (Planning)?

Human Resource Management (Planning) is the process of systematically reviewing human resource requirements to ensure that an organisation has the right number of people with the right skills to meet their future goals.

Importance of HR

• Despite the invention of up-to-date machines most work is done by humans.

• Humans are delicate to handle. They are more delicate than machines. Have feelings and emotions.

• Workmates (employees) are also candidates for heaven.• A divided workplace will not produce results.• Employees must know the mission, goals, challenges and

what to do in order to be productive.

Key Questions in HR Planning

• What is the task to be performed – Philosophy, Mission, goals and objectives?

• How many people will we need?• What specific skills will be needed by

employees - now and in the future (say 5Years from now)?

• How can employee performance (organisational productivity) be improved?

For an employee to perform satisfactorily, his or her skills, abilities and motives to perform the job must match the job’s requirements. A mismatch may lead to poor performance, absenteeism, turnover and other problems. Carrell et all.

How is this achieved?

• Team work

• Orientation/Induction

• Training (on or off the job)

• Appraisal and feed-back

• Working conditions

Job Orientation and Induction

• Induction (also sometimes referred to as orientation or socialisation) is the process of integrating the new employee into the organisation and acquainting him/her with the details and requirements of the job.

Carrel et al. and Castetter

Objectives of induction

Induction involves introducing new employees to:• The goals mission and philosophy of the organisation• Its policies • Its procedures/preferred means• Its values/required behaviour patterns and sense of

belonging• Co-workers/relationships• Its activities/basic responsibilities• The equipment to be used, where they are found/acquired

and how to handle them

Who should be given Induction?

• New employees – even those with adequate training

• Transferred employees including those transferred within the same organisation

• All current employees – a re-induction program should take place periodically

Implementing the induction program

• Pre-employment preparation – it begins during recruitment and selection

• Pre-employment information together with letter of congratulation: – job offered, – starting salary, – salary progression, – grade of the job, – basic terms and conditions of employment, – location of the job, – probationary period, – conditional offer depending on, for example, medical reports)– Staff handbook

• First day instructions (copy to supervisor):– Who to report to

– Office number

– Date and time of reporting

– What to bring

• Welcome pack, including:• Letter of welcome

• Organisational chart

• Details of rules and regulations

• Work of the first day• Briefing colleagues• Preparation of the new employees office• Will there be a need for training• First day induction (should be short)• On arrival the security should be aware and direct

him/her to the right place

• Paper work probably with HR manager or senior manager• Initial discussion after paper work and introduction to

department head covering mutual expectations• Building relationships and mutual respect and introducing

him/her to immediate supervisor• Touring the organisation and introduction to fellow

employees• The “buddy” or “mentor” – a person of similar

characteristics or background given to the new employees to informally assist him/her with details.

Training

• In order for the work to be done well it is necessary to get well trained employees and to continue training them.

• Training can be done on or of the job

• Performing organisations invest in the training of their employees for efficient and effective performance

Some Means of Training

• Refresher programs.• Update information on new developments in

work related issues, such as IT, HR, etc• Short courses.• Upgrading, fulltime or by correspondence/part

time.• Visiting for the purpose of learning from others.• Reading and writing.

Job analysis is the process by which management/leadership systematically investigates the the tasks, duties, and responsibilities of the jobs within an organisation.

Job Analysis Includes Investigating:

Level of decision making by the employees in the job

Skills needed to do the job

Autonomy of the job

Mental effort required

Machines operated

Reports needed

Working conditions of the job.

Management and Human Resource professionals frequently overhaul existing job descriptions to reflect new realities.

Carrell et all

What are these new Realities?

• Organisational restructuring due to resizing of the organisation that calls for basic changes in “who does what, where and with what”.

• The need to motivate and reward employees based on what they know and do.

• The impact of technology particularly IT.• Labour legislation pertaining to job equity.

Job Descriptions

The end product of job analysis are job descriptions. There is no universal format for job descriptions but they generally contain:

• identifications – of the section or title of the job, the location, immediate supervisor, job status, and pay grade,

• brief job summaries – a one to three line description of the essence of the job, and

• Job duties and responsibilities, the actual tasks given by functional categories, for example, supervision, financial accountability, etc.

Uses of Job Descriptions

• Recruitment• Interviewing• Orientation and induction of new, transferred or

promoted employees• Training• Job evaluation• Wage compensation survey• Performance Appraisal• Outplacement

Job Descriptions and Job Specifications

Job descriptions are not the same as job specifications. The later are minimum qualifications job applicants must possess before they can be considered for a job.

They are grouped into three: Skills -observable capabilities, Knowledge – body of information in a particular subject required and Abilities – mental and physical activities required of an employee, (SKAs).