1.

Human Resource Planning: In the human resource planning function, the number and type of employees needed to accomplish organizational goals are determined. Research is an important part of this function because planning requires the collection and analysis of information in order to forecast human resources supplies and to predict future human resources needs. The basic human resource planning strategy is staffing and employee development. 2. Selection: Selection is the process of selecting a qualified person who can successfully do a job and deliver valuable contributions to the organization. The term can be applied to many aspects of the process, such as recruitment, selection, hiring, and acculturation. However, it most commonly refers to the selection of workers. A selection system should depend on job analysis. This ensures that the selection criteria are job related.3. Selection is the process of discovering competent employee out of available candidates in the market who are suitable to job and according to organization requirements. 4. Orientation: Orientation is the first step toward helping a new employee adjusts himself to the new job and the employer. It is a method to acquaint new employees with particular aspects of their new job, including pay and benefit programs, working hours, and company rules and expectations.5. Training: The training and function gives employees the skills and knowledge to perform their jobs effectively. In addition to providing training for new or inexperienced employees, organizations often provide training programs for experienced employees whose jobs are undergoing change. Training programs provide useful means of assuring that employees are capable of performing their jobs at acceptable levels. 6. Performance appraisal function monitors employee performance to ensure that it is at acceptable levels. Human resource professionals are usually responsible for developing and administering performance appraisal systems, although the actual appraisal of employee performance is the responsibility of supervisors and managers. Besides providing a basis for pay, promotion, and disciplinary action, performance appraisal information is essential for employee development since knowledge of results is necessary to motivate and guide performance improvements.7. Career development: Career development has developed partly as a result of the desire of many employees to grow in their jobs and to advance in their career. Career planning activities include assessing an individual employees potential for growth and advancement in the organization.8. Record-keeping: This function involves recording, maintaining, and retrieving employee related information for a variety of purposes. Records which must be maintained include application forms, health and medical records, employment history, seniority lists, earnings and hours of work, absences, turnover, tardiness, and other employee data. Complete and up-to-date employee records are essential for most personnel functions. More than ever employees today have a great interest in their personnel records. They want to know what is in them, why certain statements have been made, and why records may or may not have been updated.

1. Initial Screening: The initial screening can be done of the applications and of the applicant. Usually, a junior executive does the screening work. At this stage, the executive may check on the general personality, age, qualifications, family background of the candidate. The candidate may also be informed of salary, working conditions, etc. 2. Application Blank: It is a prescribed form of the company which helps to obtain information about candidate in respect of social, biographic, academic, work experience, references, etc. The application blank helps to It provides input for the interview. It provides basis to reject candidates if they do not meet eligibility criteria, such as experience, qualifications, etc. 3. Tests: Various tests are conducted to judge the ability and efficiency of the candidates. The type of tests depends upon the nature of job. An important advantage of testing is that it can be administered to a large group of candidates at a time and saves time and cost. The various tests are: (a) Personality test, (b) Intelligence test, (c) Performance test, (d) Stress test, etc. 4. Interview: It is face to face exchange of views, ideas and opinions between the candidate and interviewer(s). There are various types of interviews such as: (a) Panel Interview, (b) Individual Interview, (c) Group Interview, (d) Stress Interview, (e) Exit Interview. 5. Reference Check: A candidate may be asked to provide references from those who are willing to supply or confirm about the applicants past life, character and experience. Reference check helps to know the personal character and family background of the candidate. It helps to guard against possible false information supplied by candidate. 6. Medical Check: Medical examination of the candidates is undertaken before they join the firm in order to - Find out whether the candidate is physically fit to carry out duties and responsibilities effectively, Ensure the health and safety of other employees, Find out whether the candidate is sensitive to certain work place such as in a chemical factory. 7. Final Interview: Before making a job offer, the candidates may be subjected to one more oral interview to find out their interest in the job and their expectations. At this stage, salary and other perks may be negotiated. 8. Job Offer: This is the most crucial and final step in selection process. A wrong selection of a candidate may make the company to suffer for a good number of years and the loss is incalculable. Company should make a very important decision to offer right job to the right person.

Key elements of successful predictors: Reliability: the ability of the selection tool to measure an attribute consistently. For example if an organization use tests to provide input to the selection decision, the tests must give consistent result. If the test is reliable, any single individuals score should remain fairly stable over time, assuming that the characteristic it is measuring is also stable. Validity: the relationship between scores on a selection tools and a relevant criterion. Such as job performance. For example just because a test score is consistent is no indication that it is measuring important characteristics related to job behaviour. It must also differentiate between satisfactory and unsatisfactory performance on the job.Content validity: the degree to which the content of the test, as a sample, represents all the situation that could have been included (e.g., a typing test for a clerk typist)Construct validity: the degree to which a particular trait is related to successful performance on the job (e.g., IQ test) Criterion-related validity: the degree to which a particular selection device accurately predicts the important elements of work behavior (e.g., the relationship between a test score and job performance) Concurrent Validity occurs when the criterion measures are obtained at the same time as the test scores. This indicates the extent to which the test scores accurately estimate an individuals current state with regards to the criterion. For example, on a test that measures levels of depression, the test would be said to have concurrent validity if it measured the current levels of depression experienced by the test taker.Predictive validity: This is the extent to which a score on a scale or test predicts scores on some criterion measure. For example, the validity of a cognitive test for job performance is the correlation between test scores and, for example, supervisor performance ratings. Such a cognitive test would have predictive validity if the observed correlation were statistically significant.