The objectives of recruitment and selection procedures?

to ensure all recruitment and selection procedures comply with the Equal Opportunity Policy. to ensure that all appointments are made on merit to attract sufficient applications from potential candidates for appointment with the skills, qualities, abilities, experience and competencies deemed as being necessary to the job to develop and maintain procedures which will assist in ensuring the appointment of the most suitable candidate. to ensure that recruitment procedures are clear, valid and consistently applied by those involved in recruitment and that they provide for fair and equitable treatment for those who apply for employment. to base selection decisions and criteria directly on the demands and requirements of the job and the competencies identified as necessary for satisfactory performance.

Functions Related to Recruitment and Selection

Rebecca Mazin With over 20 years of expertise, Rebecca Mazin co-founded Recruit Right to create usable solutions for employers to meet complicated HR challenges. Before Recruit Right, Mazin held key positions at Hyatt Hotels, Owens Corning and the NLRB. Mazin coauthored The HR Answer Book, AMACOM, 2004 and is currently writing The Employee Benefits Answer Book to be published by Pfeiffer. By Rebecca Mazin, eHow Contributor

1.
o

Hiring an employee is easy. Hiring the right employee for the job takes more work than just saying yes to the first candidate. The chances for success are improved by understanding the components involved in an effective recruitment and selection process.

Sourcing Candidates
o

Effective recruiters identify candidates through multiple sources. The Internet is today's go-to resource, hosting sites that range from free local online bulletin boards to giant job search platforms. Savvy employers find niche websites that target their market and don't limit their efforts to the Web. Employee referrals, constant networking, and staffing services create a pipeline of candidates when openings occur.

Interviewing
o

The actual interview can be the core of the process, but it involves more than the time spent talking to the candidate. Smart interviewers prepare questions after reviewing the job description, resumes, and applications. Post-interview assessment and follow-up completes this phase of recruitment and selection.

Applicant Flow Log

o

Candidates apply in a trickle or a wave, but employers need to track all the information in a file, spreadsheet, or applicant-tracking software. Including data about the source, qualifications, and interview results will provide organization, help in ranking, and prove useful for future searches. The candidate for the next job may be interviewing this week.

Reference and Background Checks

o

Reference checks can be cursory confirmations of dates of employment and wages, or more in-depth conversations about employment. Since candidates are unlikely to provide references who will be negative, specific questions must be asked to get examples of performance and accomplishments. Confirmation of education, credit reports, drivers license, and criminal background reviews can also be important parts of background checks, depending on employer industry and needs.

Evaluation of Candidates
o

Results from interviews, references, and comparison with the requirements of the position will all be combined to make decisions about job offers. This can be accomplished with formal checklists, a ranking system, or informal conversations.

Human resources
.

Human resources is a term used to describe the individuals who make up the workforce of an organization, although it is also applied in labor economics to, for example, business sectors or even whole nations. Human resources is also the name of the function within an organization charged with the overall responsibility for implementing strategies and policies relating to the management of individuals (i.e. the human resources). This function title is often abbreviated to the initials "HR". Human resources is a relatively modern management term, coined as late as the 1960s. [1] The origins of the function arose in organizations that introduced 'welfare management' practices and also in those that adopted the principles of 'scientific management'. From these terms emerged a largely administrative management activity, coordinating a range of worker related processes and becoming known, in time, as the 'personnel function'. Human resources progressively became the more usual name for this function, in the first instance in the United States as well as multinational or international corporations, reflecting the adoption of a more quantitative as well as strategic approach to workforce management, demanded by corporate management to gain a competitive advantage, utilizing limited skilled and highly skilled workers.

[edit] Purpose and role

In simple terms, an organization's human resource management strategy should maximize return on investment in the organization's human capital and minimize financial risk. Human resource managers seek to achieve this by aligning the supply of skilled and qualified individuals and the capabilities of the current workforce, with the organization's ongoing and future business plans and requirements to maximize return on investment and secure future survival and success. In ensuring such objectives are achieved, the human resource function is to implement an organization's human resource requirements effectively, taking into account federal, state and local labor laws and regulations; ethical business practices; and net cost, in a manner that maximizes, as far as possible, employee motivation, commitment and productivity.

[edit] Key functions

Human Resources may set strategies and develop policies, standards, systems, and processes that implement these strategies in a whole range of areas. The following are typical of a wide range of organizations:
y y y y y y y y y y y

Maintaining awareness of and compliance with local, state and federal labor laws Recruitment, selection, and on boarding (resourcing) Employee record-keeping and confidentiality Organizational design and development Business transformation and change management Performance, conduct and behavior management Industrial and employee relations Human resources (workforce) analysis and workforce personnel data management Compensation and employee benefit management Training and development (learning management) Employee motivation and morale-building (employee retention and loyalty)

Implementation of such policies, processes or standards may be directly managed by the HR function itself, or the function may indirectly supervise the implementation of such activities by managers, other business functions or via third-party external partner organizations. Applicable legal issues, such as the potential for disparate treatment and disparate impact, are also extremely important to HR managers.

What are the objectives of employee orientation?

Increased job satisfaction and morale among employees Increased employee motivation Increased efficiencies in processes, resulting in financial gain Increased capacity to adopt new technologies and methods Increased innovation in strategies and products Reduced employee turnover Enhanced company image, e.g., conducting ethics training (not a good reason for ethics training!)

Risk management, e.g., training about sexual harassment, diversity training

Importance Of Training Objectives

Traning and Development Home Importance Of Training Objectives Training objectives are one of the most important parts of training program. While some people think of training objective as a waste of valuable time. The counterargument here is that resources are always limited and the training objectives actually lead the design of training. It provides the clear guidelines and develops the training program in less time because objectives focus specifically on needs. It helps in adhering to a plan. Training objective tell the trainee that what is expected out of him at the end of the training program. Training objectives are of great significance from a number of stakeholder perspectives, 1. Trainer 2. Trainee 3. Designer 4. Evaluator Trainer The training objective is also beneficial to trainer because it helps the trainer to measure the progress of trainees and make the required adjustments. Also, trainer comes in a position to establish a relationship between objectives and particular segments of training.

Trainee The training objective is beneficial to the trainee because it helps in reducing the anxiety of the trainee up to some extent. Not knowing anything or going to a place which is unknown creates anxiety that can negatively affect learning. Therefore, it is important to keep the participants aware of the happenings, rather than keeping it surprise. Secondly, it helps in increase in concentration, which is the crucial factor to make the training successful. The objectives create an image of the training program in trainees mind that actually helps in gaining attention. Thirdly, if the goal is set to be challenging and motivating, then the likelihood of achieving those goals is much higher than the situation in which no goal is set. Therefore, training objectives helps in increasing the probability that the participants will be successful in training. Designer The training objective is beneficial to the training designer because if the designer is aware what is to be achieved in the end then hell buy the training package according to that only. The training designer would then look for the training methods, training equipments, and training content accordingly to achieve those objectives. Furthermore, planning always helps in dealing effectively in an unexpected situation. Consider an example; the objective of one training program is to deal effectively with customers to increase the sales. Since the objective is known, the designer will design a training program that will include ways to improve the interpersonal skills, such as verbal and non verbal language, dealing in unexpected situation i.e. when there is a defect in a product or when a customer is angry.

Therefore, without any guidance, the training may not be designed appropriately. Evaluator It becomes easy for the training evaluator to measure the progress of the trainees because the objectives define the expected performance of trainees. Training objective is an important to tool to judge the performance of participants.

RM and the Training Function The training function as a component of the personnel or HRD department within an organisation provides a service to the organisation which covers
y

training needs analysis - researching and evaluating changes in the internal and external environment of the firm which will require the organisation to improve/change the competencies and abilities of its employees. Changes may stem from the company's strategic plans, new products, new markets, legislative demands. New staff need specific training for their jobs. The role demands and contstraints of existing jobs may change requiring employees to acquire new knowledge and skills - behaviours relevant to performance in their own job and thence to the organisation's objectives as a whole. TNA will identify the training policies, programmes and activities that must be designed, promoted and implemented either direct by training staff themselves or via bought-in trainers. Training and development specialists would also support line-managers who train and coach members of their own teams.

Assignment Consider the scale of this for a large national or multi-national company such as a supermarket chain, car manufacturer, airline or bank. Simply considering the range of jobs in a hospital: medical, nurisng, paramedical, administrative and manual - reveals the scale of the education and training provision which needs to be initiated and co-ordinated.

The training function may also provide individual advice and developmental support to staff as individuals (counsellor/mentor) and in groups (a consultancy role). This facilitator/consultant role may extend to advising employees on educational opportunites which are not specifically job related. The consultancy-role is likely to be more directly related to the organisation's objectives. there is training administration to be done (information, records, budgets). Who needs training, who is in training, who has been trained? What are the training resources and opportunties - this includes organising training internally

y y

(rooms, training manuals/materials, expenses, hotel bills, overhead projectors). Where there is an external training resource - there is work to go to appraise external training resources and support organisational staff in obtaining the external training. This may extend to booking someone on a short course or part-time degree to opening doors for a visit to a conference or participation in a learning project. a training function would typically evaluate the effectiveness of training and learning activity across the business. y Are the methods working? y Is the right training being done? y Are people actually learning? y Is it making a difference to the firm? y Is value for money being obtained? y Do those participating in company supported training and planned learning activity feel that they are deriving benefit? the passive training manager/administrator and the innovative, consultant training manager. the facilitator/counsellor

Objectives of Industrial Relations:

Industrial Relations Home Objectives of industrial relations The main objectives of industrial relations system are:y To safeguard the interest of labor and management by securing the highest level of mutual understanding and good-will among all those sections in the industry which participate in the process of production. y To avoid industrial conflict or strife and develop harmonious relations, which are an essential factor in the productivity of workers and the industrial progress of a country. y To raise productivity to a higher level in an era of full employment by lessening the tendency to high turnover and frequency absenteeism.

y y

To establish and promote the growth of an industrial democracy based on labor partnership in the sharing of profits and of managerial decisions, so that ban individuals personality may grow its full stature for the benefit of the industry and of the country as well. To eliminate or minimize the number of strikes, lockouts and gheraos by providing reasonable wages, improved living and working conditions, said fringe benefits. To improve the economic conditions of workers in the existing state of industrial managements and political government.

y y

Socialization of industries by making the state itself a major employer Vesting of a proprietary interest of the workers in the industries in which they are employed.
y

Introduction To Industrial Relations

Industrial Relations Home Introduction to Industrial Relations Industrial relations has become one of the most delicate and complex problems of modern industrial society. Industrial progress is impossible without cooperation of labors and harmonious relationships. Therefore, it is in the interest of all to create and maintain good relations between employees (labor) and employers (management). Concept of Industrial Relations: The term Industrial Relations comprises of two terms: Industry and Relations. Industry refers to any productive activity in which an individual (or a group of individuals) is (are) engaged. By relations we mean the relationships that exist within the industry between the employer and his workmen.
y

The term industrial relations explains the relationship between employees and management which stem directly or indirectly from union-employer relationship. Industrial relations are the relationships between employees and employers within the organizational settings. The field of industrial relations looks at the relationship between management and workers, particularly groups of workers represented by a union. Industrial relations are basically the interactions between employers, employees and the government, and the institutions and associations through which such interactions are mediated. The term industrial relations has a broad as well as a narrow outlook. Originally, industrial relations was broadly defined to include the relationships and interactions between employers and employees. From this perspective, industrial relations covers all aspects of the employment relationship, including human resource management, employee relations, and union-management (or labor) relations. Now its meaning has become more specific and restricted. Accordingly, industrial relations pertains to the study and practice of collective bargaining, trade unionism, and labor-management relations, while human resource management is a separate, largely distinct field that deals with nonunion employment relationships and the personnel practices and policies of employers. The relationships which arise at and out of the workplace generally include the relationships between individual workers, the relationships between workers and their

employer, the relationships between employers, the relationships employers and workers have with the organizations formed to promote their respective interests, and the relations between those organizations, at all levels. industrial relations also includes the processes through which these relationships are expressed (such as, collective bargaining, workers participation in decision-making, and grievance and dispute settlement), and the management of conflict between employers, workers and trade unions, when it arises.

Industrial Relations
Industrial relations is used to denote the collective relationships between management and the workers. Traditionally, the term industrial relations is used to cover such aspects of industrial life as trade unionism, collective bargaining, workers participation in management, discipline and grievance handling, industrial disputes and interpretation of labor laws and rules and code of conduct. In the words of Lester, "Industrial relations involve attempts at arriving at solutions between the conflicting objectives and values; between the profit motive and social gain; between discipline and freedom, between authority and industrial democracy; between bargaining and co-operation; and between conflicting interests of the individual, the group and the community.

The National Commission on Labor (NCL) also emphasize on the same concept. According to NCL, industrial relations affect not merely the interests of the two participants- labor and management, but also the economic and social goals to which the State addresses itself. To regulate these relations in socially desirable channels is a function, which the State is in the best position to perform. In fact, industrial relation encompasses all such factors that influence behavior of people at work. A few such important factors are below: Institution: It includes government, employers, trade unions, union federations or associations, government bodies, labor courts, tribunals and other organizations which have direct or indirect impact on the industrial relations systems. Characters: It aims to study the role of workers unions and employers federations officials, shop stewards, industrial relations officers/ manager, mediator/conciliators / arbitrator, judges of labor court, tribunal etc.

Methods: Methods focus on collective bargaining, workers participation in the industrial relations schemes, discipline procedure, grievance redressal machinery, dispute settlements machinery working of closed shops, union reorganization, organizations of protests through methods like revisions of existing rules, regulations, policies, procedures, hearing of labor courts, tribunals etc. Contents: It includes matter pertaining to employment conditions like pay, hours of works, leave with wages, health, and safety disciplinary actions, lay-off, dismissals retirements etc., laws relating to such activities, regulations governing labor welfare, social security, industrial relations, issues concerning with workers participation in management, collective bargaining, etc.