1. Submitted To: MAM Samina Rafique
Submitted By: Sarfraz Ahmad

2.  The management function that deals with
recruitment, placement, training, development of
organization members.
 HRM is a process for staffing the organization and
sustaining high employee performance.
 HRM can be defined as all the practices, systems and
procedures implemented to attract, acquire, develop
and manage human resources to achieve the goals of
an organization.
 Simply it is managing the employment relationship

3.  Organizational Objectives: HRM is a means to
achieve efficiency and effectiveness. It serves other
functional areas, so as to help them to attain
efficiency in their operations and attainment of goals
to attain efficiency.
 Functional Objectives: HRM performs so many
functions for other departments. However, it must
see that the facilitation should not cost more than
the benefit rendered.

4.  Personal Objectives: HRM has the responsibility
to acquire, develop, utilize, and maintain employees.
This would be possible only when the HRM helps
employees to achieve their personal goals to get
their commitment.
 Societal Objectives HRM must see that the legal,
ethical, and social environmental issues are properly
attended to. To help the society through generating
employment opportunity, creating schools and
dispensaries, helping women empowerment are the
social responsibility issues.

5.  Job Analysis is the process of determining
and recording all the pertinent information
about a specific job, including the tasks
involved, the knowledge and skill set required
to perform the job, the responsibilities
attached to the job and the abilities required
to perform the job successfully

6.  1. INFORMATION GATHERING
 2. JOB-SPECIFIC COMPETENCY
DETERMINATION
 3. DEVELOPING A JOB DESCRIPTION
 4. DEVELOPING A JOB SPECIFICATION

7.  The development of a pool of job candidates
in accordance with a human resource plan
 It is the process of locating, identifying, and
attracting capable applicants.

8.  INTERNAL SOURCES
INTERNAL
SOURCES
Internal Recruiting
Data base
Promotions and
Transfers
Job Posting &
Bidding
Employee
Referrals
Re-recruiting former
Employees & Applicants

9. EXTERNAL SOURCES
EXTERNAL
SOURCES
Schools Colleges &
Universities
Labor
Unions
Media Sources
Employment Agencies
Schools Colleges &
Universities
Labor
Unions
Media Sources
Employment Agencies

10.  The first stage in the Recruitment Process is
planning. Planning involves the translation of
likely job vacancies and information about
the nature of these jobs into a set of
objectives is targets that specify the number
and type of applicants to be planned.

12.  The process of assessing candidates and
appointing a post holder to ensure that the
most appropriate candidates are hired.
 The scheme used for optimally staffing the
organization

13.  Outsourcing:
 Outsourcing is a selection strategy that human
resources departments might adopt for hiring
executives, temporary employees or for
positions requiring a specialized skill set.
 Multistage Selection Strategies:
 A multistage selection strategy combines a
number of assessment tools as part of the
process. Examples of different stages in a
multistage selection strategy are personality
tests, skills tests, interviews and sample work
performances.


14.  Conjunctive Selection Strategy
When the human resources department uses a
conjunctive model, it administers multiple
assessment tools in a series of stages. If a
person does poorly on an initial assessment, he
is eliminated from the pool of applicants.
 Compensatory Selection Strategy
This method administers all assessment tools to
applicants at the same time -- or at least all of them
are administered before a candidate is eliminated or
selected. The scores of all assessment tools are
combined to give each applicant a composite score.
Under this system, an applicant is less likely to be
eliminated based on the results of a single
assessment tool and comparisons can be made
among the composite results of all applicants.

15. There are many points but some are following
Plan the selection process
The first step in the selection process is to review the
information (resume, application form) provided by all
job applicants to determine which applicants meet the
minimum qualifications as stated in the job posting. No
further consideration will be given to those who do not
meet the minimum qualifications
 Working with a selection panel
Engaging other people in a selection process can be
very helpful. You may want to include a senior staff
member, a board member and a potential co-worker

16.  Prepare for the interviews
 Prepare a list of questions to ask during the
interview Develop key questions to explore past
job performance, covering all essential functions.
Also, prepare follow-up questions. Use a variety of
approaches to get different kinds of information,
tailoring questions to open up a topic for
conversation or to confirm information.
 Conduct the interviews
 Choose an appropriate environment for the
interviews and ensure that you will not be
interrupted. If you are interviewing internal
candidates, consider doing it off-site.

17.  KSA-Based Assessments
Cognitive ability tests
Job knowledge tests
Personality rests
Biographical data
Integrity tests
Structured interviews
Physical fitness tests

18.  Task-Based Assessments
 • Situation judgment test
 • Work sample tests
 • Assessment centers
 • Physical ability tests

19.  Cognitive Ability Tests:
These assessments measure a variety of
mental abilities, such as verbal and
mathematical ability, reasoning ability and
reading comprehension.
 Job Knowledge Tests:
These assessments measure critical
knowledge areas that are needed to
perform a job effectively.8 Typically, the
knowledge areas measured represent
technical knowledge.

20.  Personality Tests.
Personality tests that assess traits relevant to
job performance have been shown to be
effective predictors of subsequent job
performance.
Biographical Data.
Biographical data (biodata) inventories, which
ask job candidates questions covering their
background, personal characteristics or
interests, have been shown to be effective
predictors of job performance

21.  Organization should have to select best candidates for the
job.
 Selecting the right employees important for at least three
main reasons.
◦ First Performance : Employee with the right skills and
attributes will de better.
◦ Recruiting and hiring is the costly process.
◦ Important because of legal implications.
 Effective selection is therefore important and depends to a
large degree on the testing concepts of reliability and validity.
◦ Reliability
◦ Validity

22.  Selection process must be valid or reliable and consistent.
 Reliability can be measured by several different statistical
methods.
 The most frequent ones are test-retest. Alternate forms
represented by a correlation coefficient, which ranges 0 to
1.
 No selection test achieves perfect reliability, but the goal is
to reduce error in measurement as much as possible.
 High reliability is a necessary condition for high validity, but
reliability does not ensure that a test is valid.

23.  Test-retest reliability is a measure of
reliability obtained by administering the same
test twice over a period of time to a group of
individuals. The scores from Time 1 and
Time 2 can then be correlated in order to
evaluate the test for stability over time.
 Can determine if and how much data a
student memorizes on a test.

24. The term validity refers to whether or not a test
measures what it intends to measure.
On a test with high validity the items will be closely
linked to the test’s intended focus. For many
certification and licensure tests this means that the
items will be highly related to a specific job or
occupation. If a test has poor validity then it does not
measure the job-related content and competencies it
ought to.

25.  A test has content validity, if it reflects an
actual sample of the work done on the job.
 The basic procedure is to identify job tasks
and behaviors that are critical to performance
and then randomly select a sample of these
tasks and behaviors to be tested.
 The test should measure tasks and skills
actually needed for the job.

26.  Criterion validity means who do well on the
test also do well on the job and those who do
poorly on the test do poorly on the job.
 Concurrent validity – a test is given to current
employees and the scores are correlated with
their performance ratings.
 Predictive validity – test results of applicants
are compared with their subsequent job
performance.

27.  Before you start looking
 Put together information about the nature of the job,
especially it it is a position being created for the first
time.
 Preparing a job description
 job description states the necessary and desirable
criteria for selection. Skills, aptitude, knowledge and
experience
 Qualifications (which should be only those necessary to
do the job – unless candidates are recruited on the basis
of future potential, for example graduates)
 Personal qualities relevant to the job, such as ability to
work as part of a team.

28.  Finding candidates
 Internal methods:
 Staff referrals
 Succession planning
 Secondments
 External methods
 Online recruitment
 Press advertising
 Networking

29.  Managing the application process
 Selecting candidates
 Short listing
 Assessment
 Making the appointment
 Contract
 References
 Induction

30. INTERNAL FACTORS
Recruitment Policy
Human Resource Planning
Size of the Organization
Cost involved in recruitment
Growth and Expansion
EXTERNAL FACTORS
Supply and Demand
Labor Market
Goodwill / Image of the
Organization
Political-Social- Legal Environment
Unemployment Rate
Competitors

31. Placement is the assignment or reassignment of an
employee to a new job. most placement decisions
are made by line managers
 TYPES OF PLACEMENT
 PROMOTIONS
 TRANSFERS
 DEMOTIONS

32. Separations separation is a decision that the individual
and the organization should part.
Separations can take several forms such as:
 Temporary leaves of absence
 Attrition
 Layoffs
 Termination

33.  The advancement of an employee within a company
position or job tasks. A job promotion may be the
result of an employee's proactive pursuit of a higher
ranking or as a reward by employers for good
performance. Typically is also associated with a
higher rate of pay or financial bonus.

34. Types of Transfer
 Production Transfer
 Replacement Transfer
 Rotation Transfer
 Shift Transfer
 Remedial Transfer
 Penal Transfer