This document provides an overview of HR management practices including recruitment and selection. It discusses the purpose of HR functions in supporting organizational goals by hiring, retaining and developing talent. It then covers various HR processes like job analysis, recruitment methods, interview types, performance management and training. For recruitment, it explains developing job descriptions, attracting candidates, screening applications, interviewing and selecting candidates. For training, it outlines using the ADDIE model to analyze needs, design programs, develop materials, implement training and evaluate effectiveness. The presentation aims to help attendees learn how to recruit and develop top talent for an organization.

1. -Eman Elbana
-Mohamed Yasser
HR Management
in Practice
Presented by

2. What is the purpose of HR function?
The popular purpose is:

3. What is the purpose of HR function?
The real purpose is:
A Supportive Function To:
Hire, Retain, Develop the
best talents to achieve
organization’s goals.

4. •Personnel
•Human Resources
•Human Capital
•Talent management
The Evolution of HR:

5. The Major Functions of HR:
What are the main
responsibilities of HR?

6. The Major Functions of HR:

7. Recruitment & Selection:
-Personnel Planning
-Job Analysis & Description
-Recruitment
-Selection

8. Training & Development:
-Training Process
-Career Management

9. Performance Management:

10. Compensation & Benefits:
- Salary survey
-Job evaluation
-Grading System
-Paying Salaries

11. Personnel & Employee Relations:

12. HR Needed Qualifications:

13. How To Be The Best?
-Stay Updated.
-Stay Connected.
-Stay Focused.
-Plan Big, Achieve
More.

14. How To get a job in HR?
-Network.
-Network .
-Network.
-Show Your Value.

15. Don’t be afraid to Try HR.

16. Recruitment & Selection
How To Recruit Top Talents ..
Presented by:
Eman Elbana

17. Agenda
• Learn
• Enjoy

18. “Take our 20 best people away
and I will tell you that
Microsoft would become an
unimportant company”
-Bill Gates

19. By the end of this module, YOU shall
be able to:
Know how to recruit these 20 people 

20. By the end of this module, YOU shall be able
to:
 Define the Recruitment and identify it’s process
 Define Job Analysis, its elements and uses
 Identify Methods for gathering Job Analysis Information
 Identify the types of Recruitment (advantages and disadvantages)
 Identify the Recruitment channels and process
 Identify purposes of Interview and the main types of selection interviews
 List and explain main errors that can undermine an interview’s usefulness
 Establish hiring criteria and build a competency model
 Deal with different mentalities
 Conduct an effective Interview (Prepare – Start – Manage – Close)
 Finish the Recruitment

21. Road Map
S Main Topics
1
Main Introduction
Personnel planning
Job analysis
2 Recruitment
3 Selection

22. What is Recruitment?
• The process of finding and hiring the best-qualified employees who
have the skills to fulfill the organization’s needs.
• Simply … try to get the right person for the right job.

23. Important Definitions
Employment or personnel planning
The process of deciding what positions the firm will have to fill, and
how to fill them.
Succession planning
The process of deciding how to fill the company’s most important
executive.
Sourcing
Sourcing is the stage which encompasses candidate attraction.
Selection
A process involving a range of techniques & methods designed to help
match, assess and select the most appropriate individual based on their
skills, knowledge and experience.

24. The Recruitment & Selection process

25. Job Analysis
Job
description
Job
specification
Job analysis
Job requirements
Job competencies
• Knowledge, Skills and Abilities ( KSA)
• Duties, Tasks, and Responsibilities (DTR)

26. Job analysis
Recruiting and
Selection Decisions
Training
Requirements
Performance
Appraisal
Job Evaluation-wage
& Salary Decisions
(Comp & Ben)
Job description & job
specification
Job analysis uses:

27. Qualitative methods for collecting Job
Analysis Info.
Qualitative
Methods for
Collecting
Job Analysis
Info.
Interviews
Observations
Diaries/Logs
Questionnaires

28. Road Map
S Main Topics
1
Main Introduction
Personnel planning
Job analysis
2 Recruitment
3 Selection

29. Types of Recruitment
Internal External

30. Advantages Vs. Disadvantages
Types of
Recruitment
Advantages Disadvantages
Internal
•Less cost and less time
•Less training and
orientation required
•More accurate view of
candidate’s skills
•Candidates have a
stronger commitment to
the company “Motivate
other employees”
•Other positions will be
vacant
•Failed applicants become
discontented
External
•Builds teams of HR
experts
•expand the pool of
qualified candidates
•Cost to hire is high
•More time consuming
•More training and
orientation required

31. 6
Recruitment Channels
1
5
Advertising – (AIDA)
Website & Social Media
Campus Booth – Opening
Head Hunt
Outsourcing
Referrals4
3
2

32. AIDA
Attention-Interest-Desire-Action.
1) Unique Job title

33. 2) Company description
3) Job description &
requirements
4) Call to action

34. Road Map
S Main Topics
1
Main Introduction
Personnel planning
Job analysis
2 Recruitment
3 Selection

35. Assessment Center | Selection process
Screening
Applications |
Resumes
Testing
Interviewing
Candidates
Checking
References
and
Background
SELECT

36. Recruiting yield pyramid
16% ● ● ● ● ● ●
75% ● ● ● ●
67% ● ● ●
50% ● ●
●
 Recruiting yield pyramid
The historical arithmetic relationships between recruitment leads and
invitees, invitees and interviews, interviews and offers made, and
offers made and offers accepted.

37. Purpose of Interview
• Selection Interview (evaluate candidates & market your
company)
• Appraisal Interview
• Exit Interview
Interviews formats
• Structured
• Unstructured

38. Types of Interview
Types of
Interviews
One to one
Interview
Panel
Interview
Mass
Interview
Case study
Interview
On-Job
Interview

39. Competency Model
• Competencies
Demonstrable characteristics of a person that enable performance
of a job.
• Definition
Choose one definition for every competency.
• Behavioral Indicators “BIs”
A behavioral indicator is used to provide an objective description
of the behavior that you might view from the candidate that
provides evidence that they either have or do not have the
competence that you are assessing.
• Assessment cases “Questions”
You ask questions that elicit facts you want to know instead of
opinions to provide a comprehensive picture of the interviewee.

40. Types of Competencies
• General Competencies (core) ……….… Activity
• Technical Competencies (Functional) … Committee
• Leadership Competencies ……………... Head of Committee
STAR technique
• Situation
• Task
• Action
• Result

41. Interview’s Questions
Situational
interview
Behavioral
interview
Job-related
interview
Types of Questions asked
Stress
interview

42. Iceberg Model Of Competencies

43. How to deal with different mentalities?
• Talkative (summaries what he said to stop him politely)
• Aggressive (be cool with him and try to make him came
down and smile)
• Silent (motivate him to speak)
• Funny (use booker face)
• Ego (ask him advanced questions and let him speak about his
disadvantages or you get it)
• Liar (lying signs + STAR technique)

44. How to detect Lies?

45. How to tell the applicant about his
Interview on phone?
• Say Hi
• Introduce yourself
• Tell him, his application is accepted
• Tell him the time and place of the Interview
• Ask him to bring a personal photo
• Ask him if he has any questions
• Summarize what you said again

46. How to prepare for the Interview?
• Review the job description and competency based on interview.
• Review your question bank and interview guide.
• Review well the applicant Resume / application.
• Have a paper and pencil to take notes.
• Give yourself enough time between interviews.
• Have a room conducive to an formal interview.
• Go to get the person.
• Shake hands.

47. How to start the interview?
• Smile.
• Begin with ice breaking.
• Introduce yourself.
• Start with general questions.
• Ask the interviewee to tell you more about him self.

48. How to manage the interview?
• Maintain eye contact
• Take notes about every thing the interviewee says
• Speak 30% of the interview and let the 70% for interviewee
• Notice interviewee self confidence.
• Focus on every word in the application and ask him about it.
• Ask questions directly and in sequence from what he say.
• Use STAR technique to evaluate the interviewee’s responses
and actions.
• Do not help or motivate.
• Control the interview and handle different mentalities.
• Take care of your body language.

49. How to close the interview?
• Thank the interviewee for his time.
• Tell him about the result announcing time and way.
• Ask him if he has any question about the interview and give him 2 min. to say
anything he didn’t mention during the interview.
• Ask interviewee to evaluate the interview and evaluate you and himself during the
interview.
• Thank him with smile and say nice to meet you.

50. Interview Result
1) You will call him and
say “congrats” … You
accepted to be one of
us.
2) Start the Induction
Program.
Accepted
Not
Accepted
1) You will send a
rejection letter via
E-mail.
2) Ask him to follow
your organization on
the social media and
apply at the next
recruitment.

51. Training & Development
How to Plan, Design & Implement a full training
program for your employees.

52. Start Training Using ADDIE Model

53. Analysis
A
3 Levels Of Analysis: 1.Organizational TNA
2.Task TNA
3.Individual TNA

54. 1.Organizational TNA

55. • It compares job requirements with employees’ KSA to identify areas
requiring improvement.
2.Task TNA

56. • It focuses on individual employee performance to determine areas
requiring training or development
3.Individual TNA

57. Design
D
1-Defining goals
2- Setting objectives
3- Defining the target audience
4- Selecting an instructional designer

58. Goals

59. Objectives

60. Audience

61. In House Off The Shelf
instructional design

62. Development
D
1-Types of training programs:
•Orientation (induction)
•Skill development
2-Delivery methods:
•Classroom training
•Self-directed study
•E-learning
•Blended learning
•On-the-Job training

63. 1. Orientation (optionally followed by induction)
• Orientation is an initial phase whereby new employees acquire
general knowledge about organizational goals, strategies, benefits,
job responsibilities and company policies.

64. 2-Skill and knowledge development:
• Employee skill and knowledge development is an ongoing challenge.
• Most people can expect their job descriptions to change as
organizations realign strategies to maintain a competitive advantage

65. 2-Delivery methods:
• Classroom training

66. 2-Delivery methods:
•Self-directed study

67. 2-Delivery methods:
•E-learning

68. 2-Delivery methods:
•Blended learning

69. 2-Delivery methods:
•On-the-Job training

70. Implementation
I
1. Scheduling the program
–Selecting a facilitator
–Selecting a facility (location)
–Environmental considerations
–Space requirements
–Seating arrangements
2. Announcing and implement the program

71. 1. Scheduling the program
–Selecting a facilitator

72. 1. Scheduling the program
–Selecting a facility (location)

73. • The effective way to increase interest
in an upcoming training program is to
launch an internal marketing
campaign.
1. Scheduling the program
-Environment considerations

74. 1. Scheduling the program
–Space requirements

75. 1. Scheduling the program
–Seating arrangements

77. Few considerations for comfortable classrooms are good seating, acoustics, vision site-
line, room design, lighting, temperature, ventilation and media equipment.
Breaks should be carefully planned to keep participants refreshed and alert
3. Announcing and implement the program

79. Evaluation
E

80. Performance Management
Ensure Employees Activities & Outputs aligned
with organization goals

83. 1.Setting performance expectations & Standers
(Values, Goals, employee objectives, targets, tasks, activities, behavior, ..etc)
2. performance appraisal
3.Feedback & Rewarding (maintaining a dialogue between
supervisor and employee to keep performance on track)
performance management phases:

84. 1.Setting performance expectations
(Values, Goals, employee objectives, targets, tasks, behavior, ..etc)
Values: are principles, standards or qualities considered
worthwhile and desirable (they are usually expressed in the
mission statement)
Goals are the means and measures that reflect the success of the
organization.
Organizations’ Goals (Strategic Goals) are developed, set and
achieved to ensure attaining the mission and vision.

85. Values Examples:
Highly regarded values include :
•Putting the customer first (internal/external)
•Treating employees as well as treating customers
•Conducting business fairly and honestly
•Demonstrating creativity and innovation
•Utilizing teamwork to achieve goals

86. Results
(WHAT) What does the organization want employees to
produce?
Behavior
(HOW) How does the organization want employees to
perform?
1.Setting performance Standards:
(Values, Goals, employee objectives, targets, tasks, behavior, ..etc)

87. Results (WHAT):
•Using the S.M.A.R.T. model when writing objectives is
a good example of setting results standards.
Specific
Measurable
Achievable (Action oriented)
Realistic
Time bound

88. Competency Points Behavior Standard
Team Work
1
Establishes and maintains good working
relationships; is co-operative and helps
when needed
1
Actively contributes; gets involved;
volunteers
1
Respects the effort and time of others; is
punctual for meetings
1
Shares own knowledge and expertise to help
others
1
Listens to colleagues and recognizes their
knowledge and skill
Behavior (HOW):

89. Role Profile:
The role profile (needed behaviors to perform
the job duties) should be part of the job
description.
•Employee competencies are then
compared to the role profile of the
job.

90. 2. performance appraisal

92. Performance appraisals accomplish three purposes:
1.Provide feedback and counseling
2.Help in allocating rewards & opportunities
3.Help in determining employees’ aspirations and planning
development needs.

93. 3.Feedback & Rewarding

94. 1- Maslow’s Hierarchy of Needs
2- Herzberg’s Hygiene–Motivator
theory
3- Vroom’s Expectancy Theory
Theories of motivation

95. 1- Maslow’s Hierarchy of Needs

96. 2- Herzberg’s Hygiene–Motivator theory

97. 3- Vroom’s Expectancy Theory
Motivation =

98. Hope this presentation Was
Beneficial to All of You
‫العلم‬ ‫تعلم‬ ‫من‬ ‫خيركم‬‫وعلمه‬
‫علما‬ ‫وزدنا‬ ‫علمتنا‬ ‫بما‬ ‫انفعنا‬ ‫اللهم‬

99. Mohamed Yasser
HR Generalist | Talent Branding consultant| I Help Talented
People Shine, Discover & Show Their Brand Value.
Find More About Me:
Eman Elbana
Talent Management & HR Head | Freelance Recruiter | Trainer
| I enjoy helping youth showing up their talent to make their
community a better place.
Find More About Me:
Mobile: 01062959003
Email: eman.elbana10@gmail.com
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