By.

Deyaa Sabry
[email protected]
What is HR?
Human resource management (HRM)
 both an academic theory and a business practice that
addresses the theoretical and practical techniques of
managing a workforce.

 all about managing people, human capital and culture

for business success.
HR History
 After the First World War, the focus of organizational studies shifted
to analysis of how human factors and psychology affected
organizations, a transformation propelled by the discovery of the
Hawthorne Effect (Generally accepted psychological theory that the
behavior of an individual or a group will change to meet the
expectations of the observer if they are aware their behavior is being
observed) .

 This Human Relations Movement focused more on teams,

motivation, and the actualization of the goals of individuals within
organizations
Theoretical Vs. Practitioners
 The theoretical discipline is based primarily on the
assumption that employees are individuals with varying
goals and needs, and as such should not be thought of as
basic business resources, such as trucks and filing cabinets.

 The field takes a positive view of workers, assuming that

virtually all wish to contribute to the enterprise
productively, and that the main obstacles to their
endeavors are lack of knowledge, insufficient training, and
failures of process.
Continue…
 Its techniques force the managers of an enterprise
to express their goals with specificity so that they
can be understood and undertaken by the
Workforce, and to provide the resources needed
for them to successfully accomplish their
assignments.
 As such, HRM techniques, when properly
practiced, are expressive of the goals and operating
practices of the enterprise overall.
Continue…
 Nowadays, the more traditional synonyms such as
personnel management are often used in a more
restricted sense to describe those activities that are
necessary in the recruiting of a Workforce, providing its
members with payroll and benefits, and administrating
their work-life needs.
 Now it is referred to as “People Management” or “Talent
Management”.
Continue…
 "Human resource management is responsible
for how people are treated in organizations. It
is responsible for bringing people into the
organization, helping them perform their
work, compensating them for their labors,
and solving problems that arise"
HUMAN RESOURCE MANAGEMENT PROCESS
Environment
Human
Identification and selection
Resource Recruitment Selection of competent employees
Planning

Adapted and competent

Orientation Training employees with up-to-date
skills and knowledge

Compensation Competent employees who

Performance Career
and are capable of sustaining high
Management Development
Benefits performance over the long term

Environment
Human Resources Functions
7 Functions of HR
 Humans are an organization's greatest assets;
 Humans and the potential they possess drive an
organization.
 Organizational change impacts not only the
business but also its employees.
 In order to maximize organizational effectiveness,
human potential—individuals' capabilities, time,
and talents— must be managed.
 Human resource management works to ensure
that employees are able to meet the organization's
goals.
7 Functions of HR
 Before discussing the seven functions, it is
necessary to understand the job analysis. An
essential component of any HR unit, no matter the
size, is the job analysis, which is completed to
determine activities, skills, and knowledge
required of an employee for a specific job.
7 Functions of HR
Job analyses are "performed on three occasions:
 (1) when the organization is first started,
 (2) when a new job is created, and
 (3) when a job is changed as a result of new
methods, new procedures, or new technology"
HR Committee’s Description
• Providing a Recruitment plan & executing it.
• Coordinating our meetings.
• Developing and executing an effective evaluation
system (members, Events….) and Ensuring quality.
• Developing and executing an effective.
Documentation system(for members, meetings,
events…..).
HR Committee’s Description
• Ensuring Good Relations & Interaction between
(members – members – participants).
• Ensuring investment in members .
• providing a full updated database .
1- Staffing
 Both the job description and the job
specification are useful tools for the staffing
process, the first of the seven HR functions.
2- Performance Appraisal
 an environment that will motivate and reward exemplary
performance. One way to assess performance is through a formal
review on a periodic basis, generally annually, known as a
performance appraisal or performance evaluation.

 hiring, firing, and promoting;

 rewarding
 areas of improvement, training
 providing data useful in planning.
3- Compensation and Benefits
 Compensation (payment in the form of hourly wages or
annual salaries) and benefits (insurance, pensions,
vacation, sick days, stock options, etc.)
 employee's performance can be influenced by
compensation and benefits.
 Compensation should be legal and ethical, adequate,
motivating, fair and equitable, cost-effective, and able to
provide employment security
4- Training and Development
 Performance appraisals not only assist in
determining compensation and benefits, but they
are also instrumental in identifying ways to help
individuals improve their current positions and
prepare for future opportunities.
 As the structure of organizations continues to
change, a need for Improving or obtaining new
skills exists
4- Training and Development
 Training focuses on learning the skills, knowledge,
and attitudes required to initially perform a job or task
or to improve upon the performance of a current job or
task,
 while development activities are not job related, but
concentrate on broadening the employee's horizons
 Education, which focuses on learning new skills,
knowledge, and attitudes to be used in future work,
4- Training and Development
 Training can be used in a variety of ways, including:
(1) orienting and informing employees,
(2) developing desired skills,
(3) preventing potential obstacles
(4) supplying professional and technical education, and
(5) providing supervisory training and executive education

 Training focuses on the current job, while development

concentrates on providing activities to help employees
expand their current knowledge and to allow for growth.
5- Employee and Labor Relations
 The contract defines employment related issues such
as compensation and benefits, working conditions, job
security, discipline procedures, individuals' rights,
management's rights, and contract length.
6- Safety and Health
 Safety as "protecting employees from injuries
caused by work-related accidents" and,
 Health as keeping "employees free from physical
or emotional illness
7- Human Resource Research
 In addition to recognizing workplace hazards,
organizations are responsible for tracking all
employees issues and reporting those statistics to
the appropriate sources.

 The human resources department seems to be the

storehouse for maintaining the history of the
organization— everything from studying a
department's;
Let’s Do it

Let’s Do it
Let’s Do it
1.Interviews
• Providing a Recruitment plan & executing it.
What is Interviews
1.Interviews
 A conversation with a goal or a purpose
Exercise

INTERVIEW 3 WORDS
Types of Interviews
 Employment
 Performance appraisal Interview
 Counseling
 Disciplinary
 Termination
 Induction
 Consulting
 Sales
 Data-Gathering
Shapes of Interview
 One-on-One
A standard interview with one candidate and one
interviewer. Can be further separated into structured &
unstructured formats.

 Phone interview
It is often used for screening or initial interviews if
distance a factor.

 Group interview
A group of candidates are interviewed with each other. It
provides a setting which allows you to see how they
interact.
Shapes of Interview
 Board or Team interview
A candidate is interviewed by several managers at
the same time.

 Observation interview
Candidates are evaluated during a presentation or
performing a task. Often gives a "hands-on" task to
accomplish.
 Presentation
Kind of Interviews
1.Unstructured Interview
 two people just talked about the position and their
skills.
2. Structured Interview
 a set of standardized questions which are asked of every
candidate.
3. Semi Structured
 A general framework of open-ended questions, with
room for follow-up questions
Types of Questions
 Close-ended questions

 Open-ended questions

 Situational questions
posing a situation or case related to a business and the interviewee
has to propose a solution to handle the situation. It is a useful way to
test problem solving and reasoning ability.

 Behavioral questions
Interviewers ask questions on past behaviors on the premise that
these behaviors can be useful indicators in predicting a person's
future behavior.
Interview Stages
1. Packing
-Criteria & questions
2. Getting Started
-Ice Breaking
-Introduction
-Rules
3. In the Air
-Q & A ‘s
4. Landing
-closure
5. Home Sweet Home
1.Packing
 Prepare
If a manager does not study any and all information available
beforehand, he/she will be seriously handicapped during the
interview itself.

 Study the job requirements in order to compare the

candidate's qualifications with the needs of the job.
Read over the application carefully ... note any gaps in the
background; any inconsistencies; insufficient responses;
reasons for leaving previous jobs; attitudes which might be
reflected.
1.Packing
 What is Criteria
It’s the summing up of the target market in
a simple and brief words

•Why
To make an effective and easier
interviewing and selection processes
2.Taking Off
 Establish Rapport
It is up to the manager to create a friendly, non-threatening and
supportive atmosphere during the interview. Since the candidate may
appear tense and nervous at first, it will be up to the interviewer to relieve
those anxieties. After a climate of trust has been established, it must be
maintained throughout the balance of the interview.

• Stress relief
• friendly Smile
• Good handshake
• Friendly attitude
• Introduce yourself
(Name, Post, Study year …)
2.Taking Off cont.
Rules to tell the interviewer
• Introduce yourself as interviewer
• Mobile silent
• Interview will last for 15 – 35 Min
• Questions now or after finishing interview
• Right to skip private questions
• Any questions before starting?
3.In the Air
 Get Relevant Information
It is most important that the manager knows what
information is relevant to the job to be filled - and uses
questions which will get the most information in those areas.
 Check Impressions
During an interview, a manager may begin to suspect
something negative about a candidate. These impressions
should always be checked out to make certain any
conclusions reached are well grounded. Managers should
keep an open mind during the interview, and be flexible
enough to either accept or reject a hypothesis when probing
or checking out something which could be detrimental to the
applicant.
3.In the Air
 •The longest time of the interview
 •The boring one
 •The most fruitful for the interviewer
3.In the Air cont.
 Be Aware Of Your Impact
The manager is in the "Driver's seat", and controls
the direction of the interview. If questions are
leading, judgmental or threatening in any way, the
chances are that information will become slanted or
cut off. Remember, that during the interview, the
applicant will be listening and watching - and will
try to "psych you out", presenting himself or herself
to meet your expectations.
4.Landing
 summary
 clarification for misunderstanding
 opening for un-obtained information
 Close the interview with specific details of what
will happen next
4.Landing cont.
 We are now done
 If you have a feedback about the interview or anything send
it to
[email protected]
 We will contact you within a week, by phone if accepted
and by mail if not
 If not accepted, it doesn’t mean you are bad, it is just that
we have some criteria to seek which don’t fit with you
,And you are welcomed to join WP again
 Do you have any questions?
 Thank you
5. Home Sweet Home
Interview
Record Evaluate

Excellent = 3
Record all the answers in
Good = 2
brief
Bad = 1
Tips
 •Don’t act as a psychologist in the interview
 •Application or CV has nothing to do with skills
 •Rely on achievements and life experience
(Situational questions)
 • Avoid vague and silly questions that’s wrongly said it
has something to do with creativity
Ex: If you were a lion, what animal would you like to
eat first??
Tips
 •Take away your values
 •Don’t evaluate people according to your own
chemistry
 •Keep your eyes on the criteria while interview
 •Criteria critical success factor mustn’t exceed
 •Don’t evaluate upon non-verbal behavior (foo
fingers…)
 •Don’t be dragged to areas of wasting energy
(Debates)
Tips
 •Don’t offer your opinions
 •Don’t display approval or disapproval through
tonality, facial expressions or side comments
 •Don’t discuss your own experiences with the
applicant
 •Listen carefully
 •Use a tone of voice that conveys assurance, interest,
and a professional manner that is neutral and non-
judgmental
Extreme cases
 •Tensioned –Stressed
 •Aggressive –Attacking
 •Rude
 •Mr. Silent
 •Mr. Mouth
 •fattay
 •Showy –Arrogant
 •Monafeq
 •Flirter
Why Interviews Fails
1.Concentrating on the interviewee exclusively, as a person.
This is normal for an untrained interviewer, because most of our everyday
contacts with people are of a person-to-person nature, rather than of a "sifting -
through abilities" analysis. The perceptive manager specifically attempts to
compare an applicant's abilities and experience with actual job requirements.
2. Looking to see how an applicant's past life compares with our
own.
This results in substantial loss of time, because we concentrate more on the
comparisons than on obtaining job-relevant information.
3. Losing control.
Whether out of a desire to be courteous or because we encounter a particularly
dominant interviewee, we can lose control of an interview. When this happens,
we must regain control, skillfully - not abruptly.
Why Interviews Fails
4. Asking quest ions answerable by a simple "yes" or "no".
 We are used to doing this because our daily business conversations are often
short and to the point. But in interviewing, we endeavor to do just the opposite
- to draw the candidate out. This requires minimizing "yes" and "no" type
questions.
5. Not remaining silent, or listening long enough.
 Extensive studies on communications substantiate that most of us are poor
listeners; we haven't received training in this critical skill area. The manager
who interviews must unlearn the trait of "seeking to fill the voids", and of
being a poor listener.
6. Being unaware of or not dealing directly with our biases.
 Biases take many forms. Unaccounted for, they can all but destroy an otherwise
good interview. They include how we feel about appearance or hair styles, and
clothing. For many people, one outstanding trait in a candidate can
overshadow weak points (known as "halo" effect). Our likes and dislikes
regarding such variables as posture, language, educational background (non-
job - related), or even non-verbal behavior can unduly influence our decisions.
Why Interviews Fails
7. Making judgmental or leading statements.
 These tell the candidate what the manager is or isn't looking for. Most
applicants are good enough at "reading" the interviewer's mind - without being
provided direct guidance.
8. Not giving the interview time or opportunity to sell him/herself.
 Untrained managers often think only of their own goals in the interview. But,
trained managers recognize it is very natural for an applicant to want to present
his/her abilities, experience and potential value to the employer as strongly as
possible.
 Not taking sufficient time to provide adequate opportunity to observe the
applicant's responses and behavior.
 The longer the interview, the better our chances of making more observations
and comparing answers at different points.
 These major obstacles to effective interviewing are largely "natural or learned"
traits in the untrained manager. They are overcome through practice, with the
benefit of having an observer to critique each session.
Blind Dictation
A good HR Must be a good blind dictator ,so easily
and quickly he/she can take notes
Dealing with lying
1. The Columbo Technique
Columbo starts with casual open questions, just to put the other person at
ease and get them freely talking.

When the other person is sufficiently relaxed and Columbo has achieved
good bonding, he slips in a question about what he really wants to know.

One of the tricks he uses is to phrase the question indirectly.

Dealing with lying
2. The Kipling Technique (5W1H)
What is the problem?
Where is it happening?
When is it happening?
Why is it happening?
How ………?
Who ……….?
NLP
 Neuro Linguistic Programming (NLP) is the art and
science that helps explain how the mind actually
works in terms of our own self-programming using
verbal and non-verbal communication and how that
communication affects how we perceive ourselves and
the world around us.
 Neuro stands for brain, linguistics for language, and
programming for behavior.
Eye Direction and Lying
 Eye Movement and Direction and How it Can Reveal the Truth or a Lie

 So can the direction a person's eyes reveal whether or not they are
making a truthful statement? Short answer: sort of.
 The Truth about Eye Accessing!

Remember this is a general rule! It's an NLP model and sometimes the
model lies. Eye accessing cues have come under a lot of scrutiny over
the last few years in NLP - many people access information in different
ways! For example if they are left handed - the model may be
reversed! The key to finding out is to ask questions and observe!
Visual Accessing Cues
 When asked a
question a "normally
organized" right-
handed person looks
(from your viewpoint,
looking at them):
Visual Accessing Cues
Up and to the Right
 Up and to the Left Indicates: Visually
Indicates: Visually Remembered Images (Vr)
Constructed Images (Vc) If you asked someone to
If you asked someone to "What color was the first
"Imagine a purple buffalo", house you lived in?", this
this would be the direction would be the direction their
their eyes moved in while eyes moved in while
thinking about the thinking about the question
question as they "Visually as they "Visually
Constructed" a purple Remembered" the color of
buffalo in their mind. their childhood home.
Continue…

To the Left
Indicates: Auditory To the Right
Constructed (Ac) Indicates: Auditory
If you asked someone to "Try Remembered (Ar)
and create the highest the If you asked someone to
sound of the pitch possible in "Remember what their
your head", this would be the mother's voice sounds like ",
direction their eyes moved in this would be the direction
while thinking about the their eyes moved in while
question as they "Auditorily thinking about the question
Constructed" this this sound as they "Auditorily
that they have never heard of. Remembered " this sound.
Continue..

Down and to the Left

Down and To the Right
Indicates: Feeling / Kinesthetic
Indicates: Internal Dialog
(F)
(Ai)
If you asked someone to "Can you
This is the direction of
remember the smell of a
someone eyes as they "talk to
campfire? ", this would be the
themselves".
direction their eyes moved in
while thinking about the question
as they used recalled a smell,
feeling, or taste.
Continue…
How this information is used to detect lies:
Example: Let's say your child asks you for a cookie, and you ask them "well,
what did your mother say?" As they reply "Mom said... yes." they look to the
left. This would indicate a made up answer as their eyes are showing a
"constructed image or sound. Looking to the right would indicated a
"remembered" voice or image, and thus would be telling the truth.
Documentation
• Developing and executing an effective.
Documentation system(for members, meetings,
events…..).
• providing a full updated database .
Documentation
 Interview application
 Interview assessment
 Thank you form
 Firing form
 Task
 Attendance
Evaluation
• Developing and executing an effective evaluation
system (members, Events….) and Ensuring quality.
• Ensuring Good Relations & Interaction between
(members – members – participants).
Evaluation
 Evaluation for members & Heads
 Feedback
Feedback
 it helps us know immediately what worked and what
didn’t.
 It provides information for improving the current
program 0and designing future programs
 It provides information helpful in accountability
reporting.
 It shows participants and stakeholders that we are
interested in improving and that we value their input.
Feedback Tips
 Make the questionnaire easy to complete.
Keep your questions brief and choose an easy-to-read font. also, leave
plenty of white space on the form to avoid a cluttered appearance.

 Keep your audience in mind.

the questionnaire you use will depend on the audience age, literacy level,
etc. Phrase the questions and format the questionnaire to match the
characteristics of your audience.
Feedback
 Cluster similar items to save space and time.
Feedback
 Keep the form short.
it is important to remember that participants are often tired at the
end of an educational event, so questionnaires need to be focused
and concise. Work towards obtaining the most information that
can be provided in the least amount of time. Be clear about your
purpose and limit data collection to the information you are sure to
use.
 Provide time for participants to complete the
evaluation form.
To get feedback from most participants, schedule time for them to
fill out the questionnaire as part of your educational event. You
may wish to save the final announcements for the event until after
participants have completed the questionnaire.
Feedback
 Guard against a positive bias.
often participants give high marks to please the instructor. Stress to
participants that you are interested in both the strengths and weaknesses
of the session. include a question that asks about weaknesses or ways to
improve.

Protect the anonymity of the respondent.

Signatures on end-of-session evaluation forms are usually optional. forms
can be collected on an empty desk or in a box by the door rather than
returned directly to you.
Feedback
 Use the feedback you receive.
making changes based on the feedback you receive shows participants
that you value their input.
explain how you plan to use the information as you distribute the forms.

 Proofread, edit and pilot test

Feedback – Types of Questions
A. Open-Ended questions
What did you find most useful about today’s workshop?

B. Close-Ended questions
1. Yes–no question:
Did you find today’s workshop useful?
a. ___ No
b. ___ Yes
2. one best answer question:
Of the following topics, which ONE was most useful to you? (Check ONE please.)
a. ___ physical punishment
b. ___ setting limits
c. ___ consequences
d. ___ listening
e. ___ anger
f. ___ challenging behavior
Feedback – Types of Questions
3. Check all that apply question:
Which of the following topics were most useful to you? (Check all that apply.)
a. ___ physical punishment
b. ___ setting limits
c. ___ consequences
d. ___ listening
e. ___ anger
f. ___ challenging behaviors

4. Rating question
To what extent did you find today’s workshop useful?
a. ___ not useful
b. ___ somewhat useful
c. ___ quite useful
d. ___ very useful
Feedback – Types of Questions
5. Ranking question
Of the topics we covered today, please rank their usefulness to you in order of 1, 2, 3,
4, 5, 6 where 1=most useful and 6=least useful.
a. ___ physical punishment
b. ___ setting limits
c. ___ consequences
d. ___ listening
e. ___ anger
f. ___ challenging behaviors
Feedback
Check PDF
“Collecting Evaluation Data End-of-Session Questionnaires”
Development
• Ensuring investment in members .
• Prepare active members to lead positions
Development
• Interview assessments are not only used in selecting
delegates, but it’s most important functions is to locate
weaknesses & needs to overcome in the future
Also preparing delegates for the proceeding positions
HR
• Coordinating our meetings & outings.
Any Questions?
Thank You