HUMAN RESOURCE MANAGEMENT

FUNCTIONS OF THE HUMAN RESOUIRCE DEPARTMENT

-Recruitment and selection: they are responsible for finding the suitable candidate for the job vacancy

-Training and development: they provide knowledge and skills to employees so as to make employees
productive.

-Compensation and benefits: they manage payroll and administer employee benefits

-Employee welfare: they come up with initiatives to promote their well being

-Strategic HR planning: they support the organisation in change management and cultural imitative

-Employee Relations: help to address resolving workplace disputes

-Performance management: conduct regular performance reviews and appraisals

THE RECRUITMENT PROCESS

1 vacant post

2. Advertise the vacancy

3. Screen applicants and shortlist

4. Interview candidates

5. Verify references

6. Selection

7. Appointment /offer letter

Explain job analysis

It aims to define the duties, responsibilities,, necessary skills,outcomes and the work environment

The information obtainedis used for various HR functions, such as recruitment, appraisal, traing and
developme

Components of a job analysis

-Title

-Duties and responsibilities

-Work environment (includes the working conditions)

1
Explain job description:

This includes a detailed description of the qualifications,skills, experience and attributes required for job

Components of a job specification

-Title

-Qualification

-Experience

-Skills (e.g. good communication skills,)

-Knowledge: (the specialized knowledge for the job, e.g. being able to understand the processes of the
industry)

-Personal attributes: the qualities that are important to the job e.g. paying attention to details, reliable
and problem solving ability

Physical ability( the physical abilities relevant to the job, for example ability to lift heavy objects,
standing for long etc

Job description

It outlines the essential duties

Components of the job description

-Title

-Duties and responsibilities

-Reporting structure (report to who and who is reporting to you

-Salary and benefits

-Employment type (permanent/contract or temporary)

METHODS OF SELECTING SUITABLE CANDIDATES

Job application: the initial step where candidates provide basic information about themselves such as
personal details, education, work experience and skills. This helps employers to make comparison and
choose the best candidate.

Reference or resume screening: invoves reviewing the resumes or CVs by candidates to assess their
qualification and experience. This also helps to identify the best candidate for the job by comparing
them

2
CONTENTS OF A RESUME:

-Name and surname

-Address/email

-Date of birth

-Nationality

-Education and qualification

-Work experience

-Position and responsibility

-Interest or hobbies

-Name and address of referees

Reference checking: involves contacting previous employers, colleaques. This helps to verify information
and understand behavior.

Interviews: this is face to face or virtual interactions between the candidate and the employer. This
helps to check if the candidate has communication skill, assess fitness and to find more information.

Tests: this is meant to assess the candidate abilities and to check job performance

Assessments: involves a series of exercises that are meant to observe candidate skills and abilities. Also
helps to reduce biasness

DISCUSS INTERNAL AND EXTERNAL RECRUITMENT

INTERNAL RECRUIMENT: refers to the process of filling job vacancies within a business

ADVANTAGES DISADVANTAGES
Cost effective (saves on advertising costs) No new ideas or experiences coming to the
business
Saves time/faster hiring process ( saves time for Limited pool of candidates
screening and shortlisting
Gives employee morale( motivation for career There may be jealousy among the existing
growth ) employees
Reduced training time as they already understand Potential for bias-managers may favour certain
company policies employees
The person already know the organizational way
of working and what is expected of them

3
EXTERNAL RECRUITMENT-the process of filling job vacancies by hiring candidates from outside

ADVANTAGES DISADVANTAGES
New ideas and developments are brought to the Higher costs of advertising
business
Wide range of candidates to choose from Longer processes
Reduced internal politics Candidate may not be familiar with the culture of
the new business
Competitive advantage The new candidate may find it difficult to win the
support and loyalty of the existing employees
Uncertain performance- the external candidates
may not perform as expected

SOURCES OF RECUIMENT

Employee referral: where current employees recommend potential candidates

ADVANTAGES DISADVANTAGES
Can recruit quality candidates There could biasness as employees may refer
their family and friends
Faster hiring as there are no processes Limited diversity
Cost effective- no costs for advertising

Employment agencies: are third party organisations that help companies find suitable candiadtes

ADVANATGES DISDAV
Time saving Costly as they have to be paid
Expertise as agencies have specialized knowledge Less control of the companies
and networks to find the suitable candidate
Access to candidates awaiting jobs Quality of the candidate depends on the
effectivess of the agency

College/universities: this means targeting new graduates at universities

ADV DISAD
Fresh talent Limited experience
Leads to employee retention High training costs
Graduates can be given training opportunities to Seasonal recruitment as recruitment is toied to
grow the academic calenda

4
Company websites: posting job vacancies on the company websites

ADVA DISAD
Cost effective as putting on website is free Limited reach –may not reach a broad audience
Brand promotion High volume of applications
Direct access Maintenance required

Internet: involves using social media platforms

ADV DISAD
Wide reach High competition due to numerous applications
Interactive engagements Reputation risk –there negative feedback on
social media can affect reputation of business
Targeted advertising

Newspapers adverts; Placing job adverts in newspapers

ADV DISAD
Local reach_attracts from specific geographic costly
area
Does not require technical expertise Limited space- adverts are often brief and may
not provide detailed job description

COMPONENTS OF VARIOUS RECORDS IN HUMAN RESOURCE

Pay slip: involves earnings and deductions of an employee for a specific pay period

Components of a pay slip

1. Employee information;

-Employee name

-Employee ID

-Department

Job title

2. Company information:

-Company name

-company address

Contact information

5
3. Earnings details

-basic salary

-Overtime pay

-bonuses

-Commssions

-allowances

4, Deductions

T-axes

-Medical aid

-pensions

5, calculate net pay

Gross pay- total earnings before deductions

Total deductions- sum of all deductions

pay period (start and end date)

Letter of appointment

Components of letter of appointment

1. Header and date of company

-Company letter head

-Date

2. Recipient information

-full name

-address

3. Salutation

-greetings

4. Opening paragraph (introduction)

5. Position details

-job title

-start date

Department

6
Supervisor (indicate the person whom they will report to

6. Terms of employment

-probation period

-work hours

-Salary and benefits

-Employment type

7. Responsibilities

-duties

8. Conditions of employment

-policies and procedures

-confidentiality

Termination conditions

9. Acceptance and signature

-acceptance statement

-signature lines

10. Closing

-warm closing statement

-sign off

EMPLOYEE LEAVE RECORD- involves tracking and managing the leave taken by employees to ensure
accurate records for payroll, compliance

1. Types of leave

-Paid time off

-Sick leave

-vacation leave

-maternity/paternity leave

Bereavement leave

Unpaid leave

2. Create leave policy:

Number of days allocated for each type of leave

7
-procedures for requesting leave

-approval process

-any documentation required

3. Choose a recording method

-manual record

Digital record

4, set up a leave record template

Employ Employ departme Leav Reque End Days reaso statu Approv Approvi
ee ee nt e st date dat take n s al date ng
name ID type start e n authorit
date y

5. Track leave requests and approvals

-forms

- Software

6. Record leave taken- each time an employee takes leave

-log the details in the leave record template

-update the leave balance

-record the approval status

7. Regular updates and reviews

-regularly updates the leave records

-conduct quarterly or monthly reviews to ensure the records are accurate and upto date

8. Monitor leave balance

- prevent negative balances

-encourage employees to take leave

9. Compliance and reporting:

-ensure compliance with labour laws and company policies

10. Secure and confidentiality handling

8
Contract of employment: is a formal agreement between an employer and an employee

Main contents of a contract of employment

1. Parties involved: employer and employee and their addresses

2. Employee position

3. Start date

4. Probationary period: includes its duration and the terms under which the employee will be evaluated

5. Duration of contract

6. hours of work

7. Remuneration (salary or wage, commissions, overtime etc)

8. Benefits

9. Salary and wages

10. Employee responsilities

11. Notice period: the notice period on the termination of employment

12. Confidentiality: provision regarding the confidentiality of information both during and after
employment

13. Dispute resolution: processes for handling disciplinary actions

14. Signature

Employer and employee’s right and responsibilities in a contract of employment

Employer’s rights

-set work conditions (which includes work duties, work hours, and work place policies

-Direct and control work: (direct how employees work)

-Evaluate performance: (assess performance and give feedback)

-Manage employment (make decisions regarding hiring, promotions, transfers and terminations

-expect confidentiality (expect employees to maintain confidentiality regarding company information

-enforce compliance (see to it that standards set are followed

Employer’s responsibilities

-provide a safe working environment

-pay agreed wages

-respect employment rights

9
-offer training and development

-Prevent discrimination and harassment

-maintain accurate records

-provide clear communication

-ensure fair treatment

Employee’s rights

-fair compensation

-safe working conditions

-non discrimination

-rest period and leave

-privacy

-job security (protection against unfair dismissal

-Access to information (to access company information)

-freedom of association (right to join trade unions)

-grievance procedures (right to have complaints heard)

Employee’s responsibilities:

-perform duties

-adhere to company policies

-confidentiality (protect confidential info9rmation)

-health and safety compliance

-professional conduct

-use of company resources responsibly

-continuous improvement (seek opportunities for development)

-reporting and accountability-take responsibility of mistakes

-legal compliance (adhere to all laws)

Methods of separation

Retirement: employee leaves the workplace permanently usually upon reaching a certain age

Resignation: when employee voluntarily leaves work

10
Retrenchment: when an employee is is no longer needed and loses their job. It can be because of
introduction of machines in the business

Layoffs: when employees are dismissed due to economic reasons or organizational restructuring

Dismissal: when a worker is told to leave the job because their work or behavior is unsatisfactory

Identify ethical conduct in the work place

Ethical conduct: means the adherence to a set of principles and standards that guide behavior and
decision making

Ethical conduct in the workplace

-respect: treat other colleagues with dignity

-integrity: keeping promises and being honest in communication

-accountability: admit mistakes and learn from them

-fairness: ensuring equal treatment for all employees

-confidentiality: protecting sensitive information

-Compliance- adhering to laws, regulations and company policies

-professionalism (representing the organisation positively)

-transparency: providing clear and accurate information

Empathy: showing understanding and compassion

Benefits of upholding ethical conducts in the workplace

-builds trust and credibility:

-enhances reputation

-attracts and retains talent

-fosters a positive work environment

-minimizes legal risks and costs

-improves decision making

-strengthens relationships

11
Unethical behavior by the employers

-violation of labor laws (e.g. ignoring health and safety regulations

- Exploitation (overworking employees)

-deceptive promises (promises that are never delivered

-retaliation: punishing employees for reporting unethical activities

-invasion of privacy

-harassment

-favouritism

Consequencies of unethical behavior

-damage of reputation:

-litigations:

-Employee disgruntlement

IMPORTANCE OF TRAINING AND DEVELOPMENT IN THE WORKFORCE

-enhances employee skills and knowledge; they learn new skills which helps them keep up with new
technological advancement

-encourages innovation and adaptability: training leads to creative thinking and problem solving

-encourages employee motivation: employees who receive regular training and development feel
valued and satisfied

-training leads to quality goods being produced: as employees have the expertise to produce the goods

-enhances customer satisfaction: well-trained employees provide better customer service leading to
customer loyalty

Leads to effectiveness at the workplace: well-trained employees can perform their tasks more efficiently
leading to higher productivity

ON THE JOB TRAINING: this is training which takes place at the actual work environment. It can be done
through watching an experienced worker doing the work

ADVANTAGES DISADVANTAGES
It is cheap as employees are not sent away for Dependency on mentors: if mentors are
training, therefore reduces transportation costs unavailable or inadequately trained, trainees may
and accommodation costs not receive the support and guidance they need
Workers gain direct experience/develop skills Bad habits can be passed from the trainer to the
needed trainee
Gives opportunity to learn while doing Time consuming:on both trainee and mentor

12
 Customization:training can be tailored to meet
the specific needs of trainees
Immediate productivity:employees are working
while learning, they can contribute to the
organisation’s productivity

OFF THE JOB TRAINING: training activities whereby one is taken away from the workplace to gain skills,
outside the work environment , often at specilalised training institutions

ADVANTAGES DISADVANTAGES
Offers specialized skills which may not be Costs are high: travel , accommodation and fees
accessed in the work place
Dedicated learning environment: trainees focus Affects productivity as the take their time away
only on learning without any distractions from work
They have structured curriculum designed Lack of customization: external training programs
specifically to cover their learning objectives may not always be tailored to the specific needs
of the employees
Provide valuable networking opportunities with Some times employees struggle to integrate the
professionals from other industries knowledge and skills acquired during off th job
training into the day to day work

NEED FOR PERFORMANCE AGREEMENT PLAN

-To clarify expectations regarding employee’s performance which will set everything straight on all
expectations. Also helps in coming out with measures on how performance will be measured

-motivates employees: it can include incentives and rewards for meeting performance which will
motivate employees to perform at their best.

-enhances accountability helps employees to understand their responsibilities and are help accountable
for their performance

-aligning individual and organization’s goal: helps to ensure that individual employee goals are aligned
with the broader organizational objectives of the organization

IMPORTANCE OF EMPLOYEE PERFORMANCE APPRAISAL

-provides employees with clear feedback aboutb their job performance highlighting their strengths and
weaknesses

-motivation: recognizes and rewards good performance which boost employee morale

-it helps to identify development and training needs which will allow employee to grow

13
-communication and relationship building: helps build strong open communication between employees
and managers which leads to good relationships

-helps employees to self-assess their performance, promoting self-awareness and personal growth.

-ensures strategic alignment where employees align their performance with the goals and strategies of
the organisation

COACHING: it’s a personalized process designed to help employees to improve their performance,
achieve their goals and improve their quality of life. The coach provide support, guidance and feedback
to the client to facilitate his/her self-growth and self-discovery

INDUCTION: the process of introducing new employees to their roles, the organization,its culture,
policies and procedures.

APPRENTICESHIP: a form of vocational training where individuals, often referred to as apprentices, learn
a trade or profession through a combination of on-the-job training and classroom instruction

INTENSHIP: a temporary position within a company or organization where individuals typically students
or recent graduates gain practical work experience in a specific field or industry. They can vary in
duration, from weeks to several months.

RETRAINING: the process of updating or upgrading one’s skills, knowledge, or expertise in a particular
field or profession. It can be through formal education, vocational training, workshops or on line training
or on the job training.

MENTORSHIP: is where the mentor provides guidance, support and knowledge to the other, the mentee
in a professional set up

UNDERSTUDY: a person who learns another’s role in order to be able to act at short notice inn their
absence (it happens in the theater)

14
15