HUMAN RESOURCE

MANAGEMENT

Chapter 3
 STUDY OBJECTIVES
• Explain the HR planning process
• Describe the recruitment process
• Compile a job advertisement
• Describe the selection and interviewing process
• Conduct a selection interview
• Explain the phases of the training process
• Implement a performance management system
• Identify the rating errors when evaluating
employee performance
 HR PROCESS

HR Recruit- Perfor-
Selection Training mance
planning ment
 HUMAN RESOURCE PLANNING
HR planning can be defined as the process of
systematically reviewing the current human
resource profile and planning proactive
actions to forecast future requirements in
terms of human resources and skills needed,
by taking cognisance of the external and
internal environments.
 HR PLANNING PROCESS
Review strategic Develop strate- Set HR
business plan gic HR plan objectives

Conduct HR Compile skills

Develop EE plans
forecasting profile

Develop HR Implement Monitoring &

action plans action plans evaluation
 RECRUITMENT
Recruitment is the process of attracting applicants
who may comply with the criteria of a position
to be filled in a company.

Purpose: To invite, in a relatively cost-effective

manner, a pool of job applicants who are
potentially qualified to do a particular job.
 RECRUITMENT

Internal External
recruitment recruitment

Advertising
 ADVERTISING
• Title should be clear and specific
• Layout should be attractive & interesting
• Location of the job should be indicated
• Any special demands - travelling
• Type of organisation
• Brief summary of the job / main functions
• Particular job requirements
 ADVERTISING
• No grammar, spelling or technical errors
• Contact information
• Realistic closing date
• Information on organisation culture
• No discriminatory language
• Other?
 SELECTION INTERVIEW
It is a discussion between an interviewer (or
interviewers) and interviewee(s) about a
particular position.

Individual Panel
 TYPES OF QUESTIONS
CLOSED OPEN-ENDED
QUESTIONS QUESTIONS

One specific answer: Comprehensive answer:

What do you think is the

Have you completed any
most important
safety courses?
challenge in the field of
engineering today?
INTERVIEW PROCESS
BEFORE:
Interview
Preparation

DURING:
Implementati
on

AFTER :
Follow-up
 PREPARATION - BEFORE
• Effective short listing completed - candidates
invited.
• Scheduling - enough time
• Review CV’s day before & morning - make
notes of key aspects
• Make arrangements - privacy
• Candidates are well informed
• Inform all affected personnel
 IMPLEMENTATION - DURING
• Welcome the candidate & introduction
• Start with easier questions first
• Be friendly and show interest
• Let interviewee do most of the talking
• Listen and make notes
• Pose questions - clear & unambiguous
• Do not interrupt interviewee
• Do not ask leading questions
• Give chance to interviewee to ask questions
• End on a positive note - thank
 IMPLEMENTATION - AFTER
• Assess the outcome of the interview
• Do a reference check
• Make a final selection decision
• Keep records
• Inform candidates
• Prepare a written offer of employment
 TRAINING IN CONTEXT
Development

Education HE Training
TRAINING LEGISLATION

NSB SGB

SAQA SDA

ETQA SETA
 Skills Development Act
• Appoint facilitator – company
• Training committee – all stakeholders
• Pay skills development levies – SARS
• Align skills development – company goals
• Skills audit – gap
• Workplace skill plan to address gap
• Liaise with SETA/s
 Skills Development Act
• Design and present OBE programmes
• Develop quality management system
• Submit plan and report - SETA
• Align training – unit standards
• Implement learner support mechanisms
• Learnerships
• Keep up with developments
TRAINING PROCESS

Design &
Needs analysis
development

Evaluation Presentation
 Training needs analysis
• Business and performance data
• Particular training need
• Trend and market analysis
• Analysing potential training needs
• Interviews
• Every worker’s input
• Focus groups
• discussion
• Questionnaires
• Analyse training needs
Training design and development
• Training objectives
• Ask questions - wwwwh
• Course development
• Content – manual develop
• Training techniques
• Fit for purpose
• Training plan
• Comprehensive outlay of plan
 Training presentation

• Learning environment

• Presentation / facilitation
 TRAINING PRESENTATION
• Prepare the content
• Forceful introduction - interesting
• Positive attitude & enthusiasm
• Training aids
• Vary tone of your voice
• Practical examples
• Needs of people - questions
• Eye contact
• Facilitate, not criticise
• Ask questions
• Conclude
 LEVELS OF EVALUATION
• Reaction – feelings and perception
• Learning – knowledge and skills
• Behaviour – change for better
• Results - impact

(Donald Kirkpatrick)
PERFORMANCE MANAGEMENT
“A continuous process, supported by an effective
and streamlined system, which is in the first place
developmentally focused and implemented as a
management accountability. It is manifested in
both formal and informal interactions between
manager and subordinate, and it is the basis of a
line management-HR management interface,
serving as the basis for other HR management
decisions.”
Doug Watt
 OBJECTIVES OF PM
• Create a supportive environment - culture
• Establish standards & criteria
• Ensure implementation of plans & strategies
• Provide feedback to employees
• Promote development of people
• Improve career development
• Improve communication & relationships
• Establish a framework - pay & performance
PROCESS OF PERFORMANCE
MANAGEMENT

Follow-
Planning Support Evaluation Discussion
up
 PERFORMANCE PLAN
1. Purpose of the job

2. Critical performance areas (CPA)

3. Tasks

4.Performance standards [see p 54]

 PERFORMANCE SUPPORT
• Provide the necessary resources
• Be available - guidance, support, coaching
• Regular meetings & discussions
• Continuous feedback on performance
• Opportunities - job enrichment & challenge
• Give authority to employees - decisions
• Make notes - successes & problems
• Encourage innovative thinking & creativity
• Training & development opportunities
• Reward performance - recognition
• Take corrective action - deviations from performance standards
 PERFORMANCE REVIEW
• Bias, prejudice & • Central tendency
stereotyping • Errors of logic
• Trait assessment • Similarity
• Halo effect • Contrast
• Leniency • Political
• Strictness considerations
PERFORMANCE DISCUSSION
1. State the purpose of the discussion
2. Get the employee talking
3. Focus on specific issues
4. Give feedback on performance
5. Set mutual specific goals
6. Close the discussion
 Follow-up
• Review performance
• Achieving goals
• Decide together
• Support needed
• Training
• Development opportunities
 Process Planning is important…

...but execution is what ultimately matters…

 CONCLUSION
HR Management forms an integral part of
engineering management. By managing
human resources effectively, engineers will
be able to utilise, develop and manage
organisations’ human resources to
contribute to organisational goals and
objectives.