SKILL DEVELOPMENT ACTIVITIES ust AND BRIEFLY EXPLAIN THE SOURCES OF RECRUITMENT Recruitment is a process of searching for prospective employees and sti Re ie 7 stimulating them t jas Companies can adopt different methods of recruitment for Teceane aeieligyae Sources of Recruitment (Manpower Supply) : L. Promotion . Management Consultant 2. Departmental exam . Employment Agency 3. Transfer . Campus recruitment . News Paper Advertisement . Internal Advertisement . Walk in Interview 4. Retirement 5. Internal advertisement 6. Employee recommendation tise of filling job vacancies within an oyees or by utilising the skills and talents Internal recruitment is a common strategy foster employee’ loyalty, a Intemal sources of recruitment refer to the pra‘ individuals who are already part of the organisation. mee companies to recognise and reward their current employees, “de opportunities for career development and advancement, vie romoti i ive promotit isti Joyees. This method of ime 2 otion to existing employ’ 0 int saves lovee money and 10 foes not have to train the cruitment saves a lot of time, money, and efforts because the company 4 We is familiar with the 'g employee. Since the employee has already worked with the company, he ae _ “eWorking culture and working style. It is a method of encouraging Ce aeHUMAN RESOURCE MANAGEMENT 1128 | 2. Departmental Examination: This method is used by the government. People who are interested must send their application to the HR department and appear for the exam Successful candidates are given the higher level job. The method ensures proper selection and impartiality, ethod of recruitment. The idea is to select 3. Transfer: Many companies adopt transfer as a m and transfer them to branches where there talented personnel from other branches of the company, is shortage of people. 4, Retirement: Many companies call organisation. This is a temporary measure. pride to the retired when he is called back and help: and training cost. : 5, Internal Advertisement: In this method, vacancies in a particular branch are advertised on the notice board. People who are interested are asked to apply for the job. The method helps in obtaining people who are ready to shift to another branch of the same company, and it is also beneficial to people who want to shift to another branch. 6. Employee Recommendation: In this method, employees are asked to recommend people for jobs. Since the employee is aware of the working conditions inside the company, he will suggest people who can adjust to the situation. The company is benefitted because it will obtain. Advantages of Internal Recruitment 1. Internal methods are time-saving. 2. No separate induction programme is required. 3. The method increases loyalty and reduces labour turnover. 4, This method is less expensive. Disadvantages of Internal Recruitment 1. There is no opportunity to get new talent in this method, 2. The method involves selecting people from those available in the company. Thus, there is limited scope for selection, 3. There are chances of bias and partiality. 4. Chances of employce discontent are very high. External Methods/Sources of Recrultmont ternal sources of recruitment refer to the process of finding and attracting candidates to fill job vacancies from outside the organisation, When an organisation sceks talent externally, itis looking, beyond its current workforce to identify and hire candidates who may not already be employed by the company. nent Consultant: Management consultant helps the company by providing thet th managerial personnel. When the company is on the lookout for entry-level management trainees and middle level managers, they generally approach management consultan back personnel who have already retired from the The method is beneficial because it gives a sense of \s the organisation to reduce recruitment selection __ 2, Employment Ages cles: Companies may give a contract to employment agencies that search interview, and obtain the required number of people. The method can be used to obtain lower lev and middle level staff,r pps VELOEREN TAC HVITIES 3, Campus Recruitment: When compani , mpanies are in ot for campus peso Companies approach colleges of fresh graduates of new talent, they ; tation ut the company and the job, and a , Management, technical institutes, make pave applied are made to go through a series of selecti vite applications. Interested candidates who serewspaper Advertisement: This i ion tests and interviews before final selection. saaee Advertisements for the job are pe ea ee oldest and most popular methods of is also mentioned. Candidates are givi in leading newspapers, the details of the job, and : given a contact address where thei s sit and are asked to send their applications within a specified eee imal i cified time limit. Th s fpaximum reach and most preferred among all other methods of recruitment as 5. Internet Advertisement: With increasing i i ; - . E n ig importance to internet, companies and candidates have er internet as a medium of advertisement and search for jobs. There are aia job sit 7 i.com ‘and monster.com. Candidates can also post their profiles on these sites. This method is growing in popularity. _ 6. Walk-in Interview: Another method of recruitment which is gaining importance the walk- ininterview method. An advertisement about the location and time of walk-in interview is given in the newspaper. Candidates are required to directly appear forthe interview and have to bring a copy oftheir CV/resume with them. This method is very popular among BPO and call centres. " Advantages of External Recruitment 1, There is influx of new talent in the method. 2. The method encourages more and more competition. 3. There is lesser chance of partiality through this metho 4, If options like campus recruitment have been exercise graduates, thus increasing employment. 5. The organisation will have the benefit of ne' people are hired from extemal sources. be able to fulfil rese 6. The management will disadvantaged sections of the society. Disadvantages of External Recruitment 1. The method is costly because it involves rec! 2, ‘The method is time-consuming. 3, ‘The method reduces loyalty to the company. 4, Better motivation and increased morale associated to the organisation, ; sly curried out, chances of right 5, If recruitment and selection processes are Wt prope , SO at Fr didaten being rejected (false positive error) and wrons ‘spplicants being selected oct 129) id. d, we get a chance to employ fresh and new experiences if w skills, new talents, vation requirements in favour of the sruitment cost, selection, training cost. J with promoting own employees are lostHUMAN RESOURCE MANAGEMey, 2. PREPARATION OF JOB DESCRIPTIONS AND JOB SPECIFICATIONS FoR a Jog PROFILE Example Graduate Job Description Job Title: Graduate Project Manager Department: Client Services, Company: Startite tend Location: Bournemouth, South West England - Duration: Permanent (subject to satisfactory completion of the 6 month probation period) Hours per week: 37.5 (flexibility will be required to meet client deadlines) Salary: £19,000 per Main Purp: ofthe ‘To project manage the delivery of the New Systems technology to new and existing customers within defined timescales and to agreed quality standards. To undertake all aspects of project research, planning, delivery and evaluation. ‘To Nase effectively with the IT team and clients to Identify key milestones and ensure the effective flow of communication between the provider and client. To provide regular internal monitoring and evaluation reports and to adjust plans accordingly. To monitor and menage expenditure within agreed budgets. To Identify and ensure key quality standards. To write and present regular updates to client and senlor management. ‘To provide ongoing operational support to the project, Including proof reading reports and updating the websi Key contacts: Internal: Managing Director, IT Team, New Systems Support Staff External: Clients from SME's throughout the UK Challenge: The kay challenge Is to agree specific, measurable, achlevable, realistic and time bound objectives Internally and to communicate these to clients so that they have reniistic expectations that can and will be met within deadlines and budget projections. for: The New Systems budget; Effective Interdepartmental working: Cllent sausfaction Responsiby The Managing Director he post holder will be required to travel throughout the UK, with the pozsibility of occaslonal overnight stays. The post holder must, at all times, work with d re ’s Heatth c mes, work with due regard for STAR-LITE’s Heat Pontes sear Colley and must uphold STAR-LITEs Dignity, Diversity and Equattey The purpose of the Job Deseriy rhe puro: wacription Is to indicate the general tevel of responsibility Doi tha position. The dutlas may wary from tlene to tive without chengiog the general choracter of teval of respanulbility of tls pocorn, Components of Job Description ¢ Job Title ~The name of the open role. * Job Location — The location where the selected candidate will be working.a fit DEVELOPMENT ACTIVITIES . REL) Job Role — Refers to the scope of work defined by the company, Responsibilities and Duties — Refers t F (0 various job-1 ctivities has to perform and is accountable for. job-related activities that the candidate Salary — The monetary comy a T pensation the company is offering i i ee i an Ee fering to the candidate to do a Incentives — The commission and re i ic , munerat si ec ion the company offers the employees upon Allowances — The benefits and expenses that the company pays on behalf of the candidate. Job Specification A job specification States the attributes, skills, knowledge, educational qualification, and experience needed in a candidate to perform a particular job. ___ The manager drafts the job specification after preparing the job description. While drafting the job specification, the manager identifies the necessary abilities and attributes needed for accomplishing the task. Components of Job Specification Educational Background — The academic knowledge required, including school education, graduate, postgraduation, and other such qualifications. Skills — The particular skills that are required to accomplish the tasks. Experience — The employment details of past and present employers that includes company’s name, designation, salary, job profile, duration, etc. Job Specification Example’ ‘An example of a job specification for a graphic designer's role. Job Qualifications ‘Two to five years’ professional experience in a design agency, firm or similar role Bachelor’s degree in graphic design or related field Strong typography skills Fluent in Adobe Creative Suite Word processing and Office skills Advanced photo retouching skills Friendly personality and willingness to learn : Sample 1 Job Title HR Manager SI Reporting to Regional HR Manager Job The list of responsibilities are as follows: Responsibilities 1. To determine the employee requirement and work on the hiring process.HUMAN RESOURCE MANAGE ye 432 N To design and execute the training and developinerit Programmes, 3 To conduct the orientation programme for newly joined ey 4, To gather information regarding io of the e complete the process of performance appraisal, 5. To maintain healthy working conditions for the employees, .. To arrange career counselling and planning for the em 7. Conduct exit interviews. Mployees, mployees ang a iployees, Sample 2 Job Title HR Manager Reporting to Regional HR Manager Qualification MBA in Human Resources from reputed institute Experience 5-6 years of experience in HR Age Not more than 40 years Skill Set and 1. Should be able to successfully handle the entire hiring process. Knowledge 2. Knowledge about tools and soft 3. Excellent communication skills. 4. High computer skills, 3. BRIEFLY HIGHLIGHT THE USES OF TRAINING PROGRAMMES’ eee Training is the act of i ware used for performance appraisal, Employee Development: Trai ining programmes enhance the ski employees, helping them perfo ils and knowledge of 7m their jobs more effectively and efficiently. 2. Skill Acquisition: They enable individuals to acquire new skills or improve existing ones, Such as technical, soft, or leadership skills, 3. Onboarding: Training Programmes facilitate the Smooth integration of new employees into an organisation, ensuring they understand company culture, policies, and job responsibilities, 4. Compliance and Safety: They ensure employees adhere to legal regulations and safety Standards, reducing the risk of accidents and legal liabi es, 5. Professional Grow Faining supports career advances ing individuals for new roles, responsibilities, or cent cations, “Masami By preparing inv 6. Productivity Improvem, ent; management, problem-4o| ving, taining can boost Productivity by teaching time 4nd other ¢ ficiency related skills,opMENT ACTIVITISS : ice Enhancement: Emp| L33 mer Serv’ 7 ' ‘Mployces can learn ‘ r oeigh training, leading to higher customer salishiction, Provide better custome Service tion: Training hel ology Adoption: Tr 8 helps employees ad; & Fee proving organisational efficiency, MAP 10 New technologies, software, or Building: Team based training fosters col i . ; em am members. lnboration, communication, and cohesion ar = Change: Training aids jy i anisational i aids in managing cha thi 10 orn employees are prepared for transitions, pore il Organisati Buch as merger, Banisation, Testructur ae ae ictures, or new jes and Marketing: Training equips sales and marketi it u a sales techniques to increase revenue, ‘ting teams with product knowledge ersonal Development: Training programmes can ali le A as stress management, leadership, so focus on personal development, or emotional intelli pieeaaate oth personally and professionally. intelligence, benefitting individuals ‘reining programmes are versatile tools that contribute to individual and. organisational growth, pot and success. : (vevelt THE CRITERIA TO APPRAISE THE uy ae ‘An appraisal form is a document that managers and human resources staff use to evaluate the efformance of employees. The form often includes ratings and room for comments on performance. On an appraisal form, managers keep track of employees’ achievements and contributions during a specific period, They also indicate the employees’ areas of strength and weakness. Managers often use the performance appraisal form to guide them through an employee's performance review by highlighting specific items to discuss, When going through the appraisal form, both the employee and manager can work together to create goals for the employee. 1.A Rating Rubric: Think of the key objectives of an employee's role and separate them into ifferent categories. Then, rate how well they're meeting each objective. A common rating system isthe point rating scale, Detail what each rating means to help managers in different departments macmPloyees consistently, Here’s an example of what each number signifies inthis type of rating le; '=Poor (consistently fails to meet expectations) 25 Fair (frequently fails to meet expectations) 3=Good (usually meets expectations) a Very Good (frequently surpasses expectations) Excellent istently surpasses expectations) eee fill out a now appraisal form for each vate B : Most employers rn ; Pet mployee’s Achievements: T W appa or i ighli +5 greatest achievements ducing = wh Proje eee peace com leted or what they did well. “hat projects the employee successfully compHUMaIgpeseene meena con arene MeN 3, What the Employee can I on. For instance, an employee might Inte frequently, hurting their productivity. ts Since the Last Review: If the employee has alesidy had performan oc haven’t improved since your last meeting. Detail what action, av Gy reflecting on what worked for them, they can use this what areas the employee could improy, e Improve on: Think about 1 with the team or they might show . t not communicate well 4, Improveme review, note the things they hav they took to meet their previous go: insight for their new goals. 5, The Employee's Professional Go! this next review period. Choose SMART (Specific, goals so that the employee is more likely to accomplish this goal in a set time frame. 6. Comments from the Employee: The emplo; i ments ee: yee comments section lets employees explai themselves in writing. Here, they can include why their work isn’t meeting company uae they could express what they enjoy about their position. al als: Help the employee create new professional goals for Measurable, Attainable, Relevant, Time-bound)opweNt (ACTIVITIES 1351 e e Performance Appraisal plove Bi IB Miembar . ener oo Manager tame wnt avin, A-toneesutaticoey S-Satotecory B-batwAverage U-Urematectory 0-0 poser reunion HBS men ead faving facets 0f COMMRDY Rating wie (Rag ravernsonirg SHS RE aneneance Patt reer facing Overall Perf 2 tong «Outstanding «Aba Simafactory — Satefactory —DatowSathfaaory — Umatafaciory Howes: bysigning hii Farm, you indicate tha all infarmatian in the performance mppraisal has been read through tharnughly and undesttand. The employee’ signature dae not in any way indicate whether he/she mpracs or dimgree wh the content provided inihis appraisal, Employes Dae Supseviaor Ome Dee Mp Homan Resourens sree, ilvie tw ines dl orb Boaviewords SDISCUSSION OF ANY TWO EMPLOYEE ENGAGEMENT MODELS aintloee engagement is a fundamental concept in the effort to understand and describe, both isempneo 294 quantitatively, the nature of the relationship between an organisation and bag auees Employee engagement, also called work engagement or worker engagement, is a S tanagement concept. An “engaged employee” is one who is fully involved in, and i a about, his or her work, and thus will act in a way that furthers their organisation’s ithin the group and without the group. heHUMAN RESOUNGE MANAGEME = tare: ent ‘The different models of employee engagem a) Deloitte Model b) Zinger Model Deloitte Model Deloitte model was developed through expansive employee interviews. Their research The Deloitte m : ingful work, hands. “ilars of engagement: meaningfu hands-on identified five core elements as the central Sealy le growth, and trust in leadership. The management, a positive work Sane per element that together make up the 29 model outlines four key strategies tn Pevithin an organisation. Tying all of these determining factors behind employee engagement withit. © elements together is one guiding principle: a focus on simplicity. Deloitte’s elements of engagement are: wen ired for the correct position, given the tools 1. Meaningful Work: Employees need to be hired 0 : and say to do their best work as part of a supportive team, and know that their contributions matter. : 2. Hands-on Management: Teams thrive when given clear and achievable goals, plus regular coaching. Companies must invest in developing management to ensure that leaders have the right skills to keep their teams engaged. 3. Positive Work Environment: An inclusive and diverse workplace makes employces feel at home with flexibility and benefits that support their well-being, and work-life balance makes them feel valued. Growth Opportunity: High-performing employees need room to grow. Creating opportunities for career development and advancement within the organisation is essential to reducing turnover. > 5. Trust in Leadership: Organisations need a unifying mission that employees can feel proud to contribute to honesty, transparency, and strong leadershiip are essential to inspiring employees and encouraging engagement. Zinger Model An expert on engagement, David Zinger is a Canadian ba work is designed to fostering relationshi organisation. With an expe current researches with practi sed management consultant, whose : ips to increase the employee engagement in your nce of more than 25 years in this ficld, he is able to combine the i 7 ical approaches in order achieve substantial results, ased on his extensive and thorough i work agenesis and throug work on employee engagement, he has introduced & Coesein TMA ie jon various aspects of employee involvement, dedication, ant remnant Ie led Zinger Mode! on Employee Engagoment, The model provides “Manager must follow to achieve significant results.SKILL DEVELOPMENT ACTIVITIES The Zin Engagement tor eons : rr , Gad Lr 1. Achieve Results: Achieving the desired results, i.e., higher levels of employee engagement is the ultimate aim of the Zinger Model; however, the process is well supported by various other steps. The managers need to work on self as well as the employees of the company through well- crafted strategies, 2. Craft Strategies: Crafting appropriate strategies to achieve higher levels of employee engagement is the first and foremost task. It involves a lot of planning and considerations of employees as well as organisational requirements. Managers can seek help from professional management consultants in order to craft effective strategies. 3. Enliven Roles: Employees will love their work when it seems interesting to them. Managers should work on redefining their tasks and responsibilities in a manner that eliminates the element of boredom from their job to keep them interested in their work. 4, Excel at Work: Motivating employees to perform work certainly pays off. An organisation must have a system for recognising and rewarding employees for their efforts so that they remain stimulated to perform better and better. 5. Get Connected: Managers must remain connected to their subordinates so that they can share their problems and ask for advice to perform their tasks. Communication is the backbone of every managerial process. 6, Be Authentic: Being real and genuine is what is expected from a leader. Top management, HR people as well as immediate managers should show genuine concern towards the problems of employees, and make dedicated efforts to help them get tid of it, 7. Live Recognition: Recognising the efforts of employees in front of everyone not only boosts their moral but also encourages them to stay with the organisation and perform their best always.HUMAN RESOURCE MANAGEMENT 8, Fully Engage: The desired results can be achieved in the fastest possible way only jg employees are fully engaged. A comprehensive study about what actually engages or disengage, the employees must be conducted. Designing and implementing appropriate strategies is the next step. 9. Identify with Organisation: Employees stay in organisations for long years if they fee) connected to their organisation. Management should understand that they are their most important assets without which nothing can be achieved. 10. Serve Customers: Only engaged employees can serve their customers in the best possible manner. Maintain a tradition and culture to offer the best services to the customers. Makin employees aware of this tradition of the organisation from time to time can help a great deal. 11. Develop Personally: Organisations should not only focus on attaining their goal but also on the overall development of an employee, Employees who grow with the organisation are deeply connected to their workplace and always ready to walk that extra mile to achieve success for it. 12. Attain Happiness: Happy and satisfied employees are the most important assets of an organisation. The secret behind the success of highly productive businesses is their happy employees. David Zinger Model on employee engagement considers all-important aspects that could influence the involvement, engagement, and dedication of employees, woe