1. 1. Human Resources
2. 2. What do you think Human Resources Vs. Human Development
3. 3. What do you think Im the boss
4. 4. What do you think When you interview someone!
5. 5. What do you think HR member with other departments!
6. 6. What do you think
7. 7. What you actually are
8. 8. History of HR Management Industrial Revolution (1890)
9. 9. The Evolution of HR Personnel Human Resources Human Capital Talent management
10. 10. The Major Functions of HR HR Functions
11. 11. HR Role in 3 words Attract Develop Retain
12. 12. Recruitment
13. 13. Recruitment Process
14. 14. Recruitment 6 1 5 Advertising (AIDA) Website & Social Media Campus Booth Opening Head Hunt Outsourcing Referrals4 3 2 Sourcing RecruitmentChannels
15. 15. Recruitment Screening Applications | Resumes Testing Interviewing Candidates Checking References and Background SELECT Selection process
16. 16. 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.
17. 17. 2005 Prentice Hall Inc. All rights reserved. 421 The Nature of Job Analysis Job analysis The procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it. Job description A list of a jobs duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilitiesone product of a job analysis. Job specifications A list of a jobs human requirements, that is, the requisite education, skills, personality, and so onanother product of a job analysis.
18. 18. 2005 Prentice Hall Inc. All rights reserved. 422 Types of Information Collected Work activities Human behaviors Machines, tools, equipment, and work aids Performance standards Job context Human requirements
19. 19. 2005 Prentice Hall Inc. All rights reserved. 423 Uses of Job Analysis Information Recruitment and Selection Compensation Performance Appraisal Training Discovering Unassigned Duties
20. 20. Uses of Job Analysis Information
21. 21. Charting the Organization Organization chart A chart that shows the organization wide distribution of work, with titles of each position and interconnecting lines that show who reports to and communicates to whom. Process chart A work flow chart that shows the flow of inputs to and outputs from a particular job.
22. 22. Methods of Collecting Job Analysis Information: The Interview Information sources Individual employees Groups of employees Supervisors with knowledge of the job Advantages Quick, direct way to find overlooked information. Disadvantages Distorted information Interview formats Structured (Checklist) Unstructured
23. 23. Interview Guidelines The job analyst and supervisor should work together to identify the workers who know the job best. Quickly establish rapport with the interviewee. Follow a structured guide or checklist, one that lists open- ended questions and provides space for answers. Ask the worker to list his or her duties in order of importance and frequency of occurrence. After completing the interview, review and verify the data.
24. 24. Methods of Collecting Job Analysis Information: Questionnaires Information source Have employees fill out questionnaires to describe their job- related duties and responsibilities. Questionnaire formats Structured checklists Opened-ended questions Advantages Quick and efficient way to gather information from large numbers of employees Disadvantages Expense and time consumed in preparing and testing the questionnaire
25. 25. Methods of Collecting Job Analysis Information: Observation Information source Observing and noting the physical activities of employees as they go about their jobs. Advantages Provides first-hand information Reduces distortion of information Disadvantages Time consuming Difficulty in capturing entire job cycle Of little use if job involves a high level of mental activity.
26. 26. Methods of Collecting Job Analysis Information: Participant Diary/Logs Information source Workers keep a chronological diary/ log of what they do and the time spent in each activity. Advantages Produces a more complete picture of the job Employee participation Disadvantages Distortion of information Depends upon employees to accurately recall their activities
27. 27. Writing Job Descriptions A job description A written statement of what the worker actually does, how he or she does it, and what the jobs working conditions are. Sections of a typical job description Job identification Job summary Responsibilities and duties Authority of incumbent Standards of performance Working conditions Job specifications
28. 28. Writing Job Specifications Specifications for trained personnel Focus on traits like length of previous service, quality of relevant training, and previous job performance. Specifications for untrained personnel Focus on physical traits, personality, interests, or sensory skills that imply some potential for performing or for being trained to do the job.
29. 29. Writing Job Descriptions Step 1. Decide on a Plan Step 2. Develop an Organization Chart Step 3. Use a Job Analysis/Description Questionnaire Step 4. Obtain Lists of Job Duties from O*NET Step 5. Compile the Jobs Human Requirements from O*NET Step 6. Complete Your Job Description
30. 30. Interview
31. 31. Purpose of Interview Selection Interview (evaluate candidates & market your company) Appraisal Interview Exit Interview Interviews formats Structured Unstructured
32. 32. Types of Interview Types of Interviews One to one Interview Panel Interview Mass Interview Case study Interview On-Job Interview
33. 33. 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.
34. 34. Types of Competencies General Competencies (core) . Activity Technical Competencies (Functional) Committee Leadership Competencies ... Head of Committee
35. 35. Interviews Questions Situational interview Behavioral interview Job-related interview Types of Questions asked Stress interview
36. 36. 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
37. 37. How to detect Lies?
38. 38. 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
39. 39. 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.
40. 40. 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.
41. 41. 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. Do not help or motivate. Control the interview and handle different mentalities. Take care of your body language.
42. 42. 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 didnt mention during the interview. Thank him with smile and say nice to meet you.
43. 43. 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.
44. 44. Training & Development Training Coaching On job 10% 20% 70%
45. 45. The Importance of Training Business growth and increase in competition demand world-class workforce. Employer must invest in people, by upgrading and updating their skills at all level. 1- To adapt to the rapid change in Technology and business environment. 2- To improve the quality of services and products. 3- To boost productivity, reduction of mistakes and ensure standardization.
46. 46. The Importance of Training 4- to improve services and deal more effectively with customer and prospects. 5- to strength employees commitment and responsiveness. 6- to improve employees motivation by using their full potential and generation of ideas. 7- to reduce turnover and attract highly skilled candidate. Training 5
47. 47. Training & Development
48. 48. Analysis A 3 Levels Of Analysis: 1.Organizational TNA 2.Task TNA 3.Individual TNA
49. 49. 1.Organizational TNA
50. 50. It compares job requirements with employees KSA to identify areas requiring improvement. 2.Task TNA
51. 51. It focuses on individual employee performance to determine areas requiring training or development 3.Individual TNA
52. 52. Design D 1-Defining goals 2- Setting objectives 3- Defining the target audience 4- Selecting an instructional designer
53. 53. 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
54. 54. 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
55. 55. Evaluation E
56. 56. Why appraise performance 1. For providing information for promotion. 2. Reviewing employees behaviors. 3. Are you going to achieve your plans target. 4. Identify employee strength and weakness for career planning.
57. 57. SMART Goals
58. 58. Graphic rating scale method Alternation ranking method Paired comparison method Forced distribution method MBO Mixing the method
59. 59. Maslow Pyramid
60. 60. HR Needed Qualifications HR Qualificatio ns Technical skills Interperson al skills Networking & Branding Language skills Computer skills
61. 61. Director Manager Section Head Supervisor Specialist & Generalist Assistant
62. 62. Mahmoud Mokhtar Mahmoud Human Resources Training specialist at Maan I enjoy helping people to get their knowledge and upgrade their talents Find more about me Mobile: 0117300474 Email: mahmoudmokhtar@azhar.edu.eg