HUMAN RESOURCES
DEFINITION:
Personnel Function OR Human Resource Management O R Human Capital Management include s all
the activities and decisi ons that are intended to improve the effectiveness of the human
resources (employees) and of the e nterprise as a wh ole.
IMPORTANCE & A IM:
Bridge the gap betwee n management goals and the needs of the w orkforce. The task of th e
personnel f uncti on is to manage human resources in order to maximize their potential, thereby
enabling the business to achieve its missi on. In order to do this, the following should be the focus
of the HR function:
ª Inte rpre tati on of employe r/employee needs
ª Coordi nati on of management and staff require ments
ª Impleme ntati on of the personnel manageme nt activities: (summary of chapter)
© Manpower planning
© Recruitme nt
© Selection
© Employme nt contracts
© Placement
© Remuneration and staff benefits
© Inducti on
© Trai ning and skills development
© Evaluati on, Rete ntion, Succession planning
HUMAN RESOURCE ACTIV ITIES:
MANPOWER / HUMAN RESOURCE PLANNING:
Manpower planning is an ongoing task, even if there are no current vac ancies, HR always ne eds
to have a Plan B in c ase of emergencies e. g. death, sudde n resignati on in ke y areas, rapi d
growth in the company.
The purpose of manpower planning is to dete rmine:
ª How many employees the business nee ds (Workload analysis),
ª What skills these employees must h ave (Job analysis),
ª When these employees will be neede d.
Work -Load Analysis
A work load analysis is done in order to dete rmine how many people are require d in terms of the
work that must be done
Job Analysis
System atic method of obtai ning all relevant i nfo about the tasks related to a specific job e .g.
What skills m ust an employee have to pe rform the req uirements of a specific job?
The job analysis require s that:
ª Ide ntify the job c omplete ly and accurate ly (B road descri ption)
ª All the tasks in the job must be c omplete ly and acc urately describe d e.g. A shift manager
at Wimpy must to this and this … de tail.
SASHTI NOTES 1
, ª The demands the job makes on the worker must be analyze d
*This i nformati on can be gathered by inte rviewing the w orker/superi or, observing the work er,
questionnaires.
Job
Analysis
Job Description:
Job Specification:
About the job.
About the worker.
A summary of the info collected through the
Specifies the minimum ability the worker must
Job Analysis that shows the duties,
have, experience, education, physical
responsibilities and level of authority of the
worker. What has to be done, How it is to be requirements, skills required by the job.
done, Why, When, Where. Forms the basis of the recruitment activity.
Manni ng Table
The results of the previous steps will enable the HR manage r to construct a Manni ng table
reflecting the number of people required and the skills the y must have. A manning table is always
part of a Workplace Skills Analysis.
Determining Employee Requireme nts – Recruitment Plan
The recruiting plan will be base d on the difference betwee n employees neede d and c urrent
employees.
RECRUITING:
Recruiti ng now seeks to attract job applicants with the necessary skills and motivati on to c over
these shortage s.
Sources of new employees:
Within the business (Internal recruiti ng) – transfers, promotions, upgrade. Job posting on notice
boards, i nternal email, searching file s, rec ommendations etc. Internal promotions can have a
positive effect on morale, whereas external recruitment brings new ide as and f resh skills into the
busi ness.
Outside the busi ness (External recruiti ng) – head h unting, schools, c olle ges, unive rsities etc.
Adve rtising in newspape rs, trade journals, radio, notice boards, schools, Colle ges, universities,
other tertiary instituti ons, employment agenci es, social me dia.
SELECTIO N:
Selection inv olves screeni ng the applicants and choosing the most suitable candidate. Se lection is
aimed at excludi ng the applicants whose skills and expe rience do not match th ose laid down bin the
job specification. A good selecti on process will result in lower staff turnove r, lower produc tion
costs, less trai ning, more qualified and expe ri enced staff and higher productivity.
Selection Procedure
ª Receipt of application f orms and CVs – check all requi red forms and i nfo received
ª Initial scree ning – check applicants meet mini mum requireme nts
ª CV/ job application ev aluati on – selection panel and draw up a short list
SASHTI NOTES 2
DEFINITION:
Personnel Function OR Human Resource Management O R Human Capital Management include s all
the activities and decisi ons that are intended to improve the effectiveness of the human
resources (employees) and of the e nterprise as a wh ole.
IMPORTANCE & A IM:
Bridge the gap betwee n management goals and the needs of the w orkforce. The task of th e
personnel f uncti on is to manage human resources in order to maximize their potential, thereby
enabling the business to achieve its missi on. In order to do this, the following should be the focus
of the HR function:
ª Inte rpre tati on of employe r/employee needs
ª Coordi nati on of management and staff require ments
ª Impleme ntati on of the personnel manageme nt activities: (summary of chapter)
© Manpower planning
© Recruitme nt
© Selection
© Employme nt contracts
© Placement
© Remuneration and staff benefits
© Inducti on
© Trai ning and skills development
© Evaluati on, Rete ntion, Succession planning
HUMAN RESOURCE ACTIV ITIES:
MANPOWER / HUMAN RESOURCE PLANNING:
Manpower planning is an ongoing task, even if there are no current vac ancies, HR always ne eds
to have a Plan B in c ase of emergencies e. g. death, sudde n resignati on in ke y areas, rapi d
growth in the company.
The purpose of manpower planning is to dete rmine:
ª How many employees the business nee ds (Workload analysis),
ª What skills these employees must h ave (Job analysis),
ª When these employees will be neede d.
Work -Load Analysis
A work load analysis is done in order to dete rmine how many people are require d in terms of the
work that must be done
Job Analysis
System atic method of obtai ning all relevant i nfo about the tasks related to a specific job e .g.
What skills m ust an employee have to pe rform the req uirements of a specific job?
The job analysis require s that:
ª Ide ntify the job c omplete ly and accurate ly (B road descri ption)
ª All the tasks in the job must be c omplete ly and acc urately describe d e.g. A shift manager
at Wimpy must to this and this … de tail.
SASHTI NOTES 1
, ª The demands the job makes on the worker must be analyze d
*This i nformati on can be gathered by inte rviewing the w orker/superi or, observing the work er,
questionnaires.
Job
Analysis
Job Description:
Job Specification:
About the job.
About the worker.
A summary of the info collected through the
Specifies the minimum ability the worker must
Job Analysis that shows the duties,
have, experience, education, physical
responsibilities and level of authority of the
worker. What has to be done, How it is to be requirements, skills required by the job.
done, Why, When, Where. Forms the basis of the recruitment activity.
Manni ng Table
The results of the previous steps will enable the HR manage r to construct a Manni ng table
reflecting the number of people required and the skills the y must have. A manning table is always
part of a Workplace Skills Analysis.
Determining Employee Requireme nts – Recruitment Plan
The recruiting plan will be base d on the difference betwee n employees neede d and c urrent
employees.
RECRUITING:
Recruiti ng now seeks to attract job applicants with the necessary skills and motivati on to c over
these shortage s.
Sources of new employees:
Within the business (Internal recruiti ng) – transfers, promotions, upgrade. Job posting on notice
boards, i nternal email, searching file s, rec ommendations etc. Internal promotions can have a
positive effect on morale, whereas external recruitment brings new ide as and f resh skills into the
busi ness.
Outside the busi ness (External recruiti ng) – head h unting, schools, c olle ges, unive rsities etc.
Adve rtising in newspape rs, trade journals, radio, notice boards, schools, Colle ges, universities,
other tertiary instituti ons, employment agenci es, social me dia.
SELECTIO N:
Selection inv olves screeni ng the applicants and choosing the most suitable candidate. Se lection is
aimed at excludi ng the applicants whose skills and expe rience do not match th ose laid down bin the
job specification. A good selecti on process will result in lower staff turnove r, lower produc tion
costs, less trai ning, more qualified and expe ri enced staff and higher productivity.
Selection Procedure
ª Receipt of application f orms and CVs – check all requi red forms and i nfo received
ª Initial scree ning – check applicants meet mini mum requireme nts
ª CV/ job application ev aluati on – selection panel and draw up a short list
SASHTI NOTES 2
