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Leo Lingham

Expertisehuman resourcemanagement, humanresource planning, strategicplanning in resource,management development,training, business coaching,management training,coaching, counseling,recruitment, selection,performance management.

Experience18 years of managerialworking exercise whichcovers business planning ,strategic planning, marketing,sales management, management service,organization development

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24 years of managementconsulting which includesbusiness planning, corporateplanning, strategic planning,business development,product management, humanresource management/development,training,business coaching, etc

OrganizationsPrincipal---BESTBUSICON PtyLtd

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MASTERS IN BUSINESSADMINSTRATION

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Human Resources/Human Resource Management

Expert: Leo Lingham - 6/27/2012

QuestionCASE STUDY : 1

A policy is a plan of action. It is a statement of intention committing the management to a general course ofaction. When the management drafts a policy statement to cover some features of its personnel programmes,the statement may often contain an expression of philosophy and principle as well. Although it is perfectlylegitimate for an organization to include its philosophy, principles and policy in one policy expression.

Q1) Why organizations adopt personnel policies explain the benefits?

Q2) What are the sources and content of personnel policies?

Q3) Explain few personnel policies?

Q4) Explain principles of personnel policies?

CASE STUDY : 2

Recruitment is understood as the process of searching for and obtaining applicants for jobs, from among whomthe rights people can be selected. Theoretically, recruitment process is said to end w ith the receipt ofapplications, in practice the activity extends to the screening of applications so as to eliminate those who are notqualified for the job.

Recruitment refers to the process of receipt of applications from job seekers. In reality, the term is used todescribe the entire process of employee hiring. These are recruitment boards for railways, banks and otherorganization.

Q1) Explain in detail the general purpose of recruitment?

Q2) Explain factors governing Recruitment?

Q3) Explain the Recruitment process w ith diagram?

Q4) Explain Recruitment planning?

CASE STUDY : 3

Navin AGM materials, is fuming and fretting. He bumped into Kiran, GM Materials, threw the resignation letter onhis table, shouted and walked out of the room sw iftly.

Navin has reason for his sudden outburst. He has been driven to the wall. Perhaps details of the story w ill tellthe reasons for Navin’s bile and why he put in his papers, barely four months after he took up his assignment.

The year was 2005 when Navin quit the prestigious Sail plant at Mumbai. As a manager material Navin enjoyedthe power. He could even place an order for materials worth Rs 25 lakh. He needed nobody’s prior approval.

Navin joined a pulp making plant located at Pune as AGM Materials. The plant is owned by a prestigious businesshouse in India. Obviously perks, designation and reputation of the conglomerate lured Navin away from thepublic sector.

When he joined the pulp making company, little did Navin realize that he needed prior approval to place an orderfor materials worth Rs 12 lakhs. He had presumed that he had the authority to place an order by himself worthhalf the amount of what he used to do at the mega steel maker. He placed the order material arrived, wererecived, accepted and used up in the plant.

Trouble started when the bill for Rs 12 lakh came from vendor. The accounts department w ithheld payment for

Leo LinghamPankaj BhargavaBrian PhillipsShirley McAllister, CPP,PHRJim DromskyUmesh ChaudharyRaghavLakshmi MurthyMark Eichinger

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the reason that the bill was not endorsed by Kiran. Kiran rused to sign the bill as his approval was not taken byNavin before placing the order.

Navin felt fumigated and cheated. A brief encounter w ith Kiran only aggrarated the problem. Navin was curtlytold that he should have known company rules before venturing. Navin decided to quit the company.

Q1) Does the company have an orientation programme?

Q2) If yes how effective is it?

Q3) How is formal Orientation programme conducted?

Q4) If you were Navin what would have you done?

CASE STUDY : 4

Bitter it may taste, shrill it may sound, and sleepless nights it may cause, but it is true. In a major shake upAirbus. The European aircraft manufacturers has thrown a big shock to its employees. Before coming to thedetails of the shock, a peep into the company’s resume.

Name AirbusCreated 1970President CEO : Vijay M.Employees 57000Turnover 26 Bn (Euro)Total Aircraft sold (Feb 2007) 7187Delivered 4598Headquarters Paris (France)Facilities 16Rival Boeing

Airbus announced on February 27, 2007 that it would shed 10,000 jobs across four European contries and sell sixof its unit. N the same day the helpless workers did what was expected of them – downed tools and stagedprotests. The protesting workers at Airbus’s factory at Meaulte, northern France, were seen picketing outside thefactory gate after holding up production a day earlier. To be fair to Airbus, its management entered talks w ithunions before the job loss and sale was formally announced. But the talks did not mollify the agitated workers.

Job sheating and hiring of units are a part of Power and restructuring plan unleashed by Airbus to save itself fromincreasing loss of its ground to the arch rival, Boeing Co.

Airbus Power & Strategy was first mooted in October 2006 but sparkled a split between France & Germany overthe distribution of job losses and the placement of future ones. Later the two countries agreed to share both joblosses and new technology.

The power and plan, if finalized, would mean a 3 per cent reduction to Airbus’s 55000 employee strength.

Q1) Why should Power and focus on shedding jobs to save on cost?

Q2) Are there no alternative strategies?

Q3) W ill the proposed shedding of jobs and scale of six units help airbus survive the intense competition fromBoeing?

Q4) Comment on the whole issue?

AnswerCASE STUDY : 1

A policy is a plan of action. It is a statement of intention committing the management to a general course ofaction. When the management drafts a policy statement to cover some features of its personnel programmes, thestatement may often contain an expression of philosophy and principle as well. Although it is perfectly legitimatefor an organization to include its philosophy, principles and policy in one policy expression.

Q1) Why organizations adopt personnel policies explain the benefits?Recruitment and Selection• Policies pertaining to the recruitment and selection process are the foundation of building any workforce. Youmust have a plan for creating applications, how to prequalify applicants, how applicants move up to become acandidate and other employment procedures. This set of policies also benefits current employees who referapplicants to your business.Training and Professional Development• Provisions for employee training and development are included in human resource policy documents because itinforms employees of the kind of professional development available to them. In addition, policies related totraining and development assistance in the formulation of employee development plans or performanceimprovement plans. Training and development policies serve as an outline of educational benefits available to

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current employees.

Handling Employee Concerns• Many companies have written procedures for handling employee complaints, whether they are internal,informal complaints or allegations made about the employer to enforcement agencies. The benefit of this policy isto document your company’s commitment to nondiscriminatory practices and how such complaints are resolved.These policies also benefit employees because they provide important information about workplacecommunication in the event an employee is unsure of who she contacts to discuss any concerns or problems.Workplace Safety• In a time when more than worker safety in the performance of her job is the primary issue addressed in safetypolicies, employers distribute policies that address matters such as workplace violence. These types of policiesare generally discussed in detail w ith employee groups; an emergency evacuation policy isn’t effective if you don’tdiscuss it until the emergency happens. Another benefit to having a human resources safety policy is adherenceto federal and state guidelines for workplace safety.Organizational Structure• An introduction to the human resources policy manual explains the organizational structure, what departmentsfulfill which expectations and company leadership. In the introductory section, many employers also explain thecompany philosophy as it is related to customer service, co-workers, leadership and business ethics. Ethicsstatements are extremely popular, especially in a world where social responsibility is observed by so much of thepopulation. This section of a human resources policy manual may also state the company's compliance w ithfederal, state and local anti-discrimination laws.Employment Rules• Employees are accustomed to learning specific workplace rules such as dress code, discipline procedures,parking, attendance and working hours, holidays, employee benefits and payroll dates. The human resourcespolicy on these issues is easy accessed by employees who have questions, or reviewed by new employees eagerto learn more about their new employer. The benefit is that you have a written commitment to employees aboutthe operation of the business.

==============================================

Q2) What are the sources and content of personnel policies?PERSONNEL POLICY

• Personnel policies constitute guide to action. They furnish the general standards or basis on which decisionsare reached.• A policy is man-made rule or predetermined course of action that is established to guide the performance ofwork towards the organization. It is a type of standing plan that serves to guide subordinates in the execution oftheir work------------- Edwin B. Flippo.• Policies include that body of understanding which makes the action of each member of group in a given set ofcircumstances more predictable to other members. --------Haynes and Massie.• Policies are general statement or understanding which guide or channel thinking in decision making ofsubordinates. ------Koontz and O’Donnell.• Personnel policies are statements of objectives for the guidance of management in its relations w ithemployees.

ORIGIN, DEVELOPMENT AND SOURCES OF PERSONNEL POLICIES

Policies stem from a w ide variety of places and people. They are not created in a vacuum but are based on a fewprincipal sources, which determine the content and meaning of policies. These are:• The past experience of the organization.• The prevailing practices.• The attitude, ideals and philosophy of the board of directors.• The knowledge and experience gained from handling personnel problems.• Employees’ suggestions and complaints.• Collective bargaining programme.• State and national legislations.• Changes in the country’s economy.• International forces.• Culture of the plant.• The extent of unionism.• The attitudes and social values of labour.• The goals of the organization.• The ethical points of view or the social responsibility.

OBJECTIVES OF PERSONNEL POLICY

• Attention on objectives of the organization.• Maximum individual development and satisfaction.• Maximum use of resources.• Offsetting uncertainty and change.• Good industrial relations.• Better control.• Morale.• Consistent treatment.• Continuity of practice.

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CHARACTERISTICS OF PERSONNEL POLICY

1. A personnel policy is formulated in the context of organizational objectives.2. A policy may be in written or it has to be interpreted from the behaviour of organizational membersparticularly people at top.3. A policy is formulated through the various steps in the decision making process.4. It provides guidelines.5. Policy formulation is a function of all managers, however top management has important role in policy making.6. Policy statement should be positive, clear and easily understood by everyone.7. It provides two-way communication.8. It should be balanced and maintain consistency.

PRINCIPLE OF PERSONNEL POLICY

� Principle of common interest� Principle of development� Principle of recognition of work� Principle of recognition of trade unions� Principle of participation� Principle of change

STEPS IN POLICY

� Initiating the needs� Fact – findings� Putting the policy in writing� Communicating the policy� Evaluating the policy.

CONTENTS OF PERSONEL POLICY

• Name of the company.• Procedure and techniques of recruitment and selection.• Organizational relationship---allocation of work authorities and responsibilities.• Working conditions.• Training and development--- full details regarding planning objectives and methods of training.• Procedure of handling the grievances.• Rules and regulations.• Joint consultation.• Line of authority.• Collective bargaining.• Industrial relations.• Health and safety.• Welfare.• Wages and salaries.

Q3) Explain few personnel policies?

MAIN POLICY STATEMENTS

1. Employment Policy----------to obtain suitable qualified and experienced personnel and to enable them toderive satisfaction from employment by offering them attractive wages, good working conditions, security andopportunities for promotions.2. Training policy-------to provide adequate training facilities to enable employees to learn to do their jobeffectively and to prepare themselves for promotions.3. Wage and salary policy-----to pay wages and salaries that compare favourably w ith those of other firmslocally w ithin a structure that has due regards for recognized differentials and individual ability.4. Industrial relation policy-----to operate adequate procedures for dealing w ith disputes and grievances quicklyand make every effort to improve relations between management and employees through the use of participative

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method.5. Welfare policy-----to safeguard the health and safety of all employees and to provide such welfare and socialactivities as are sincerely desired by employees and are mutually beneficial to them and company.

Q4) Explain principles of personnel policies?Principles of personnel policy

Management Management for us means assuming responsibility for our stakeholders and delegating at the right level. Weachieve both predefined and individual goals regardless of personal preferences and while maintaining equalopportunities, irrespective of origin, nationality, sex, sexual orientation, religion or age. Managers challenge andmotivate, in the same way as they themselves are challenged and motivated. Employment plan The employment plan is discussed annually by the Board of Directors as part of the budget meet-ing. In principle,we want to avoid any labour reserves. We cover peak times using interdepartmen-tal support, overtime ortemporary employees. Staff development We demand a high level of commitment and qualifications. We encourage the development of technical and socialskills through training and further education. Because we invest a lot in our employees, we strive to maintainlong-term employment relationships. We support young people by offering apprenticeships and/or internships. Social aspects We offer progressive working conditions and competitive employee benefits. We also provide as-sistance foremployees who use public transport and help w ith health insurance provisions. Smok-ing is only permitted indesignated areas. Salaries Our system ensures that our salaries are competitive, gender-neutral and meet requirements. The basic salary isthe main component of the salary. In addition there is a variable component which is dependent on the extent towhich individually agreed targets are achieved and on the operating performance of the company as a whole.More details are available in the Employment Regulations. Job structure We offer a practical infrastructure w ith modern, if not fashionable, working tools. Depending on the position, weare open to flexible working hours. Information, communication and behaviour Regarding information and communication, we practice the principle of reciprocity: actively com-municateinformation and actively obtain information. We behave in a respectful, loyal, open and honest manner, and actw ith integrity. We complete our tasks w ith dedication and to the best of our knowledge. Working environment We work in an environment of mutual trust. We hold joint events to build team spirit and mutual understanding.

@@@@@@@@@@@@@@@@@@CASE STUDY : 2

Recruitment is understood as the process of searching for and obtaining applicants for jobs, from among whomthe rights people can be selected. Theoretically, recruitment process is said to end w ith the receipt ofapplications, in practice the activity extends to the screening of applications so as to eliminate those who are notqualified for the job.

Recruitment refers to the process of receipt of applications from job seekers. In reality, the term is used todescribe the entire process of employee hiring. These are recruitment boards for railways, banks and otherorganization.

Q1) Explain in detail the general purpose of recruitment?recruitment provides a desirable number of candidates for an organization's open positions. Recruitment alsomanages the costs in time and money for hiring employees. Recruitment enables the organization to meet socialand legal obligations. By sourcing, developing and recruiting candidates, recruitment facilitates the organization'shiring process.

The recruitment process is one of the most fundamental value added HR Processes. The recruitment is especiallycritical for managers in the organization. The managers use the recruitment process intensively, and satisfactionwith Human Resources is mostly about the satisfaction w ith the recruitment process.The recruitment process is sensitive to the external and internal changes, and it can be used as the best indicatorfor the future HR trends. By careful analysis of HR Recruitment Measures, the HR Management team can predictthe trends in the job market simply.Main Recruitment Process GoalsThe recruitment process is designed to staff the organization w ith the new employees, and it uses many differentrecruitment sources to attract the right talent in the defined quality and w ithin a defined time.The recruitment process has several goals:• Find the best talents for the vacancies

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• Manage the recruitment sources• Manage the vacancies in the organization• Run the internal recruitment process• Building the strong HR Marketing platform• Co-operation w ith local and international universities• Provide feedback about the trends in the job marketMost recruitment goals are not visible to managers directly, and they use just sourcing of the job candidates asthe main outcome from the recruitment process. HR has to use the other outcomes from the recruitment processas it is the source of valuable information.Finding the best talents on the job marketThis is the most important goal of the recruitment process. The HR Recruiters are paid for delivering thecandidates to managers, who make the final decision about hiring a new employee.The organizations are fighting for the best talents in the job market. HR Recruiters have to develop thecompetitive approaches to make the attractive job offers. The candidates select the organization, which isrecognized for being modern and competitive. The job adverts and job offers have to reflect this.The managers love to hire the best employees available on the job market. They love to interview motivated jobcandidates. The role of HR is to describe the real need to the manager. Many times, the best job candidate is notthe appropriate job candidate.Recruitment Sources ManagementThe recruitment sources management is an extremely significant goal of the recruitment process. The recruitmentsources deliver the candidates for the selection procedure in the organization. The better the candidates are; thehigher quality job candidates can be hired. The proper management of the recruitment sources has a significantimpact on the competitive advantage of the organization.The better employees do not have to be more expensive, but the organization has to manage the recruitmentsources to attract the high quality job candidates.Building the Strong Internal Recruitment ProcessThe external recruitment is not the only goal of the recruitment process. Building the strong internal recruitmenthelps the organization to keep the best talents in the organization. The employees have a chance to apply for anew job position, and they can change their career path.The internal recruitment is a difficult HR topic as the managers have to allow their best employees to take a newrole w ithin the organization. The role of Human Resources is in allow ing the best employees to rotate and insupporting the managers in developing the successors.HR MarketingThe HR Marketing is essential for the large organization, which need to attract many job candidates. The largeorganization cannot hire just the experts; they have to attract many university graduates. The graduates doselect the employer by the strength of the brand name on the job market and offered opportunities in theorganization.The HR has to design the recruitment activities, which support the name of the employer on the job market. Theorganization has to build a positive brand name, and it has to promote the job opportunities and excellent careerpaths.

=========================

Q2) Explain factors governing Recruitment?

Factors Governing Recruitment:Given its key role and external visibility, recruitment isnaturally subject to influence of several factors. Theseinclude external andinternal forces.External Forces:Of particular importance is the supply and demand of specific skills in the labour market. If the demand for aparticular skill ishigh relative to the supply, an extraordinary recruiting effort may be needed.When theunemployment rate in a given area is high the companies’recruitment process may be simpler. The number ofunsolicited applicantsis usually greater, and the increased size of the labour pool provides betteropportunities forattracting qualified applicants. On the other hand, as theunemployment rates drops recruiting efforts must beincreased and newsources explored.Labour-market conditions in a local area are of primary importanceinrecruiting for most non-managerial, supervisory and middle-mgt. positions.However, so far as recruitment forexecutive and professional positions areconcerned conditions of all India market are important.Another externalfactor is political and legal considerations.Reservation of jobs for SCs, STs, minorities, and other backwardclasses(OBCs) is a political decision. The companies’ image also matters inattracting large number of job seekers.Blue-chip companies’ attract largenumber of applications. Often, it is not the money that is important. It istheperception of the job seekers about the company that matters in attractingqualified prospective employees.Internal Factors:There are certain internal forces which deserveconsideration while recruiting personnel. One such internal factoris the recruiting policy of the organization. Most organizations have a policy onrecruiting internally (from ownemployees) or externally (from outside theorganization).Generally, the policy is to prefer internal sourcing, as ownemployees know the company well and can recommend candidates who fitthe organizations culture. Anotherrelated policy is to have temporary and part-time employees. An organization hiring temporary and part-timeemployees is in a less advantageous position in attracting sufficient applications. MNCs operating in our countryprefer local citizens as they can understand local languages, customs and business practices well.

A major internal factor that can determine the success of therecruiting programme is whether or not the companyengages in HRP.Effective HRP greatly facilitates the recruiting efforts.Size is another internal factor having itsinfluence on the recruitmentprocess. An organization w ith one hundred thousand employee w ill findrecruiting lessproblematic than an organization w ith just one hundredemployees.Cost of recruiting is yet another internal factorthat has to beconsidered. Recruiting cost are calculated per new higher and fig. isconsiderable now-a-days.Recruiters must, therefore, operate w ithinbudgets. Careful HRP and forethought by recruiters canminimizerecruitment costs. One cost-saving measure, for instance, is recruiting formultiple job openings

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simultaneously. The best solution is to use proactivepersonnel practices to reduce employee turnovers, thus,minimizing theneed for recruiting. Evaluating the quality, quantity and cost of recruitmenthelps ensure that it isefficient and cost-effective.Finally, an organization registering growth and expansion w ill havemore recruiting onhand than the one which finds its fortunes declining.

Q3) Explain the Recruitment process w ith diagram?AN OVERVIEW OF THE PROCESS

-----------------------------------------------------------------------------------PROCESS ELEMENTS FOR ALL POSITIONS ---------------------------------------------!------------!----------------------STEP 1

PREPARING JOB ANALYSESPREPARING JOB DESC ----------------------------------------------------------------------------------STEP 2

PREPARING JOB SPECS -----------------------------------------------------------------------------------STEP 3

DECIDING TERMS AND CONDITIONS OF EMPLOYMENT[ MEETS ALL GOVERNMENT REGULATION ON EMPLOYMENT CONDITIONS]

------------------------------------------------------------------------------------STEP 4

ADVERTISING [COPY/MEDIA PLAN] except for senior positions [ head hunting][ MUST REFLECT TRUTH, NO FALSE INFORMATION, NO GENDER BIAS, NO DISCRIMINATION,NO AGE BAR, ETC]

---------------------------------------------------------------------------------------------------------------------------------------STEP 5

INTERNAL APPLICANT EXTERNAL APPLICANT except for tech [ outsourcing ]ONLINE APPLICANT and senior positions [ head hunting] --------------------------------------------------------------------------------------------------------------------------------------STEP 6

SIFTING APPLICATIONS -----------------------------------------------------------------------------------------------------------STEP 7

PERSONAL INTERVIEW-INDIVIDUAL PER TO PER -----------------------------------------------------------------------------------------------STEP 8

-PANEL INTERVIEW ------------------------------------------------------------------------------------------------------- STEP 9

-SELECTION BOARD only for senior positions-------------------------------------------------------------------------------------------------------STEP 10

TESTING [ BEHAVIORAL]-PSYCHOLOGICAL procedural element for all positions except senior position -PERSONALITY procedural element for all positions except senior position -ABILITY procedural element for all positions except senior position -APTITUDE procedural element for all positions except senior position -PSYCHOMETRIC procedural element for all positions ------------------------------------------------------------------------------------------------------------------------------------STEP 11

TESTING [ TECHNICAL ] only for tech. positions------------------------------------------------------------------------------------------------------------------------------------STEP 12

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ASSESSMENT CENTRE only for senior positions -POTENTIAL-----------------------------------------------------------------------------------------------------------------------------------STEP 13

OBTAINING REFERENCE procedural element for all positions----------------------------------------------------------------------------------------------------------------------------------STEP 14

CHECKING REFERENCE procedural element for all positions-------------------------------------------------------------------------------------------------STEP 15

MAKING DECISION procedural element for all positions [ NO DISCRIMINATION, NO COLOR BAR, NO SEX DISCRIMINATION,PURELY ON MERIT ]

------------------------------------------------------------------------------------------------STEP 16

OFFERING EMPLOYMENT procedural element for all positions-------------------------------------------------------------------------------------------------STEP 17

PREPARING EMPLOYMENT procedural element for all positions LETTER-----------------------------------------------------------------------------------------------------------------------------------STEP 18

-HR sends out letters to the unsuccessful candidates.---------------------------------------------------------------------------------------STEP 19

-HR CHECKS REFERENCES.

[ ABIDE BY LAW ]---------------------------------------------------------------------------------------STEP 20

-HR SENDS OUT OFFER LETTERS TO SUCCESSFUL CANDIDATES.-----------------------------------------------------------------------------------------STEP 21

-THE LINE MANAGERS / AGREE TO THE START DATEAND INDUCTION PROGRAMME.--------------------------------------------------------------------------------STEP 22

PERSONAL FILE CREATION

-HR CREATES ''PERSONAL FILE ''.---------------------------------------------------------------------------------STEP 23

HANDOVER TO HR / ADMINISTRATION-THE LINE MANAGER HANDS OVER THE RESPONSIBILITYFOR PAYROLL ADMIN AND INDUCTION TO HR.-----------------------------------------------------------------------------------STEP 24

-HR PREPARES WELCOME PACK / EMPLOYEE MANUAL.------------------------------------------------------------------------------------------STEP 25

ARCHIVING OF APPOINTMENT FILES.

-HR ARCHIVES SELECTED CANDIDATES FILE.

-HR DESTROYS UNSUCCESSFUL CANDIDATES FILESAFTER 6 MONTHS.

[ BY LAW, ALL OLD FILES MUST BE DESTROYED ]=================================================================================================================

Q4) Explain Recruitment planning?

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Recruitment is the process used by an organization to locate and attract job applicants in order to fill a position.An effective approach to recruitment can help a company successfully compete for limited human resources. Tomaximize competitive advantage, a company must choose the recruiting method that produces the best pool ofcandidates quickly and cost effectively. There are five steps to the process.STEP 1: IDENTIFY THE JOB OPENINGThis step would appear to be an easy one-just wait until an employee turns in a notice of resignation. Many jobopenings are, in fact, identified in this way. A major problem w ith this approach is that it may take the company along time to fill the opening. For instance, it usually takes six to eight weeks to notify and screen applicants, anda week or more to make a decision regarding a job offer. After the decision is made, the selected candidate mustgive notice (usually about two weeks) to his or her previous employer. Thus, the job in question is likely to remainvacant for months, even if the process runs smoothly.Ideally, organizations should attempt to identify job openings well in advance of an announced resignation. TheHRM department should plan for future openings in both the short and long term. The projection of futureopenings provides organizations w ith the time needed to plan and implement recruitment strategies so that theydo not fall prey to the "must-hire-by-last-week" syndrome. The HR plan should answer at least the follow ingquestions:• Are any newly budgeted positions opening soon?• Is a contract under negotiation that may result in the need for additional hires?• What is the amount of expected turnover in the next several months?STEP 2: DECIDE HOW TO FILL THE JOB OPENINGThe first question to ask after determining that an opening exists is "Do we need to find a new person to fill thevacant position?" Sometimes it is unnecessary to staff a vacant position because the firm can rely on otheralternatives. For instance, it may be more prudent to provide overtime opportunities to current workers tocomplete the needed work. Other alternatives include job elimination and job redesign (i.e., incorporating thetasks of the vacant position into currently existing positions). If the firm chooses to fill the vacancy, it mustaddress two issues: (1) whether to outsource, and (2) in the absence of outsourcing, whether to recruitcandidates internally or externally.STEP 3: IDENTIFY THE TARGET POPULATIONNow the organization must determine what types of individuals it is looking for to fill the vacant positions. Toaddress this question, an organization must define its target population. Two issues arise here: (1) specifyingworker requirements and (2) deciding whether to target a certain segment of the applicant population.An organization must identify specific requirements of the job: the duties, reporting relationships, salary range forhiring, and competencies required of a new worker (e.g., education, experience, knowledge, skills, and abilities).Ideally, much of this information w ill have been gathered during a job analysis and thus be contained in the jobdescription. If not, the recruiter should gather it from the hiring manager. An organization must also decide at thispoint whether to target all qualified applicants or to focus its recruitment efforts on certain segments of thequalified applicant population.When recruiting internally, the issue is this: Should the company post the job so that all qualified employees canbe considered? Or should the company select certain high-potential employees and groom them for the position?When recruiting externally, the company must decide whether to inform all potential applicants or target certaintypes. Companies may reap advantages when they target members of certain groups. Another strategy is totarget graduates of specific schools that have exceptionally strong programs in the functional areas of concern.Additionally, some companies target top-performing employees working for other companies. Recruitment of suchindividuals poses some unique problems, however; these individuals may be difficult to reach because they arenot actively seeking a new job. Moreover, the practice of pirating employees from other firms raises some seriousethical questions.STEP 4: NOTIFY THE TARGET POPULATIONOnce an applicant population has been targeted, the company must determine how to notify these individuals ofthe vacant position. A variety of recruitment methods may be used for communicating vacancies. A firm can benefitfrom both low-involvement and high-involvement strategies at this stage of the recruitment process. Low-involvement strategies are things such as corporate sponsorship or advertisements of the company's product orservice may influence applicants' positive perceptions of that firm and therefore increase applicant attraction, butdo not specifically identify a job opening. High-involvement recruitment strategies involve things such as detailedrecruitment advertisements or employee endorsements, which occur when potential applicants meet w ith currentemployees to hear more about their experiences w ith that company. Both low-involvement and high-involvementstrategies have a positive effect on the number of applicants who apply for jobs w ith an organization and on thequality of the applicants who apply.When choosing a specific way to notify the target population, different recruitment methods may be used. Somepopular options are internal job postings; newspaper, radio, and television advertisements; trade magazineadvertisements; Internet job sites; college campus interviews; and current employee referrals. The choice ofwhich to use depends on the number of positions to be filled, the cost of each recruitment method, thecharacteristics of the target audience, and economic conditions.The more positions to be filled, the more w idely the firm may choose to advertise, perhaps using a newspaper orradio advertisement. Costs differ for recruitment methods and a firm may be w illing to invest more in recruitmentwhen suitable applicants are difficult to find or when poor hiring decisions may be costly. The characteristics of thetarget audience influence recruitment method; for example, using an Internet posting would be fruitless if most ofthe applicant pool is unlikely to have access to a computer. Poor economic conditions, where unemployment ishigh, w ill result in higher numbers of job applicants and possibly a lower average level of quality of applicants. Inthis situation, to avoid spending an inordinate amount of time weeding through applications, firms mustdiscourage all but the best applicants from applying.STEP 5: MEET WITH THE CANDIDATESFinally, the most qualified candidates are brought in for interviews and other assessment procedures. Theseserve both selection and recruitment purposes. From a selection perspective, they give the firm a chance tofurther assess the candidates' qualifications. From a recruitment perspective, they provide the candidates w ith anopportunity to learn more about the employment opportunity.Candidates should be provided w ith information about the company and the job. Failure to provide a sufficientamount of information could be detrimental to the recruiting process. For example, it may be interpreted by the

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candidates as an attempt to evade discussion of unattractive job attributes, or it may be viewed as an indicationof the recruiter's disinterest in them. Without specific information, applicants might accept a job offer w ithoutknowing about aspects of it that might affect their long-term job satisfaction, or they may refuse an offer w ithoutknowing about some of the job's attractive attributes.

@@@@@@@@@@@@@@@@@@@@CASE STUDY : 3

Navin AGM materials, is fuming and fretting. He bumped into Kiran, GM Materials, threw the resignation letter onhis table, shouted and walked out of the room sw iftly.

Navin has reason for his sudden outburst. He has been driven to the wall. Perhaps details of the story w ill tell thereasons for Navin’s bile and why he put in his papers, barely four months after he took up his assignment.

The year was 2005 when Navin quit the prestigious Sail plant at Mumbai. As a manager material Navin enjoyedthe power. He could even place an order for materials worth Rs 25 lakh. He needed nobody’s prior approval.

Navin joined a pulp making plant located at Pune as AGM Materials. The plant is owned by a prestigious businesshouse in India. Obviously perks, designation and reputation of the conglomerate lured Navin away from the publicsector.

When he joined the pulp making company, little did Navin realize that he needed prior approval to place an orderfor materials worth Rs 12 lakhs. He had presumed that he had the authority to place an order by himself worthhalf the amount of what he used to do at the mega steel maker. He placed the order material arrived, wererecived, accepted and used up in the plant.

Trouble started when the bill for Rs 12 lakh came from vendor. The accounts department w ithheld payment forthe reason that the bill was not endorsed by Kiran. Kiran rused to sign the bill as his approval was not taken byNavin before placing the order.

Navin felt fumigated and cheated. A brief encounter w ith Kiran only aggrarated the problem. Navin was curtly toldthat he should have known company rules before venturing. Navin decided to quit the company.

Q1) Does the company have an orientation programme?

It does’nt look like the company has an orientation programme or it is inaffective.----------------------------------------

Q2) If yes how effective is it?

It is not as effective, as it should be.------------------------------------------

Q3) How is formal Orientation programme conducted?The orientation process has three stages:

1 A general orientation 2 A departmental orientation, and 3 A specific job orientation They are conducted by different parties. The General Orientation is usually managed by either the Training Department or the Human ResourcesDepartment, w ith the Departmental Orientation by the Department Head or first Assistant, while the specific JobOrientation can be carried out by an experienced and trained employee (trained on how to train). Theseguidelines are intended for people conducting the General Orientation: A general rule of thumb for having the audience interested in the general orientation is to 1 Make them feel at ease (open circle). 2 Make sure that they had enough time to read the employee manual ahead of orientation time.3 Spend a good portion of the introduction time towards self-introductions, spiced w ith open questions. 4 Get them to know who Management is: have a big chart in the orientation/training room which depicts howthe organisation is set up, w ith photos of the management team next to their title. 5 Get them acquainted w ith the operation: have another large chart in the room depicting the flow of work andcommunications regarding the organization; this flow should include customers, suppliers and all parties affectingthe organisation (I had just planned such a chart for the hotel where I dealt w ith Training and Development,wrote it out in text, had an artist depict it w ith cartoon characters on a big white chart, making it educational buthumorous - after all this was a hotel. Maybe in a technical company humour is not allowed. I explained it to theartist and we showed how each job position affected the final product since the customer's / guest's first contactw ith the operation and ending w ith the last contact. 6 Have them know and see departments in operation: based on this draw ing I conducted the orientation andexplained all functions of the hotel, promising a personal tour of all the departments we discussed, including backareas, where the Department Heads received us personally and gave further insight on their departments. 7 Allay their fears and doubts: cover subjects which are usually never mentioned in orientations, such as thedifficulties new employees or supervisors experience, about turnover figures, about how people assimilate better

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after hanging out three months, about how they can turn to you for any difficulties they experience, be itregarding their rejection by existing old-timers or other matters. Let them know they can always turn to you forconfidential advice (do not forget that any new person has fears and doubts regarding being accepted,succeeding or failing). 8 Encourage friendships among new employees: try to create a team spirit among the existing group ofnewcomers - by the end of the day or the two days you w ill have created a group of employees at different levelsand from different departments who w ill cooperate and enhance communications across the organisation. 9 Extend respect to them as human beings: have lunch w ith them as a group (I saw too many people whoconduct orientations go to a different lunch room and this is very insulting). 10 Enable first hand contact w ith upper management: have different Executives come to welcome the group andassure them of management's commitment to help them succeed. Introduce each of the newcomers, dwell ontheir position, career background and personal interests. 11 Assure them that the organisation welcomes their observations, comments, and critiques. 12 Last but not least, share company goals w ith them. Discuss it w ith them. Ask what their own personal andcareer goals are and try to (right there and then) mesh their own goals w ith the company goals. This strategy (action plan) has proven to be highly successful. It cuts down on turnover drastically, engenderstrust, cooperation and motivation.

Although these sessions should be welcoming, orientations for new employees should also be more than a feel-good gesture. They should also be more than an instructional session that provides essential human resources,benefits, and payroll information for new employees. The most effective orientations help new employeesunderstand what w ill be expected of them and prepare them for the organization's work culture.Orient the expectations of new employeesManaging expectations has long been a mantra of salespeople, account executives, and others whoseresponsibilities are focused primarily outside the organization. Expectation management falls on human resourcesmanagers as well. Managing expectations can start as early as during new-employee orientations.In new-employee orientations, the HR manager is essentially bringing new employees' expectations in line w iththe organization's expectations. Accurately aligning these sets of expectations in the first weeks of employmenthelps employees become productive more quickly and ensures that they enjoy greater job satisfactionthroughout their tenures. Some studies suggest that well-executed new-employee orientations can also:1 Lengthen the time that employees stay w ith a company. 2 Enhance staff cooperation and communication. 3 Improve client-customer relations because staff members have better work attitudes. Communicate the organization's big pictureWhere is your organization going? Even if your company has not made a formal strategic planning document, ithas communicated some important long-term goals. Too often, however, these goals aren't shared w ith newemployees whose efforts help determine whether the organization's goals are met. Therefore, it should come asno surprise that employees, even entire departments, sometimes operate under disparate assumptions aboutthe company's priorities and objectives.All new employees, from entry-level staff members to senior executives, should view themselves as members ofan organization-w ide team working toward a defined and united goal. Certainly new employees need tounderstand their specific roles, but first they need to understand the big-picture objectives of the organization,including objectives such as:1 Is the organization striving to be an industry innovator? 2 Is the organization working to develop an international presence? Whatever the objectives, new employees should be given a brief introduction to your organization's goals. If youcan, provide a copy of your annual report or a company brochure that explains your organization's goals. W ith abigger-picture perspective, employees are better equipped to understand their specific role as it relates to long-term objectives.Describe the unspoken company cultureCompany culture can't be fully captured in job descriptions or employee manuals, because culture is both explicitand unspoken. Most employees determine what behaviors are acceptable as the organization evolves. However,an effective orientation can help new employees transition more easily into the unique culture of yourorganization.Even in highly conventional corporate cultures, it's preferable to share the unspoken aspects of company cultureto ensure that all new employees understand their work environments. Don't make the mistake of assuming thatcultural nuances are obvious or that new employees w ill raise questions if they're unsure about what to wear orwhen to arrive at work.Some unspoken aspects of company culture to share are:1 Dress code What's the norm for the dress code? 2 Internal communication Is vertical communication encouraged or frowned upon? 3 Phone etiquette Do employees routinely forward their phone calls to voice mail? 4 Parking Are there any unspoken rules about where employees can park? 5 Lunch Do most employees eat in or out? Are there good places to eat nearby? 6 Work hours Are work hours fixed or flexible? 7 Extracurricular activities Are there groups of employees that get together outside work? 8 Attitudes Are work teams more cooperative or more competitive? Share the routine detailsAs a seasoned HR professional, you probably already use a comprehensive checklist to ensure that newemployees receive and complete all required documentation, from W-4 forms to insurance forms to e-mail accountrequests. Unfortunately, the sheer volume of this paperwork can eclipse the routine information that newemployees need on their very first day.To help new employees get started, be sure that they know:1 The layout of your office or campus A tour is preferable, but at the very least provide a user-friendly map.

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2 The location of the restrooms Inform them of the locations of restrooms near their work areas. 3 Names and contact information of two coworkers Give them the contact information of two coworkers in theirdepartment, besides their immediate supervisor or hiring manager. Outline the employee's specific roleThe best way for new employees to become productive quickly is by immersing themselves in their new positions.Immerse new employees in their jobs For positions w ith formal training, immersion is easy. New employees simplypass from orientation to training, often in the same day. For positions w ithout formal training, role immersion canbe more difficult.Too often, supervisors and managers aren't available when new employees start, so employees are left w ith littlemore to do than read the company handbook during their first few days on the job. This can be confusing,especially for new employees who are expecting a challenging, fast-paced environment.Introduce new employees to their jobs The best employee orientations conclude w ith introductions to eachemployee's specific job role. If several employees in a single role have been hired at one time, this introductioncan occur in a group setting. Otherw ise, new employees should receive one-on-one introductions from theirmanagers or team leaders as part of their orientation.Orient employees for successStarting a new job always involves a learning curve, but effective orientations can help new employees make thetransition by equipping them with:1 An understanding of company goals. 2 An appreciation for the company's unique culture. 3 Routine information to get started. 4 An introduction to their role w ithin the organization. Employees who are well oriented to the company and to their jobs are ready to begin making a significantcontribution.

##########################################Q4) If you were Navin what would have you done?

1.DISCUSS THE PROS/CONS OF THE CURRENT SYSTEM AND THE NEED FOR REVISION FOR THE SAKE OF OPERATION EFFICIENY.####################CASE STUDY : 4

Bitter it may taste, shrill it may sound, and sleepless nights it may cause, but it is true. In a major shake upAirbus. The European aircraft manufacturers has thrown a big shock to its employees. Before coming to thedetails of the shock, a peep into the company’s resume.

Name AirbusCreated 1970President CEO : Vijay M.Employees 57000Turnover 26 Bn (Euro)Total Aircraft sold (Feb 2007) 7187Delivered 4598Headquarters Paris (France)Facilities 16Rival Boeing

Airbus announced on February 27, 2007 that it would shed 10,000 jobs across four European contries and sell sixof its unit. N the same day the helpless workers did what was expected of them – downed tools and stagedprotests. The protesting workers at Airbus’s factory at Meaulte, northern France, were seen picketing outside thefactory gate after holding up production a day earlier. To be fair to Airbus, its management entered talks w ithunions before the job loss and sale was formally announced. But the talks did not mollify the agitated workers.

Job sheating and hiring of units are a part of Power and restructuring plan unleashed by Airbus to save itself fromincreasing loss of its ground to the arch rival, Boeing Co.

Airbus Power & Strategy was first mooted in October 2006 but sparkled a split between France & Germany overthe distribution of job losses and the placement of future ones. Later the two countries agreed to share both joblosses and new technology.

The power and plan, if finalized, would mean a 3 per cent reduction to Airbus’s 55000 employee strength.

Q1) Why should Power and focus on shedding jobs to save on cost?

It is a mean to save the company and carry on the good work.------------------------------------- Q2) Are there no alternative strategies?THRER ARE ALTERNATIVES BUT THE FUNDING IS THE MAJOR CONSTRAINT.---------------------------------------Q3) W ill the proposed shedding of jobs and scale of six units help airbus survive the intense competition fromBoeing?YES, THIS IS THE EXACT SITUATION.-----------------------------------Q4) Comment on the whole issue?

THES WHOLE ISSUE COULD HAVE BEEN AVOIDED, IF THERE WAS AN EFFECTIVE STRATEGIC PLANNING.

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