1. * * Chapter Eleven Human Resource Management: Finding and Keeping the Best Employees Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

3. Human Resource Management HUMAN RESOURCE MANAGEMENT is the process of determining human resource needs and then recruiting, selecting, developing, motivating, evaluating, compensating, and scheduling employees to achieve organizational goals.

4. HR Challenge  Shortages  Unskilled Workers  Undereducated Workers  Shift in Workforce Composition  Laws & Regulations  Single-Parent & Two- Income Families  Attitudes Toward Work  Continued Downsizing  Overseas Labor Pools  Customized Benefits  Employees With New Concerns  Decreased Loyalty

5. * * HUMAN RESOURCE PLANNING PROCESS Determining a Firm’s Human Resource Needs LG3 Preparing a human resource inventory of employees. Preparing a job analysis. Assessing future human resource demand. Assessing future labor supply. Establishing a strategic plan. 11-5

6. A JOB ANALYSIS is a study of what employees do who hold various jobs. The results of the job analysis are two written statements: (1) Job description; and, (2) Job specification. Determining HR Needs

7. JOB DESCRIPTION is a summary of the objectives of a job, the type of work to be done, the responsibilities and duties, the working condition, and the relationship of the job to other functions, e.g. manage staff of eight, schedule employee shifts, coordinate travel for all executives. JOB SPECIFICATIONS are a written summary of the minimal education and skills to do a particular job, e.g. two years experience, computer literacy. Results of a Job Analysis

8. No. of Vacancies: 01 In Citibank, we respond to the world as it lives and breathes. This is the place where the best succeed, where opportunities for advancement are open to all, where individual talent is valued and where the courage to always do what’s right is the hallmark of our success. So, we welcome the brightest minds to come to work with us, bringing tomorrow’s solutions to everyday life. Job Description / Responsibility: To build & manage the product sales portfolio of the Citi Bangladesh franchise Manages multiple deals ranging in complexity from moderate to complex Implements deals/ clients sales mandate with highest level of quality and professionalism within standard guidelines and timeframes, ensuring total client satisfaction Needs to be client sensitive and client service oriented, working as the primary interface to client, coordinating external/client project related activities Have the ability to translate client deliverables into detailed plans Effectively communicate with all parties (oral and written communications), and needs to be skilled at managing expectations internally and with the client Properly handle, review and lodge documents/agreements to satisfy audit requirements Ensures relevant backend maintenances are complete for each requirement Provides client support ensuring client expectations are managed and client is satisfied during the implementation phase as well as ensuring smooth production turnover and training Leverages customer feedback to facilitate process improvements Supports sales teams with presentations for large pitches A good understanding of ERP systems and payments files formats will be an added advantage. Job Nature: Full-time Educational Requirements: Bachelor’s degree in Business or IT from reputed university. Any Project Management certification like (PMI, Prince etc.) will be considered as an added advantage. Experience Requirements: Banking experience in Cash and Trade Business and electronic banking. Reporting Line: Head of Treasury & Trade Solutions Job Location: Bangladesh To apply, please clearly mark on the envelope the position you have applied for and send to Human Resources, Citibank, N. A., 8 Gulshan Avenue, Dhaka - 1212. Alternatively, you can e-mail your updated C.V. to recruitment.bd@citi.com. All applications should be submitted on or before November 17, 2014. Further communication will be made to the shortlisted candidates only.recruitment.bd@citi.com Citi is an equal opportunity employer.

9. * * RECRUITING EMPLOYEES Recruiting Employees from a Diverse Population LG4 Recruitment -- The set of activities for obtaining the right number of qualified people at the right time. Human resource managers use both internal and external sources to recruit employees. 11-9

10. * * EMPLOYEE SOURCES LG4 Recruiting Employees from a Diverse Population 11-10

11. * * SELECTION Selecting Employees Who Will be Productive LG5 Selection -- The process of gathering information and deciding who should be hired, under legal guidelines, to fit the needs of the organization and individuals. 11-11

12. * * SELECTION Process Selecting Employees Who Will be Productive LG5 Obtaining complete application forms Conducting initial and follow up interviews Giving employment tests Conducting background investigations Obtaining results from physical exams Establishing trial (probationary) periods 11-12

13. Temporary Workers CONTINGENT WORKERS are workers who do not have the expectation of regular, full-time employment. Contingent workers receive FEW BENEFITS and EARN LESS than permanent workers do. These include part-time workers, temporary workers, seasonal workers, interns.

14. * * TRAINING and DEVELOPING EMPLOYEES Training and Developing Employees for Optimum Performance LG6 Training and Development -- All attempts to improve productivity by increasing an employee’s ability to perform. Training focuses on short-term skills. Development focuses on long-term abilities. 11-14

15. * * MOST COMMONLY USED TRAINING and DEVELOPMENT ACTIVITIES Training and Developing Employees for Optimum Performance LG6 Orientation On-the-Job Training Apprenticeships Off-the-Job Training Online Training Vestibule Training Job Simulation 11-15

16. Boeing employees simulate a 787 maintenance training class. The classroom features an interactive virtual jet using 98 percent real 787 code. (Boeing) Inside a small Boeing classroom in Renton last week, Kevin Trau brought a virtual aircraft air conditioning cart up on a virtual tarmac beside a virtual 787 Dreamliner.787 Dreamliner “Just to connect this ground cart there are certain steps that must be followed,” Trau, 787 maintenance training instructor/developer, explained. A mechanic for, say, 787 launch customer All Nippon Airways could find the right connection point, move the virtual cart there, hook it up and turn it on. And there’s only one right way. “It’s as real-world as it can be,” Trau said.

17. * * DEVELOPING EFFECTIVE MANAGERS Management Development LG6 Management Development -- The process of training and educating employees to become good managers and tracking the progress of their skills over time. Management training includes:  On-the-job coaching  Understudy positions  Job rotation  Off-the-job courses and training 11-17

18. Performance Appraisal PERFORMANCE APPRAISAL is an evaluation in which the performance level of employees is measured against established standards to make decisions about promotions, compensation, additional training, or firing. Almost all workers undergo a performance appraisal annually at large corporations. The SIX STEPS OF PERFORMANCE APPRAISALS are…..

19. Performance Appraisal Steps 1.Establish Standards 2.Communicate Standards 3.Evaluate Performance 4.Discuss Results 5.Take Corrective Action 6.Use Results to Make Decisions

20. Major Uses of Performance Appraisals  Identify training needs  Use as a promotion tool  Recognize workers’ achievements  Evaluate hiring process  Judge effectiveness of orientation process  Use as a basis for terminating workers

21. * * COMPENSATION PROGRAMS Compensating Employees: Attracting and Keeping the Best LG8 A managed and competitive compensation program helps:  Attract the kinds of employees the business needs.  Build employee incentive to work efficiently and productively.  Keep valued employees from going to competitors or starting their own firm.  Maintain a competitive market position by keeping costs low due to high productivity from a satisfied workforce.  Provide employee financial security through wages and fringe benefits. 11-21

22. * * TYPES of PAY SYSTEMS Pay Systems LG8 Salary Hourly Wage/Day Work Piecework System Commission Plans Bonus Plans Profit Sharing Plans Gain-Sharing Plans Stock Options 11-22

23. Employee Retention FRINGE BENEFITS include sick-leave pay, vacation pay, pension plans, and health plans that represent additional compensation to employees beyond base wages. a.In recent years benefit programs grew faster than wages. b.Benefits account for about 30% OF PAYROLLS today. c.Many employees want more fringe benefits instead of more salary to avoid higher taxes. FRINGE BENEFITS can include everything from paid vacations to day care programs, company cars, and more.

24. Employee Retention  Compensation -Individual -Team  Fringe Benefits  Job-Sharing  Networking  Flextime -Core Time -Compressed Workweek  Home-Based & Mobile Work

25. Employee Retention Some companies offer CAFETERIA-STYLE FRINGE BENEFITS, fringe benefit plans that allow employees to choose the benefits they want up to a certain dollar amount.

26. A FLEXTIME PLAN is a work schedule that gives employees some freedom to choose when to work, as long as they work the number of required hours. 1.Most flextime plans include a period known as CORE TIME in which all employees are expected to be at their job stations. 2.Flextime plans are designed to allow employees to ADJUST TO THE DEMANDS OF THE TIMES, such as two-income families. Employee Retention

27. Employee Movement oPromotion an upward move in an organization to a position with more authority, responsibility, and pay. oReassignment usually a horizontal move within the organization but may include different locations and/or depts. oTermination permanent separation initiated by the company often due to employee performance failings. oRetirement voluntary withdraw of active employment usually initiated by the employee due to a qualifying event such as age. oResignation a voluntary separation by the employee.

28. That’s all for today!