1. Human Resource Management and Planning A critical responsibility for leadership Part 1

2. Objectives To stress the importance of Human Resource (HR) Management and planning as a Leaders responsibility at all levels. Orientation and Induction To discuss job descriptions.

3. What is Human Resource Management (Planning)? Human Resource Management (Planning) is the process of systematically reviewing human resource requirements to ensure that an organisation has the right number of people with the right skills to meet their future goals.

4. Importance of HR Despite the invention of up-to-date machines most work is done by humans. Humans are delicate to handle. They are more delicate than machines. Have feelings and emotions. Workmates (employees) are also candidates for heaven. A divided workplace will not produce results. Employees must know the mission, goals, challenges and what to do in order to be productive.

5. Key Questions in HR Planning What is the task to be performed – Philosophy, Mission, goals and objectives? How many people will we need? What specific skills will be needed by employees - now and in the future (say 5Years from now)? How can employee performance (organisational productivity) be improved?

6. For an employee to perform satisfactorily, his or her skills, abilities and motives to perform the job must match the job’s requirements. A mismatch may lead to poor performance, absenteeism, turnover and other problems. Carrell et all.

7. How is this achieved? Team work Orientation/Induction Training (on or off the job) Appraisal and feed-back Working conditions

8. Job Orientation and Induction Induction (also sometimes referred to as orientation or socialisation) is the process of integrating the new employee into the organisation and acquainting him/her with the details and requirements of the job. Carrel et al. and Castetter

9. Objectives of induction Induction involves introducing new employees to: The goals mission and philosophy of the organisation Its policies Its procedures/preferred means Its values/required behaviour patterns and sense of belonging Co-workers/relationships Its activities/basic responsibilities The equipment to be used, where they are found/acquired and how to handle them

10. Who should be given Induction? New employees – even those with adequate training Transferred employees including those transferred within the same organisation All current employees – a re-induction program should take place periodically

11. Implementing the induction program Pre-employment preparation – it begins during recruitment and selection Pre-employment information together with letter of congratulation: –job offered, –starting salary, –salary progression, –grade of the job, –basic terms and conditions of employment, –location of the job, –probationary period, –conditional offer depending on, for example, medical reports) –Staff handbook

12. First day instructions (copy to supervisor): –Who to report to –Office number –Date and time of reporting –What to bring Welcome pack, including: Letter of welcome Organisational chart Details of rules and regulations

13. Work of the first day Briefing colleagues Preparation of the new employees office Will there be a need for training First day induction (should be short) On arrival the security should be aware and direct him/her to the right place

14. Paper work probably with HR manager or senior manager Initial discussion after paper work and introduction to department head covering mutual expectations Building relationships and mutual respect and introducing him/her to immediate supervisor Touring the organisation and introduction to fellow employees The “buddy” or “mentor” – a person of similar characteristics or background given to the new employees to informally assist him/her with details.

15. Training In order for the work to be done well it is necessary to get well trained employees and to continue training them. Training can be done on or of the job Performing organisations invest in the training of their employees for efficient and effective performance

16. Some Means of Training Refresher programs. Update information on new developments in work related issues, such as IT, HR, etc Short courses. Upgrading, fulltime or by correspondence/part time. Visiting for the purpose of learning from others. Reading and writing.

17. Job analysis is the process by which management/leadership systematically investigates the the tasks, duties, and responsibilities of the jobs within an organisation.

18. Job Analysis Includes Investigating: Level of decision making by the employees in the job Skills needed to do the job Autonomy of the job Mental effort required Machines operated Reports needed Working conditions of the job.

19. Management and Human Resource professionals frequently overhaul existing job descriptions to reflect new realities. Carrell et all

20. What are these new Realities? Organisational restructuring due to resizing of the organisation that calls for basic changes in “who does what, where and with what”. The need to motivate and reward employees based on what they know and do. The impact of technology particularly IT. Labour legislation pertaining to job equity.

21. Job Descriptions The end product of job analysis are job descriptions. There is no universal format for job descriptions but they generally contain: identifications – of the section or title of the job, the location, immediate supervisor, job status, and pay grade, brief job summaries – a one to three line description of the essence of the job, and Job duties and responsibilities, the actual tasks given by functional categories, for example, supervision, financial accountability, etc.

22. Uses of Job Descriptions Recruitment Interviewing Orientation and induction of new, transferred or promoted employees Training Job evaluation Wage compensation survey Performance Appraisal Outplacement

23. Job Descriptions and Job Specifications Job descriptions are not the same as job specifications. The later are minimum qualifications job applicants must possess before they can be considered for a job. They are grouped into three: Skills -observable capabilities, Knowledge – body of information in a particular subject required and Abilities – mental and physical activities required of an employee, (SKAs).