HRM vs HRD HRM stands for human resources management, which refers to the art of managing all aspects

of the human work force at a company or organization. HRM aims at providing an optimal working environment for employees to fully and freely utilize their skills to their best to achieve the companys intended output. As human resources management usually applies to big companies and organizations, it has sub categories, among which is HRD, which stands for human resources development. This is a component of HRM that focuses on nurturing employees skills. Because the process of hiring new employees can be long, expensive and cumbersome, most companies employ the strategy of HRD to promote longevity of employees within the company because through this an employee is likely to progressively scale up the managerial ladder.

Human resources management of a company is often an independent department of its own composed of various sections including recruitment and retention, performance and appraisal management, HRD and compensation sections. But HRD does not only focus on development of skills but also focuses on the personal development of employees. Because peoples needs and expectations are ever growing and changing this section of HRM is specifically there to help employees cope with such and prepare them for future uncertainties. Generally speaking, professionals working within the HRM department must have excellent people skills although this is more so with those particularly working in the HRD section. The HRD section needs to have professionals with impeccable people management skills as they need to be able to realize talent within people from a cross section of backgrounds. The HRD section is concerned with identifying strengths and weaknesses among different employees and devising training means that aim at making those skills complement the other. HRD aims at developing a superior workforce so that the company and individual employees may achieve their work goals in the customers service. It can take on a formal approach as in a classroom or laboratory training in a case where it may apply. It may also take the informal route where an employee receives coaching or simple mentorship from his superior, usually a manager. Summary: 1. HRD is a sub section of HRM, i.e. HRD is a section with the department of HRM. 2.HRM deals with all aspects of the human resources function while HRD only deals

with the development part. 3.HRM is concerned with recruitment, rewards among others while HRD is concerned with employee skills development. 4.HRM functions are mostly formal while HRD functions can be informal like mentorships.

PARTICIPATIVE MANAGEMENT

Meaning of Participative Management .Employees participation in management means associating workers with the decision-making process. It is a type of mental & emotional involvement of workers in industrial management. In industrial democracy, the opinion & suggestions of workers are taken into account while framing policies particularly those, which are directly connected with them or affect them directly. . Participation in an emotional involvement of employees in the working of their company. It is a process of giving & sharing views, ideas & information in between the employer & employees through certain channels / mechanism. Features of Participative Management

1. Higher status to employees: In participative management, employees are given higher status with 2.
power of participate in the decision-making & running of their business enterprise. Provides psychological satisfaction to employees: Participation is an emotional involvement of employees in the working of their company. As a result, some management decisions are as per the expectations of employees. This gives psychological satisfaction to employees. They feel that they are given better status & treatment & not treated merely as wage earners. Special attention to view of employees: The views of employees are given special attention in regard to following matters: Social Matters: Hours of work, work rules, welfare facilities, safety, sanitation, health, etc. Personnel: Recruitment, promotions & transfers, settlement of grievances, work distribution, holidays, etc. Economic: Automation, lay-offs, production schedule, production methods, etc. Universally recognized concept: It is introduced in different countries in different forms. Participation is indirect: Employees participation in the management is indirect i.e. through the representatives of employees. E.g. Works comities, etc. Brings employees & management closure: It facilitates meaningful communication between management & employees, which ensures cordial industrial relations. Beneficial to both parties: The participative management will be beneficial to both parties only when companys management is professional or progressive. Revolutionary concept: It is a powerful tool, which can make industrial democracy a reality. Concept has limitations: Employees will not be allowed to participate in financial & other decisions of the management. It is restricted to those aspects of management where employees are directly involved.

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4. 5. 6. 7. 8. 9.

Objectives or Purposes of Participative Management: To create uniform approach of employer & workers. To establish cordial industrial relation.

 To raise industrial productivity. To workers in confidence. To introduce industrial democracy.

Needs of Participative Management:

1) Giving higher status & psychological satisfaction to workers: 2) Cordial labour-management relations: The participation of the workers in management can act as an
effective means for preventing industrial disputes.

3) Creating uniform approach of employer & workers: This avoids possible disputes. 4) Raising industrial production: As workers generally take interest in their work when they are given
due importance, respect & opportunity of self-expression.

5) Creating platform for direct negotiations: It is needed in order to create a platform for direct
negotiations & collective decisions.

6) Creating responsible approach among workers: To make workers more responsible, disciplined & 7) 8)
constructive in their approach in relation to the activities of the company. Encouraging communication between employer & workers: It enables management to understand the workers point of view at the time of decision-making. It removes suspicion among workers. Raising employees morale: For raising the morale of employees & in order to use their knowledge, skills & talents for the benefit of the company.

9) Introducing industrial democracy: Workers participation acts as a means for achieving the dream of industrial democracy. They are consulted as equal partners in the production process.

Methods of participative management

Participative management is possible by creating suitable agencies, forums or platforms through which effective communication between workers and management will be possible and joint decision will be arrived at the methods of Participative management are different alternative. Employees and workers can select any one of the method popular and also purposeful. This is the nature as the method selected is not important but the result oriented Participative is important. The method used is means while effective participation is the end. 1. Works committees: The industrial disputes act 1947 provided for the setting up of a work committees consisting of representative of management and employees in every undertaking employee 100 or more employees. The committees are for the removing the causes of friction between employers and the workers in the day to day working in factory level. This joint consultative committee meets frequently for discussion on common problem before workers and the company. After discussion, joint decisions are taken and such decisions are binding on both the parties. Matters like wage payment, bonus, training, discipline, welfare facility, working conditions etc. are discussed in such meetings. . 2. Joint management councils (JMCs): These council are similar to works committees with equal representation to employer and employees. Workers express their views, problems such as welfare facility; discipline, training, removal of workers, common grievances, holidays, rationalization, expansion programmes, etc. are discussed in the meetings of JMCs. Such joint consultative committees exist in UK and Sweden. In India, participative management is mainly through joint management councils.

JMCs are in addition to works committees which are statutory in nature. Unfortunately, the JMCs are not operation effectively in India due to limited interest and initiative in their functioning by managements and workers. They are not used for exchange of information, views, suggestions, etc. but for quarrels and heated exchanges 3. Co-partnership ( Participation through ownership) : In co-partnership, workers are converted into shareholders of the company (by offering equity shares to them) and are allowed to participate in the management like other shareholders. The company may give financial assistance to workers to purchase equity shares. They can elect their representatives on the Board of Directors. Workers are also allowed to attend meetings of the company and participate in the discussions. Voting rights are also given to employees. In this method, employees participate in the management as co-owners i.e. shareholders. This gives them an opportunity to participate in the decision making and policy framing of their company at the highest level. 4. Employee Directors: Here, two or three representatives of workers are taken on the Board of Directors of the company. The employee directors / workers directors are elected by workers and they express the views of workers in the meetings of the Board. Here, employee directors act as connecting link between workers and top level management. Such participation ensures cordial industrial relations. The representative of workers can put the views of workers before the directors and can also safeguard the interests of workers. As a result, the personnel policies will be fair and favourable to workers. Unfavourable decisions to workers will be avoided and better treatment will be ensured to them. 5. Suggestion Programme / Scheme: Under suggestion programme, workers are asked to give their suggestion to the management on various administrative and other matters such as machine utilization, waste management, energy conservation and safety measures. Their suggestions are considered by a joint committee representing workers, heads of departments and technical experts. The suggestions which are suitable are accepted.. In addition, rewards are also given to those who make constructive suggestions. For collecting suggestions, suggestion boxes are kept in all departments. .

6. Workers co-partnership / Auto Management: In this extreme form of labour participation, workers take over the industrial unit and manage it completely on co operative basis. Naturally, the entire management is by the workers themselves. This method is called Automanagement. One example in India under this category is that of Kamani Tubes Limited. This is the first example of participative management in the manufacturing sector in India. It is one significant constructive development in the field of trade unionism in India. 7. Quality Circle: Quality circle consist of a small number of employees who comes together on voluntary basis with one item on the agenda i.e. to improve quality or to raise productivity or to avoid wastages, etc. this form of participation is voluntary. As a practice, meetings are held once in the week lasting for about as hour. Member of quality circle is given free hand to solve problem related to the quality, if they fail they can request to management to depute an expert to sort out the problem. This circle highly proved to be highly successful because the problem is solved by member themselves through two way communication and brainstorming seriously and studies them effectively and promptly. The suggestion should be implemented, if found suitable. 8. Collective Bargaining: Collective bargaining is the process in which the representative of the employer and employees meet together to negotiate a contract government both the parties. It results into signing an agreement thereby restricting each party that it cannot take unilateral decision harming the interest of the other party. Collective bargaining is a better alternative to strike and industrial disputes. 9. Empowered Team: When the authority is delegated to the employees its called empowering. In this sense, employment takes place when employees enjoy power and they experience a sense of ownership and control over the jobs. Employees when empowered, understanding that the job belong to them. This happens to motivate them and they go out of the way to work. Employees become quality conscious and contribute to quality improvement in product and services. Information is shared at every level leading to improved performance.

10. Job enlargement and job evaluation: Job enlargement is the process of increasing the scope of the job by adding more tasks to it. As tasks are related, employees to get the opportunity to make grater use of their mental and physical skills. Job enrichment is designing a job in such a way that it provide the employee grater autonomy for planning and control his own performance. Job enrichment makes the jobs more interesting and challenging. The main objective of job enrichment and job enlargement is to force the worker from boredom which occurs because of excessive specialization. Both the job enrichment and job enlargement are considering method of participative management as they provide freedom to each employee to use his judgment. This freedom is course limited and restricted.

PRE-REQUISITES OF PARTICIPATIVE MANAGEMENT 1. Strong trade unions: 2. Favourable attitude of management: 3. Mutual trust and confidence: 4. Genuine urge for co-operation: 5. Peaceful atmosphere: 6. Clear understanding of objective: 7. Meaningful sharing of information: . 8. Participation of supervisory staff: . 9. Education and training of workers: 10. Voluntary character desirable: .

Importance of participative management: The importance of participative management is universally accepted and efforts are being made for introducing such participation through suitable agencies and methods. Participative management has wider socio-economic importance as it given various advantages to workers, employers and society at large. Such participation gives higher status to workers and enable them to think and express their view on the working of their company. Industrial peace and cordial industrial relation are also established through participative management. In addition, workers participation brings industrial democracy in reality. Participative management is important it satisfies the psychological needs of self expression of workers. Even the process of decision making is made democratic through the workers participation. It bring human element in industrial management. Participative management introduces a new set of volume for the workers and employers in which power is to be replaced by persuasion and compulsion by co-operation. Employee participation is useful for raising industrial production and productivity. It helps consumer in an indirect manner. The national economy also gets certain benefits when industrial peace and harmony exits over a long period. In brief, the concept of participative management is important because of economics, social and human values connected with it. The ILO has given morale support to employees participation and has advocated its adoption in all countries. Efforts are being made in all countries in this regards. In the countries of west, this experiment is reasonable

successful while in developing countries including India, the progress is not satisfactory even when consultative machinery exists in many countries.

A career is a sequence of positions/jobs held by a person during the course of his working life. MEANING OF CAREER PLANNING (WHAT IS CAREER PLANNING?):Career planning is one important aspect of human resource planning and development. Every individual who joins an organization desires to make a good career for himself within the organization. He joins the organization with a desire to have a bright career in terms of status, compensation payment and future promotions.. If the organizations want to get the best out of their employees, they must plan regularly the career development programmes in their organizations. In brief, career planning refers to the formal programmes that organizations implement to increase the effectiveness and efficiency of the human resources available. Career planning and development is the responsibility of the HR department NEED/PURPOSE/OBJECTIVES OF CAREER PLANNING:1) To map out careers of employees as per their ability and willingness and to train and develop them for higher positions. 2) To attract and retain the right type of persons in the organization. 3) To utilize available managerial talent within the organization fully. 4) To achieve higher productivity and organizational development. 5) To provide guidance and assistance to employees to develop their potentials to the highest level. 6) To improve employee morale and motivation by providing training and opportunities for promotion. SCOPE OF ORGANISATIONAL CAREER PLANNING:The following activities/areas are covered within the scope of organizational career planning: a) HUMAN RESOURCE FORECASTING AND PLANNING:Here, efforts will be made to identify the number of employees required in future. In addition, the selection procedure will be adjusted with the overall strategic goals of the organization. b) CAREER INFORMATION:Here, information relating to career opportunities will be supplied to employees. this motivates employees to grow and reach to higher position. c) CAREER COUNSELLING:Such counselling is next to supplying career information. Career counselling is possible by senior executives through periodic discussions with their subordinates. Such career guidance encourages subordinate employees to take interest in certain areas where suitable opportunities of career development are available. d) CAREER PATHING:Management now plans job sequences for transfers and promotions of their employees. This makes transfers and promotions systematically with advance information to employees. e) SKILL ASSESSMENT TRAINING:Training is essential for career planning and also for manpower development. Along with job analysis, organizational and job manpower requirement analysis should be undertaken by the management. This prepares proper background for the introduction of career planning programmes for employees. ADVANTAGES OF CAREER PLANNING:A properly designed system of career planning can provide the following benefits: i. Helps an employee to know the career opportunities available in an organization. ii. Encourages him to avail of the training and development facilities in the organization so as to improve his ability to handle new and higher assignments. iii. Involves a survey of employee abilities and attitudes. It becomes possible, therefore to group together people talking on a similar wavelength and place them under supervisors who are responsive to that wavelength. iv. Career planning anticipates the future vacancies that may arise due to retirement, resignation, death, etc. at managerial level. Therefore, it provides a fairly reliable guide for manpower forecasting. v. Career planning facilitates expansion and growth of the enterprise. DISADVANTAGES/LIMITATIONS OF CAREER PLANNING:The main problems in career planning are as follows:

i. ii. iii. iv. v.

Career planning can become a reality when opportunities for vertical ability are available. Therefore, it is not suitable for a very small organization. In a developing country like India, environmental factors such as government policy, public sector development, growth of backward areas, etc. influence business and industry. Therefore, career plans for a period exceeding a decade may not be effective. Career planning is not an effective technique for a large number of employees who work on the shop floor, particularly for illiterate and unskilled workers. In family business houses in India, members of the family expect to progress faster in their career than their professional colleagues. This upset the career planning process. Systematically career planning becomes difficult due to favouritism and nepotism in promotions, political intervention in appointments and reservations of seats for scheduled castes/tribes and backward classes.

HOW TO INTRODUCE CAREER PLANNING PROGRAMME? (PROCESS OF CAREER PLANNING):. DETAILS OF THE STEP IN CAREER PLANNING:1) ANALYSIS OF PERSONEL SITUATION:This is the first step which needs to be completed before the introduction of career planning programme.. In order to analyze the present career situation, the following information will be required: i. Total number of employees their age distribution, qualifications, positions, specializations, etc. ii. Structure broad as well as detailed and the qualifications required for each grade. iii. Personnel need of the organization. (Category wise) iv. Span of control available within the organization. v. Field staff at head office with necessary details, and vi. Facilitates available for training and development within and outside the organization. The information collected on these aspects serves as the base for the preparation of career development plan for the future period. 1. ANALYSIS OF PESONNEL SITUATION 2. PROJECTION OF PERSONNEL SITUATION 3. 4. 5. IDENTIFYING CAREER NEEDS SELECTION OF PRIORITIES DEVELOPMENT OF CAREER PLANS

6. WRITE UP OF FORMULATED CAREER PLANS 7. 8. 9. 10. MANAGERIAL PLANNING IMPLEMENTATION REVIEW AND EVALUATION FUTURE NEEDS

2) PROJECTION OF PERSONNEL SITUATION:In this second step, an attempt is being made to find out the situation likely to develop after the completion of career development plan. This can be done on the basis of assumption which can predict what is likely to happen at the close of the career development plan. 3) IDENTIFYING OF CAREER NEEDS:In this third step, efforts are made to find out precisely the career development needs of the future period. It is possible to identify the scope and limitations of career development needs on the basis of the data collected. 4) SELECTION OF PRIORITIES:It is rather difficult to meet all the needs of the employees and the organization for career development immediately i.e. through one career development plan. Naturally, there is a need to select the pressing and urgent problems of employees and organization. DEVELOPMENT OF CAREER PLAN:This is the most important step in the whole process of career developing plan. Such plan must describe the following in concrete form/forms: a. What is to be attained/achieved?

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b. The extent to which it is to be attained, c. The employees involved, d. The department in which the proposed plan will operate; e. The length of time required the achieving the goals

6) WRITE-UP OF FORMULATED PLAN:After deciding the priorities of career development plan, the next major step is to prepare a write up (brief report) of the career plan. This writ-up should contain all necessary details such as schedule (time sequence of plan), procedures and other details so that the evaluation of the plan will be easy and meaningful. MONITORING PLANNING i.e. MONITORING OF CAREER DEVELOPMENT PLAN:Monitoring of the plan is essential for its effective execution. Expected results/benefits will be available only when the plan is implemented properly. IMPLEMENTATION (OF CAREER DEVELOPMENT PLAN):Implementation/execution of the plan is an integral aspect of planning process itself. For effective implementation, co-operation and co-ordination at all levels is necessary. The implementation needs proper monitoring so as to avoid possible shortfalls. REVIEW AND EVALUATION OF CAREER PLANS:A plan needs periodical review. Such evaluation avoids mistakes, deficiencies, etc during the implementation stage. It is built-in device to measure the effectiveness of the plan. Actual benefits available will be known only through such review and evaluation. Such evaluation should be done by experts. It should be conducted systematically and also impartially. FUTURE NEEDS:This is the last step/stage of the current career development plan and the first step/stage of the next plan. Here, on the basis of the achievements of the current plan, the career needs of the future period (of employees and also of the organization) are estimated. The new priorities are decided and the details of the new career development plan are prepared. Planning is a continuous process/activity. This rule is applicable to career development plans of an organization.

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mpd

3- hrd 6- ipgp 9- sales 10- oec(2-5) 13- retail 18- ir 21- service 24- brand (2-5)

RECURITMENT Recruitment means to estimate the available vacancies and to make suitable arrangements for their selection and appointment. Recruitment is a process To discover the source of manpower to meet the requirements of staffing, to employ effective measures for attracting potential manpower in adequate number. In recruitment, information is collected from interested candidates. For these different sources of recruitment such as newspaper advertisement, employment exchange, internal promotions, etc. are used. In the recruitment, a pool of eligible and interested candidates is created for the selection of most suitable candidate. Recruitment represents the first contact that a company makes with potential employees. . DEFINITION OF RECREUITMENT According to Edwin Flippo, Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization. OBJECTIVES OF RECRUITMENT The objectives of recruitment are as follows: (i) To attract people with multi-dimensional skills and experiences that suit the present and future organizational strategies, (ii) To induct outsider with a new perspective to lead the company, (iii) To infuse fresh blood at all levels of the organization, (iv) To develop an organizational culture that attracts competent people to the company, (v) To search or head hunt/head pouch people whose skills fit the companys values, (vi) To search for talents globally and not just within the company. PURPOSE OF RECRUITMENT Recruitment has three major purposes: 1) to increase the pool of job applicants with minimum cost. 2) To meet the organizations legal and social obligations regarding the demographic composition of its workforce. 3) To help increase the success rte of the selection process by reducing the percentage of applicants who are either poorly qualified or have the wrong skills. NEED FOR RECRUITMENT The need for recruitment may be due to the following reasons/situations: (a) Vacancies due to promotions, transfers, retirement, termination, permanent disability, death and labour turnover. (b) Creation of new vacancies due to growth, expansion and diversification of business activities of an enterprise. In addition, new vacancies are possible due to job respecification.

SOURCES OF RECRUITMENT The sources of recruitment may be grouped into: Internal sources External sources INTERNAL SOURCES: As the term implies internal source of recruitment is for those who are currently members or the organization. Whenever any vacancy arises, somebody from within the organization may be looked into, following are the internal sources of recruitment.

1) Promotions: - In order to motivate the existing employees, management follows the policy of internal
promotions. Promotion means shifting of an employee to a higher position carrying higher responsibilities, facilities, status and salaries. Various positions in the organization are usually filled up by promotions of existing employees on the basis of merit or seniority or a combination of both. Transfers: - Transfer refers to a change in job assignment. It may involve a promotion or demotion, or no change in terms of responsibility or status. A transfer may be either temporary or permanent, depending the necessity of filling jobs. E.g. transfer from head office to branch office. Retirements: - At times, management may not find suitable candidate in place of the one who had retired, after meritorious service. Under this circumstances management may decide to call retired manager with new extension. Recalls: - When management faces a problem, which can be solved only by a manager who has proceeded on long leave, it may be decided to recall that person. After the problem is solved, his leave may be extended. Former employees: - Individuals who left for some other job, might be willing to come back for higher wages incentives. An advantage with these sources is that the performance of the person/employee is already known.

2) 3) 4) 5)

EXTERNAL SOURCES As the term implies the external source of recruitment is of potential workers who are not currently member of the organization.. Following are the most common external source of managerial recruitment.

1) Newspaper Advertisement:-Newspaper advertisements are overwhelmingly popular source of 2)

recruitment. A message containing general information about the job and the organization is placed in various newspapers.it is costly.. Campus Recruitment: - College Campuses are another very popular recruitment source. The growth of Management institutes, IIts and Regional Engineering Colleges has provided a popular source of recruitment. Private sector is able to attract many aspirants. It is an excellent source of recruiting management trainees. The promising students get job security immediately after securing degrees due to such campus interviews/recruitment. Recruitment through internet: - The Internet has quickly become a very popular source of employment advertising. This source is quickly growing in popularity. There are many web sites through which recruitment takes place. Some of the examples are www.naukri.com, www.monster.com, etc.

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4) Job Fairs: - Job fairs are very effective. A job fair is an event sponsored by a "job fair" company who
charges a fee to participating employers. The "job fair" company will typically advertise in local media to attract qualified applicants. Hiring managers can meet multiple candidates and conduct on-the-spot interviews. Because the applicants may be interviewing with multiple employers, it is imperative to respond quickly with invitations for in-plant interviews of qualified candidates. If a job fair results in just one hire it is usually cost effective. Employment Agencies: - The firm contacts an organization whose main purpose is locate job seekers. The company provides the agency with information about the job, which the agency then passes along to its clients. Clients may be either employed or unemployed. Agencies can either be public or private. Fees may be charged to either or both the client seeking a job and the company seeking applicants. Walk-ins, Write-ins and Talk ins:- The most economical approach for recruitment of candidates is direct applications. The job seekers submit applications or resumes directly to the employer. The advertisement mentions date, day and timing during which the applicant can walk in for an interview. Write-ins are those who send written inquiries. These applicants a raked to complete application forms for further processing. Talk-ins is now becoming popular and the applicants are required to meet the employer for detailed talks. The applicant is not required to submit any applications.

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ADVANTAGES OF INTERNAL RECRUITMENT 1) Internal recruitment is economical.

2) The present employees already know the company well and are likely to develop a loyalty for the same. 3) it provides security and continuity of employment. 4) Internal recruitment helps to raise the morale of employees and develop cordial relations at the managerial levels. 5) Internal recruitment is a quick and more reliable method. 6) People recruited from within the organization do not need induction or training. DISADVANTAGES OF INTERNAL RECURITMENT 1) Internal promotions create a feeling of discontent among those who are not promoted. 2) It prevents the entry of young blood in the organization. 3) Promotion to certain key post may not be possible due to non-availability of competent persons. 4) The organization will not be able to attract capable persons from outside if internal sources are used extensively. 5) It may encourage favoritism and nepotism. 6) Promotions by seniority may not be always beneficial to the organization. In brief, internal methods of recruitment should be used to extent possible but too much dependence on internal methods is undesirable and may prove costly to the organization in the long run. ADVANTAGES OF EXTERNAL SOURCE OF RECRUITMENT 1) Entry of young blood in the organization is possible. 2) Wide scope is available for selection. This facilitates selection of people with rich and varied experience. 3) Selection can be made in an impartial manner as large number of qualified and interested candidates are available. 4) Scope for heartburn and jealousy can be avoided by recruiting from outside. 5) The management can fulfill reservation requirements in favour of the disadvantaged section of he society. DISADVANTAGES OF EXTERNAL SOURCE OF RECRUITMENT 1) External recruitment leads to labour turnover particularly of skilled, experienced and ambitious employees. 2) The relations between employer and employee deteriorate leading to industrial disputes and strikes. 3) The present employees may lose their sense of security. Their loyalty to the organization may be adversely affected. 4) Employees feel frustrated due to external recruitment and their morale is adversely affected.

SELECTION MEANING AND DEFINITION OF SELECTION . Right man at the right job is the basic principle in selection. Selection is the process of collecting and evaluating information about an individual in order to extend an offer of employment. It is the process of logically choosing individuals who posses the necessary skills, abilities and personality to successfully fill specific jobs in the organization. selection process is negative function because it attempt to eliminate applicants, leaving the best to be selected, Selection is the process in which candidates for employment are divided into two classes those who are to be offered employment and those who are not. In short, selection is the process of choosing a person suitable for the job out of several persons. The objective of the selection decision is to chose the individual who can most successfully perform the job from the pool of qualified candidates.

The selection procedures cannot be effective until and unless: 1) Requirements of the job to be filled, have been clearly specified (job analysis, etc) 2) Employee specifications (physical, mental, social, and behavioral, etc) have been clearly specified. 3) Candidates for screening have been attracted. Thus, the development of job analyses, human resource planning and recruitment are necessary prerequisites to the selection process. IMPORTANCE OF SELECTION The importance of selection may be judged from the following facts:-

1) Procurement of Qualified and Skilled Workers: - Scientific selection facilitates the procurement of
well qualified and skilled workers in the organization. It is in the interest of the organization in order to maintain the supremacy over the other competitive firms. Selection of skilled personnel reduces the labour cost and increases the production. Selection of skilled personnel also facilitates the expansion in the size of the business.

2) Reduce Cost of Training and Development:- Proper selection of candidates reduces the cost of
training because qualified personnel have better grasping power. They can understand the technique of work better and in less time. Further, the organization can develop different training programmes for different persons on the basis of their individual differences, thus reducing the time and cost of training considerably.

3) Absence of Personnel Problems: - Proper selection of personnel reduces personnel problems in the
organization. Many problems like labour turnover, absenteeism and monotony shall not be experienced in their severity in the organization. Labour relation will be better because workers will be fully satisfied by the work. Skilled workers help the management to expand the business and to earn more profits and in turn management compensates, the workers with high wages, benefits etc. SELECTION PROCEDURE Therefore, the selection procedure is not a single act but is essentially a series of methods or stages by which different types of information can be secured through various selection techniques. At each step, facts may come to light which are useful for comparison with the job requirement and employee specifications. Selection procedure is lengthy and time consuming particularly in the case of supervisory post. Following are the steps/ procedures of selection:

1) Job Analysis: - Job analysis is the basis for selecting the right candidate. Every organization should n
finalize the job analysis, job description, job specification and employee specification before proceeding to the next step of selection.

2) Application Form: - Application Form is also known as application blank. The technique of application
blank is traditional and widely accepted for securing information from the prospective candidates. Where application forms are use, the data become a part of the employees record. The information is generally required on the following items in the application forms: Personal background information, Educational information, Work experiences, salary, personal details, expected salary and allowances etc.

3) Preliminary Interview: - Preliminary or initial interview is often held in case of at the gate candidate.
This interview usually of short duration and is aimed at obtaining certain basic information with a view to identifying the obvious misfits or unqualified. Thus preliminary interview is useful as a process of eliminating the undesirable and unsuitable candidate. If the candidate seems to possess the basic minimum requirements for efficient job performance, he is given an application form for being filled out by him.

4) Screening Application Form: - Information given in the application form is used for selection
purposes. The applicant who seems to be not fit for the job on the basis of information given in the application blank is rejected out rightly at this stage. The applicants who have not furnished the required information may also be rejected. Applications will not be accepted after the close date. After the close date of the recruitment, the Job Expert for the hiring department and Human Resources will screen the application forms for minimum education and qualification requirements. A recruitment date may be extended if there are no qualified candidates. Recruitments can also be open until the position is filled; in this situation, applicants are reviewed and interviewed on a regular basis until an eligible candidate can be selected and appointed to the available position.

5) Written test:- The organization have to conduct written examination for the qualified candidates after
they are screened on the basis of the application blanks so as to measure the candidates ability in arithmetical calculations, to know the candidates attitude towards job, to measure the candidates aptitude, reasoning, knowledge in various disciplines, general knowledge and English language. Intelligence test measures the individuals capacity or reasoning, verbal comprehension, numbers, vocabulary, word fluency etc. aptitude test measures individuals capacity or talent ability to learn a job if he is given adequate training.

6) Final interviewing: - Final interview is usually followed by testing. This is the most essential step in
the process of selection. In this step the interviewer matches the information obtained about the candidate through various means to the job requirements and to the information obtained through his own observation during the interview. The basic objective of the interview is to measure the applicant against the specific requirements of the job. Interview must be conducted in a friendly atmosphere and the candidate must be made to feel at ease. The interviewer should not ask unwarranted questions which make the candidate nervous. It being the two way communication, the interviewee should also be given a chance to ask questions if he so likes, about the job and the organization.

7) Reference Checks: - After completion of the final interview, the personnel department will engage in
checking references. Candidates are required to give the name of reference in their application forms. These references may be from the individuals who are familiar with the candidates academic achievement or from the applicants previous employer, who is well versed with the applicants job performance, and sometime from co-workers. If reference is checked in the correct manner, a great deal can be learned about a person that an interview or tests cannot elicit. A good reference check used sincerely fetches useful and reliable information to the organization.

8) Physical Examination: - The candidates who have crossed the above hurdles are required to go for
the medical examination. This is very important because of a person of poor health cannot work competently and the investment in him may go waste. Thus, a thorough medical examination is essential. Selection: - If a candidate successfully overcomes all the obstacles or tests given he would be declared selected. A appointment letter will be given to him mentioning the terms of employment

EMPLOYEE TRAINING

INTRODUCTION:Training plays an important role in human resource development. It comes next to recruitment and selection. In fact, the main purpose of training is to develop the human resources present within the organization... Training is necessary due to technological changes rapidly taking place in the industrial field. New machines, new methods and new techniques are introduced in the production, marketing and other aspect of business. Training is for developing overall personality of an employee. It also creates positive attitude towards fellow employees, job and the organization where he is working. Training is the responsibility of the management as it is basically for raising the efficiency and productivity of employees. The purpose of training is to achieve a change in the behaviour of those trained and to enable them to do their jobs in a better way. The trainees will acquire new manipulative skills, technical knowledge, problem solving ability or attitudes etc. training is not a one step process but is a continuous or never-ending process.. DEFINITION OF TRAINING:According to Edwin Flippo, training is the act of increasing the knowledge and skill of an employee for doing a particular job. PRINCIPLES OF EMPLOYEE TRAINING:A sound training programme must possess the following characteristics: 1. Training programme should be less expensive. 2. Training programme should be developed for all in the organization and not for a particular group. 3. The programme should be conducted by a senior and experienced supervisor or 4. Training programme should be designed taking in view the interests of both employer and employees. 5. It is not essential to follow the single method of training for all the employees. The purpose of training is to develop the men and therefore more than one method may be followed for different groups.

6. Training should be followed by a reward.. 7. Sufficient time should be provided to practice what has been learned by the employees. . NEED FOR EMPLOYEE TRAINING:. Specifically, the need for training arises due to the following reasons: I. To match the employee specifications with the job requirements and organizational needs: Management finds deviations between employees present specifications and the job requirements and organizational needs. Training is needed to fill these gaps by developing and moulding the employees skill, knowledge, attitude, behaviour etc. to the tune of the job requirements and organizational needs. II. Organizational viability and the transformation process: The primary goal of most of the organizations is that their viability is continuously influenced by environmental pressure. If the organisation does not adapt itself to the changing factors in the environment, it will lose its market share. If the organisation desires to adapt these changes, first it has to train the employees to impart specific skills and knowledge in order to enable them to contribute to the organizational efficiency and to cope with the changing environment. III. Technological advances: Every organization in order to survive and to be effective should adopt the latest technology, i.e., mechanization, computerization and automation. Adoption of latest technological means and methods, will not be complete until they are manned by employees possessing skill to operate them.. IV. Organizational complexity: With the emergence of increased mechanization and automation, manufacturing of multiple products and by-products or dealing in services of diversified lines, extension of operations to various regions of the country or in overseas countries, organisation of most of the companies has become complex. This creates the complex problems of co-ordination and integration of activities. This situation calls for training in the skills of co-ordination, integration and adaptability to the requirements of growth, diversification and expansion. V. Human relations: Trends in approach towards personnel management has changed form the commodity approach to partnership approach, crossing the human relations approach. So today, managements of most of the organizations has to maintain human relations besides maintaining sound industrial relations although hitherto the managers are not accustomed to deal with the workers accordingly. So training in human relations is necessary to deal with human problems (including alienation, inter-personal and inter-group conflicts etc.) and to maintain human relations. VI. Change in the job assignment: Training is also necessary when the existing employee is promoted to the higher level in the organisation and when there is some new job or occupation due to transfer. Training is also necessary to equip the old employees with the advanced disciplines, techniques or technology. OBJECTIVES/PURPOSES OF EMPLOYEE TRAINING:1) To raise efficiency and productivity of employees and the organization as a whole. 2) To create a pool of well trained, capable and loyal employees at all levels 3) To provide opportunities of growth and self-development 4) To avoid accidents and wastages of all kinds. 5) to develop balanced, healthy and safety attitudes among the employees. 6) To meet the challenges posed by new developments in the field of science and technology. 7) To improve the quality of production 8) To develop positive attitude and behaviour pattern . 9) the purpose of training is to improve the culture of the organisation. 10) To develop certain personal qualities among employees which can serve as personal assets on long term basis TYPES OF EMPLOYEE TRAINING:1) INDUCTION (ORIENTATION) TRAINING:Induction training is basically for introducing the organisation to newly appointed employees. It is a very short informative type of training given immediately after joining the organization. It creates a feeling of involvement in the minds of newly appointed employees. For induction training, information booklets are issued and short informative films are shown. In addition, lecture by personnel manger/HRD manger is also arranged. Induction training creates favourable impression on the newly appointed employees and this impression remains in their mind over a long period. JOB TRAINING:Job training relates to specific job which the worker has to handle. It gives information about machines, process of production, instructions to be followed, methods to be used and precautions to be taken

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while performing the job. This training develops skills and confidence among the workers and enables them to perform the job efficiently. 3) TRAINING FOR PROMOTION:Promotion means giving higher position. Training must be given for performing duties at a higher level efficiently. This facilitates easy and quick adjustment with the new job and also develops new insight into the duties and responsibilities assigned. For this, training is given after promotion and before actually joining the new assignment. This training is specific, precise and of short duration. 4) REFRESHER TRAINING:The purpose of refresher training is to refresh the professional skills, information and experience of persons occupying important executive positions. It gives information about new developments and techniques to trainees and enables them to use new methods, techniques and procedures for raising efficiency. 5) CORRECTIVE TRAINING:Corrective training is necessary when employees violate company rules and procedures. For example, absence without prior sanction or smoking in a No smoking area or not using safety devices while operating dangerous machines. Here, the behaviour of employee cannot be changes simply by disciplinary action. The manager should handle the problem with treatment that corrects the outlook rather than giving punishment. The manager should criticize the act and not the individual. He should motivate concerned individual to correct his behaviour. SELECTION OF TRAINEES:Once you have decided what training is necessary and where it is needed, the next decision is who should be trained? For a small business, this question is crucial. Training an employee is expensive, especially when he or she leaves your firm for a better job. Therefore, it is important to carefully select who will be trained. Training programs should be designed to consider the ability of the employee to learn the material and to use it effectively, and to make the most efficient use of resources possible. It is also important that employees be motivated by the training experience. Employee failure in the program is not only damaging to the employee but a waste of money as well. Selecting the right trainees is important to the success of the program. TRAINING GOALS:. Course objectives should clearly state what behavior or skill will be changed as a result of the training and should relate to the mission and strategic plan of the company. Goals should include milestones to help take the employee from where he or she is today to where the firm wants him or her in the future. Setting goals helps to evaluate the training program and also to motivate employees. Allowing employees to participate in setting goals increases the probability of success. METHODS OF EMPLOYEE TRAINING:. ON-THE-JOB TRAINING METHODS This type of training, also known as job instruction training, is the most commonly used method. Under this method, the individual is placed on a regular job and taught the skills necessary to perform that job. The trainee learns under the supervision and guidance of a qualified worker or instructor.. a) JOB ROTATION:This type of training involves the movement of the trainee from one job to another. The trainee receives job knowledge and gains experience from his supervisor or trainer in each of the different job assignments.. This method gives an opportunity to the trainee to understand the problems of employees on other jobs and respect them. b) COACHING:The trainee is placed under a particular supervisor who functions as a coach in training the individual. The supervisor provides feedback to the trainee on his performance and offer him for suggestions for improvement. Often the trainee share some of the duties an responsibilities of the coach and relieves him of his burden. A limitation of this method of training is that the trainee may not have the freedom or opportunity to express his own ideas. c) JOB INSTRUCTION:This method is also known as training through step by step. Under this method, the trainer explains to the trainee the way of doing the job, job knowledge and skills and allow him to do the job. The trainer appraises the performance of the trainee, provides feedback information and corrects the trainee. d) COMMITTEE ASSIGNMENTS:Under the committee assignments, a group of trainees are given and asked to solve an actual organizational problem. The trainees solve the problem jointly. It develops team work. OFF-THE-JOB METHODS Under this method of training, the trainee is separated form the job situation and his attention is focused upon learning the material related to his future job performance. Off-the-job training methods are as follows:

a) VESTIBUTE TRAINING:In this method, actual work conditions are simulated in a class room. Material, files and equipments those are used in actual job performance are also used in training. This type of training is commonly used for training personnel for clerical and semi-skilled jobs. The duration of this training ranges from days to a few weeks. Theory can be related to practice in this method. ROLE PLAYING:It is defined as a method of human interaction that involves realistic behaviour in imaginary situations. This method of training involves action, doing and practice. The participants play the role of certain characters, such as the production manager, mechanical engineer, superintendents, maintenance engineers, quality control inspectors, foreman, workers and the like. This method is mostly used for developing interpersonal interactions and relations. LECTURE METHOD:The lecture is a traditional and direct method of instruction. The instructor organizes the material and gives it to a group of trainees in the form of a talk. To be effective, the lecture must motivate and create interest among the trainees. An advantage of lecture method is that it is direct and can be used for a large group of trainees. Thus, costs and time involved are reduced. CONFERENCE OR DISCUSSION:. This method involves a group of people who pose ideas, examine and share facts, ideas and data, test assumptions, and draw conclusions, all of which contribute to the improvement of the job performance. Discussion has the distinct advantage over the lecture method, in that the discussion involves two-way communication and hence feedback is provided. The participants feel free to speak in small groups. The success of this method depends on the leadership qualities of the person who leads the group.

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ADVANTAGES OF EMPLOYEE TRAINING:Training is advantageous not only to the organization but also to the employees. 1. INCREASE IN WAGE EARNING CAPACITY:Training helps the employees in acquiring new knowledge and job skills. In this way, training increases their market value and wage earning power. This increases their pay and status. 2. JOB-SECURITY:Continued training can help an employee to develop his ability to learn- adapting himself to new work methods, learning to use new kinds of equipment and adjusting to major changes in job contents and work relationship. 3. CHANCES FOR PROMOTION:Training also qualifies the employees for promotion to more responsible jobs. 4. FOLLOW UP OF SELECTION PROCEDURE:Training is a follow up of selection procedure. It helps in choosing the most appropriate individuals for different jobs. Training can be used in spotting out promising men and in removing defects in selection process. 5. BETTER PERFORMANCE:Training brings about an improvement of the quality and quantity of output by increasing the skill of the employees. Training makes the fresh and old employees more skilled and accurate in performance of their work.

6. REDUCTION IN COST OF PRODUCTION:If the employees are given proper training the need for supervision is lessened. Training does not eliminate the need for supervision but it reduces the need for detailed and constant supervision. A well trained employee is self-reliant in his work because he knows what to do and how to do it. EVALUATION OF TRAINING PROGRAMME:The process of training evaluation has been defined as any attempt to obtain information on the effects of training performance, and to assess the value of training in the light of that information. Evaluation leads to controlling and correcting the training programme. Hamblin suggested five levels at which evaluation of training can take place, viz., reactions, learning, job behaviour, organization and ultimate value. i. REACTIONS:Training programme is evaluated on the basis of trainees reactions to the usefulness of coverage of the matter, depth of the course content, method of presentation, teaching methods etc. ii. LEARNING:Training programme, trainers ability and trainee ability are evaluated on the basis of quantity of content learned and time in which it is learned and the learners ability to use or apply, the content he learned. iii. JOB BEHAVIOUR:This evaluation includes the manner and extent to which the trainee has applied his learning to his job.

iv. ORGANISATION:v.
This evaluation measures the use of training, learning and change in the job behaviour of the department/organization in the form of increased productivity, quality, morale, sales turnover and the like. ULTIMATE VALUE:It is the measurement of ultimate result of the contributions of the training programme to the company goals like survival, growth, profitability etc., and to the individual goals like development of personality and social goals like maximizing social benefit.

MEANING OF PERFORMANCE APPRAISAL A formal definition of performance appraisal is it is the systematic evaluation of the individual with respect to his or her performance on the job and his or her potential for development. Performance appraisal is a method of evaluating the behavior of employees in the work spot, normally including both the quantitative and qualitative aspect of job performance. Performances here refer to the degree of accomplishment of the tasks that make up an individuals job. It indicates how well an individual is fulfilling the job demands. Often the term is confused with effort, but performance is always measured in terms of result and not efforts. FEATURES OF PERFORMANCE APPRAISAL Performance appraisal is the systematic description of an employees job relevant strengths and weaknesses. The basic purpose is to find out how well the employee is performing the job and establish a plan of improvement. Appraisals are arranged periodically according to a definite plan. Performance appraisal is not job evaluation. It refers to how well someone is doing the assigned job. Job evaluation determines how much a job is worth to the organization and there for, what range of pay should be assigned to the job. Performance appraisal is a continuous process in every large scale organization.

PROCESS OF PERFORMANCE APPRAISAL Performance appraisal is planned, developed and implemented through a series of steps:

ESTABLISHING PERFORMANCE STANDARD

CONNUNICATION OFOF ACTUAL MEASUREMENT PERFORMANCE PERFORMANCE STANDARDS

PROCESS OF PERFORMANCE APPRAISAL Performance appraisal is planned, developed and implemented through a series of steps:

ESTABLISHING PERFORMANCE STANDARD

CONNUNICATION OF PERFORMANCE STANDARDS COMPARISON OF ACTUAL PERFORMANCE WITH THE STANDARDS MEASUREMENT OF ACTUAL PERFORMANCE FOLLOW UP ACTIONS

1) Establish Performance Standards. Appraisal systems require performance standards, which serve as benchmarks against which performance is measured. In order to be useful, standards should relate to the desired results of each job. Appraisals must have a clear- cut criteria. Performance standards must be both to the appraiser and the appraise. The performance standards of goals must be developed after a thorough analysis of the job. Goals must be written down. They must be measurable within certain time and cost considerations. 2) Communicate the Standards. Performance appraisal involves attract two parties; the appraiser who does the appraisal and the appraise whose performance is being evaluated. Both are expected to do certain things. The appraiser should prepare job descriptions clearly, help appraise set his goals and targets; analysis results objectively; offer coaching and guidance to appraise whenever required and reward good results. The appraiser should be very clear about what he is doing and why he is doing. For this purpose, the performance standards must be communicated to appraise and their reactions are noted initially. These standards must be revised or modified as and when required. 3) Measure Actual Performance. After the performance standards are set and accepted, the next step is to measure actual performance. This requires the use of dependable performance measures, the ratings used to evaluate performance. Performance measures in order to be helpful must be easy to use, reliable and report on the critical behaviors that determine performance. Generally, managers regarding how to measure actual performance use four common sources of information: personal observation, statistical reports, oral reports and written reports. 4) Compare Actual Performance with Standards and Discuss the Appraisal. Actual performance may be better than expected and sometimes it may even go off the track. The assessment of another person's contribution and ability is not an easy task. It has serious emotional overtones as it affects the self-esteem of the appraise. Any appraisal asked on subjective criteria is likely to be questioned by the appraisers and leave him quite dejected and unhappy when the appraisal turns out to be negative.

5) Taking Corrective Action, if Necessary. Corrective action is of two types: The one, which puts out the fires immediately and the other one, which strikes at he root of the problems permanently. Immediate action sets things right and get things back or track, whereas the basic corrective action gets to the source of deviations and seems to adjust the difference permanently. Basic corrective step seek to find out how and why performance deviate.

METHODS OF PERFORMANCE APPRAISAL: Methods of Performance Appraisal A) Traditional Methods Confidential report Ranking Graphical rating scale Checklists Forced distribution Critical incidents Essay evaluation Group appraisals B) Modern Methods 1. Human resource accounting 2. management by objective 3. Assessment centre 4. BARS( Behaviorally anchored rating scale )

Traditional methods: Confidential report method It is mostly used in government organizations. It is a descriptive report generally prepared at the end of the year, by the employees immediate superior. The report highlights the strengths, weaknesses, major mistakes, merits, good work done etc. of the subordinate. The impression of the superior about the superior is merely recorded here. It does not offer any feedback to appraise. It is a narrative method of performance appraisal since the report is not made public and hence no freedom is available, the subjective analysis of the superior is likely to be hotly contested. Ranking method This is relatively easy method of performance evaluation. In it, the ranking of an employee in a work group is against that of another employee. The relative position of each employee is tested in terms of his or her numerical rank, for example, when there are five employees (A,B,C,D,E) to be compared, then As performance is compared with that of Bs and decision is arrived at as to whose is the better or worst. Next, B is also compares with all others. Since A is already compared with B, this time B is to be compared with only C, D, and E In this evaluation is asked to rate the employees from highest to lowest on some overall criterion. It is easier to rank the best and the worst employee, it is very difficult to rank the average employees. Graphical rating scale It is the oldest and the most commonly used method of performance in this, a printed form is used to evaluate the performance of an employee. Four to twelve factors are selected, depending upon the category to which the employee belongs. Some of these factors are quantity of out put, quality of out put, initiative, integrity, dependability etc. these factors and their degrees are marked on a graph paper provided in the form. The rater has merely to check on the scale where he thinks the employee belongs. Checklists and weighted checklists The checklist is a simple rating technique in which the supervisor is given a list of statement or world and ask to check statement representing the characteristic and performance of each employee a checklist represents a set of objective statement about the employee and his behavior. A more recent variation of the checklist is weighted list. Under this the value of each question may be weighted more heavily than others. The following are sample questions in the checklist: - Is the employee is really interested in the task assigned? - Is he respected of his colleagues? - Does he follow instructions properly? - Does he give respect to his superiors? - Does he make mistakes frequently? Yes/ No Yes/ No Yes/ No Yes/ No Yes/ No

A rating score from the checklist helps the manager in evaluation of the performance of the employee. Forced distribution method It was developed to eliminate the bias and the preponderance of high ratings that might occur in some organizations. Its primary purpose is the correct tendency of the rates to give consistently high and low ratings to all employees. This method makes those of several sets of pair phases, two of which are positive and two of

them are negative and the rates is asked to indicate which of the four phrase is the most or least descriptive of a particular employee. Actually the statement items are grounded in such a way that the rater cannot which statement applies to the most effective employee. The favorable qualities earn a plus credit and the unfavorable ones earn the severest. In this the overall objectivity is increased in the employees performance because the rater does not know how high or low he is evaluating the individual, as he has no access to the storing key. Critical incident method The manager prepares test of statements of every effective and ineffective behavior of an employee. These critical incidents or events represent the outstanding poor behavior of the employees. The manager prepares records of the critical incidents of the workers behavior. At the end of the rating period, the recorded critical incidents are used in the evaluation of the workers performance. Essay Appraisal Under this method the rater is asked to express the strong as well as the weak points of the employees behavior. This technique is normally used with a combination of the graphical rating scale because the rater an elaborately present the scale by sustaining an explanation for his rating. In it, the rater considers the following factors: Job knowledge and potential of the employee. Employees understanding about the companys programmes, policies, objective, etc. The employees general planning, organizing and controlling ability. The employees relation with the co-workers and superiors. The attitude and perceptions of the worker, in general. Group appraisal In this method an employee is appraised by a group of appraisers. This group consists of the immediate supervisor of the employee, other supervisors who have close contact with employees work, manager or head of department or consultant. The head of department or manager may be the chairman of the group and the supervisor may act as the coordinate for the group activities. The immediate supervisor enlighten other members about the job characteristics, demand, standards or performance etc. then the group appraise the performance of the employee, compares the performance with the standards, finds out the deviation, discusses the reasons, therefore suggests ways for improvement of performance, prepares an action plan, studies the need for change in the job analysis and standards and recommends changes, if necessary. This method eliminates personal bias to a large extent, as performance is evaluated by multiple rates. However, it is very time consuming process. B) Modern Methods: Human resource accounting HRA is a sophisticated way to measure in financial terms the effectiveness of the personal manager activities and the use of people in an organization. It is process of accounting people as an organization resource. It tries to place a value on the organizational human resources as assets and not as expenses. This method shows the investment the organization makes in the people and how the value of these people change over a time. The acquisition of employee is compared with the replacement cost from time to time. In brief, in this method the employees performance is evaluated in terms of costs and contributions of employees. Management by objectives It is the modern method of evaluating the performance of personnel. Managers have become increasingly aware that the traditional performance evaluation systems are characterized by facing goals. The concept of MBO is actually the outcome the pioneering work of Drucker, Mcgreger and Odioine in management science. MBO can be described as the process whereby the superior and subordinate manager of an organization jointly identify its common goals, each individuals areas of operations, responsibility in terms of results expected of him and use these measures as a guide for operating the unit and assessing the contributions of each of its members. MBO thus represents more than an evaluation process. The MBO can be described in four steps: The first step is to establish the goals each subordinate is to attain. The goals typically refer to the desired outcome to be achieved. The goals can be then used to evaluate the employee performance The second step involves setting of the performance standard fro the subordinates in a previously arranged time period. In the third step, the actual level of goal attainment is compared with the goals agreed upon. The evaluator explores the reasons or the goals that were not met and the goals that were exceeded. This step helps to determine the training needs. It also alerts the superior of the conditions that may affect but over which the subordinate has no control. The final step involves establishing new goals and, possibly, new strategies for goals that previously not attained. At this point, subordinate and superior involvement in the goal setting may change. Subordinates who successively reach the established goals may be allowed to participate more in the goal setting process the next time. The process is repeated.

Assessment center In this approach individuals from various departments are brought together to spend two or three days working on an individual or a group assignment similar to the ones they would be handling when promoted. Observers rank the performance of each and every participant in order to merit since assessment centers are basically meant for evaluating the potential of candidates to be considered for promotion, training on development, they offer an excellent means for conducting evaluation process in an objective way. All assesses get an equal opportunity to show their talents and capabilities based on merit. Behaviorally anchored rating scale This method is also known as behavioral expectation scale. This method represent he latest innovation in the performance appraisal. It is the combination of the rating scale and critical incident techniques of employee performance evaluation. The critical incidents serve as the anchor statement on a scale and the rating form usually contains six to eight specifically defined performance dimensions. 360 PERFORMANCE APPRAISAL The appraisal may be any person who has thorough knowledge about the job contents, contents to be appraised, standards of contents and who observes the employee's by performing a job. The appraisal should be capable of determining what is more important and what is relatively less important. He should prepare reports and made judgments without bias. Typical appraisals are supervisors, peers. Subordinates, employees themselves, user of service and consultants. Performance Appraisal by all these parties is called 360 Performance Appraisal. Supervisors Supervisors include superiors of the employee, other superiors having knowledge about the work of the employee and department head or manager. General practice is that immediate superior appraises the performance, which in turn is reviewed by the departmental head/ managers. This is because superiors are responsible free managing their subordinates and they have the opportunity to observe, direct and control the subordinate continuously. Moreover, they are accountable for the successful performance of their subordinates. Sometimes other supervisors, who have close contact with employee work also appraise with a view to provide additional information. Peers Peer appraisal may be reliable of the workgroup is stable over a reasonably long period of time and performs tasks that require interaction. Subordinates In developed countries, the concept of change superiors rated by subordinates in being used in most organizations. Such a method can be useful provided the relationships between superiors and subordinates art cordial. Subordinate's ratings in such cases can be quite useful in identifying competent superiors. Self-Appraisal If individuals understand the objectives they are expected to achieve and the standards by which they are to be evaluated, they are to a great extent in the best position to appraise their own performance. Also, since employee development means self-development, employees who appraise their own performance may become highly motivated. Users of Services/Customers The customers on users of services can, better judge employee performance in service organizations relating to behaviors, promptness, speed in doing the job and accuracy. Example, students better judge a teachers performance. Consultants Sometimes consultants may be engaged for appraisal when employees or employers do not trust the supervisory appraisal and management does not trust the self-appraisal and the appraisal done by subordinates. In such situation, the consultants are trained and they observe the employee at work for sufficiently long periods for the purpose of appraisal. When to appraise? Informal appraisals are conducted whenever the supervisor or personnel manager feel it necessary. However, systematic appraisals are conducted on a regular basis; say for example, every six month or annually.

PURPOSES OF PERFORMANCE APPRAISAL To create and maintain a satisfactory level of performance. To contribute to the employee growth and development thought training, self and management development programmes. To help the superior to have a proper understanding about their subordinates. To guide the job changes with help to continuous ranking. To facilitate fair and equitable compensation based on performance. To provide information for making decision regarding lay off, retrenchment etc. REQUIREMENTS OF A GOOD APPRAISAL SYSTEM: It must be easily understandable: If the system is too much complex or to time consuming, it may be anchored to the ground by its own dead weight of complicated forms which nobody but the experts understand. It musty has support of all line people who administer it: If the line people think that there role is not very important then they will not consider the system seriously. Similarly, if the people find that the system is too theoretical, too ambitious, or that has been foisted on them by the ivory-tower staff consultants who have no comprehension of the demand then they will recent it. The system should be sufficiently grounded in the requirement of the organization: It should reflect the value system of the organization. In fact functioning as a definition of performance, it should tell he employee what set of activities or what qualities are considered desirable by the organization. As such it should have linkage with the job description. The system should be both valid and reliable: The validity of the ratings is the degree to which they are truly indicative of the intrinsic merit of the employees. The reliability of the ratings is the consistency with which the ratings are made, either by different sectors, one by one rater at different times. Both validity and reliability result from objectivity. The appraisal system of many organizations lacks this objectivity and bunches all employees into one or two top ranks without taking into account their merits. This raises outstanding performances but also raises doubts about the validity of the system. The system should have built-in incentive: This means that the reward should follow satisfactory performance. Many authors however, advocate against the direct linkage between the appraisal and rewards. In their opinion, such a connection throttles downward communication of performance appraisal because superiors do not like being questioned by disgruntled subordinates. The system should be open and participative: It should involve employees in goal-setting process. This helps in planning performance better. The systems should focus more on the development and growth: Of the employee than on generating data for administrative decision making related to promotions, increments, etc. the system must help in identifying employees strengths and weaknesses and indicate corrective actions. For example it may reveal that goals need to be modified on; there is need for classification of duties or for additional training or job rotation or job enrichment.

A career is a sequence of positions/jobs held by a person during the course of his working life. According to Edwin B. Flippo a career is a sequence of separate but related work activities that provide continuity, order and meaning to a persons life. Career of an employee represents various jobs performed by him during the course of his working life. This is described as career path. In the case of an ordinary worker, the career path includes the following job positions: Unskilled worker Semi-skilled worker Skilled worker Highly skilled worker Assistant foreman Foreman.

Employees (of all categories) want to grow in their careers as this provides more salary, higher status and opportunity to use knowledge, education and skills effectively. An individual with potentials joins a firm not for job but for career development. An organization has to provide better opportunities to its employees in their career development and also use their efficient services for the benefit of the organization. MEANING OF CAREER PLANNING (WHAT IS CAREER PLANNING?):Career planning is one important aspect of human resource planning and development. Every individual who joins an organization desires to make a good career for himself within the organization. He joins the organization with a desire to have a bright career in terms of status, compensation payment and future promotions. From the point of view of an organization, career planning and development have become crucial in management process. An organization has to provide facilities/opportunities for the career development of individual employees. If the organizations want to get the best out of their employees, they must plan regularly the career development programmes in their organizations. In brief, career planning refers to the formal programmes that organizations implement to increase the effectiveness and efficiency of the human resources available. Career planning and development is the responsibility of the HR department of the organization. As already noted, every person joining an organization has a desire to make career as per his potentiality, ability, skills and so on. NEED/PURPOSE/OBJECTIVES OF CAREER PLANNING:7) To map out careers of employees as per their ability and willingness and to train and develop them for higher positions. 8) To attract and retain the right type of persons in the organization. 9) To utilize available managerial talent within the organization fully. 10) To achieve higher productivity and organizational development. 11) To provide guidance and assistance to employees to develop their potentials to the highest level. 12) To improve employee morale and motivation by providing training and opportunities for promotion. SCOPE OF ORGANISATIONAL CAREER PLANNING:The following activities/areas are covered within the scope of organizational career planning: f) HUMAN RESOURCE FORECASTING AND PLANNING:Here, efforts will be made to identify the number of employees required in future. In addition, the selection procedure will be adjusted with the overall strategic goals of the organization. g) CAREER INFORMATION:Here, information relating to career opportunities (promotions, training for self development, etc) will be supplied to employees. Supplying career information/opportunities has special significance as this motivates employees to grow and reach to higher position. h) CAREER COUNSELLING:-

i)

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Such counselling is next to supplying career information. Career counselling is possible by senior executives through periodic discussions with their subordinates. Such career guidance encourages subordinate employees to take interest in certain areas where suitable opportunities of career development are available. It is a type of internal guidance and motivation of employees for the selection of possible career paths. Such counselling is needed when employees have to plan their own careers and develop themselves for career progress. CAREER PATHING:Management now plans job sequences for transfers and promotions of their employees. This makes transfers and promotions systematically with advance information to employees. Career pathing creates suitable mental make up of employees for self development. SKILL ASSESSMENT TRAINING:Training is essential for career planning and also for manpower development. Along with job analysis, organizational and job manpower requirement analysis should be undertaken by the management. This prepares proper background for the introduction of career planning programmes for employees.

ADVANTAGES OF CAREER PLANNING:A properly designed system of career planning can provide the following benefits: vi. Career planning helps an employee to know the career opportunities available in an organization. vii. Career planning encourages him to avail of the training and development facilities in the organization so as to improve his ability to handle new and higher assignments. viii. Career planning involves a survey of employee abilities and attitudes. It becomes possible, therefore to group together people talking on a similar wavelength and place them under supervisors who are responsive to that wavelength. ix. Career planning anticipates the future vacancies that may arise due to retirement, resignation, death, etc. at managerial level. Therefore, it provides a fairly reliable guide for manpower forecasting. x. Career planning facilitates expansion and growth of the enterprise. The employees required to fill job vacancies in future can be identified and developed in time.

DISADVANTAGES/LIMITATIONS OF CAREER PLANNING:The main problems in career planning are as follows: vi. Career planning can become a reality when opportunities for vertical ability are available. Therefore, it is not suitable for a very small organization. vii. In a developing country like India, environmental factors such as government policy, public sector development, growth of backward areas, etc. influence business and industry. Therefore, career plans for a period exceeding a decade may not be effective. viii. Career planning is not an effective technique for a large number of employees who work on the shop floor, particularly for illiterate and unskilled workers. ix. In family business houses in India, members of the family expect to progress faster in their career than their professional colleagues. This upset the career planning process. x. Systematically career planning becomes difficult due to favouritism and nepotism in promotions, political intervention in appointments and reservations of seats for scheduled castes/tribes and backward classes. HOW TO INTRODUCE CAREER PLANNING PROGRAMME? (PROCESS OF CAREER PLANNING):It is not easy to introduce career development programme at the level of an organization. Moreover, such career development planning is a continuous activity. What is happening in most of the organizations is that this concepts is given only lip service and theoretical importance. If the

organization wants to get the best out of their employees, it must plan the career developments programmes continuously and effectively in its organization. DETAILS OF THE STEP IN CAREER PLANNING:2) ANALYSIS OF PERSONEL SITUATION:This is the first step which needs to be completed before the introduction of career planning programme. This relates to a time from which career planning is to be introduced. Here, the base line will be prepared to help the planners to make projections for the planning period and to help in the evaluation of plans. In order to analyze the present career situation, the following information will be required: i. Total number of employees their age distribution, qualifications, positions, specializations, etc. ii. Structure broad as well as detailed and the qualifications required for each grade. iii. Personnel need of the organization. (Category wise) iv. Span of control available within the organization. v. Field staff at head office with necessary details, and vi. Facilitates available for training and development within and outside the organization. The information collected on these aspects serves as the base for the preparation of career development plan for the future period. 1. ANALYSIS OF PESONNEL SITUATION 2. PROJECTION OF PERSONNEL SITUATION 3. 4. 5. IDENTIFYING CAREER NEEDS SELECTION OF PRIORITIES DEVELOPMENT OF CAREER PLANS

6. WRITE UP OF FORMULATED CAREER PLANS 7. 8. 9. 10. MANAGERIAL PLANNING IMPLEMENTATION REVIEW AND EVALUATION FUTURE NEEDS

3) PROJECTION OF PERSONNEL SITUATION:In this second step, an attempt is being made to find out the situation likely to develop after the completion of career development plan. This can be done on the basis of assumption which can predict what is likely to happen at the close of the career development plan. 3) IDENTIFYING OF CAREER NEEDS:In this third step of career development plan, efforts are made to find out precisely the career development needs of the future period. It is possible to identify the scope and limitations of career development needs on the basis of the data collected (through personnel inventory of the organization, employee potentials, and appraisal of employees). 4) SELECTION OF PRIORITIES:It is rather difficult to meet all the needs of the employees and the organization for career development immediately i.e. through one career development plan. Naturally, there is a need to select the pressing and urgent problems of employees and organization. In

addition, other factors such as technical, financial and administrative must be taken into consideration while finalizing the priorities. 5) DEVELOPMENT OF CAREER PLAN:This is the most important step in the whole process of career developing plan. Such plan must describe the following in concrete form/forms: f. What is to be attained/achieved? g. The extent to which it is to be attained, h. The employees involved, i. The department in which the proposed plan will operate; j. The length of time required the achieving the goals. In order to execute the career development plan, the organization should: a) Introduce systematic policies and programmes of staff training and career development for all categories of employees so as to enable them to: I. Improve their level of skill and knowledge; II. Gain wider experiences; and III. Assume higher responsibilities. b) Establish and effectively implement a system of study leave; c) Develop the experience of the employees by encouraging their rotation from one region to another; d) Take positive steps to encourage career development, such as: I. Providing within the organization; II. Giving priorities in the filling of vacancies in the following order for: 1. promotion within the organization; 2. Transfer within the organization; 3. Outside recruitment. III. Removing artificial barriers to promotion; IV. Establishing a register of employees for promotion on merit-cum-seniority basis; 10) WRITE-UP OF FORMULATED PLAN:After deciding the priorities of career development plan, the next major step is to prepare a write up (brief report) of the career plan. This writ-up should contain all necessary details such as schedule (time sequence of plan), procedures and other details so that the evaluation of the plan will be easy and meaningful. 11) MONITORING PLANNING i.e. MONITORING OF CAREER DEVELOPMENT PLAN:Monitoring of the plan is essential for its effective execution. Expected results/benefits will be available only when the plan is implemented properly. Planned (expected) targets and targets actually achieved can be compared through suitable monitoring of the plan. The gap between the two (i.e. short falls) can be located quickly. In addition, suitable remedial measures can be taken to rectify the shortfalls. 12) IMPLEMENTATION (OF CAREER DEVELOPMENT PLAN):Implementation/execution of the plan is an integral aspect of planning process itself. For effective implementation, co-operation and co-ordination at all levels is necessary. The implementation needs proper monitoring so as to avoid possible shortfalls. 13) REVIEW AND EVALUATION OF CAREER PLANS:A plan needs periodical review. Such evaluation avoids mistakes, deficiencies, etc during the implementation stage. It is built-in device to measure the effectiveness of the plan. Actual benefits available will be known only through such review and evaluation. Such evaluation should be done by experts. It should be conducted systematically and also impartially. 14) FUTURE NEEDS:This is the last step/stage of the current career development plan and the first step/stage of the next plan. Here, on the basis of the achievements of the current plan, the career needs

of the future period (of employees and also of the organization) are estimated. The new priorities are decided and the details of the new career development plan are prepared. Planning is a continuous process/activity. This rule is applicable to career development plans of an organization.

CAREER STAGES:Education is thought of in terms of employment. People go for school and college education and prepare for their occupation. Very few people stick to the same job throughout their life. Most of them switch job either within the organization or in some other organization. Chances are they change jobs, depending on available opportunity, several times before retirement. Where opportunity is restricted they continue with the same job. They go through the following stages: 1) EXPLORATION:Almost all candidates who start working after college education start around mid-twenties. Many a time they are not sure about future prospects but take up a job in anticipation of rising higher up in the career graph later. From the point of view of organization, this stage is of no relevance because it happens prior to the employment. Some candidates who come from better economic background can wait and select a career of their choice under expert guidance from parents and well-wishers. 2) ESTABLISHMENT:This career stage begins with the candidate getting the first job getting hold of the right job is not an easy task. Candidates are likely to commit mistakes and learn from their mistakes. Slowly and gradually they become responsible towards the job. Ambitious candidates will keep looking for more lucrative and challenging jobs elsewhere. This may either result in migration to another job or he will remain with the Same job because of lack of opportunity. 3) MID-CAREER STAGE:This career stage represents fastest and gainful leap for competent employees who are commonly called climbers. There is continuous improvement in performance. On the other hand, employees who are unhappy and frustrated with the job, there is marked deterioration in their performance. In other to show their utility to the organization, employees must remain productive at this stage. climbers must go on improving their own performance. Authority, responsibility, rewards and incentives are highest at this stage. Employees tend to settle down inn their jobs and job hopping is not common. 4) LATE CAREER:This career stage is pleasant for the senior employees who like to survive on the past glory. There is no desire to improve performance and improve past records. Such employees enjoy playing the role of elder statesperson. They are expected to train younger employees and earn respect from them. 5) DECLINE STAGE:This career stage represents the completion of ones career usually culminating into retirement. After decades of hard work, such employees have to retire. Employees who were climbers and achievers will find it hard to compromise with the reality. Others may think of life after retirement.

HIGH EXPLORATION ESTABLISHMENT MID-CAREER LATE CAREER DECLINE

LOW

25

35 AGE

45

55

60

CONCEPT/INTRODUCTION TO CAREER DEVELOPMENT:Career development consists of the personal actions one undertakes to achieve a career plan. The terms career development and employee development need to be differentiated at this stage. Career development looks at the long-term career effectiveness of employees where as employee development focuses of effectiveness of an employee in the immediate future. The actions for career development may be initiated by the individual himself or by the organization. INDIVIDUAL CAREER DEVELOPMENT:Career progress and development is largely the outcome of actions on the part of an individual. Some of the important steps that could help an individual cross the hurdles on the way up may include: I. PERFORMANCE:Career progress rests largely on performance. If the performance is sub-standard, even modest career goals cant be achieved.

II. EXPOSURE:Career development comes through exposure, which implies becoming known by those who decide promotions, transfers and other career opportunities. You must undertake actions that would attract the attention of those who matter most in an organization. NETWORKING:Networking implies professional and personal contacts that would help inn striking good deals outside (e.g., lucrative job offers, business deals, etc.). for years men have used private clubs, professional associations, old-boy networks to gain exposure and achieve their career ambitions. LEVERAGING:Resigning to further ones career with another employer is known as leveraging. When the opportunity is irresistible, the only option left is to resign from the current position and take up the new job (opportunity in terms of better pay, new title, a new learning experience, etc.). however, jumping the jobs frequently (job-hopping) may not be a good career strategy in the long-run. LOYALTY TO CAREER:-

III.

IV.

V.

VI.

Professionals and recent college graduates generally jump jobs frequently when they start their career. They do not think that career-long dedication to the same organization may not help them further their career ambitions. To overcome this problem, companies such as Infosys, NIIT, WIPRO (all information technology companies where the turnover ratios are generally high) have come out with lucrative, innovative compensation packages in addition to employee stock option plans for those who remain with the company for a specified period. MENTORS AND SPONSORS:A mentor is, generally speaking, an older person in a managerial role offering informal career advice to a junior employee. Mentors take junior employees under their protg and offer advice and guidance on how to survive and get ahead in the organization. They act as role models. A sponsor, on the other hand, is someone in the organization who can create career development opportunities.

ORGANISATIONAL CAREER DEVELOPMENT:The assistance from managers and HR department is equally important in achieving individual career goals and meeting organizational needs. A variety of tools and activities are employees for this purpose. a) SELF-ASSESSMENT TOOLS:Here the employees go through a process in which they think through their life roles, interests, skills and work attitudes and preferences. They identify career goals, develop suitable action plans and point out obstacle that come in the way. Two self-assessment tools are quite commonly used in the organizations. The first one is called the careerplanning workshop. After individuals complete their self-assessment, they share their findings with others in career workshops. These workshops throw light on how to prepare and follow through individual career strategies. The second tool, called as a career workbook, consists of a form of career guide in the question-answer format outlining steps for realizing career goals. Individuals use this company specific, tailor-made guide to learn about their career chances. This guide, generally throws light on organizations structure, career paths, qualifications for jobs and career ladders. b) INDIVIDUAL COUNSELLING:Employee counselling is a process whereby employees are guided in overcoming performance problems. It is usually done through face-to-face meetings between the employee and the counselor or coach. Here discussions of employees interests goals, current job activities and performance and career objectives take place. Counselling is generally offered by the HR department. Sometimes outside experts are also be called in. if supervisors act as coaches they should be given clearly defined roles and training. This is, however, a costly and time-consuming process.

c) EMPLOYEE DEVELOPMENT PROGRAMMES:These consist of skill assessment and training efforts that organizations use to groom their employees for future vacancies. Seminars, workshops, job rotations and mentoring programmes are used to develop a broad base of skills as a part of such developmental activities. CAREER PROGRAMMES FOR SPECIAL GROUPS:In recent years, there is growing evidence regarding dual career families developing tensions and frictions owing to their inability to reconcile the differences between the family roles and work demands. When we talk of dual career couples (a situation where both husband and wife have distinct careers outside the home) certain puzzling questions arise naturally: whose career is important; who takes care of children; what if the wife gets a tempting promotion in another location; who buys groceries and cleans the house if both are busy, etc. realizing these problems, organizations are providing a place and a procedure for discussing such role conflicts and coping strategies. They are coming out with schemes such as part-time work, long parental leave, child care centers, flexible

d)

working hours and promotions and transfers in tune with the demands of dual career conflicts. CAREER DEVELOPMENT ACTIONS:a) JOB PERFORMANCE:Employee must prove that his performance on the job is to the level of standards established, if he wants career progress. b) EXPOSURE:Employees desire for career progress should expose their skills, knowledge, qualifications, achievements, performance etc., to those who take the decision about career progress. c) RESIGNATIONS:Employees may resign the present job in the organization, if they find that career opportunities elsewhere are better than those of the present organization. d) CHANGE THE JOB:Employees who put organizational loyalty above career loyalty may change the job in the same organization are better than those in the present job. e) CAREER GUIDANCE:And counselling provides information, advice and encouragements to switch over to other career or organization, where career opportunities are better.