Research Korner: Human Resource Function

THE INTERNATIONAL HUMAN RESOURCE MANAGEMENT PRACTICE

THE INTERNATIONAL HUMAN RESOURCE MANAGEMENT PRACTICE         International Human Resource Management is simply the same process of Human Resource Management but the only difference is that its governing practice is integrated and manifested in Multi-National Corporation. This means that the standard HRM function may have the same function from various countries governing the same company to upheld International policy, rules and regulation regardless of the countries where they belong. They still function in staffing, or recruitment of personnel, employee compensation and benefit formulation. With its ambition and relentless pursuit to integrate International prospective to come across boundaries among nations this IHRM system has been developed and later enhance. Now it has become popular and adopted all over the world in multi-national companies and organization.       This doesn’t mean that companies who practiced International Human Resource Management do not comply with the countries standard HRM practices but it simply does implement their own regulation as a whole based on their own sets of standard with regards to the country they been operating.       It’s advantages lies mainly in reducing some forms of risk including but not limited to International Human Relation, Cultural risks and diversified Human Resource Capital and mostly Salaries and Wages pertaining to other countries which firms are expected to expand and operate. In a multi-national organization that practiced International Human Resource Management, employee’s satisfaction is almost always guaranteed.   For Instance the Business Process Outsourcing (BPO) who focuses on Asia particularly in India and the Philippines have a win win advantage over their employees. Most of their employees have been enjoying a huge amount of salary and wages and other bonuses while some of them are having a flexible time schedule at the same time these companies enjoys low cost operating expenses since their workers are paid in dollars which is equally much lower than in their countries. The result is the booming business in Business Process Outsourcing in their selected countries and probably an increase in Gross Domestic Product (GDP).       On the other hand these multi-national companies offers a standard work environment and training procedures thus, their employees that comes from various countries can interchangeably have the same common knowledge upon completion. This means that the engineer in Japan when transferred to China can have the same ability in the workplace and the worker in Singapore may have the same knowledge that of Korea. Companies like National Panasonic, Mitsubishi Motors, and Japanese International Cooperation Agency (JICA) use to exchange labor force from around the world effectively using International Human resource Management practice. This has been the focal point of multi-national companies, to create a job design suited for international competencies and standard. The only limiting factor that a worker may encounter is the language barrier from another country but at the same time International Companies also focusing on Internationally well known languages like English which is highly used all over the world.         Employees who are cross exchange enjoy even more rewarding career opportunities and advancement that is why motivation in forms of monetary value is simply expected to be very high. In other countries this has become some sort of promotion on the part of the worker. This has become the overall advantages of multi-national companies who enjoy and international recognition. They are highly flexible in terms of human resources and labor force.       In some instance there are problems and hindrances that affect International Human Resource Practices. Problems like high rates of expatriation, repatriation may arise. Demographic and geographic problems like a person in Alaska wouldn’t want to work in Africa and vice versa. Gender problems especially among Asian women who grow in conservative countries have been abused in other countries and racial discrimination etc maybe later experienced. however equal opportunity employment system and high salary somehow eliminated some fear of workers thereof.        Equal opportunity employment is the main objective of International Human Resource Management practice. This will promote recognition and opportunity for all workers in multi-national company all over the world, It will eliminate discrimination therefore promotion is available regardless of age, nationality and gender of employees, assures International focus whether on manpower or product distribution because of workers ability to systematized.  And most of all this International Human Resource Management System may result in the highest possible productivity for both organization and employees. Although we can easily presume that multi-national companies have the highest standard in recruitment process and only the best are accepted here. On the comparative degree we can conclude that International Human Resource Management has been more successful throughout its practice.

THE INTERNATIONAL HUMAN RESOURCE MANAGEMENT PRACTICE

THE INTERNATIONAL HUMAN RESOURCE MANAGEMENT PRACTICE International Human Resource Management is simply the same process of Human...

HR Business Partner Essay

HR Business Partner             In creating a value for HR through the people, the effort must begin from operational to strategic, qualitative to quantitative, policing to partnering, short-term to long-term, administrative to consultative, functionally-oriented to business-oriented, internally-focused to externally and customer-focused, reactive to proactive and activity-focused to solutions-focused. In particular, the capability of the HR manager to hone a high-commitment, a high-performance and high-involvement workforce transcends towards a competitive edge to boot. It is worth noting that the notion of an effective HR manager greatly differs in the way people perceived an effective modern HR manager. There was a steady linkage between best practices and business performance and that these benchmark HR managing practices can be applied to any organization. From an organizational perspective, the fast-paced organizational changes necessitate the need for pro-active and process-oriented HR managers since much of the responsibilities and controls are vested within them. The growing need to readily adopt policies to strategies must mean splitting broad managerial functions into specific areas of responsibility. The new HR managers’ role extends beyond the traditional HR applications like staffing, reward systems and performance review. Their novel roles now involves recruiting, hiring, training, organizational development, communication, performance management, coaching, policy recommendation, salary and benefits, teambuilding, employee relations and leadership. Nevertheless, there are three additional roles for HR managers and these are employee advocates, change champion and strategic business partners.             As employee advocates, the HR manager’s tasks are centered on creating and establishing a work environment wherein people will choose to be motivated, contributing and happy. To foster an effective method towards goal-setting, communication and empowerment through responsibility is to build the sense of ownership amongst the employees. Thus, a competence and committed organizational culture and climate stems from a competent and committed workforce. And who better provide this than an equally competitive, committed and effective HR manager. Through this, the HR manager not only motivates their people but also provides employee development opportunities and assistance.               Further, the knowledge about and the ability of HR managers to execute successful change strategies within the organizations make them exceptionally valued. Since changes minimizes employee dissatisfaction and resistance to change, HR managers must efficiently deliver HR practices through promoting and identifying organizational mission, vision, goals and objective as well as applying this on everyday activities. HR managers must serve to fulfill action plans, manage transformation and ensure capacity for change as well.              When it comes to being strategic business partners, business partnership between the organization and the HR managers are more facilitative and aims at developing self-sufficiency. One of the advantages of this model is the close integration of HR functions with the business though role definitions might get blurry along the way. Another is its application in smaller organizations compared to larger companies as this was perceived as added strategic value unless individuals will assert their respective roles. Notably, this model is embedded on ideologies that hinder sound collaboration. One should observed that business partner models for HR seek for a strong working relationship with the line, good knowledge of local business issues, intelligent clients who value consultation processes, an ability to access strategic issues, clear role boundaries with transactional HR and an ability to pull in expertise when required. In essence, it is necessary to answer ‘who does who’ and ‘what does what’. To serve a valuable business strategy, HR managers need to acquire knowledge, skills, abilities and personalities necessary to be competent in this field. Personal such as flexibility and adoptability and technical skills are much-needed through increasing their knowledge on HR policies and processes while ensuring legislative and company policy compliance. Influencing skills are also looked-for as well as people management skills. In addition, political skills may be considered. HR managers are required to have broad knowledge of the company’s business, either internal or external, and must act on achieving a knowledge-centric culture. Though HR managers are also subject to ethical criticisms and HR manager’s reputation always on a juggle, still they must behave and find ways to increase their abilities in recognizing moral issues and developing their moral sensitivities. This reflects in everyday operations and the harmonious climate in the workforce. As argued, the fact the ‘good’ is ‘right’ and ‘right’ is morally accepted must be weighed by the HR managers in decision-making. Moreover, the professionalism of HR managers based on ‘personality’ must be measured through contingency models instead of a ‘fit-in’. The humane aspect of HR managers is always criticized; therefore, management must choose managers that can initially align their personality to internal culture and climate.

HR Business Partner Essay

HR Business Partner In creating a value for HR through the people, the effort must begin from operational to strategic, qu...

TRANSCONTINENTAL MEDIA –Evolving Towards An HR Business Partner

TRANSCONTINENTAL MEDIA – Evolving Towards An HR Business Partner   For most growing organizations, there comes a point in time when the Human Resources (HR) function must transition from transactional fire fighters to proactive business partners. While this type of transition is a common one, it is none-the-less difficult.  once said, “things do not change; we change.” The challenge for organizations lies in supporting transformation at the individual level so that it becomes evident at the organizational level. However, many organizations struggle to successfully make this transition. Let’s take a closer look at how one organization along with an external organizational development consultant made it work. STRATEGIC BUS A GROWING ORGANIZATION Transcontinental is a printing and publishing business headquartered in Montreal, Quebec, Canada. It is comprised of two printing sectors and one publishing sector (Transcontinental Media). Transcontinental Media is Canada’s leading publisher of consumer magazines and the second largest publisher of local and regional newspapers. Its foundation was established in 1979 through the acquisition of one weekly business newspaper and one magazine. A steady stream of acquisitions throughout Canada over the last two decades has made it the fourth largest print media group in Canada with annual sales topping the $500 million mark. Between 1996 and 2003 Transcontinental Media grew from 250 to 2800 employees. As a result of growth through acquisitions, the organization was made up of a number of independent units throughout Canada. Most acquired businesses retained much of their local policies, infrastructure, cultures and programs. The organization’s HR professionals tended to work in silos, were privy to little business information and were focused mainly on local administrative issues related to recruitment, compensation and employee relations in their respective geographic areas. As a result of two major acquisitions in 2000 and 2002, the development of a “one company” HR philosophy became apparent. An internal HR audit, conducted by members of the HR team in early 2003, confirmed the need to better align the HR function and coordinate activities and standardize processes in order to support the organization’s growth objectives. For Katya Laviolette, who was hired in May 2003 as Vice-President, Human Resources at Transcontinental Media, two things became apparent in her first months of leadership. First, the organization had grown too large to maintain a fragmented approach to HR. In order to continue growing, acquiring and successfully integrating, the culture needed to shift from that of a collection of small businesses to a unified publishing company. Second, the future of the business would depend on superior human capital. Transcontinental Media’s HR organization would need to become a worldclass partner to the business in order to attract, develop and support talent. This would mean expanding and growing the responsibilities of the HR professionals from a focus on the technical aspects of HR (recruitment, compensation and employee relations) to include the more strategic aspects of HR (change management, communications, organizational and leadership development). The HR organization decided to use the following model by David Ulrich as a framework to explain the vision of HR and make explicit the changes required in the role of HR professionals in supporting and achieving the organization’s vision and objectives. CHANGE AGE CREDIBILITY • Develops and aligns strategies with business • Assists line managers in solving organization, people and change-related issues • Contributes to management team’s strategic decision-making • Fosters systems thinking, customer focus • Strategically manages workforce development • Understands the organization’s culture and what is effective and ineffective • Institutionalizes change capability within the organization • Assists line managers to lead and facilitate change • Acts as a consultant in organizational effectiveness • Enhances management development • Creates and delivers effective and efficient HR processes and services tailored to unique business needs • Manages people and HR related costs • Ensures internal and external customer focus • Applies information technology to rapidly deliver quality HR products and services • Develops strategies and helps implement actions that enhance human capital contribution • Helps build workforce commitment • Ensures fair, ethical, and equitable people processes and practices MODEL FOR CHANGE To aid in this transition Laviolette, engaged Beverley Patwell of Patwell Consulting Inc., an organization development consultant, to help develop their change strategy. Together, and in conjunction with the HR team, they developed a collaborative change process which built on the current strengths and values of the organization. This model and its transition and implementation process enabled the organization to begin developing competencies that would make it self-sustaining as opposed to being dependent on external consultancy. In order to achieve their objectives each level of the organization that was directly or indirectly impacted by the changes, was consulted and or involved in the change process. For Transcontinental Media this meant that the all three levels of organization were active players and participants in various parts of the change process (Corporate, Sector and National HR Team). Collaboration was the key to the success of this project. The development process consisted of six basic phases: Understand, Assess, Develop, Test, Implement and Evaluate/ Refine. As we will see, this process was used within 2 phases: Phase 1: Understanding and Strategy Development and Phase 2: Execution. Each cycle identified and addressed learning opportunities in the areas of the individual, team, structure, culture and organization. UNDERSTAND PHASE 1 UNDERSTAND • Completed a review of an HR Audit earlier in the year. • Katya Laviolette (VP HR) held individual meetings with the National HR Team, Corporate HR, and local business leaders from every level of the organization to build relationships, understand the business as well as the HR challenges/objectives. • Beverley Patwell (external consultant) held individual meetings with Katya Laviolette, key members of the National HR Team and business leaders to gather data on their strengths, business challenges, cultural dynamics and opportunities for growth. ASSESS • Analyzed data gathered in the “Understand” phase. • Identified the HR organization’s primary opportunities for growth in order to become a more unified team of HR professionals and to expand the role of the HR professional to include competencies in the areas of strategic thinking and change management (Ulrich Model). DEVELOP • Articulated vision of the future (Ulrich Model) and gained buy-in with business leaders at both corporate and sector levels. • Developed and implemented the first HR National Team meeting with the following results: - Helped the group get to know Katya Laviolette, their new leader; - Created a common understanding of business challenges/opportunities driving the need for change; - Created a shared vision of the future; - Built relational ties across geographical boundaries by involving entire team; - Created the first HR Operating Plan linked to business strategy. UNDERSTANDING & STRATEGY DEVELOPMENT Below is a summary of the activities undertaken and the results achieved in each phase of the cycle during the first rotation. TEST • Reviewed the National HR Team’s draft of the joint HR Operating Plan with corporate and business leaders and made appropriate modifications. IMPLEMENT • Implemented, monitored and evaluated the progress of the HR Operating Plan. Corresponding individual action plans were executed over an 8 month period. REFINE & EVALUATE • Recognized, rewarded and celebrated new behaviors and achievements of operational objectives. • Performed periodic reviews of individual action plans and group successes against goals established and identified in the HR Operating Plan. • Conducted a post-offsite survey to define and prioritize individual skill development needs for HR team members. PHASE 2 UNDERSTAND • Reviewed the assessment of the first HR National Team Meeting & the groups’ expressed interest in developing their competencies in the areas of coaching, influencing and consulting. • Held individual meetings with functional experts within the HR team, in addition to HR managers, local business leaders and corporate leaders to understand the impact of the first change cycle as well as and learning opportunities. ASSESS • Synthesized data gathered in “Understand Phase” to set priorities for the second HR National Team Meeting to address the following: developing individual strengths and areas for improvement and re-articulating shared vision and operational objectives. DEVELOP • Developed and implemented a second off-site with the following results: - Created fundamental awareness of individual strengths and opportunities for growth particularly in the areas of consulting and influencing skills; - Strengthened and displayed individual capabilities by involving HR team members in the design and delivery of the HR National Team Meeting; - Further built relational ties across geographical boundaries by involving the entire National HR Team; - Created a second HR Operating Plan linked to business strategy. • Modelled a consulting process for the team by using it to create and implement the offsite. TEST • Reviewed the National HR Team’s draft of the HR Operating Plan with corporate and business leaders and made appropriate modifications. • Obtained feedback from HR Leadership Team and other key stakeholders as well as internal clients. IMPLEMENT • Worked on HR Operating Plan and corresponding individual action and development plans and implemented the actions over a 12 month period. EXECUTION Below is a summary of the activities undertaken and results achieved in each phase of the cycle during the second rotation. REFINE & EVALUATE • Recognized, rewarded and celebrated new behaviors and achievements. • Performed periodic reviews of individual action plans and group successes against goals outlined in HR Operating Plan. • Conducted a post meeting survey that defined and prioritized individual skill development needs for HR team members. RESULTS/INTEGRATION The process described above has helped the organization establish a shared vision for the role of HR. This vision is owned by HR professionals across the organization, championed by senior management and understood by all business partners. Professionals at the local levels are now more responsible and accountable for the strategic and change management aspects of HR as well the technical aspects of HR. Furthermore, each HR professional has developed their own learning plan that incorporates the technical, strategic and change management competencies required for their success. The HR competencies have increased across the board. As a function, HR is being called upon to participate in various strategic initiatives. The HR team is now able to set their own performance measures and assess their results. Going forward, the National HR Team has established quarterly meetings to review their progress and work on individual development needs. Finally, a regular annual meeting has been established to structure their HR Operating Plan and focus on continued HR Business Partner training and development. CONCLUSION/KEYS TO SUCCESS For Laviolette and Patwell, there are a few key lessons they have gleaned from their success in jumpstarting this transformation. VISION OF THE FUTURE - On reflection, Laviolette and Patwell both agree that defining a clear vision based on good organizational data was critical. However, it wasn’t just having the vision that made the intervention successful. Key success factors included: • Linking the HR vision to the strategic priorities of the business and having senior leaders champion and reinforce the vision. • Building an HR Operating Plan in collaboration with the National HR Team helped create buy-in and momentum for their work. • Tracking and measuring results on a regular basis reinforced their progress on a individual, team and organizational level and was highly appreciated by every member of the National HR Team. PATIENCE & POSITIVISM - The bottom line is that no matter how quickly we need to change; change requires patience, a positive vision, and a concrete plan. Leaders must ensure that small but important and visible signs of change are apparent to the organization – especially early on. Key success factors included: • Celebrating and recognizing quick wins. • Providing recognition (group or individual) for successful interventions and achievements of critical milestones. • Identifying and dealing hands-on with varying levels of resistance. • Being aware that individuals deal with change in different ways and require varying levels of support. • Taking the time to develop a customized HR approach, as opposed to replicating an approach from previous experience. COLLABORATIVE PLANNING & TRANSPARENCY – The change process involved a partnership that was strongly rooted in an organizational culture that valued collaboration. Key success factors included: • Including everyone in the design and planning process of the interventions (2 HR National Team Meetings, Competency Development, Developing the HR Operating Plan, Developing and monitoring performance measures and individual and team learning/development plans). NON-DEPENDENCE - Patwell’s approach to consulting asserts that in order to affect permanent change within an organization, the system cannot become dependent upon the external consultant. Rather, the consultant is there to model and provide the process for learning and in this case, some of the content early on. Through this process, the organizational system takes on ownership and becomes responsible for its own learning. CLIENT FOCUS - As with any change initiative, it is imperative that the consultant begin by developing a strong understanding of the cultural, business, technical and individual context in which she/he will be working. Key success factors included: • Tailoring the intervention to the culture in order to develop the right strategy to ensure sustained change. • Staying constantly attuned to what the client needs by obtaining sound and current data throughout the life of the project. • Being aware of your Use of Self and monitoring your own strengths and learning opportunities.

TRANSCONTINENTAL MEDIA –Evolving Towards An HR Business Partner

TRANSCONTINENTAL MEDIA – Evolving Towards An HR Business Partner For most growing organizations, there comes a point in time when ...

Human Resource Recruitment and Selection

Human Resource Recruitment and Selection   <li class="MsoNormal"> Definition</li> <li class="MsoNormal"> Objective of a Well Organized Selection Program</li> <li class="MsoNormal"> Reasons for Proper Selection of Employees</li> <li class="MsoNormal"> Responsibility for Recruitment, Selection, and Hiring of Employees </li> <li class="MsoNormal"> Procedures in Recruitment, Selection and Hiring <li class="MsoNormal"> Human Resource Recruitment Requisition Form</li> <li class="MsoNormal"> Posting and/ or Advertising Job Vacancies</li> </li> I. Sources of People <li class="MsoNormal"> Reception of Applicants</li> II. Types of Interview <li class="MsoNormal"> Preliminary Interview </li> <li class="MsoNormal"> Employment Test</li> <li class="MsoNormal"> Interview of Human Resource Manager</li> <li class="MsoNormal"> Investigation of the Job Applicants Background</li> <li class="MsoNormal"> Supervisor Interviews f or the Best Qualified Applicants</li> <li class="MsoNormal"> Placement of New Employee</li> <li class="MsoNormal"> Types of Employee <li class="MsoNormal"> Regular employee</li> <li class="MsoNormal"> Temporary employee</li> <li class="MsoNormal"> Probationary employee</li> <li class="MsoNormal"> Contractual employee</li> <li class="MsoNormal"> Casual or seasonal employee</li> </li>       <li class="MsoNormal"> Interview Guidelines</li>       _______________________________________________________________________     Human Resource Recruitment, Selection and Placement   I.                   Definition1   Recruitment – refers to the practices of organization to persuade people to apply for employment in the company.   Selection – the process of determining who from among the job applicants should get the job.   Placement – is the function of making a new employee familiar with his new job and work environment.   Labor Code of the Philippines Definition of Recruitment and Placement2               Recruitment and placement refers to any act of canvassing, enlisting, contracting, transporting, utilizing, hiring or procuring workers, and includes referrals, contract services, promising or advertising for employment, locally or abroad, whether for profit or not: Provided, That any person or entity which, in any manner, offers or promises for a fee employment to two or more persons shall be deemed engaged in recruitment and placement.   Studying the Different Jobs in the company and writing the Job Description and Specification. 1   Job description – Tells what is done on the job, how it is done, why it is done, the skills involved, and the tools and equipment used in doing it.               Job specification – In analyzing the job, it is likewise necessary to know the specific qualifications required of the man who is to do it, such as the following; amount and type of experience needed to perform the job, special training, skills and physical demands, special abilities and aptitudes, age, physical qualifications, and other requirements.   II.                Objective of Well Organized Selection Program 3   The main objective of good employee selection is to acquire people who possess the ability and competence to accomplish successfully the duties and responsibilities not only of the job to be filled but also of the potential to grow with the company.               If a person is assigned to a job to which his ability, character, and temperament are not suited, he is likely to fail and thereby create a problem for management. It is therefore good personnel policy to attract and hire for every vacant position those who possess the ability, personality and potential to grow with the company and develop them into efficient, loyal and satisfied employee.   III.             Reason for proper selection of employees3   There are several reason why employees be well selected; some of them are:   1.      Company objective are better achieved by workers who have been properly selected. 2.      An incompetent worker is a liability to the company. 3.      Personnel requirements vary from job to job 4.      People have varying degree of intelligence, aptitudes, and abilities 5.      Labor laws protect employees, making it difficult to fire incompetent and problem employees. 6.      Individuals have different interests, goals, and objectives in life. 7.      Careless hiring is costly and can cause problems to the company, especially to the supervisors and managers who have to deal with the workers.   IV.             Procedures in Recruitment, Selection and Hiring1               1. Human Resource Recruitment Requisition Form                           To inform the employment office about the existence of a vacancy to be filled, the department head concerned should accomplish a formal requisition form. Indicating the fact and information about the vacancy filled: Ø  Position or Job Title Ø  Date when the new employee will be needed Ø  His rate of pay Ø  The required qualification of the employee Ø  The job description and specification Ø  Approval by the responsible official of the firm and other data   Time for selection – In making selection, the employment officer must be given sufficient time to recruit and evaluate records of applicants and to arrive at a sound decision as to the right man for vacancy.               2. Posting and/ or Advertising Job Vacancies                                     The purpose is to communicate to employees that they have priority over outsiders as far as opportunities for advancement within the organization is concerned provided they possess the needed qualifications.   Sources Of People a. Inside Sources         Ø  Job Posting and Bidding                         b. Outside Sources Ø  Public Employment Agencies Ø  Private Employment Agencies Ø  School and Colleges Ø  Advertising               3. Reception of Job Applicants               To make the selection truly discriminating there must be several qualified applicants from whom final choice can be made. The chance of finding the individual most qualified for the jobs can be better achieved if there are several applicants to select from.   4. Preliminary Interview                         The interviewer checks if the job applicant has accomplished either the Employee Information Sheet or Application Form. Using this as a basis, the interviewer then would ask the job applicant certain questions to check, clarify, or communicate information to the job applicant. Then, information about the company like its organizational goal and philosophies, people behind the organization, company history and products, environment for work, opportunities for growth with the organization are discussed.               Types of Interview   a. Directive Interview – The directive interview ask for specific information. The questions give more emphasis on the habits and character traits of the person.   b.   Non Directive – Non-directive questions are broad, open-ended and require a narrative answer. They permit the applicant to narrate his experiences and to express his interests with minimum guidance from the interviewer.   c.    Group Interview – This interview is conducted by panel or committee of three or five interviewers sitting as a panel. The manager of the department concerned is usually a member of the group of interviewer.             5. Employment Test                         Employment tests are given to job applicants to evaluate characteristics that can not be measured using references, application forms, or interviews. The test to give job applicants should be those that work or is relevant to the position. Employment tests based on personal characteristics intended to be evaluated can be classified into: intelligence, aptitudes, interest, personality, and achievement or proficiency.         6. Interview with Human Resource Manager                         The Human Resource Manager will evaluate the qualifications of the job applicant. The Human Resource Manager will send only a predetermined number of the best qualified job applicant for a given position or job to the line manager where the vacancy exists.   7. Line Manager or Supervisor Interview the Best Qualified Applicants               Depending upon the practice of the organization, the predetermined number of qualified job applicants for a given position is sent for an interview with the line manager or line supervisor where the vacant position is located.                         After all the best qualified applicants would have been interviewed by the line manager or supervisor, a list of preference ranking the order of choices of the line manger is sent to the Human Resource Manager.   8. Pre-employment Medical Examination                         Requiring Medical Examination as a condition for employment serves the interests of both the organization and the employee. On the part of organization, it is a device to ascertain that only medically and physically fir people are employed.   9. Placement of the New Employee   As soon as the results of the medical examination is received by the Human Resource Manager/ Department, the qualified applicant is given the good news that he or she is now a part of the organization. The final step in the recruitment and selection procedure is in order.   V.                Types of Employee4   <li class="MsoNormal"> Regular employee</li> An employee who has been employed to perform necessary or desirable activities in the business or trade of the employer who is employed beyond probationary period.   <li class="MsoNormal"> Probationary employee</li> An employee hired for regular job or position after the probationary period. Where the work is learnable or apprenticeable, the probationary period is limited to the authorized learnership or apprenticeship period. If not hired as a learner or apprentice, the probationary employment period is maximum of six months period, the probationary becomes regular employee.   <li class="MsoNormal"> Temporary employee</li> A temporary employee is a person hired to perform work in a specific project, job or period, upon completion of which the worker’s employment is terminated.   <li class="MsoNormal"> Contractual employee</li> A contractual employee is one hired on an individual employment contract basis to perform work on a specific project or projects. The duration of such employment is indicated in the employment contract, which may not exceed six months.   <li class="MsoNormal"> Casual or seasonal employee</li> By connotation, a casual worker is one who is hired for only a few days or a few months at a time to perform unit of work or to fill a gap in the absence of another employee, or a worker who is hired occasionally and intermittently especially during peak production periods.     VI.             Interview Guidelines3   1. Dress Appropriately Ø  Neat, Clean and well-groom           2. Be on time Ø  Arrive early but don’t be late Ø  This is the interviewer first impression of you   3 Bring Extra copies of your resume   4. Beware of body language Ø  Try to look energetic Ø  Display good posture Ø  Don’t forget to smile   5. Give Qualitative Answer Ø  Avoid Answering question using yes or no Ø  Give example of your past performance   6. Emphasize your strength Ø  The interview process is about selling yourself and what better way than  to market what you do best   7. Remain calm Ø  Avoid nervous habit such as:             Tapping your foot                         Playing your hair                         Biting your nail   8. Make sure your initial non-verbal contact is positive Ø  Have a firm handshake Ø  Establish good eye contact while talking   9. When asked questions always listen to their question carefully   10. Obtain information for yourself Ø  Be an active in the interview process Ø  Don’t just sit there and not ask any question   11. Be careful of the quickie words. They can make you sound uneducated.                                                               Emphasis:        Gonna                                     To tell the truth             Yeah                                        Truthfully             “y know”                                 Basically             Kinda                                      Ok, well   12. Parroting Technique Ø  If the question is unclear Ø  Entirely appropriate to ask clarifying question or paraphrase the question to make sure you understand. “Parrot back” Ø  “Just so I understand, what are you asking is…”   13. S.T.A.R Technique Ø  Describe the Situation you were in or the Task you needed to accomplish; describe the Action you took, and the Results. Ø  Be specific, not general or vague        _____________________________________________________________________

Human Resource Recruitment and Selection

Human Resource Recruitment and Selection Definition Objective of a Well Organized Selection Program Reasons for Pr...