NSAMIZI TRAINING INSTITUTE OF SOCIAL

DEVELOPMENT

ELEMENTS OF HUMAN RESOURCE

MANAGEMENT

Author
Seku Michael
TOPIC I: SCOPE OF HUMAN RESOURCE MANAGEMENT

 Concepts of HRM

 The roles of the HR manager

 Challenges of modern HRM

What is Human Resource Management?

HRM is the study of activities regarding people working in an organization. It is a managerial
function that tries to match an organization’s needs to the skills and abilities of its
employees.
Definitions of HRM Human resources management (HRM) is a management function
concerned with hiring, motivating and maintaining people in an organization. It focuses on
people in organizations. Human resource management is designing management systems
to ensure that human talent is used effectively and efficiently to accomplish organizational
goals.
HRM is the personnel function which is concerned with procurement, development,
compensation, integration and maintenance of the personnel of an organization for the
purpose of contributing towards the accomplishments of the organization’s objectives.
Therefore, personnel management is the planning, organizing, directing, and controlling of
the performance of those operative functions (Edward B. Philippo).
According to the Invancevich and Glueck, “HRM is concerned with the most effective use of
people to achieve organizational and individual goals. It is the way of managing people at
work, so that they give their best to the organization”.
According to Dessler (2008) the policies and practices involved in carrying out the “people”
or human resource aspects of a management position, including recruiting, screening,
training, rewarding, and appraising comprises of HRM.
Generally, HRM refers to the management of people in organizations. It comprises of the
activities, policies, and practices involved in obtaining, developing, utilizing, evaluating,
maintaining, and retaining the appropriate number and skill mix of employees to
accomplish the organization’s objectives.
The goal of HRM is to maximize employees’ contributions in order to achieve optimal
productivity and effectiveness, while simultaneously attaining individual objectives (such as
having a challenging job and obtaining recognition), and societal objectives (such as legal
compliance and demonstrating social responsibility).
In short Human Resource Management (HRM) can be defined as the art of procuring,
developing and maintaining competent workforce to achieve the goals of an organization in
an effective and efficient manner.

Nature of HRM
HRM is a management function that helps managers to recruit, select, train and develop
members for an organization. HRM is concerned with people’s dimension in organizations.
The following constitute the core of HRM
1. HRM Involves the Application of Management Functions and Principles. The functions
and principles are applied to acquiring, developing, maintaining and providing
remuneration to employees in organization.
2. Decision Relating to Employees must be Integrated. Decisions on different aspects of
employees must be consistent with other human resource (HR) decisions.
3. Decisions Made Influence the Effectiveness of an Organization. Effectiveness of an
organization will result in betterment of services to customers in the form of high-quality
products supplied at reasonable costs.
4. HRM Functions are not Confined to Business Establishments Only but applicable to non-
business organizations such as education, health care, recreation and like. HRM refers to a
set of programmes, functions and activities designed and carried out in order to maximize
both employee as well as organizational effectiveness.
HRM Objectives and Functions
The primary roles/responsibilities of Human Resource managers are:

 To develop a thorough knowledge of corporate culture, plans and policies.

 To act as an internal change agent and consultant

 To initiate change and act as an expert and facilitator

 To actively involve in company’s strategy formulation

 To keep communication line open between the HRD function and individuals and groups
both within and outside the organization\

 To identify and evolve HRD strategies in consonance with overall business strategy.

 To facilitate the development of various organizational teams and their working

relationship with other teams and individuals.

 To try and relate people and work so that the organization objectives are achieved
efficiently and effectively.

 To diagnose problems and determine appropriate solution particularly in the human

resource areas.

 To provide co-ordination and support services for the delivery of HRD programmes and
services

 To evaluate the impact of an HRD intervention or to conduct research so as to identify,

develop or test how HRD In general has improved individual and organizational
performance.
Different management gurus have deliberated different roles for the HR manager based on
the major responsibilities that they full fill in the organization. Few of the commonly
accepted models are enumerated below.
Pat Mc Lagan has suggested nine roles that are played by HR practitioners
1. To bring the issues and trends concerning an organization’s external and internal people
to the attention of strategic decision makers and to recommend long term strategies to
support organizational excellence and endurance.
2. To design and prepare HR systems and actions for implementation so that they can
produce maximum impact on organizational performance and development.
3. To facilitate the development and implementation of strategies for transforming one’s
own organization by pursuing values and visions.
4. To create a positive relationship with the customer’s by providing them with the best
services; to utilize the resources to the maximum and to create commitment among the
people who help the organization to meet the customers’ needs whether directly connected
or indirectly connected to the organization.
5. To identify the learning needs hence to design and develop structured learning
programmes and materials to help accelerate learning for individuals and groups
6. To enable the individuals and groups to work in new situations and to expend \and change
their views so that people in power move from authoritarian to participative models of
leadership.
7. To help employees to assess their competencies, values and goals so that they can identify,
plan and implement development plans.
8. He also assists the individual employee to add values in the workplace and to focus on the
interventions and interpersonal skills for helping people change and sustain change.
9. He assesses the HRD practices and programmes and their impact and to communicate
results so that the organization and its people accelerate their change and development.
According to Dave Ulrich HR play’s four key roles.
1. Strategic Partner Role-turning strategy into results by building organizations that create
value;
2. Change Agent Role- making change happen, and in particular, help it happen fast
3. Employees Champion Role—managing the talent or the intellectual capital within a firm
4. Administrative Role—trying to get things to happen better, faster and cheaper. The role
HR in organizations has undergone an extensive change and many organizations have
gradually oriented themselves from the traditional personnel management to a human
resources management approach. The basic approach of HRM is to perceive the
organization as a whole. Its emphasis is not only on production and productivity but also on
the quality of life. It seeks to achieve the paramount development of human resources and
the utmost possible socio-economic development.

Challenges of modern HRM.

Class Rubric I
The learner:

 Describes the human resource management (HRM) functions.

 Exhibits the roles of a human resource (HR) manager.

 Identifies the challenges of modern HRM.
Roles:
Discuss the challenges of modern HRM.

TOPIC II: HUMAN RESOURCE PLANNING.

According to Vetter, “HRP is the process by which management determines how the
organization should move from its current man power position to desired manpower
position. Through planning, management strives to have the right time, doing things which
result in both the organization and individual receiving maximum long run benefits”.

According to Gordon Mc Beath, “HRP is concerned with two things: Planning of

manpower requirements and Planning of Manpower supplies”.

According to Beach, “HRP is a process of determining and assuming that the organization
will have an adequate number of qualified persons, available at proper times, performing
jobs which meet the needs of the enterprise and which provides satisfaction for the
individuals involved”.

Simply HRP can be understood as the process of forecasting an organization’s future

demands for and supply of the right type of people in the right number. In other words
HRP is the process of determining manpower needs and formulating plans to meet these
needs.

HRP is a Four-Phased Process.

 The first phase involves the gathering and analysis of data through manpower
inventories and forecasts,
 The second phase consists of establishing manpower objectives and policies and
gaining top management approval of these.
 The third phase involves designing and implementing plans and promotions to enable
the organization to achieve its manpower objectives.
 The fourth phase is concerned with control and evaluation of manpower plans to
facilitate progress in order to benefit both the organization and the individual. The long
run view means that gains may be sacrificed in the short run for the future grounds.
The planning process enables the organization to identify what its manpower needs is
and what potential manpower problems required current action. This leads to more
effective and efficient performance.
Purpose of HR planning
Here is a detailed explanation of the purpose of HR planning:
Ensuring the Best Fit
HR planning ensures that employees are placed in the right jobs, with the right skills and
abilities, to maximize their productivity and job satisfaction. This involves:
1. *Job Analysis*: Identifying the key responsibilities, skills, and qualifications required for
each job.
2. *Job Description*: Creating a detailed description of each job, including the tasks, duties,
and responsibilities.
3. *Job Matching*: Matching employees with the right jobs based on their skills,
qualifications, and abilities.
4. *Employee Development*: Providing training and development opportunities to help
employees acquire the necessary skills and abilities for their jobs.
Avoiding Manpower Shortages or Surpluses
HR planning helps to forecast future HR needs and ensure that the organization has the
necessary resources to meet those needs, avoiding shortages or surpluses. This involves:
1. *Workforce Planning*: Forecasting future HR needs based on business requirements,
employee turnover, and other factors.
2. *Workforce Analysis*: Analyzing the current HR capacity, including the number of
employees, skills, and qualifications.
3. *Workforce Adjustment*: Adjusting the HR capacity to match the forecasted needs, either
by hiring new employees or reducing the workforce.
Coping with Change
HR planning helps organizations adapt to changing environmental factors, such as
technological advancements, market shifts, or economic changes, by identifying and
addressing the skills gaps and training needs of employees. This involves:
1. *Change Management*: Identifying the impact of change on the organization and its
employees.
2. *Skills Gap Analysis*: Identifying the skills gaps and training needs of employees.
3. *Training and Development*: Providing training and development opportunities to help
employees acquire the necessary skills and abilities for their jobs.
Guiding Recruitment and Selection
HR planning provides a framework for recruitment and selection, ensuring that the
organization attracts and hires the right candidates for the right jobs. This involves:
1. *Job Posting*: Posting job openings to attract the right candidates.
2. *Candidate Selection*: Selecting the best candidates based on their qualifications, skills,
and abilities.
3. *Interviewing*: Conducting interviews to assess the candidates' fit for the job.

Developing Employees
HR planning identifies the skills and abilities required for different jobs and develops
strategies to train and develop employees to meet those needs. This involves:
1. *Employee Development Planning*: Identifying the skills and abilities required for each
job and creating a plan to develop employees.
2. *Training and Development*: Providing training and development opportunities to help
employees acquire the necessary skills and abilities for their jobs.
3. *Mentoring and Coaching*: Providing mentoring and coaching to help employees develop
their skills and abilities.
Ensuring Proper Utilization of Human Resources
HR planning helps organizations optimize the use of their human resources, minimizing
costs and maximizing productivity. This involves:
1. *Workload Management*: Managing workloads to ensure that employees are not
overwhelmed or underutilized.
2. *Employee Engagement*: Engaging employees to ensure they are motivated and
committed to their work.
3. *Performance Management*: Managing employee performance to ensure that employees
are meeting their job requirements.
Supporting Organizational Goals
HR planning ensures that HR strategies align with the organizations overall goals and
objectives, enabling the organization to achieve its desired outcomes. This involves:
1. *Strategic Planning*: Aligning HR strategies with the organization's overall goals and
objectives.
2. *Performance Measurement*: Measuring the performance of HR strategies to ensure they
are achieving the desired outcomes.
3. *Continuous Improvement*: Continuously improving HR strategies to ensure they remain
aligned with the organization's goals and objectives.
In summary, the purpose of HR planning is to ensure that an organization has the right HR
strategies in place to support its strategic goals, achieve operational efficiency, and maintain
a competitive edge in the market.

Determining manpower gaps

Determining manpower gaps in HR planning involves a systematic process of analyzing the
current and future human resource requirements of an organization. Here are the steps to
determine manpower gaps:
1. *Assess the External Environment*: Analyze the external factors that affect the
organization's ability to attract, retain, and develop employees, such as the labor market,
economy, industry, competition, technology, legislation, and social trends.
2. *Assess the Internal Environment*: Review and evaluate the internal factors that affect
the organization's performance, culture, structure, and processes, such as the vision,
mission, values, goals, strategies, policies, procedures, systems, and culture.
3. *Forecast Demand and Supply*: Estimate the number and types of employees that the
organization will need in the short and long term, based on factors such as expected growth,
turnover, productivity, quality, innovation, and customer satisfaction. Assess the current
and potential availability and suitability of existing employees and the external labor pool.
4. *Identify Gaps and Surpluses*: Compare the demand and supply forecasts to identify the
gaps and surpluses in terms of quantity and quality, and measure their magnitude and
impact on the organization's performance.
5. *Prioritize Gaps and Surpluses*: Define the top priority gaps with the greatest impact on
organizational performance and develop strategies to address them.
6. *Develop Action Plans*: Select the most appropriate and effective action plans to address
the gaps and surpluses, such as hiring, training, redeploying, retaining, developing,
promoting, demoting, transferring, outsourcing, downsizing, or terminating employees.
7. *Monitor and Evaluate*: Continuously monitor and evaluate the results of the action plans
and adjust them as needed to ensure that the organization's workforce is aligned with its
goals and strategies.
By following these steps, HR professionals can determine manpower gaps and develop
strategies to address them, ensuring that the organization has the right number and types
of employees to achieve its goals and objectives.

Barriers to human resource planning.

Human Resource Planners face significant barriers while formulating an HRP. The major
barriers are elaborated below:
1) HR practitioners are perceived as experts in handling personnel matters, but are not
experts in managing business. The personnel plan conceived and formulated by the HR
practitioners when enmeshed with organizational plan, might make the overall strategic
plan of the organization ineffective.
2) HR information often is incompatible with other information used in strategy
formulation. Strategic planning efforts have long been oriented towards financial
forecasting, often to the exclusion of other types of information. Financial forecasting takes
precedence over HRP.
4) Conflict may exist between short term and long term HR needs. For example, there can
be a conflict between the pressure to get the work done on time and long term needs, such
as preparing people for assuming greater responsibilities. Many managers are of the belief
that HR needs can be met immediately because skills are available on the market as long
as wages and salaries are competitive. Therefore, long times plans are not required, short
planning are only needed.
5) There is conflict between quantitative and qualitative approaches to HRP. Some people
view HRP as a number game designed to track the flow of people across the department.
Others take a qualitative approach and focus on individual employee concerns such as
promotion and career development. Best result can be achieved if there is a balance
between the quantitative and qualitative approaches.
6) Non-involvement of operating managers renders HRP ineffective. HRP is not strictly an
HR department function. Successful planning needs a coordinated effort on the part of
operating managers and HR personnel.

Uncertainties
One of the biggest barriers to effective HR planning is the presence of various uncertainties
that make it difficult to accurately forecast future HR needs. These uncertainties include:
- Seasonal fluctuations in employment demand
- Unpredictable labor turnover and absenteeism rates
- Technological changes that can rapidly alter skill requirements
- Volatile market conditions and economic ups and downs.
Inaccurate Forecasting Methods
The forecasting methods used in HR planning, while sophisticated, are not 100% accurate,
especially when the time horizon is long. Inaccuracies can also arise when forecasts made
for individual departments are simply aggregated without critical review to arrive at an
organization-wide forecast.
Lack of Top Management Support
HR planning requires full commitment and support from top management to succeed.
Without this, it becomes difficult for HR to obtain key information inputs like future growth
plans and technology roadmaps. Top management may also not allocate sufficient resources
to HR planning efforts.
Inadequate Information Systems
Many organizations, especially in developing countries, have not fully developed their
Human Resource Information Systems (HRIS). This is often due to the low priority given to
HR and HR planning. Reliable data on labor market trends, workforce demographics etc.
may not be readily available.
Employee Resistance
Employees and unions may resist HR planning as they perceive it as a tool to increase
workloads and productivity targets. They may also feel that HR planning focuses too much
on external hiring while ignoring internal mobility and development.
Employer Resistance
Some employers resist HR planning as they feel it increases manpower costs by giving
employees more bargaining power. They may also believe that hiring can be done on an as-
needed basis without formal planning.
Time and Cost Factors
HR planning is a complex, time-consuming and expensive exercise. There are doubts
whether the benefits justify the costs involved, especially in the short-term.
Lack of Coordination
Operating managers often view HR planning with skepticism and do not actively participate
or coordinate with HR and top management in the process. This lack of involvement from
key stakeholders can undermine the effectiveness of HR planning.
Imbalance in Focus
Some organizations focus too narrowly on the quantitative aspects of HR planning like
headcount and skills, while ignoring the qualitative aspects of employee engagement,
motivation and career development. An imbalanced approach can lead to suboptimal
outcomes.
In summary, the barriers to effective HR planning span organizational, technological,
human and process-related factors. Overcoming these barriers requires a concerted effort
by HR, top management and operating managers to develop robust HR planning
capabilities.
Class Rubric II
The learner:

 plans for the required manpower.

 identifies the manpower gaps.

 sets strategies for barriers to human resource planning.

Assignments:

 Discuss the purpose of manpower planning.

 Identify barriers to human resource planning and how to overcome them.
 Explain the role of HR professional in human resource planning process in
organizations.
 Describe the various forecasting techniques and how these techniques are being used
in human resource planning.
 Explain the barriers to HRP. Bring out the requisites for effective planning.

TOPIC III: RECRUITMENT AND SELECTION

Recruiting is the discovering of potential candidates for actual or anticipated organizational
vacancies. Or, from another perspective, it is a linking activity-bringing together those with
jobs to fill and those seeking jobs.
Recruitment:
Recruitment forms a step in the process which continues with selection and ceases with the
placement of the candidate. It is the next step in the procurement function, the first being
the manpower planning.
Recruiting makes it possible to acquire the number and types of people necessary to ensure
the continued operation of the organization. Recruiting is the discovering of potential
applicants for actual or anticipated organizational vacancies.
According to Edwin B. Flippo, “Recruitment is the process of searching for prospective employees
and stimulating them to apply for jobs in the organization.”

According to Lord, “Recruitment is a form of competition. Just as corporations compete to develop,

manufacture, and market the best product or service, so they must also compete to identify, attract
and hire the most qualified people. Recruitment is a business, and it is a big business.”
In the words of Dale Yoder, “Recruiting is a process to discover the sources of manpower to meet the
requirements of the staffing schedule and to employ effective measures for attracting that manpower
in adequate numbers to facilitate effective selection of an efficient working force.”

Figure shows Recruitment to Human Resource Acquisition Process

According to Werther and Davis, “Recruitment is the process of finding and attracting
capable applicants for employment. The process begins when new recruits are sought and
ends when their applications are submitted. The result is a pool of applicants form which
new employees are selected.”
Dales S. Beach writes, “Recruitment is the development and maintenance of adequate
manpower resources. It involves the creation of a pool of available labour upon whom the
organization can depend when it needs additional employees.”
Thus, recruitment process is concerned with the identification of possible sources of human
resource supply and tapping those sources. In the total process of acquiring and placing
human resources in the organization, recruitment falls in between different sub-processes
as shown in Figure

According to Scott, Clothier and Spriegel the need for recruitment arises out of the
following situations:
 Vacancies created due to expansion, diversification, and growth of business.
 An increase in the competitive advantage of certain concerns, enabling them to get
more of the available business than formerly.
 An increase in business arising from an upswing during the recovery period of a
business cycle.
 Vacancies created due to transfer, promotion, retirement, termination, permanent
disability or death.
  The normal population growth, which requires increased goods and services to meet
the needs of the people.
 A rising standard of living, which requires more of the same goods and services as
well as the creation of new wants to be satisfied.

Sources of recruitment
Sources of recruitment refer to the various methods by which job seekers are connected with
job opportunities. The primary purpose of recruitment is to find qualified candidates for the
development and growth of an organization. There are two main categories of recruitment
sources: internal and external.
Internal Sources
Internal sources involve recruiting employees who are already part of the organization.
These include:
Promotion
Shifting an existing employee to a higher position with more responsibility and increased
compensation. This allows the organization to leverage the skills and experience of its
current workforce and can serve as a motivational tool for employees.
Transfer
Moving an existing employee from one department or function to another within the same
organization. This can help the employee gain new skills and experience, while also allowing
the organization to utilize their talents in different areas.
Employee Referrals
Encouraging current employees to refer potential candidates from their personal and
professional networks. This can be an effective way to find qualified candidates who are a
good fit for the organization's culture.
Former Employees
Rehiring retired or former employees who are willing to work part-time or full-time. This
can be beneficial as these individuals are already familiar with the organization's operations
and may require less training.

Advantages of Internal Sources

1. Cost Savings: Internal recruitment eliminates the need for advertising and other hiring-
related expenses.
2. Easy Selection: Internal candidates are already familiar with the organization's operations,
culture, and processes, making the selection process more straightforward.
3. Morale Boost: Promotions and transfers can motivate existing employees to work harder
and strive for career advancement within the organization.
4. Loyalty: Internal recruitment fosters a sense of loyalty and commitment among
employees, as they see opportunities for growth and development within the company.
5. Reduced Training Time: Existing employees are already familiar with the organization's
procedures, policies, and systems, requiring less time and resources for onboarding and
training.
Disadvantages of Internal Sources
1. Reduced Morale: Employees who are not selected for promotion or transfer may feel
demotivated and overlooked, potentially leading to a decline in morale.
2. Limited Talent Pool: Internal recruitment may not attract fresh talent and new
perspectives from outside the organization, which can be beneficial for growth and
innovation.
3. Conflict: Promotions and transfers can sometimes lead to conflicts among employees,
particularly if the selection process is perceived as unfair or biased.
External Sources
External sources involve recruiting candidates from outside the organization. These include:

Advertisements;
Posting job openings in various media, such as newspapers, job portals, professional
journals, and social media platforms, to reach a wider pool of potential candidates.
Employment Exchanges
Utilizing government-run employment exchanges or job centers to connect with job seekers.
Placement Agencies
Partnering with private recruitment agencies that specialize in sourcing and providing
qualified candidates to organizations.
Campus Interviews
Conducting interviews and recruitment drives at educational institutions, such as colleges
and universities, to attract fresh graduates and young professionals.
Walk-in Interviews
Holding on-site interviews at the organization's premises to attract and evaluate potential
candidates.
Advantages of External Sources
1. Fresh Talent: External recruitment can bring in new ideas, skills, and perspectives that can
contribute to the organization's growth and innovation.
2. Availability of Skilled Labor: External sources provide access to a wider pool of skilled and
experienced candidates, increasing the chances of finding the right fit for the organization.
3. Reduced Training Time: New hires from external sources may already possess the
necessary knowledge and skills, requiring less time and resources for onboarding and
training.

Disadvantages of External Sources

1. Higher Costs: External recruitment involves advertising, hiring programs, and other
expenses, which can be more costly than internal recruitment.
2. Time-Consuming: The external recruitment process can be more lengthy and complex, as
it involves attracting, screening, and evaluating a larger pool of candidates.
3. Unhappy Employees: Existing employees may feel demotivated or overlooked if they are
not selected for promotion or internal opportunities, leading to potential morale issues.
In conclusion, both internal and external sources of recruitment have their own advantages
and disadvantages. Organizations should carefully evaluate their specific needs, goals, and
resources to determine the most appropriate mix of recruitment sources to attract and hire
the best-suited candidates for their organization.

Recruitment process;
The recruitment process is a formal plan that outlines how a company will identify, hire, and
onboard top job candidates. It involves several key steps and strategies to ensure the best
possible outcome. Here is a detailed explanation of the recruitment process:
Step 1: Review Recruitment Metrics and Goals
-Define Recruitment Goals: Identify the types of roles to be filled, the formats for job
advertisements, and the criteria for determining top candidates.
- Analyze Recruitment Metrics: Review current recruitment metrics to pinpoint pain points
in the process and inform recruitment goals. For example, the team may aim to increase the
number of applicants by targeting new job board platforms or hosting hiring events.
Step 2: Invest in Recruitment Tools
-Recruitment Software: Utilize recruitment automation software to streamline and
automate tasks such as resume parsing, interview scheduling, and follow-up
communications. This helps recruiters focus on strategic aspects of talent acquisition.
- AI-Driven Algorithms: Leverage AI-driven algorithms to match job requirements with
candidate profiles, sending personalized outreach messages or notifications to potential
candidates.
- Chatbots: Implement chatbots to engage candidates in initial conversations and pre-screen
them efficiently.
Step 3: Develop a Recruitment Strategy
-Growth and Workforce Planning: Identify areas of the business that need to scale up quickly
and ensure the necessary infrastructure and talent are in place.
-Skills Audit: Determine the skills required for future growth and identify gaps in the current
workforce.
-Employer Branding: Develop a strong employer brand by showcasing company values,
benefits, and culture through social media, job postings, and career pages.
Step 4: Source Candidates
-Job Postings: Optimize job postings to attract top talent by highlighting company culture,
benefits, and job responsibilities.
-Social Media: Utilize social media platforms to showcase company brand and values, and
to post job openings.
-Niche Job Boards: Post job openings on niche job boards to target specific skill sets or
industries.
-Employee Referrals: Implement an employee referral program to encourage current
employees to refer qualified candidates.

Step 5: Evaluate Candidates

-Initial Screening: Use chatbots or AI-driven algorithms to pre-screen candidates based on
job requirements.
-Interviews: Conduct interviews with top candidates, either in-person or virtually, to assess
their skills and fit for the role.
-Assessments: Utilize online assessment platforms to evaluate candidates' skills and
qualifications.
Step 6: Onboard New Hires
-Employee Onboarding Software: Utilize employee onboarding software to facilitate
document submission, compliance checks, and online training modules for new hires.
-Welcome Package: Provide a comprehensive welcome package to new hires, including
company information, benefits, and job responsibilities.
Step 7: Monitor and Improve
-Recruitment Metrics: Continuously monitor recruitment metrics such as time-to-fill, cost-
per-hire, and source effectiveness to identify areas for improvement.
-Candidate Feedback: Regularly gather feedback from candidates to gain insights into their
experience and perspective, and to evolve recruitment strategies.
Employee Selection Techniques in HR
Employee selection is a crucial step in the recruitment process, as it determines the best
candidate for a specific job role. The following techniques are commonly used in HR to select
the right candidates:
1. Pre-Employment Tests; Pre-employment tests are a form of assessment used to evaluate a
candidate's skills, abilities, and personality. These tests can be tailored to specific job roles
and help identify the best candidates for the position. Examples include cognitive ability
assessments, personality tests, and skills assessments.
2. Situational Judgment Tests (SJT); SJT tests present candidates with hypothetical scenarios
and ask them to choose the best response. This helps assess a candidate's problem-solving
skills, decision-making abilities, and ability to work under pressure.
3. Reference Checks; Reference checks involve verifying a candidate's previous work
experience and performance by contacting their previous employers or supervisors. This
helps assess a candidate's work ethic, reliability, and overall performance.
4. Background Checks; Background checks involve verifying a candidate's personal and
professional history, including their education, employment history, and any criminal
records. This helps ensure that the candidate is trustworthy and reliable.
5. Assessment Centers; Assessment centers involve a series of assessments and exercises
designed to evaluate a candidate's skills, abilities, and personality. These assessments can
include group activities, role-playing, and problem-solving exercises.
6. Behavioral Interviews; Behavioral interviews involve asking candidates to provide specific
examples of their past experiences and behaviors. This helps assess a candidate's problem-
solving skills, decision-making abilities, and ability to work under pressure.
7. Technical Interviews; Technical interviews involve assessing a candidate's technical skills
and knowledge in a specific area. This can include coding tests, technical quizzes, or
presentations on a specific topic.
8. Panel Interviews; Panel interviews involve a group of interviewers asking questions to a
candidate. This helps assess a candidate's communication skills, confidence, and ability to
think on their feet.
9. Video Interviews; Video interviews involve conducting interviews remotely using video
conferencing tools. This helps assess a candidate's communication skills, confidence, and
ability to think on their feet.
10. Skill Assessments; Skill assessments involve evaluating a candidate's skills and abilities
in a specific area. This can include coding tests, technical quizzes, or presentations on a
specific topic.
11. Cognitive Ability Assessments; Cognitive ability assessments evaluate a candidate's
problem-solving skills, decision-making abilities, and ability to work under pressure. These
assessments can include cognitive tests, such as the Wonderlic test.
12. Personality Tests; Personality tests evaluate a candidate's personality traits, such as their
level of extraversion, agreeableness, and conscientiousness. These tests can help assess a
candidate's fit with the company culture and their ability to work with others.

Best Practices for Employee Selection

1. Use a Data-Driven Approach: Utilize data throughout the selection process to combat bias
and speculation.
2. Continuously Evaluate and Improve the Process: Regularly update the selection process
to match changing business needs and hiring standards.
3. Build a Solid Job Intake Process: Ensure a clear understanding of the job requirements and
communicate effectively with hiring managers and recruiters.
4. Strengthen Hiring Manager-Recruiter Relationships: Foster strong partnerships between
hiring managers and recruiters to ensure a smooth selection process.
5. Standardize the Selection Process: Use consistent methods and criteria for evaluating
candidates to ensure reliable outcomes.
6. Train Hiring Managers/Decision-Makers: Ensure that decision-makers are equipped to
carry out their role in the selection process and are aware of unconscious bias.
Conclusion
Employee selection is a critical step in the recruitment process, and using the right
techniques can help ensure that the best candidates are selected for the job. By
understanding the different techniques and best practices, HR professionals can develop a
comprehensive selection process that aligns with the company's goals and values.
Appointments
Establishment of Positions
1. Position Description: The position description outlines the key responsibilities, duties,
and requirements of the role. It serves as a guide for the recruitment and selection process.
2. Job Title and Grade: The job title and grade are critical components of the position
description. The job title should accurately reflect the role, and the grade should be based
on the level of responsibility and the requirements of the role.
3. Key Responsibilities: The key responsibilities section outlines the main tasks and duties
of the role. It should be specific, measurable, achievable, relevant, and time-bound
(SMART).
4. Requirements: The requirements section outlines the essential and desirable
qualifications, skills, and experience required for the role. It should be based on the needs
of the organization and the role.
Recruitment Advertising
1. Job Advertisements: Job advertisements are used to promote the position and attract a pool
of qualified candidates. They should be clear, concise, and accurate, and should include the
job title, grade, and key responsibilities.
2. Job Boards: Job boards are online platforms that allow employers to post job
advertisements. They can be used to reach a wide audience and attract a diverse pool of
candidates.
3. Social Media: Social media platforms can be used to promote job advertisements and
attract a pool of qualified candidates. They offer a cost-effective way to reach a large
audience.
4. Employee Referrals: Employee referrals are a valuable source of qualified candidates. They
can be used to promote job advertisements and attract a pool of qualified candidates.
Appointments Panel
1. Panel Composition: The appointments panel should consist of at least three members,
including the hiring manager, a representative from HR, and a representative from the
department or school.
2. Panel Responsibilities: The appointments panel is responsible for evaluating the
candidates and making a recommendation to the hiring manager.
3. Panel Process: The appointments panel should follow a structured process when
evaluating candidates. This includes reviewing the candidate's application, conducting
interviews, and assessing the candidate's qualifications and experience.

Interviews
1. Interview Process: The interview process should be structured and standardized to ensure
that all candidates are evaluated fairly and consistently.
2. Interview Questions: The interview questions should be based on the key responsibilities
and requirements of the role. They should be designed to assess the candidate's
qualifications, experience, and fit for the role.
3. Interview Assessment: The interview assessment should be based on the candidate's
performance during the interview. It should include an evaluation of their communication
skills, problem-solving abilities, and fit for the role.
Interview Report
1. Interview Report: The interview report should include an evaluation of the candidate's
performance during the interview. It should include an assessment of their qualifications,
experience, and fit for the role.
2. Recommendation: The interview report should include a recommendation for the
candidate's suitability for the role. It should be based on the candidate's performance during
the interview and their qualifications and experience.
Verbal Offer
1. Verbal Offer: The hiring manager should contact the candidate to verbally offer them the
role. The offer should be based on the candidate's performance during the interview and
their qualifications and experience.
2. Offer Details: The hiring manager should provide the candidate with details of the offer,
including the salary, benefits, and start date.
Offer Letter
1. Offer Letter: The offer letter should include details of the offer, including the salary,
benefits, and start date. It should also include a request for the candidate to confirm their
acceptance of the offer.
2. Acceptance: The candidate should confirm their acceptance of the offer by signing and
returning the offer letter.
Start Date
1. Start Date: The start date should be at least two weeks in advance of the date that the HR
Officer is notified. This will give time to process the appointment and ensure that IT has
sufficient notice to set up the new employee with their system log ins, email address, etc..
2. Induction: The new employee should receive an induction on their first day, which
includes an overview of the organization, their role, and the expectations of the role.

Induction and placement.

Employee Induction and Placement: A Comprehensive Guide
Employee induction and placement are critical processes in human resource management
that involve introducing new employees to the organization and assigning them to their
designated roles. The following is a detailed guide on the key components of employee
induction and placement:
Induction Process
1. Welcome and Orientation:
- Welcome Message: Send a welcome message to the new employee, including their name,
job title, and start date.
-Company Overview: Provide an overview of the company, including its history, mission,
values, and culture.
-Job Description: Provide a detailed job description, including the responsibilities, duties,
and expectations of the role.
-Company Policies: Outline the company policies, including those related to attendance,
dress code, and communication.

2. Job-Specific Training:
-Training Schedule: Create a training schedule that outlines the training sessions and
activities for the new employee.
- Training Materials: Provide training materials, such as manuals, guides, and tutorials, to
help the new employee learn the job.
-Mentorship: Assign a mentor to the new employee to provide guidance and support
during the training process.
3. Mentorship or Buddy System:
-Mentor Selection: Select a mentor who is experienced in the role and has a good
understanding of the company policies and procedures.
-Buddy Selection: Select a buddy who is also experienced in the role and can provide
support and guidance to the new employee.
-Mentorship Program: Establish a mentorship program that outlines the responsibilities
and expectations of the mentor and buddy.

4. Performance Expectations:
-Performance Goals: Set specific performance goals for the new employee, including the
key performance indicators (KPIs) and metrics.
-Performance Feedback: Provide regular performance feedback to the new employee,
including constructive feedback and suggestions for improvement.

5. Feedback and Support:

-Regular Check-Ins: Schedule regular check-ins with the new employee to provide
feedback and support.
-Open Communication: Encourage open communication between the new employee and
their supervisor or mentor.
-Resources: Provide resources, such as training materials and tutorials, to help the new
employee learn the job.

Placement Process
1. Role Assignment:
- Role Selection: Select a role that aligns with the new employee’s skills, qualifications, and
experience.
- Job Description: Provide a detailed job description, including the responsibilities, duties,
and expectations of the role.
2. Job Placement:
-Job Placement Process: Establish a job placement process that outlines the steps for
assigning a new employee to a role.
-Job Placement Criteria: Establish criteria for job placement, including the new employee’s
skills, qualifications, and experience.

3. Training and Development:

-Training Schedule: Create a training schedule that outlines the training sessions and
activities for the new employee.
-Training Materials: Provide training materials, such as manuals, guides, and tutorials, to
help the new employee learn the job.
-Mentorship: Assign a mentor to the new employee to provide guidance and support
during the training process.

4. Mentorship or Buddy System:

-Mentor Selection: Select a mentor who is experienced in the role and has a good
understanding of the company policies and procedures.
-Buddy Selection: Select a buddy who is also experienced in the role and can provide
support and guidance to the new employee.
-Mentorship Program: Establish a mentorship program that outlines the responsibilities
and expectations of the mentor and buddy.

5. Performance Expectations:
-Performance Goals: Set specific performance goals for the new employee, including the
key performance indicators (KPIs) and metrics.
-Performance Feedback: Provide regular performance feedback to the new employee,
including constructive feedback and suggestions for improvement.

Benefits of Induction and Placement

1. Faster Onboarding: Accelerate the onboarding process and reduce the time it takes for new
employees to become fully productive in their roles.
2. Improved Job Satisfaction: Enhance job satisfaction and engagement among new
employees by providing them with the support, resources, and information they need to
succeed in their positions.
3. Reduced Turnover: Decrease turnover rates and improve employee retention by fostering
a positive initial experience and sense of belonging within the organization.
4. Enhanced Performance: Increase employee performance and effectiveness by equipping
new hires with the knowledge, skills, and confidence needed to excel in their roles.
5. Cultural Integration: Facilitate cultural integration and alignment with the organization’s
values, norms, and expectations, resulting in a more cohesive and cohesive workforce.
Challenges of Induction and Placement
1. Resource Constraints: Limited resources, such as time, budget, and personnel, may hinder
the organization’s ability to provide comprehensive placement and induction support to all
new hires.
2. Remote Work: Adapting placement and induction processes to accommodate remote or
virtual work arrangements, which may require innovative approaches and technology
solutions to effectively onboard new employees.
3. Cultural Differences: Addressing cultural differences or language barriers that may impact
the effectiveness of placement and induction programs for diverse groups of new hires.
4. Information Overload: Avoiding information overload during orientation and training
sessions by prioritizing essential information and providing ongoing support and resources
for continuous learning.
5. Retention and Engagement: Ensuring that placement and induction processes effectively
engage and retain new employees, particularly in competitive job markets where turnover
rates may be high.
Conclusion
Employee induction and placement are critical processes in human resource management
that involve introducing new employees to the organization and assigning them to their
designated roles. Effective placement and induction processes can accelerate the onboarding
process, improve job satisfaction, reduce turnover, enhance performance, and facilitate
cultural integration. However, there are challenges associated with placement and induction
processes, such as resource constraints, remote work, cultural differences, information
overload, and retention and engagement.
Class Rubric III
The learner:
 identifies the sources of recruitment.

 designs the recruitment process.

 determines the selection techniques.

 introduces the new employees to their jobs and colleagues.

Homework:
I. Identify and discuss the sources of human resource for recruitment.
II. Prepare and role-play for new staff induction exercise
Learning Resource

Newspaper adverts  Curriculum vitae  Application letters  Appointment letters 

Appraisal forms

SUB MODULE IV; LABOUR

The Concept of Labor in Human Resource Management (HRM)

Human resource management (HRM) plays a crucial role in managing the relationship
between employers and employees, known as the concept of labor. This encompasses the
rights, responsibilities, and regulations governing the employment relationship, as well as
the strategies and practices used by HR professionals to ensure compliance, foster positive
employee relations, and maintain a productive workforce.

Key Aspects of Labor in HRM

1. Labor Laws and Regulations:
- Labor laws and regulations establish the legal framework for employment, including
minimum wage, working hours, benefits, and workplace safety standards.
- HR professionals must stay up-to-date with evolving labor laws and regulations to
ensure organizational compliance and avoid legal disputes.
- Examples include the Fair Labor Standards Act (FLSA), Occupational Safety and Health
Act (OSHA), and National Labor Relations Act (NLRA).

2. Employee Rights:
- Employees have certain rights, such as the right to fair treatment, equal opportunities,
and a safe working environment.
- These rights are protected by labor laws and regulations, and HR must ensure that they
are upheld within the organization.
- Examples include the right to organize, the right to be free from discrimination, and the
right to take leave for medical or family reasons.
3. Employer Responsibilities:
- Employers have a duty to provide a safe and healthy work environment, pay employees
fairly, and respect their rights.
- HR professionals are responsible for developing and implementing policies and
practices that align with these employer responsibilities.
- Examples include providing appropriate training, maintaining accurate payroll records,
and addressing employee grievances.

4. Labor Relations:
- Labor relations refer to the relationship between employers and employees, including
the negotiation of collective bargaining agreements and the resolution of disputes.
- HR professionals play a critical role in managing labor relations, fostering open
communication, and resolving conflicts between management and employees.
- This may involve negotiating with labor unions, handling grievances, and maintaining
positive employee-employer relationships.

5. HR Role:
- HR professionals are responsible for ensuring compliance with labor laws and
regulations, managing employee relations, and resolving conflicts.
- This includes developing and implementing HR policies and practices, providing
training and guidance to managers, and serving as a liaison between employees and
management.
- HR professionals must have a deep understanding of labor laws, employee rights, and
effective conflict resolution strategies.

Benefits of Labor in HRM

1. Improved Employee Relations: Labor laws and regulations provide a framework for
resolving disputes and ensuring fair treatment, which can lead to better employee-
employer relationships.

2. Increased Productivity: Compliance with labor laws and regulations, such as providing a
safe work environment and fair compensation, can contribute to higher employee morale
and productivity.

3. Reduced Conflicts: Clear policies and procedures for addressing labor-related issues can
help prevent and resolve conflicts, reducing the risk of legal disputes and disruptions to
business operations.

4. Enhanced Reputation: Demonstrating a commitment to fair labor practices and

compliance with regulations can enhance an organization's reputation and attract top
talent.
Challenges of Labor in HRM
1. Compliance: Keeping up with the constantly evolving labor laws and regulations, and
ensuring consistent compliance across the organization, can be a significant challenge for
HR professionals.

2. Employee Relations: Managing employee relations can be complex, particularly in

situations where there are conflicting interests or disagreements between employees and
management.

3. Dispute Resolution: Resolving labor-related disputes, such as grievances or collective

bargaining negotiations, can be time-consuming and require specialized expertise.

4. Communication: Effective communication is critical in labor relations, as HR

professionals must navigate sensitive issues and maintain open dialogue with employees
and management.

Conclusion
The concept of labor in HRM is fundamental to ensuring fair treatment, compliance with
regulations, and positive employee-employer relationships. HR professionals play a crucial
role in managing this complex aspect of human resource management, balancing the rights
and responsibilities of both employees and employers. By understanding and effectively
addressing the key aspects of labor in HRM, organizations can foster a productive and
engaged workforce, mitigate legal risks, and maintain a positive reputation.

Reward for Labor:

Reward for labor is a crucial aspect of Human Resource Management (HRM) that involves
recognizing and rewarding employees for their contributions to the organization. This can
be achieved through various means, including monetary and non-monetary rewards. The
purpose of a reward system is to motivate employees, recognize their achievements, and
retain top talent.

Types of Rewards:
1. Monetary Rewards:
-Merit Pay: Pay increases based on individual performance.
-Promotional Pay: Pay increases for taking on new roles or responsibilities.
-Bonuses: Additional pay for achieving specific goals or targets.
-Profit-Sharing: Sharing of profits with employees.
-Stock Options: Granting of stock options to employees.

2. Non-Monetary Rewards:
-Flexible Work Hours: Flexible scheduling to accommodate individual needs.
-Paid Time Off: Paid leave for vacations, sick leave, or family emergencies.
- On-the-Job Coaching and Training*: Training and development opportunities to enhance
skills.
- Fitness Center Membership: Access to fitness centers or wellness programs.
- Off-Site Training and Education: Opportunities for employees to attend conferences,
workshops, or courses.

Importance of Rewards:
1. Motivation: Rewards can motivate employees to work harder and strive for excellence.
2. Retention: Rewards can help retain top talent by providing a sense of recognition and
appreciation.
3. Productivity: Rewards can increase employee productivity by providing a sense of
accomplishment and satisfaction.
4. Job Satisfaction: Rewards can improve job satisfaction by providing a sense of recognition
and appreciation.

Implementing Rewards:
1. Designing a Reward System: A team should be formed to design a reward system that
aligns with the organization's goals and values.
2. Assessing Current Compensation and Benefits: The team should assess the current
compensation and benefits system to determine what is working well and what isn't.
3. Employee Feedback: Employee feedback should be sought to gauge their opinions on the
current system and what changes they would like to see.
4. Continuous Evaluation: The reward system should be continuously evaluated to
determine what is working well and what needs to be modified or eliminated.

Designing a Reward System:

1. Define the Purpose: Define the purpose of the reward system and what it aims to achieve.
2. Identify the Target Audience: Identify the target audience for the reward system,
including employees, managers, and stakeholders.
3. Determine the Types of Rewards: Determine the types of rewards that will be offered,
including monetary and non-monetary rewards.
4. Establish the Criteria: Establish the criteria for awarding rewards, including
performance, attendance, and teamwork.
5. Communicate the System: Communicate the reward system to all employees and
stakeholders.

Assessing Current Compensation and Benefits:

1. Conduct a Compensation and Benefits Survey: Conduct a survey to determine what other
organizations in the industry are offering in terms of compensation and benefits.
2. Analyze Employee Feedback: Analyze employee feedback to determine what they like
and dislike about the current compensation and benefits system.
3. Identify Gaps: Identify gaps in the current compensation and benefits system and
determine what changes need to be made.
Employee Feedback:
1. Conduct Regular Surveys: Conduct regular surveys to gauge employee opinions on the
compensation and benefits system.
2. Hold Focus Groups: Hold focus groups to gather more in-depth feedback from
employees.
3. Analyze Feedback: Analyze feedback to identify trends and areas for improvement.

Continuous Evaluation:
1. Regularly Review the System: Regularly review the reward system to determine what is
working well and what needs to be modified or eliminated.
2. Make Adjustments: Make adjustments to the reward system as needed to ensure it
remains effective and fair.
3. Communicate Changes: Communicate changes to all employees and stakeholders.

Conclusion:
Reward for labor is a crucial aspect of HRM that involves recognizing and rewarding
employees for their contributions to the organization. By providing a range of monetary
and non-monetary rewards, organizations can motivate employees, retain top talent,
increase productivity, and improve job satisfaction.

LABOUR LAWS
Labour laws in HRM refer to the legal norms that regulate the relationship between
employers and employees. These laws cover various aspects of employment, including
working conditions, pay, benefits, trade unions, and worker protections. The purpose of
labour laws is to protect the rights of employees and ensure a fair and safe working
environment.

Key Elements of Labour Laws in HRM

1. Employment Contracts: Labour laws require employers to provide employees with
written employment contracts that outline the terms and conditions of employment,
including compensation, working hours, benefits, and termination policies.

2. Minimum Wage and Overtime: Labour laws establish minimum wage thresholds and
guidelines for overtime pay to ensure that employees are paid fairly for their work.

3. Work Hours and Breaks: Labour laws specify maximum working hours per day or week
and mandate that companies offer set breaks to prevent employee burnout.
4. Equal Employment Opportunity: Labour laws prohibit discrimination in hiring,
promoting, and terminating employees based on protected characteristics such as race,
gender, age, religion, and disability.

5. Family and Medical Leave: Labour laws provide employees with a certain number of days
of paid leave for family and medical emergencies.

6. Termination and Severance: Labour laws regulate the process of terminating an

employee, including notice periods and severance pay.

7. Health and Safety: Labour laws require employers to maintain a safe and healthy
workplace, including proper training and equipment.

8. Unions and Collective Bargaining: Labour laws govern the relationship between
employers and trade unions, including collective bargaining and the negotiation of wages,
benefits, and working conditions.

9. Privacy and Data Protection: Labour laws regulate how employee data, including
sensitive and personal data, is gathered and used to protect employee privacy.

10. Protections for Whistleblowers: Labour laws provide protections for employees who
disclose unethical or unlawful conduct within their organization.

11. Employee Rights: Labour laws outline the rights of employees, including the right to a
safe workplace and the right to fair treatment.

12. Reporting on Conformity: Labour laws require employers to maintain records and report
compliance with labour laws to regulatory bodies.

Importance of Labour Laws in HRM

1. Protection of Employee Rights: Labor laws play a crucial role in safeguarding the
fundamental rights of employees, such as the right to fair treatment, equal opportunities,
and a safe working environment. These laws help prevent exploitation and ensure that
employees are treated with dignity and respect.

2. Fair Compensation: Labor laws establish standards for minimum wage, overtime pay,
and other forms of compensation, ensuring that employees are paid fairly for their work.
This helps maintain a level playing field and prevents employers from taking advantage of
their workforce.

3. Workplace Safety: Labor laws mandate that employers provide a safe and healthy work
environment, free from hazards and risks. This includes requirements for proper training,
personal protective equipment, and adherence to safety protocols. Compliance with these
laws helps reduce the risk of workplace accidents and injuries.

4. Equal Opportunities: Labor laws prohibit discrimination based on factors such as race,
gender, age, religion, or disability. This promotes a diverse and inclusive work culture,
where all employees have an equal chance to succeed and advance in their careers.

5. Collective Bargaining: Labor laws grant employees the right to form unions and engage
in collective bargaining. This empowers workers to negotiate better wages, benefits, and
working conditions, fostering a more balanced relationship between employers and
employees.

Compliance with Labor Laws in HRM

1. Awareness: HR professionals must stay up-to-date with the latest labor laws and
regulations applicable to their organization, ensuring that they are aware of their
obligations and the rights of their employees.

2. Training: HR professionals must provide comprehensive training to employees on their

rights and responsibilities under labor laws, as well as the organization's policies and
procedures for addressing compliance.

3. Policies: HR professionals must develop and implement policies that align with labor
laws, covering areas such as discrimination, harassment, workplace safety, and employee
grievances.

4. Reporting: HR professionals must have a clear process for reporting and addressing any
labor law violations, and must take prompt and appropriate corrective action to ensure
compliance.

5. Collaboration: HR professionals should work closely with legal counsel and other
relevant stakeholders to ensure that the organization's labor practices are in full
compliance with the law.

Conclusion
Labor laws are a critical component of HRM, as they protect the rights of employees, ensure
fair compensation and working conditions, and promote a safe and inclusive work
environment. By understanding and complying with these laws, HR professionals can help
organizations maintain a positive and productive relationship with their workforce, while
mitigating legal risks and reputational damage.
LABOUR MARKET
The labour market is a crucial aspect of Human Resource Management (HRM) that refers
to the supply and demand of labour in an economy. It is a dynamic and constantly changing
environment that affects the recruitment, retention, and development of employees.
The labour market is the intersection of the supply and demand of labour in an economy.
It is a dynamic and constantly changing environment that is influenced by various factors
such as economic conditions, technological advancements, and demographic changes. The
labour market is a critical component of HRM as it affects the recruitment, retention, and
development of employees.
In this response, we will discuss the labour market in HRM in detail, covering its definition,
importance, and key elements.
Importance of Labour Market in HRM
The labour market is important in HRM for several reasons:
1. Recruitment and Retention: The labour market affects the recruitment and retention of
employees. In a tight labour market, employers may struggle to find and retain skilled
workers, while in a slack labour market, employers may have difficulty filling open
positions.
2. Employee Development: The labour market affects the development of employees. In a
rapidly changing labour market, employees may need to develop new skills to remain
competitive.
3. Organizational Performance: The labour market affects the performance of
organizations. In a labour market with high demand and low supply, organizations may
need to offer competitive wages and benefits to attract and retain employees.
4. HR Strategy: The labour market affects HR strategy. In a labour market with high
demand and low supply, HR professionals may need to develop strategies to attract and
retain employees, such as offering flexible work arrangements or providing training and
development opportunities.

Key Elements of Labour Market in HRM

The labour market in HRM is influenced by a number of key elements, including:
1. Supply and Demand: The supply and demand of labour in an economy affect the labour
market. In a labour market with high demand and low supply, employers may struggle to
find and retain skilled workers.
2. Economic Conditions: Economic conditions such as inflation, unemployment, and
economic growth affect the labour market. In a labour market with high inflation,
employers may need to offer competitive wages to attract and retain employees.
3. Technological Advancements: Technological advancements affect the labour market by
changing the skills and qualifications required for certain jobs.
4. Demographic Changes: Demographic changes such as population growth, aging
population, and migration affect the labour market. In a labour market with an aging
population, employers may need to develop strategies to attract and retain younger
workers.
5. Labour Laws and Regulations: Labour laws and regulations affect the labour market by
setting minimum wage, working hours, and other employment standards.

Conclusion
The labour market is a critical aspect of HRM that affects the recruitment, retention, and
development of employees. It is influenced by several key elements, including supply and
demand, economic conditions, technological advancements, demographic changes, and
labour laws and regulations. HR professionals need to understand the labour market and
its key elements to develop effective HR strategies that attract and retain employees, and
improve organizational performance.

Assignment
i) Identify and describe various means of rewarding labour.
ii) Homework to analyze the laws governing labour in Uganda.
SUB MODULE 5: HUMAN RESOURCE TRAINING AND DEVELOPMENT
Process of training and development
Importance of training and development
Challenges of training and development

Assignments:
Discuss the importance of human resource training.
Teaching and Learning Resources
Training manuals
Human Resource Development Manual

SUB MODULE 6: PERFOMANCE APPRAISAL

Meaning of performance appraisal
Methods of performance appraisal
Benefits of performance appraisal
Challenges in performance appraisal
Appraisal forms

Homework.
i) Discuss the conditions for successful performance appraisal.
ii) Organize a role-play how to perform staff appraisals.

Learning Resources.
Appraisal forms

SUB MODULE 7: HEALTH AND SAFETY AT WORK

Health and safety measures
Managing stress at workplace

Teaching and Learning Resources.

People’s planning and resourcing manual
Personnel Administration Manual
Employment Relations Manual
Human Resource Development Manual
Industrial Relations Act
Labour laws

Assignment
Identify the possible health and safety measures that can be set up in a workplace.