Human Resource Management

Front 1

Human resource management

Back 1

A function that facilitates the most effective use of people to achieve organizational and individual goals

Front 2

Workforce competence

Back 2

Organizational effectiveness in turn ensure workforce competence through change management, heightened employee commitment, better labor relations, and healthy organizational culture

Front 3

Organizational effectiveness

Back 3

A measure of how organizations successfully achieve their mission

Front 4

Human Resource planning

Back 4

Process of assessing an organization’s human resource needs in light of its goals and changing conditions to acquire, maintain and develop a competent workforce

Front 5

Organization-wide

Back 5

Organization-wide collection and analysis data

Development of an integrated organization-wide HR plan

Front 6

Selected critical issues

Back 6

Developing staffing plans for critical positions especially those executing business initiatives and those difficult to fill

Front 7

Traditional

Back 7

Fucos ob workforce plan plus developing a plan to ensure the right number of employees with the right skills at the right time

Front 8

Comprehensive or contemporary

Back 8

Focus is workforce plan plus developing a plan to ensure HR departments capability to meet future needs of the organization

Front 9

Forecasting

Back 9

Identification of required HRD capability,functions, services, and programs, both short term and long term

Front 10

Rule of thumb or expert forecasts

Back 10

Use of managers judgement in forecasting demand

Front 11

Delphi Method

Back 11

Collection of information on staffing levels from managers who do not meet face-to-face. HR collects information through questionnaires, collates and analyses the data for managers review and approval

Front 12

Historical ratios

Back 12

Use of historical relationships between staffing levels and some variables such as sales volume

Front 13

Staffing profiles

Back 13

Use of staffing guidelines showing relationships between a set of parameters and staffing levels. Based in experience or established benchmarks

Front 14

Trend analysis

Back 14

Use of graph and extrapolation to show the relationships between staffing levels and predictor variable

Front 15

Statistical analysis

Back 15

Use of regression analysis to forecast staffing levels against one or more predictor variables

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Skill and competencies

Back 16

This stage represents the period between the present time and the projected time period when demand has to be satisfied

Front 17

HR department capability

Back 17

The information collected from assessment process conducted earlier could indicate the HR department ‘s changes that may be needed

Front 18

Recruitment

Back 18

Attracting qualified applicants for a job

Front 19

Organizational factors

Back 19

Reputation of the organization

Recruitment budget

Recruitment ability

Front 20

Environmental factors

Back 20

Labor market conditions

Technological innovations

Change in business conditions

Front 21

Recruitment sources- internal

Back 21

Job postings

Career planning and development

Skills inventory

Front 22

Recruitment sources external

Back 22

Walk-ins

Advertisement

Referrals

The internet

Schools and colleges

Employement agencies and executive search firm

Front 23

Selection

Back 23

The process of choosing the best qualified individuals to fill specific jobs openings

Front 24

Selection methods

Back 24

Screening for application forms and resumes

Pre-employment testing, including medical or physical examinations

Interviews

Reference checking

Front 25

Types of interview

Back 25

One on one interview

Panel interview

Group interview