'Nature of Human Resource Management: Hiring and Recruiting\r'

'EXECUTIVE SUMMARY INTRODUCTION In the act time, Organization’s most authoritative assets atomic enumerate 18 its raft i. e. Employees. These employees ar the foundation on which the makeup stands strong; with knocked out(p) the human power to practise certain tasks, to produce, to operate, to analyze, etc no judicature can live. Although the red-brick technologies do up made a lot things more than easier further nothing can replace the conditional relation of the Human Resources. Therefore, Hiring is a very ch totallyenging, time eat and costly function of the comp every. plainly what’s even harder †peculiarly in to mean solar sidereal day’s chaotic sparing situation is, â€Å"Making the mighty Hire”. Recruiting and weft is all or so â€Å"hiring the effective person for the expert concern at the right time. ” in time a single wrong convey can walk out the ope balancens of the business and can cost the unanimous a fortune. In order to keep off make a bad take away, HR managers must c atomic number 18fully conduct and analyze the Human Resource provision (HRP) wreak. HRP is a ferment employ by the organizations to reassure that it has right beat and kind of people to run across its picky goals in futurity.This is done by promise the struggle Demand for future tense and matching it with the forecasted Labor Supply of the impregnable. Organizations that do not conduct HRP or don not cast to death HRP properly whitethorn not be able to meet their future labor shortage or may choose to resort to layoffs out-of-pocket to labor surplus. Even though hiring the right people with right skills is very elongated and difficult process but Human bully is a substantial investment and even a single mistake can put financial burden on the household. The pace at which a business moves from survival mode to growth paths is more often than not dependent on the successful hiring of the condemn employees.The successfulness of the business not unless depends on hiring honourable people but hiring extremely talented people with the right skills for any p impostureicular duty. Following are close to mapful tips for hiring right people for the right note: * Develop a detailight-emitting diode excogitate Description; identify the cite responsibilities, functions and expectations for the daub downstairs question. * Design a careful contemplate specification; specify the skills, requirements, run into and recogniseledge required for the position under question. * Use internal or extraneous labor market to sense adequate number of potential candi insures * Conduct the Screening process wisely and horoughly in order to remark valuable selective information regarding competitive salaries, intelligence and the chokeings standards. * Try to use structured oppugn process to select the beaver possible candidates * Check references pass ond by the candidate s, verify their degrees and separate information provided by them and find out about their prehistorical encountering behaviors by contacting their ex imprint or subordinates * later on hiring, make the saucy fill welcomed and make him/her understand the finale of the organization by Orientation. Opening causePAKISTAN CIVIL AVIATION AUTHORITY Pakistan courtly line Authority is a Public orbit autonomous body functional under the national G everyplacenment of Pakistan done the Ministry of Defence. It was established on seventh celestial latitude, 1982 as an autonomous body. Prior to its psychiatric hospital, a courteous tune Department in the Ministry of Defence employ to manage the civil aviation related activities. The day of 7th December has significance, as it coincides with the date of creation of International Civil air power Organization (ICAO) in 1944 as a result of the famous scratch Convention.Incidentally, the United Nations have declared 7th December as the International Civil air day and celebrated as such all division all over the World. All kinds of Civil Aviation related activities are complete by CAA including the regulatory, air barter run, airport wariness, infrastructure and commercial disclosement at the airports, etc. Recently, Civil Aviation Authority underwent Restructuring and exchange care process to meet the present and future challenges.This organizational transformation process identified Structure, Culture, Skills, and Rewards as four tracks on which simultaneous emphasis is creation laid. The Vision, Mission, and core out Values have been identified. Wide-angle buy-in process by CAA senior management with staff and deject levels for bridging communication gaps between different hierarchical levels of the organization has been taken. As a result of the Restructuring process, the fundamental organization structure has been balanced to focus on three close to core areas nurturely regulatory, Air Na vigations Services, and Airport Services.These Core / Line functions are fully supported by the various corporate functions of the organization. The restructuring process has helped Pakistan Civil Aviation Authority to fully focus on:- * change its gumshoe and security oversight role as per International Civil Aviation Organization requirements and standards. * To drive on growth of the infrastructure development (Airports and Airport Cities) on a fast-track basis. Private sector participation in the process is also world encouraged. Enhanced Regulatory and air space management capabilities. Moreover, emphasis is beingness laid on commercialization of its assets and land with improve customer / passenger service standards, benchmarked with top execute foreign airports * Development of a New Aviation Policy for the country in consultation with the Ministry of Defence, intend Commission, World Bank, Airlines, and Aviation Experts (Expected to be considered by the footlocke r for approval shortly). Investing in Human pick development through and through structured approach with particular focus on quality of people and enhancing their master capability. Quality work on brand- spick-and-spanfangled initiatives is in progress such as introduction of enterprise Resource plan (ERP), Health, Security, rubber, and Environment (HSSE), Corporate affable Responsibility (CSR), Ethics Management Program, Customer feedback utensil at the airports, Employees carrying out Management system, benchmarking, outsourcing of non-core and wasteful activities, etc.Recently, we have embarked upon a challenging phased program to acquire international standards of Integrated Management System (IMS) in CAA during which the international standards of ISO 9001:2000 (Quality Management System), ISO 14001:2004 (Environmental Management System), and OHSAS 18001:2007 (Occupational Health and Safety Management System) shall be acquired. VISION STATEMENT â€Å"Be commence ment exercise service provider in the aviation sedulousness” MISSION STATEMENT â€Å"Provide safe, secure and efficacious best-in-class aviation go to the stakeholders” CORE VALUES * committedness * Professional Excellence * Customer Focus Safety and Security * Integrity ORGANIZATIONAL STRUCTURE PCAA attention board Pakistan Civil Aviation Authority is administered by the Board which performs tasks like policy formulation, execution, monitoring and evaluation. The notice is being assisted in different administrative and financial issues by the number of sub committees namely PCCA Executive direction, PCAA Audit Committee and HR Committee. PCAA BOARD PCAA EXECUTIVE COMMITTEE PCAA AUDIT COMMITTEE human being RESOURCE DEPARTMENT OF PCAA The HR department of PCAA is unchanging under the evolution process as it was formed only three years ago.Prior to the formation of the HR department there was an ‘Administrative Department’ which use to manage all t he activities; finance, accounts, hiring and selection, employee record keeping, audit, etc. Even though the HR department is not tout ensemble established, PCAA HR is making pretty skilful efforts for further a prosperous corporate culture and developing organizational capabilities by designing an effective and efficient workforce who remains devoted towards the union. The maneuver of the HR department is the brain HR who is in overcompensate Group of 11. He is appointed by DG CAA ( director General).Directorate of human vision delivers high quality of management services from manpower. HR supports the line function/directorates to chance on strategic goals of PCAA. HR directorates have basketball team subsectiones which perform different functions. Each Branch has different head called General Manager (GM) which hence reports to chief HR for approval. Following are the subsectiones of the HR Department of PCAA: * HR Employee Relation and remember Management (EM & ; RM) * HR Recruiting and Selecting (R & S) * HR Career Planning and Performance Measurement (CP & PM) * HR Pension * HR upbringing and Development (T&D)This report only discusses the HR Recruiting and excerption discriminate. The HR policies and strategies are develop and designed in a way to develop a unified, stable and fair work milieu for every single employee so that they perform in the best way they can. Moreover, every employee is provided with opportunities to learn and grow. HR ORGANIZATIONAL CHART RECRUITING AND SELECTION AT PCAA The Recruiting and Selection outgrowth is responsible for attracting the potential candidates for any present or future vacant positions; it plans and provides employees with the right skills for the right business concern.Similarly, the branch also deals with the employee layoffs in case an employee is not performing up to the mark or is indulged in wrong working practices and sometimes the layoffs result due to labor surplus . This branch first seeks approval for any in the buff apply for a post or layoffs from Director General. Before starting the Hiring and Selection process, the HR first conducts Human Resource Planning to find out about its labor submit and abstract. But the HRP process is performed in depth. After the discovering the human resource requirements through HRP the Recruiting and Selection process is started.PCAA Recruiting and Selection regale Human Resource Planning The present working environment has convey extremely competitive for every business. People are now open to a great deal of opportunities and they are also nearly informed about the market place; candidates know the standard working practices and salary being stipendiary by the various employers in an industry. Therefore, employees have become less loyal to the companies in general; if they are not satisfied or happy with their employer or subordinates wherefore they don’t hesitate to reverse to some earl y(a) company.Keeping this trend in mind, PCAA HR performs a simple regard and supply analysis for its labor force. Demand Forecasting Pakistan Civil Aviation Authority uses a very simple order for forecasting the labor demand i. e. RATIO ANALYSIS. The system simply compares the balance of the employees to CAA units with the expected number of employees for from each one job. Below is a sample table which demonstrates how the demand forecasting is done in PCAA. Column A shows the current number of employees holding the existing key positions in the firm. Column B calculates the present ratio of employees to PCCA units.Column C calculates the expected number of employees for each job position in 2012 by multiplying the current ratio of employees to PCAA units by 32 (additional number of firms to be added). This is a Quantitative technique. Supply Forecasting one time the demand analysis is done the next shout is to do labor supply forecasting. The labor requirements are execut e either through Judgmental techniques. PCAA uses Executive Reviews; pop off Management makes judgments about who should be promoted, reassigned or fired, and vacuum analysis; judgments are made about probable employee movementsKey Positions| DEMAND FORECAST ANumber of Employees2010| BRatio ofEmployees/CAA Units(Col A/25)| Projected 2012 laborDemand for 32 Firms(Col B x 32)| Secretary Ministerof Defense| 25| 1. 00| 32| Vice Chief of Air staff| 9| 0. 36| 12| Secretary Planning and Development division| 23| 0. 92| 29| Managing Director PIAC| 20| 0. 80| 26| Director General CAA| 14| 0. 56| 18| deputy sheriff Director General| 22| 0. 88| 28| Chief HR| 25| 1. 00| 32| Chief Financial Officer| 20| 0. 80| 26| General Manager| 45| 1. 80| 58| Director Technical| 27| 1. 08| 35| heart and soul| 230| | 296| RecruitingRecruiting is the process of generating a pool of qualified candidates for a particular job. The firm must announce the job’s availability to the market (inside or rem oved the organization) and attract qualified candidates to apply. First of all the Recruiting and Selecting branch obtains the detail information about the vacant positions from the single departments (such as finance, Operations, etc). This is explained in Job Description and Job Specification. However, if the vacancy exists for any HR position then HR develops the job description and job specification.Once all the relevant information is gathered then the job vacancies are announced to the general public through posting the news on their website and newspapers. The internal employees are also informed about the job vacancies through announcements, official emails or office notice board. This is a newspaper ad: PCAA HR department receives job applications within 30 days of the publication of the advertisements (as per the mentioned date in the ads). All the job applications are carefully analyzed and scrutinized and then a certain amount of candidates are short- contentioned who are eligible for giving the compose testing.The HR (R&S) then forwards the count of selected candidates to National probeing Service (NTS). Written foot race For ensuring transparency and upholding the motto of Merit, PCAA has outsourced its scripted test test to a third party National examen Service (NTS). This decision was made during the Executive Committee Meeting held on 27th July, 2007 as proprietorship to conduct all type of written test on behalf of HR (R&S) branch. NTS carries out the written test once it receives the names of the short-listed candidates form HR (R&S).NATIONAL TESTING SERVICE (NTS) NTS is an organization who provides services for conducting academic performance evaluation tests which was formed in July 2002. Following are the test standards that NTS follows for all of its tests. * developmental procedures * Suitability for use * Customer service * candor * Uses and protection of information * Validity * Assessment development * Reliabil ity * Cut scores, scaling, and equating * Assessment establishment * Reporting assessment results * Assessment use * adjudicate Takers rights and responsibilitiesAfter the test is conducted NTS compiles the results and announces them on their websites as well as forward them to HR (R;S) of PCAA. Then HR (R;S) branch is responsible for the development of merit list and outlet of oppugn call letter to top quintette candidates as per quota share accustomed below: be QUOTA| PERCENTAGES| PUNJAB| 50%| SINDH| 19%| SINDH (rural)| 11. 4%| SINDH (urban)| 7. 6%| NWFP| 11. 5%| BALOCHISTAN| 6%| AZAD KASHMIR| 2%| WOMEN | 10%| NON-MUSLIMS| 5%| alter| 2%| Interview The candidates who made to the merit list are called for the final phase of the Recruiting and Selection process i. . Interview. The call into question can be conducted at five centers namely Karachi, Islamabad, Lahore, Quetta and Peshawar. The Administration instructs the Airport Managers for making arrangements for the candidat es. After interview, HR (R;S) branch compiles the result domicile vise by taking the weight-age of 60% of Written Test and 40% of Interview. INTERVIEW SELECTION BOARD Employee tab Organizations should not engross people before verificatory their documentations and past work behavior; even if they performed nice in the written test or interview.HR (R;S), in order to predict the future performance of a prospective employee, looks at the Past Employment Record of their prospective candidates. Most of the companies do not provide any kind of job-related information about their ex employees due to terror of insult. But checking employee’s references is a best way for PCAA to avoid inattentive hire. some other rule used by HR (R;S) branch to do employee verification is to do Background Checks. This includes felon background checks, verification of degrees, credit history, etc.Background checks help PCAA to avoid any lawsuit resulting due to a negligent hiring. Selection Wh en the prospective employees pass the verification step they are hired. An appointment letter is issued in the name of the employee by the PCAA HR (R;S) branch. The new hires are given a date and time for the Orientation. Training Once the Orientation is conducted the new hires of non- proficient posts (e. g. Financial Officer, Accountant, etc) is required to tie PCAA from the very next day. But the new hires of technical posts (e. g.Engineers) are send to Civil Aviation Training Institute (CATI) Hyderabad for cooking. The duration of the training varies from four to vi weeks depending upon the personality of the job. Evaluation of the Recruiting and Selection Process PCAA HR(R;S) branch doesn’t use any proper method of evaluating their Recruiting and Selection process. They simply see the performance of the new hires and see if their decision of hiring a particular employee was correct or not. Hiring and Keeping the Right People Case Study By: Rich Kramarik We have a cou ple of stories to share with you this month.The first is an accounting firm. This firm has 8 employees and revenues of three million dollars. This firm had been experiencing a problem with turn-over. The chief operating officer was using good interview techniques and involved other members of the firm in the interview process. In a couple of cases lymph nodes were used to interview the candidates. This firm was using every bit of good judgment and process to screen candidates. But, yet they experience a high level of turnover. The reasons were all over the map. In one case the new hire merely was not as productive as expected.In another case the new hire just didn’t go far along with clients. And, in yet another case the new hire was very argumentative with other employees. We worked with this chief executive officer and could not find any substantive changes that we thought would help. We started looking at how new employees were introduced into the firm and how they wer e trained and supported. We found that the nature of the business was the problem. This firm did contract accounting services and by the nature of the business new hires were out of the office and working in the client offices at present after hiring on.Through interviews we discovered that the employees were uncomfortable and felt mazed as they â€Å"got thrown to the wolves. ”  We work with the chief executive officer and new support plans and work procedures were implemented. As new employees came on board, they were assigned a â€Å" chum salmon” who worked with them at the client location half the time. This helped the new hire get comfortable with some(prenominal) the client and accounting firm. The â€Å"buddy” was also responsible to â€Å"train” the new hire in the office for two weeks before the new hire went out to client locations.This was not utterly time, but rather on the job training working on client work but at the accounting fir m’s office. The chief operating officer also implemented one-on-one teach sessions with new hires that were held on a weekly basis for the first 90 days of employment. These coaching sessions were to help channelise the new hire to the company culture and they were used by the CEO as a safety valve or venting session. The CEO found these coaching session invaluable in helping both of them to resolve issues before they got out of control and became perpetration reducing concerns.The result of the new approach is that the CEO has not befuddled a new hire for nine months now. This is retention that is already longer than the past experiences. A second situation is an engineering firm with 20 employees and ten million dollars in revenues. The CEO say he was loosing his employees to competitive firms. He tell he was tired of training new hires and then loosing them. With the permission of the CEO we interviewed several employees †both new hire and long term employees. W e found some interesting environmental facts that pointed to the problem.We comprehend that employee expectations were not being met. The employees felt that they didn’t have adequate equipment and materials to perform their work. They also felt that there was disparity from employee to employee in the quality and capabilities of the equipment that the company made available to employees. We heard that employee assignments were constantly changing and that client demands often were accept by management and the implications were longer work hours and lost family time. We heard much more, but this is enough of an mannequin to show the problem.These items alone point to a unretentive work environment, but that was not the problem. These employees said that during the hire interview process the CEO made statements that led the new hires to believe they would have state of the art equipment. They said that the CEO said they had a culture of working a 40 hour work week. These e mployees also said that they had talked to friends who were working in other companies and that the environment was much better. The CEO said that demands from clients and fear of loosing business were driving some of his actions.He also said that poor revenues lately were impacting his ability to spend on equipment. Our CEO was also surprised to hear that his competitors were providing a better work environment. We helped this CEO implement some changes that have helped with his attrition problem. He did some work to script his interview questions and comments about the company. This helped him avoid his evangelical descriptions about the company that tended to overstate the real situation. We helped him put plans in place to stage the purchase of new equipment. He was able to schedule work hours in taggered sessions that allowed some sharing of the new equipment. The biggest change the CEO made was to share more information with the company employees on the business environment a nd to implement a more open listening style. This CEO is working hard to change these company culture issues and the results so fare is that he has not lost any employees since he started this new focus. In summary, our clients are acquiring our help to get their focus on working â€Å"on their business” rather than working â€Å"in their business” and when they do †they find excellent results.\r\n'