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Dive into the key principles of human resources management with these comprehensive notes. Covering recruitment, training, labor laws, and employee motivation, this guide is essential for managing people effectively in a business environm...
Table of Contents
HUMAN CAPITAL FUNCTION.............................................................................................................................. 2
MANPOWER PLANNING AS A PREREQUISITE FOR RECRUITMENT AND SELECTION ................................ 2
THE PROCESS OF PROCURING THE FINEST TALENT FOR THE BUSINESS ................................................ 3
SELECTION...................................................................................................................................................... 4
PLACEMENT .................................................................................................................................................... 5
INDUCTION ...................................................................................................................................................... 5
REMUNERATION AND EMPLOYEE BENEFITS ............................................................................................... 6
TRAINING AND SKILLS DEVELOPMENT ......................................................................................................... 7
EMPLOYEE EVALUATION................................................................................................................................ 9
RETENTION ..................................................................................................................................................... 9
STAFF RETENTION IS IMPORTANT IN ANY BUSINESS. THERE COMES A TIME, HOWEVER, WHEN EMPLOYEES MAY FEEL IT
WOULD BE BETTER FOR THEM TO FIND A POSITION IN ANOTHER BUSINESS. SOME OF THE REASONS FOR EMPLOYEES
LEAVING A BUSINESS INCLUDE: .............................................................................................................................. 9
LEGISLATION IMPACTING ON HUMAN CAPITAL .......................................................................................... 10
CONSTITUTION 108 OF 1996 AS AMMENDED .............................................................................................. 10
LABOUR RELATIONS ACT 66 OF 1955 AS AMMENDED (LRA) ...................................................................... 11
EMPLOMENT EQUITY (EE) ACT 55 OF 1998.................................................................................................. 23
BLACK ECONOMIC EMPOWERMENT (BEE) AND THE BROAD BASED BLACK ECONOMIC
EMPOWERMENT ACT 53 OF 2003 (BBBEE): ................................................................................................. 23
SKILLS DEVELOPMENT ACT 97 OF 1998: ..................................................................................................... 25
THE BASIC CONDITIONS OF EMPLOYMENT ACT 75 OF 1997 (BCEA): ........................................................ 27
1
, CHAPTER 4
THE HUMAN RESOURCE / HUMAN CAPITAL FUNCTION
t future value of employee $ reward
current
→
HUMAN CAPITAL FUNCTION → future value enhanced through investment in training 8 dev .
Employees are no longer regarded merely as a resource and only useful as a means to boost
the performance of the business. The status of employees has changed and they are regarded
as an asset with certain skills, knowledge, experience, characteristics and attitudes. The
business has to determine the current and future value of the employees and reward them in a
fair manner, while acknowledging that the future value of the employees should be enhanced
through investment in training and development. This is the reason for the change in name from
Human Resources to Human Capital Function
It is also the responsibility of the Human Capital Department to ensure all requirements
regarding labor legislation are met.
MANPOWER PLANNING AS A PREREQUISITE FOR RECRUITMENT AND
SELECTION
Manpower planning is a top-down process. This means that the strategic plan of the business
will determine which skills are needed to achieve the goals of the business. The required skills
will be acquired via manpower planning and training.
# of employees
→ range of skills req
Manpower planning refers to: ↳ → the
time frame
Estimating the number of employees
Assessing the range of skills required for the business to operate
Calculating the time frame of the employment needs of the business
In order to do accurate manpower planning, each position (job) in the business must be
analysed, described and a job specification drafted.
Pont lb 1111 Ill associated
-
w each job
d et talks x rel
p
A job analysis is performed to determine all the tasks and responsibilities associated with
each job in the organisation specify job title
summary working conditions
→
deg of supervision
t t duties t t .
As a result of the job analysis, a job description is done to specify the job title, a
summary of the job, duties and working conditions associated with the job and the
degree of supervision required to perform the job.
qualifications c-
Skull The job specification “interprets” the job description into qualifications, skills and
experience
guide → during
experience necessary for the employee to do the job. The job specification is used as a
recruitment g guide during the recruitment and selection process
selection process
Once categories and specific skills have been identified, the Human Capital Function has to
ascertain if a skills gap is evident. This is the difference between skills available in the business
vs skills needed
2
,and the skills needed. The recruitment and selection process (later=training process) will aim to
eliminate the skills gap.
THE PROCESS OF PROCURING THE FINEST TALENT FOR THE BUSINESS
Recruitment:
The main focus of the recruitment process is to attract the most competent talent. There are
also a number of internal & external options available when recruiting potential candidates for
the job. The task of the recruitment agent is to determine the most effective communication
channels to be used for the recruitment message.
The business should, among others, consider the following internal and external options, then
select the most appropriate option for the) type of employee desired.
files
invite existing employees ( searching employee staff to apply)
on intranet I noticeboard ( invite interested
y post position outside
→ recommend someone
-
→ employees
Internal recruitment is done by transferring an existing employee to a new position or by
promoting an existing employee.
The business may invite existing employees, who may be suitable candidates for the
vacancy, to apply for the job. This is done by searching employee files to identify
potential candidates based on skills, qualifications and experience. Word-of-mouth may
work if the manager recommends an employee for the position.
An alternative, to sourcing internal staff files, is to post the position on an intranet or
noticeboard within the business and to invite interested staff to apply.
Current employees may also be asked to recommend someone outside of the business
for the position. This is a combination (hybrid) of internal and external recruitment.
A morale
cost effective
towards but it known
↳
p past perf .
t attitudes
The advantages of using internal recruitment are:
The employee morale is improved if they know there are opportunities for promotion
It is more cost effective
The employee’s past performance and attitude towards the business is known
If it is not possible (or desirable) to recruit employees from within the company, the business
has to recruit externally. This can be done by using one or a combination of the following
techniques:
The position as advertised via an employment agency. Some agencies operate
exclusively on the Internet, while others may use the Internet as well as traditional
advertising media.
The business may decide to advertise the position in newspapers, trade journals or at
trade shows.
Depending on the qualifications needed for the position, the business may approach
schools, colleagues, universities and other educational institutions to seek suitable
candidates
3
, Although it does not happen very often with more senior positions, suitable employees
may be sourced by looking at CVs of casual applicants or “walk-ins”
Employees may also be “headhunted”. This means a suitable employee who works for
competitor is identified and asked to apply for the vacant position.
headhunted i suitable employee who works for competitor
The advantages of using external recruitment are:
New ideas and skills are brought into the business
It may give the business an opportunity to employ more affirmative action candidates to
meet Employment Equity targets
When an employee is head hunted, he/she may provide insight into the operations of
competitors
No infighting occurs among employees for the position
SELECTION
Once recruitment process = complete, the selection process begins by identifying the most
suitable candidates to interview for the position. Selection consists of a # of steps and ends with
the employee signing the employment contract and filling the vacant position.
APP FOR Mt
A. In response to the position advertised, the business will receive application forms, CVs
Cvs
1- checked ( Pert and other relevant information. This is checked to ensure all pertinent information has
info)
been received from the candidates applying for the vacancy.
evaluate B. The next step is to evaluate all the application forms and CVs to see which candidates
d
meet prescribed meet the prescribed criteria. Those candidates not meeting the criteria are informed that
criteria
their applications were unsuccessful. The business often stipulates in the advert “if you
have not been contacted by… (date) your application was not successful”.
C. The next procedure is to compile a shortlist of candidates for the first round of
compile shortlist
N
1st round screening
screening. This is done by comparing each application to a predetermined list of criteria
required for the position. This procedure ensures the process is objective.
D. A background and reference check is done. A predefined list of questions verifies the
Background tire f-
Check done applicants references and ensures fairness. If the nature of the position requires it, credit
It
checks and checking for criminal record occurs.
E. Interviews are conducted, following the selection of the most suitable candidates. It is
preferable that the interviews are conducted by a panel using a predetermined interview
guide (set of Qs). This helps to ensure complete impartiality. If needed, a final interview
maybe conducted with people selected after the first round of interviews. The purpose of
interviews is to obtain additional information from the applicants and to assess the
qualities of these people and their suitability for the position and the business. The
interview also allows the candidate/interviewee to ask questions about the position and
organisation.
F. Candidates may be required to undergo certain tests to evaluate their suitability for the
position:
Work sample tests measure the candidate's ability and their actual
performance.
4
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