Unit 5 staff and directing

UNIT - 5: STAFFING AND DIRECTING STRUCTURE Overview Headlines Learning Objectives Learning Outcome 5.1 Introduction 5.2 Manpower Planning 5.1.1 Job Analysis 5.1.2 Job Description 5.1.3 Job Specification Inside Business Application Self-Analysis Quick Recap 5.2 Recruitment and Selection Self-Analysis Quick Recap 5.3 Training and Development Inside Business Applications Self-Analysis Quick Recap 5.4 Performance Appraisal Self-Analysis Quick Recap 5.5 Career Development 1

Inside Business Application Self-Analysis Quick Recap 5.6 Principles of Directing Self-Analysis Quick Recap 5.6 Summary 5.7 Key Terms and Definitions 5.8 Answers for Self-Analysis 5.9 Terminal Assessment a) Multiple Choice Question b) True or False c) Match the following d) Essay Questions f) Case study/Caselets 5.10 Answers for Terminal Questions a) Multiple Choice Question b) True or False c) Match the following 5.11 Post reading reference material Text Books Reference Books Weblinks 5.12 Topics for Discussion Forum 2

OVERVIEW The staffing function includes the recruitment, selection, development, training, and compensation of employees. Whereas Directing is defined as a process of guiding, counselling, instructing, leading, inspiring and overseeing people to the achievement of the goals of organization. HEADLINES Job analysis is the process of outlining every aspect of a position, from duties and compensation to working conditions A job description is a document that outlines the crucial qualifications, responsibilities, and abilities needed to carry out a particular task A job specification is a collection of attributes that are thought to be necessary for someone to be successful in a role The process of seeking out possible applicants and persuading them to apply for open jobs inside the firm is referred to as recruitment A system utilised by a company to enhance the abilities and productivity of its employees is known as employee training and development (ETD) in human resource management LEARNING OBJECTIVES Understand the concept of staffing • Acknowledge the importance of manpower planning • Recognize the important elements of staffing and recruitment • Understand the concept of directing • Understand the concept of career development • Recognize the importance of Training and Development • Acknowledge the principles of directing 3

LEARNING OUTCOME Commented [DVM1]: Recruitment Spelling error • Comprehend the fundamentals of Recruitment and selection process • Understand Career development as perspective of employee development. • Acknowledge the need of proper manpower planning and training and development 5.1 INTRODUCTION: MANPOWER PLANNING Human resources planning is another name for manpower planning. Each organisation has objectives, But in order to accomplish those objectives or advance the business, like-minded individuals must band together or be hired. The quantity of people needed to achieve the stated goal must also be available. Manpower planning can be defined in a straightforward manner. It entails assigning the appropriate personnel to various roles at the appropriate times. The key is to collaborate or work alone to realise the organization's objectives. Manpower planning is the process of figuring out the appropriate workforce level required to finish a project, job, or objective on schedule. The overall number of personnel, the different skill sets, the time frame, supply and demand trends, organisational strategy, etc. are all taken into account while planning for human resources. A never-ending, continuous task is making sure the organisation has the greatest resources available when needed, taking into account forthcoming initiatives and the replacement of departing staff. The other word for it is preparing your human resources. Need for Manpower Planning Forecasting and emerging possibilities are frequent tasks for large firms. They would require manpower to begin working on these chances if they turn out to be real commercial potential. The problem, though, is what would happen if a lot of people were hired to work on a project that was nearly certain to start on time, but at the last minute it didn't. What would the company do with the extra skilled personnel. The second problem is that, if they waited until the very last minute to start a project, they might not have enough people available to work on it and complete it. The process of personnel planning provides answers to these queries. 4

Planning for human resources also contains information on how and when to hire new staff. The organization's objectives, business forecasts for the future, and evolving technological trends are all taken into consideration during the entire process. With the appropriate workforce at their disposal for economic prosperity, this aids the organization's readiness for the future. • Shortages and surpluses can be identified so that quick action can be taken wherever required. • All the recruitment and selection programmes are based on manpower planning. • It also helps to reduce the labour cost as excess staff can be identified and thereby overstaffing can be avoided. • It also helps to identify the available talents in a concern and accordingly training programmes can be chalked out to develop those talents. It helps in growth and diversification of business. Through manpower planning, human resources can be readily available and they can be utilized in best manner. It helps the organization to realize the importance of manpower management which ultimately helps in the stability of a concern. Nature of Manpower Planning The meaning of \"man-power planning\" may not be exactly the same according to different prominent authors, but the basic idea is the same. These definitions highlight a few typical traits of manpower planning. This has a vibrant quality. It has new elements that change the flow of labour. Manpower planning is forward-looking and goal-oriented since it is based on long-term projections. It is a procedure to determine manpower, forecast it, develop it, and manage it, as well as to \"determine how an organisation should transform its current manpower position to its desired manpower position.\" It follows a scientific procedure that is founded on data and logical computations. Manpower planning is mostly a staff role; it gives line executives advice on how to use people to their best advantage. Manpower planning is an example of a systems approach since it places a focus on the relationships between various personnel policies and programmes. 5

In conclusion, key features of the human resource function relate to its emphasis on both quantity and quality. Planning also includes estimating how much human resource invention will occur. The study of the work market, where supply and demand are equally common, is another trait. Significance of Manpower Planning With the ever-increasing complexities in the industrial world, man-power planning has been assuming a new dimension. A good per-sonnel management has become a sine qua non in a big industrial organisation; where a worker has to be looked into right from the day of his selection till the day of his retirement. Even before a man gets into an organisation, a very careful study and planning is needed to place him in the right position. As a result, men in the organisation need to be carefully examined and provided the right attention in order to maximise each man's production and efficiency. In contrast to materials, a man has enormous potential. Humans must be made good since good materials cannot be good naturally. Manpower planning has taken on a new dimension due to the industrial world's ever-increasing complexity. In a large industrial organisation, effective personnel management has become essential. Employees must be cared for from the day of their hiring until the day of their retirement. To put a man in the appropriate position before he even joins an organisation, extensive research and planning are required. Man-power planning is, truly speaking, the foundation of person-nel management. Various actions of this area of management are car-ried on in accordance with the programmes and policies of man-power planning. Man-power planning — a mental exercise — precedes the actions to be undertaken by the personnel department. The need and importance of man-power planning arises from the fact that in an organization, problems with the employees are many and unless they are taken up at the right time with the 6

right knowledge of their solution, subsequently the problems may prove difficult to be solved. This necessitates in keeping the man-power planning process always active. ADVERTISEMENTS: The most important factor in production — the human factor — is the first step of planning of the personnel department. The quantitative and qualitative aspects of the human resource need to be carefully assessed and this is done through man-power planning. The functions of man-power planning encompass such activities that have a far reaching effect on the organisation. The importance of planning for man-power — i.e., to ascertain the need for personnel in future, does not need any elucidation. However mechanized an organisation may be, man in the organisation still commands the top priority for consideration. Unless there is a proper planning of man-power or the manning of the organisation; the whole management ex-ercise becomes futile. Man-power planning is a continuous process of work needed by the continuous change in the labour force of an organisation. For vari-ous reasons, there is a constant change in the quality and quantity of labour force (retirement, resignation, transfer etc.) There is an aver-age annual turnover of employees which has to be taken into consider-ation by man-power planning. This emphasizes the significance and importance of this planning. Man-power planning facilitates the expansion and modernisation by helping recruitment of skilled personnel. The lead time that an organisation needs for recruitment and selection of personnel is pro-vided by man-power planning of the personnel department. This is of no mean importance. 7

Man-power planning has many other activities that help the organisation to function efficiently. It is this planning that makes the training of man-power more pinpointed and thus helps executive de-velopment. By identifying areas of surplus or shortage of personnel, the man- power planning of the personnel department saves labour cost and assists productivity bargaining. In an organisation where man-power planning is effective, it has a very encouraging effect on the morale of the employees since they understand that their management is proceeding on scientific lines. Not to the organisation alone, but to the entire nation, man-power planning has significance. This planning in an organisation on scientific basis provides tools to the government of a country to use then in the formulation of economic planning. In various spheres of government activities, man-power planning device of the personnel management has much to contribute because the correct assessment of the potentialities of working force and their other information help the government in planning reforms on various spheres of its activities. For example, the employment potential of the country can be under-stood from the man-power planning of different organizations. Planning for Human Resources/Manpower planning Process Commented [DVM2]: 1.Nature of Manpower planning 2. Significance & Obj of Manpower planning Every organization's HR department is needed to keep a careful eye on its pool of available 3.Process of manpower planning employees. Every conceivable event, such as changing industry dynamics, increasing business requirements, the demand for expertise for a certain technology, etc., increases the need for more resources. Below are the processes and method for manpower planning: 8

1. Understanding the workforce as it exists now The organization's employees must be well-understood by the human resources department. They should consider the background, skill set, qualification, geography, etc. of the entire workforce to get a clear image of the talent pool the company possesses. 2. Making future projections Companies must comprehend the future trend and the kind of people that would be most suitable for their organisation given the ongoing alterations in business requirements. As a result, businesses must assess, evaluate, and project the kind of workforce they will need in the coming years. 3. Selection and hiring Depending on the needs of the business, manpower planning results in a far more well-planned pattern for recruiting and selection. This is entirely dependent on the projections provided and the demands of the firm. In order to best meet future demands, people with better qualifications, skill sets, experience, etc. are shortlisted as potential employees. 4. Educating the workforce 9

Employees who are a member of the organisation are trained to have the best abilities, Commented [DVM3]: Topics to be covered. expertise, and comprehension of both the demands of their current position and those in the 1.Elements of Staffing future. 2.Importance of Staffing 3.Scope of Staffing All of the aforementioned processes in personnel planning make it easier for businesses to react to emerging technologies, anticipated changes in their industry, and even rivals. Elements of Staffing The important components or elements required for staffing an organization are listed below: Three important components of staffing are: 1. Recruitment: Recruitment is the process of encouraging or enticing a growing number of applicants to apply for open positions inside the firm. Recruitment, in its broadest sense, refers to the process of finding applicants who are qualified for open positions and encouraging them to apply. The recruitment process results in getting a huge number of applications from which to choose. This makes the recruitment function crucial. 2. Selection: Finding the best qualified and promising candidate to fill an open position in a company is referred to as selection. Organisations receive a high number of applications as a result of their recruitment function, and the selection process starts at this point by screening the applications. Selection is viewed as a negative procedure because there are often more applications who are rejected than candidates who are chosen. 3. Training: “Training means equipping the employees with the required skill to perform the job. The candidates are sent for training so that they can perform the job in the expected manner”. Development refers to overall growth of the employee. It focuses on personal growth and successful employees’ development. Development is much wider in concept as compared to training as training is only one part of development. 10

Importance of Staffing Timely deployment of the right workforce By engaging a staffing model, as an employer, you can leave your hiring deeds to the third party staffing provider to provide you with the right candidates to fill in your company’s open positions giving your organization a competitive edge in the fast dynamic market. Supporting other management functions Suppose the organisation has certain objectives but does not focus on recruiting the right personnel, it will inevitably fail to achieve the goals made during the planning process. When the recruitment and selection processes are carried out perfectly, controlling function becomes much easier for the organisation. That means the selected personnel will be equipped with the necessary skills to fulfil the responsibilities and won’t take much time or lack in performance when it comes to meeting objectives. Employee motivation The organisation may have a varied style of management in staffing, but the selection process can attract the right candidate. The right candidate complies with how the organisation works and takes decisions. Also, the employee will be more productive when they are provided with the necessary training, and remuneration when they perform better. Optimization of human resources and cost Having the right personnel will reduce your future workforce requirements and help save more resources in the present and in the future. If the selection process is not given importance, the organisation may end up hiring the wrong employee which will cost more in the long run. 11

Scope of Staffing The hiring process encompasses more than just the hiring of managerial people. In actuality, it addresses both the executive development process and how to pay CEOs fairly. Additionally, staffing is a continuous task carried out by management of both freshly founded and operating businesses. As Lawrence Appley rightly observed “… Managers would be more skilled and more competent if they were carefully selected, specifically trained, continually kept up-to-date in their field of activity, guided in their development for the assumption of greater responsibility, adequately rewarded. When once the needs of the organisation have been determined through the establishment of a rational job structure by means of detailed job descriptions and analysis of facts pertaining to jobs, the staffing function consists of locating/identifying suitable people to fit into the jobs. (i) Recruitment of personnel involves the use of several general techniques including (1) personal data sheets or resumes; (2) batteries of tests measuring achievement, aptitude, proficiency, personality, and interests; and (3) interviews with the screened prospective candidates. (ii) After recruiting the personnel, the staffing function shifts to the administration of human assets of the organisation. The first thing that is done in this regard is planning and implementing a system of performance appraisal. This is followed by the development of an appropriate compensation system so as to reward the personnel in an equitable and feasible manner. (iii) Since the ever-increasing demands of the organisation call for continual improvement of the qualifications of its personnel, the staffing function is also expected to devote a major portion of its efforts to special programmes of employee training and development. 12

Such efforts include—(i) the use of orientation sessions; (ii) apprentice training ; iii) programmed instructions ; (iv) formal short courses administered by the organisation ; and (v) support of continuing education offered by educational institutions. (iv) In addition to the aforesaid functions, the human resource administration deals with handling grievances and the resolution of conflicts of personnel in their performances of duties. Of the various techniques available, for this part of the staffing function, suggestions systems, grievance procedures in conjunction with union representatives in organised plants and improved participation of employees are important. It is thus clear that most of the business concerns have been adopting programmes for management development because the conventional method of selecting, training and grooming management personnel have been found to be inadequate for the present day needs. The demand for managers has been continuously increasing because of several factors like— (i) the growth of decentralisation; (ii) the expanding size of business; (iii) the steady progress of technology; (iv) the complexities of business etc. A sound programme for management development can alone ensure a steady supply of qualified managers as per the specific needs of the enterprise. Such programme not only develops personal qualities of managers, but it also attracts resourceful and talented persons to the enterprise, because of the reputation of the enterprise as the developer of skilled and able managers. Such a programme can be effective only when it is supported by all other managers of the enterprise. A rule can, however, be framed to the effect that no manager would be promoted unless he leaves behind an equally good successor through coaching and counselling. Such a rule can certainly make the programme quite successful. 13

Such a rule may motivate every manager to take responsibility for ensuring the continuity of his group. Constant supply of qualified and dedicated employees is essential to fill various positions in an organisation. The foregoing analysis emphasises that it is suicidal to underemphasise the role of staffing function just because the management is pre-occupied with its day-to-day affairs. Most enterprises have died premature death because of the lack of the continuity of management. It is interesting to note that Staffing has been recognised as a distinct and important function of management only in recent years. Earlier it was thought as a part of the organising function. The staffing function which is now widely recognised as one of the most important and distinct functions of Management has been explained in detail under the head “Personnel Management” in a subsequent section. 5.1.1 JOB ANALYSIS Job analysis is the process of outlining every aspect of a position, from duties and compensation to working conditions. Performing a job analysis is a necessary pre-employment step, but it's also crucial to constantly assess the jobs that people presently hold at your company. By doing this, you can be sure that you're giving your staff members the best opportunities for career advancement and setting them up for success. Job analysis is the process of compiling and analysing data regarding a particular job, including duties, regular duties, hard and soft skills, qualifications, education, anticipated results, interaction, performance standards, working conditions, physical capabilities, and supervision. Despite the fact that job analysis is typically used to create job descriptions, the data has other uses as well. The objectives of Job Analysis include: 14

(a) to determine most effective methods for performing a job. (b) to increase employee job satisfaction. (c) to identify core areas for giving training to employees and to find out best methods of training. (d) development of performance measurement systems, and (e) to match job-specifications with employee specifications while selection of an employee During a job analysis, one can identify crucial job components such as: a. Job title b. Job levels (e.g. assistant, associate, specialist or senior associate) c. Position summary d. Specific job duties e. Work conditions f. Potential workplace hazards g. Necessary machinery, equipment and tools h. How the role fits in with your budget How to perform a job analysis 5.1.2 JOB DESCRIPTION A job description is a document that outlines the crucial qualifications, responsibilities, and abilities needed to carry out a particular task. How success is determined in the position will be covered in a thorough job description so that it may be used in performance reviews. Job descriptions are also known as job specifications, job profiles, JDs, and position descriptions (job PD). Steps to create a job description STEP 1: PERFORM A JOB ANALYSIS 15

In order for an organisation to operate effectively, the process of collecting, analysing, and interpreting data about the activities of the work will provide reliable information about the job. The following actions are involved in doing a job analysis: finding out exactly what tasks are being completed through employee interviews. watching how things are done. Having staff members complete forms or worksheets. Collecting data on jobs from other resources such as salary surveys and the Occupational Outlook Handbook. The results should be documented and reviewed by the employee who is currently in the position—and his or her supervisor—for any changes regarding the knowledge, skills, abilities, physical characteristics, environmental factors and credentials/experience of the position: Knowledge—comprehension of a body of information acquired by experience or study. Skill—a present, observable competence to perform a learned activity. Ability—competence to perform an observable behavior or a behavior that results in an observable product. Physical characteristics—the physical attributes an employee must have to perform the job duties with or without a reasonable accommodation. Environmental factors—working conditions (inside or outside the office). Credentials/experience—the minimum level of education, experience and certifications acceptable for the position. STEP 2: ESTABLISH THE ESSENTIAL FUNCTIONS Essential work duties must be specified after a performance standard for a specific position has been established. This will offer a better way to assess requests for accommodations under the Americans with Disabilities Act (ADA). The following actions are included in defining the fundamental functions: Make that the duties included in the job function are actually required to do the job or are a requirement. 16

Determining how often or for how long a task is performed is a good starting point. Determine the repercussions of failing to complete the duty and whether they would be harmful to the employer's business or have serious repercussions. Check to see if the tasks may be modified or carried out differently. The employer can decide whether a function is important or marginal once the essential functions have been identified. The term \"essential function\" should be used in the job description and should clearly describe how an employee is to carry out the duties of the position. This will help guide future decisions regarding whether or not an accommodation is necessary to accomplish the job. STEP 3: ORGANIZE THE DATA CONCISELY The structure of the job description may vary from company to company; however, all the job descriptions within an organization should be standardized so that they have the same appearance. The following topics should be included: Job title—name of the position. Classification—exempt or nonexempt under the Fair Labor Standards Act (FLSA). Salary grade/level/family/range—compensation levels, groups or pay ranges into which jobs of the same or similar worth are placed, including minimum and maximum pay bands. Reports to—title of the position this job reports to. Date—date when the job description was written or last reviewed. Summary/objective—summary and overall objectives of the job. Essential functions—essential functions, including how an individual is to perform them and the frequency with which the tasks are performed; the tasks must be part of the job function and truly necessary or required to perform the job. Competency—knowledge, skills and abilities. 17

Supervisory responsibilities—direct reports, if any, and the level of supervision. Work environment—the work environment; temperature, noise level, inside or outside, or other factors that will affect the person's working conditions while performing the job. Physical demands—the physical demands of the job, including bending, sitting, lifting and driving. Position type and expected hours of work—full time or part time, typical work hours and shifts, days of week, and whether overtime is expected. Travel—percentage of travel time expected for the position, where the travel occurs, such as locally or in specific countries or states, and whether the travel is overnight. Required education and experience—education and experience based on requirements that are job-related and consistent with business necessity. Preferred education and experience—preferred education and experience based on requirements that are job-related and consistent with business necessity. Additional eligibility qualifications—additional requirements such as certifications, industry- specific experience and the experience working with certain equipment. Affirmative action plan/equal employment opportunity (AAP/EEO) statement—clause(s) that outlines federal contractor requirements and practices and/or equal employer opportunity statement. STEP 4: ADD THE DISCLAIMER It is a good idea to add a statement that indicates that the job description is not designed to cover or contain a comprehensive listing of activities, duties or responsibilities that are required of the employee. Duties, responsibilities and activities may change or new ones may be assigned at any time with or without notice. STEP 5: ADD THE SIGNATURE LINES 18

Signatures are an important part of validating the job description. They show that the job description has been approved and that the employee understands the requirements, essential functions and duties of the position. Signatures should include those of the supervisor and of the employee. STEP 6: FINALIZE A draft of the job description should be presented to upper management and the position supervisor for review and approval. A draft allows a chance to review, add or subtract any detail before the final job description is approved. The final job descriptions should be kept in a secure location, and copies should be used for job postings, interviews, accommodation requests, compensation reviews and performance appraisals. Employers may also wish to post them on their intranet. 5.1.3 JOB SPECIFICATION A job specification is a collection of attributes that are thought to be necessary for someone to be successful in a role. The job specification lists the skills, characteristics, education, and experience a candidate might require to be qualified for that position, whereas the job description outlines the title, position, responsibilities, and summary. This clarifies a candidate's ability to carry out the duties outlined in the job description. Components Of A Job Description Despite the fact that job descriptions may differ from one position to another, you may anticipate seeing a few common components in many of them, such as: The Experience Required An employer may mention in this job specification the necessary experience in the required role or pertinent experience in related roles. For instance, entry-level posts can state that no experience is necessary, but a director position might demand seven years of managerial experience. Necessary Education 19

The degree of education needed to be qualified can be seen in a job description. Education requirements could include generic credentials like a high school diploma, an associate's or bachelor's degree, years spent working towards a degree, or a degree in a particular field of study. To make sure the employee has the necessary context and expertise to carry out their work obligations properly, you might include this. Necessary Credentials Or Certification Some jobs require certification or licensure in addition to schooling. This may be in line with duties outlined in the job description since an employer may require you to obtain particular certifications before performing certain jobs. For instance, a mechanic job description can mention maintaining large equipment or vehicles as a duty or stipulate that a candidate must be certified in order to perform the duties listed in the job specification. To take into account regional legislation, credentials requirements could also change from place to place. Even if they have a bachelor's degree and a state certification elsewhere, substitute instructors might need to be certified at the state level in order to be hired. The Skills Required Employing managers, staff members, and human resources specialists may collaborate to determine the capabilities candidates should possess. Skills can be the things that people may require to do their jobs, and they can also be focused on how a candidate might fit on a team or reflect the culture of an organisation. Depending on the employment level, a job specification may include different skills. For instance, hiring managers may believe that new hires may acquire the necessary abilities while working, hence entry-level positions may have fewer skill requirements. Personality traits While personality traits are characteristics that speak to a candidate's character, skills might be technical or job-specific in relation to how a person performs their work. For instance, professionalism is a quality that identifies someone who respects and helps their coworkers and is aware of proper workplace behaviour. This quality may be necessary for employment in a 20

formal office environment. They can explain which traits can make it simpler to perform effectively, yet matching every trait may not be necessary. Self-Analysis - 1 1. Manpower Planning is essentially the process of getting the number of qualified employees and seek to place the right employees in the right job at the right time. (True/False) 2 The job analysis includes details on education, work experience, managerial experience, and other factors that can be useful in achieving the objectives of the position. (True/False) Quick Recap • Job analysis is a qualitative aspect of manpower needs, as it determines job requirements in terms of skills, qualities and other human characteristics. This facilitates the division of labor into different occupations. • The knowledge, skills, and abilities necessary to carry out a job in an organisation are described in a job specification. • The job description includes details on education, work experience, managerial experience, and other factors that can be useful in achieving the objectives of the position. Inside Business Application IT companies are often faced with the business problem of hiring right people for upcoming projects as well as attrition. These companies have multiple projects going on at a single time and upcoming projects in the pipeline. If they hire more people without planning they would end up with many resources on the bench which would eat into profits and if they keep waiting 21

till the last, they would not have enough skilled people to set up the project and start delivering eventually leading to customer dissatisfaction and losses. So these companies keep on forecasting and planning as per the market requirements, latest Commented [DVM4]: External Sources skill set and their project pipeline. Most of the times, hired resources cannot be productive 1.Personal contacts straight away so they need to train them which would require further planning and time. 2.Placement services 3.Educational Institutions Important Concept 4.Factory gate Appointment Manpower planning is also called human resource planning. Another definition of this term involves estimating the right number of people needed to complete specific tasks within a given time frame. 5.2 RECRUITMENT AND SELECTION The process of seeking out possible applicants and persuading them to apply for open jobs inside the firm is referred to as recruitment. Finding qualified candidates is the goal of hiring in order to advance the organisation. In order to locate potential employees, sources of recruiting refers to numerous ways of getting in touch with job seekers. In layman's terms, sources of recruitment are the channels via which potential candidates are informed about open positions. Recruitment is the process of looking for qualified candidates and encouraging them to submit applications. The primary goal of recruitment is to draw candidates who possess the qualifications needed for the positions. It's a good thing since it encourages people to apply for jobs. In order for organisations to choose the best applicant, the selection process is carried out and a pool of candidates is created. Organisations use a variety of sources for recruitment to announce job openings. It seeks to fulfil two purposes: 1) To identify different sources of labour 2) To assemble a pool of candidates. There are two recruitment sources: internal and external. 22

Internal sources of recruiting refer to the hiring of workers who are already on the organization's current payroll. The employee may be made aware of the position's vacancy through internal communication. Internal recruiting at a company can take a variety of forms, including the following: 1. Promotion: Promotion is referred to as a change in an employee's designation. It entails moving the current worker to a higher position within the firm, giving the worker additional responsibility, and increasing their compensation. Promotion encourages other staff members to put in extra effort in order to be considered for promotion as well. 2. Transfer: In a company, a transfer occurs when a current employee is moved from one department to another. 3. Employee Referrals: It is possible that a company will look for employee referrals in an effort to reduce hiring costs. The job roles in the organisation for which manpower is needed are widely known to the staff. These staff members will examine potential applicants to see whether they are qualified for the post before referring them. 23

4. Former employees: Some companies provide the option of recruiting retired workers who are willing to work full- or part-time for the company. Advantages of Internal Sources Following are the advantages of the internal sources: 1. The organisation saves money on hiring initiatives, which results in increased sales for the company. 2. It makes choosing and moving personnel very simple. 3. Internal sources of recruitment are good for existing employees' morale. 4. It fosters a feeling of loyalty towards the company, which boosts productivity. 5. Because returning employees are already familiar with the organisational structure, adjusting to working conditions will go much more quickly for them. Disadvantages of Internal Sources Following are some of the disadvantages of the internal sources: 1. Internal recruiting lowers the morale of workers who are not chosen or given consideration for appraisal. 2. It deters qualified individuals from outside the organisation from joining to work there. 3. When one employee receives a promotion while the others are passed over, it may cause tension. External Sources Candidates who have never been hired by the company previously are the focus of external sources of recruiting. 24

The addition of new talent to the staff promotes the expansion and development of the company. Following are the some of the external sources of recruitment: 1. Advertisement: For information on any employment openings, advertisements are an excellent resource. Middle-level or high-level employment is sought after using this kind of source. 2. Employment Exchanges: Because they are controlled by the government, employment exchanges act as a source of recruiting for the populace. 3. Job portals: With the advancement of technology, the hiring process has changed. There are numerous job portals available today where one may get details about available positions. 4. Educational Institutions: Due to the large number of students or other resources that are available simultaneously under one roof, educational institutions are a fantastic place to find new employees. 5. Recommendation: This can also be a valuable source of hiring because a current employee can make a stronger case for other applicants. 6. Personal contacts: Managers are best recruited through personal interaction, especially at higher levels. People who have chosen the voluntary retirement plan (VRS), retired managers from other organisations, former government officials or members of the armed forces, among others, may be the target candidates for personal interactions. 7. Placement services: Some groups and recruitment firms create and manage databases of job searchers. When a company contacts such an agency, it consults the database, pulls the names of applicants with the necessary histories, and gives the list to the business conducting the selection process. Sometimes businesses ask the agency to do hiring on their behalf. This is also an excellent place to find candidates because the hiring process is simple and takes little time. 8. Educational Institutions: The placement department of engineering and business schools contacts businesses and extends invitations for on-campus hiring. To find the best qualified 25

human resource, some businesses take extra steps to build and maintain positive partnerships with management and engineering institutions, universities, and institutes. 9. Factory gate Appointment: Certain workers present themselves at the factory gate every day for employment. This method of recruitment is very popular in India for unskilled or semi- skilled labour. The desirable candidates are selected by the first-line supervisors. Benefits of an External Source Here are a few benefits of using outside sources. 1. It facilitates the accessibility of qualified employees. 2. Workers hired through outside sources will have access to fresh ideas. 3. The employees join as knowledgeable individuals, which cuts down on the amount of time new hires must spend in training. Disadvantage of External Source 1. The use of external sources can result in disgruntled workers who believe they should have been given the chance to advance. 2. It may result in a lack of cooperation between newly hired personnel and current workers. 3. The employee must show up for numerous rounds of the drawn-out process. Selection Selection is the method of deciding who among a pool of potential employees is the greatest fit for the position. Here, a number of procedures are carried out in order to weed out the unsuitable prospects and choose the best candidate from the pool of applicants gathered during the recruitment process. Candidates are removed at each stage of the selection process until the ideal individual is selected. The reason it's dubbed a negative procedure is that more applicants are turned away than hired. 26

1. Preliminary Screening: Preliminary screening facilitates the manager of the organization to shortlist the candidates and eliminate those who are not suitable for the job based on the details mentioned in the application form. Preliminary interviews help avoid the unfit for reasons that did not emerge in the application forms. In this interview round, the candidates are questioned by the interviewer on account of their qualifications, experiences, etc. 2. Selection test: This type of test is a method that is either a written test or an exercise that tries to find out some particular skill or ability of the employees either based on their mental ability, personality, physical capacity, or mindset. 3. Employment interview: An interview is a formal conversation between two people, i.e., the candidate and the interviewer. It is conducted to test the individual’s capability. The interviewer’s job is to question the candidate and obtain as much information as possible, and that of the interviewee is to provide the information with confidence. Though in the present time, the contrary is also seen. 27

4. Reference and Background Checks: Personal details such as names, addresses, and telephone numbers of the references may also be requested to be provided to attain extra information about the candidates. The references can be anyone who knows the applicant, teachers, professors, ex-employers, etc. 5. Selection Decision: The candidates who qualify for the tests, interview rounds, and reference checks ultimately get selected for the final decision. In this process, the opinion of concerned the manager makes the concluding decision as to who will be selected among those final candidates qualifying for that particular job. 6. Medical Examination: After the selection decision and before the job offer is provided, the candidate goes through a medical examination to prove that they are physically and mentally fit for that job. Only then the candidate is given the job offer. 7. Job Offer: The step following all the other steps is receiving the job offer. The job offer is provided to only those who have passed all the prior obstacles. The job offer is provided through a letter of appointment, which approves the candidate’s acceptance. The letter of appointment normally contains the date on which the candidate has to report on duty. The letter also prescribes a specified time at which the candidate is supposed to report. 8. Contract of Employment: When the job offer is provided and accepted by the candidate, both the employer and the candidate are required to put into effect certain documents, like an attestation form. Such a form contains certain details that are verified and attested by the candidate. It is a document that may be beneficial in the future. It is also important to prepare a contract of employment. Important Concept 28

Recruitment is the process of looking for qualified candidates and encouraging them to submit applications. Selection is the method of deciding who among a pool of potential employees is the greatest fit for the position. Self-Analysis - 2 1. Recruitment is a positive process, whereas Selection is a negative process. (True/False) 2 Recruiters do not care about \"confidentiality\" when it pertains to a client, candidate or a search? (True/False) Quick Recap • Organisations can choose the best individuals for the right roles with the aid of recruitment and selection. • The process of choosing a person from a pool of job candidates who has the necessary skills and qualifications to fill a position in the organisation. • This HR procedure employs a number of strategies to help distinguish between qualified and unqualified applicants. 5.3 TRAINING AND DEVELOPMENT A system utilised by a company to enhance the abilities and productivity of its employees is known as employee training and development (ETD) in human resource management. It is a teaching tool that contains data and guidelines for honing already acquired abilities and introducing fresh ideas and information to boost worker productivity. An effective training and development plan built on an analysis of training needs aids the business in improving working manpower's abilities and productivity. 29

Training is a process for improving an employee's capabilities, knowledge, and skills. To Commented [DVM5]: Objective of Training? guarantee that the employee can successfully complete the responsibilities allocated to them and contribute to the success of the organisation, job-related training is frequently given to them. On the other hand, the development programme frequently serves as training for the work of the future. The development of human resources offers employees a learning opportunity to improve their work capacities and prepare for upcoming problems. In HRM, training and development are two distinct processes that work together to benefit employees on a whole. While the long-term process of development is employed for executive purposes, the short-term and reactive process of training is used for operational purposes. The goal of training and development is to help employees learn the necessary abilities, whereas development is to help employees become better people overall. To close the organization's skill gap, management takes the initiative to select the best training techniques; the development effort is typically done with the goal of future succession planning. The objectives of training are as follows: (i) To provide job related knowledge to the workers. (ii) To impart skills among the workers systematically so that they may learn quickly. (iii) To bring about change in the attitudes of the workers towards fellow workers, supervisor and the organization. (iv) To improve the productivity of the workers and the organization. 30

(v) To reduce the number of accidents by providing safety training to the workers, (vi) To make the workers handle materials, machines and equipment efficiently and thus to check wastage of time and resources. (vii) To prepare workers for promotion to higher jobs by imparting them advanced skills. Importance of Training and Development 1. Making the most use of human resources: To maximise their potential, human resources must be taught and polished. Making the most of an employee's overall value to the company through training and development of the workforce. 2. Developing a Highly Skilled, Motivated, and Enthusiastic Workforce: The current workforce is motivated to give the organisation their best work and is trained to boost productivity. The staff members will be more excited about their work and more self- assured. They will be more able to adjust to advancements in technology. 3. Boost production: Employees are taught how to handle complicated machinery and modern technologies, which will enable them to use the equipment more effectively and, as a result, boost production. 4. Foster a sense of teamwork: Group discussions about organisational challenges are encouraged throughout training sessions when learners are frequently urged to communicate with one another. This fosters a sense of unity among the workers. 31

5. Healthy Work Environment: Training and development programmes aid in changing employees' cognition and behavioural patterns in a way that promotes the creation of a healthy work environment. 6. Personal Development of Employees: Development courses give employees the chance to improve their knowledge and abilities, which in turn helps them advance their careers. 7. Encourage a learning culture: Employees are urged to continually pick up new knowledge and develop their skills. This supports the development of a learning culture within the company, which will be crucial to its continued survival and expansion. 8. Boost Employee Morale: When staff members receive training to improve their performance, they experience a sense of achievement. They get more motivated as a result of realising how well they are advancing organisational objectives. 9. Improved managerial abilities: Training and development programmes encourage staff to strategize, plan, solve issues, and make crucial decisions. Their managerial abilities are honed by this. 10. Reduce Employee Turnover: A well-trained employee will be more motivated and productive in the workplace. He'll experience greater job satisfaction. People that enjoy their employment are more committed to the company. Training Methods 32

While receiving on-the-job training at their place of employment, trainees also generate items as they learn. Off-the-job training keeps trainees away from the workplace, which reduces stress, dissatisfaction, and the hustle and bustle of a typical employment. On-the-job training definition As the name implies, \"on the job\" training (OJT) is a technique for delivering training to individuals while they are already working at their place of employment. The purpose of training is to familiarise the employees with the everyday working environment, therefore during the training time, the employees will have first-hand experience utilising tools, materials, machinery, equipment, etc. Additionally, it teaches the workers how to handle difficulties that arise while carrying out their duties. 33

Off-the-job training explained \"Off the job\" training is a type of instruction that is done at a location other than the real workplace for a set amount of time. The purpose of providing training somewhere other than the workplace is to give the employees a stress-free setting where they may focus solely on learning. The trainees are given study materials to ensure they have a thorough theoretical understanding. During the course, the learners are free to voice their thoughts and opinions. They can also investigate fresh and original concepts. One of the priciest training techniques is this one. It entails choosing the training location, setting up amenities for the employees, employing a specialist to deliver the training, etc. Inside Business Application 34

Training Guidelines 1. Discover the employee needs In this first stage, find out what employees' needs are so that you can provide training that would benefit them. These can be the skills that apply to their daily tasks at work or their career path in the industry. Also, you can identify the style of learning that would best suit employees. 2. Create a list of learning goals. This explains to trainees what you aim to accomplish through additional training. They can use it to determine what they need to work on to achieve goals. Establish this list by assessing how well the organisation is operating, outlining how it may improve through training, and outlining the possible results. 3. Design the training course 35

After conducting some research and assembling all of your findings, you can develop the training programme. Prepare all the training materials, including reading materials, charts, presentations, and e-learning accounts, using the information gathered. You can create a practise session before the classes to use as a model. This might make sure the programme runs smoothly. 4. Implement the training At this stage, there are certain tasks you can implement that may help you have a successful program. This includes sending a reminder to the participants and facilitators in advance and having training assistants on standby during the program to ensure they handle any unforeseen circumstances that may occur. Also, make sure everyone attending knows exactly what you expect of them and what they can do to complete the training. 5. Assess the instruction After the training is over, evaluate whether your goals were achieved. By assessing the effectiveness of your training programme, you may do this. To gauge the success of your programme, you can use measures like participant feedback, information gained from training, post-training job competency, and quantifiable business results. Training Principles rinciples of Training– Providing training in the knowledge of different skills is a complex process. A number of principles have been evolved which can be followed as guidelines by the trainees. Some of them are as follows: Motivation: As the effectiveness of an employee depends on how well he is motivated by management, the effectiveness of learning also depends on motivation. In other words, the trainee will acquire a new skill or knowledge thoroughly and quickly if he or she is highly motivated. Thus, the training must be related to the desires of the trainee such as more wages or better job, recognition, status, promotion etc. The trainer should find out the proper ways to 36

motivate experienced employees who are already enjoying better facilities in case of re- training. Progress Information: It has been found by various research studies that there is a relationship between learning rapidly and effectively and providing right information specifically, and as such the trainer should not give excessive information or information that can be misinterpreted. The trainee also wants to learn a new skill without much difficulty and without handing too much or receiving excessive information or the wrong type of progressive information. So, the trainer has to provide only the required amount of progressive information specifically to the trainee. Reinforcement: The effectiveness of the trainee in learning new skills or acquiring new knowledge should be reinforced by means of rewards and punishments. Examples of positive reinforcement are promotions, rise in pay, praise etc. Punishments are also called negative reinforcements. Management should take care to award the successful trainees. The management can punish the trainees whose behavior is undesirable. But the consequences of such punishments have their long-run ill effect on the trainer as well as on the management. Hence, the management should take much care in case of negative reinforcements. Practice: A trainee should actively participate in the training programmers in order to make the learning programme an effective one. Continuous and long practice is highly essential for effective learning. Jobs are broken down into elements from which the fundamental physical, sensory and mental skills are extracted. Training exercises should be provided for each skill. Effectiveness of Training: The influence of training on a trainee's knowledge, skills, performance, and return on investment for the firm is measured by training effectiveness. Prior to the training, the goals and objectives should be decided upon, allowing for their precise measurement. 37

or example, the trainee’s productivity, sales numbers, and overall mood and happiness might be measured before the training occurs, and then once again after it has taken place. This demonstrates the quality and effectiveness of the training provided and enables businesses to either continue doing more of the same or pivot their approach. Using scientifically validated techniques to evaluate the effectiveness of training programs is known as training effectiveness management. Why measure training effectiveness? There are many reasons why organizations (large and small) consistently measure training effectiveness. 1. To determine if the training benefits employees. Perhaps the most important reason for evaluating training effectiveness is to see if it benefits your employees’ skills and performance. Additionally, it provides them with a clear idea of what they’ve achieved and the path they need to take to get to the next level. When it comes to learning and development (L&D), feedback and encouragement are crucial. Virtually all employees need positive encouragement for the things they’ve done well and want to know how to improve. Without measurements in place, your employees are likely to feel that their learning at work is purposeless. Evaluating your training effectiveness helps you communicate to your employees where the company is today and where it aims to go, along with the skills necessary to get there. Consequently, managers and employees can come together and discuss the results, helping employees feel empowered and part of the broader vision. 2. To see the effect on business performance and determine the training’s ROI. 38

The ultimate goal of all training programs is to boost business performance and see a return on your investment. Changes in productivity, sales, and profits can all be tracked and measured, and you would hope to see an increase in all of the above. Studies have shown that organizations who regularly invest in training perform higher than those who don’t, but it must be the right type of training, and it must be meticulously tracked and measured. For example, it’s difficult to determine whether the training in question was responsible for an increase in sales, or if it was the result of something else, like a marketing campaign or a boost in the economy. This is why it’s important to examine things like learning transfer and noticeable behavioral changes that may have taken place since the training program. 3. To uncover issues in the training process and improve it. When you invest valuable resources like time, money, and energy into your training programs, it’s essential to measure whether they’re working or not. But your intentions for your training will be unique to your business and your long-term goals. This is why you need to define clear objectives at the start. If you fail to do this, then any results you receive will be meaningless because you don’t have a target in sight. Once you know where you’re heading and your desired outcome, measuring training effectiveness will help you see if you’re on the right track or if you need to make any adjustments. If a particular training program is highly effective, it can be implemented across the board, from executives to managers and new hires. This helps unite the company with shared goals. And if training fails to produce any desirable results, you need to determine why and where this breakdown happens and then make adjustments accordingly. 39

Important Concept Commented [DVM6]: Training : Guidelines/ Effectiveness/ PRinciples In Human Resource Management (HRM), a system of employee education is referred to as training and development. It contains a variety of resources, guidelines, and exercises aimed at enhancing employee performance. Employees have the chance to broaden their knowledge and improve their abilities. Self-Analysis - 3 1. Training and Development is the heart of a continuous effort designed to improve employee competency and organizational performance. (True/False) 2 Off the job\" training is a type of instruction that is done at a location other than the real workplace for a set amount of time. (True/False) Quick Recap • Employee training and development aids in upgrading employees' knowledge and abilities for carrying out a job, which ultimately increases their work efficiency and boosts an organization's output. • It makes sure that employees' quirkiness or oddness is minimised and that learning or behavioural change happens in a fairly disciplined manner. • Official continuing educational activities like training development or learning and development are created to help workers achieve their objectives and perform better. 5.4 PERFORMANCE APPRAISAL A performance appraisal may also be referred to as an employee appraisal, performance evaluation, or performance review. Performance reviews are used by all businesses to determine which employees have made the most contributions to the business' expansion, to monitor progress, and to recognise and reward top performers. Evaluation of employee performance 40

Organisations must implement the employee performance appraisal process if they want to Commented [DVM7]: Obj/ Basis of Performance appraisal increase staff output and enhance results. An employee's performance and productivity are assessed yearly against a predetermined set of goals during performance appraisals. Performance appraisal is crucial since it can effectively assess an employee's skills, strengths, and weaknesses as well as determine whether they will receive a pay rise or a promotion. Performance Appraisal Methods 1. Management by Objectives (MBO) Management by Objectives (MBO) is an appraisal technique in which managers and staff jointly decide what goals should be prioritised for a certain appraisal period then plan, organise, and communicate those goals. Following the establishment of specific goals, managers and subordinates often examine the steps taken to maintain control and debate whether it is possible to accomplish the goals. The SMART approach is used to validate objectives to determine whether they are specific, measurable, attainable, realistic, and time-sensitive. This performance appraisal method is intended to efficiently connect organisational overarching goals with employee objectives. Employees are evaluated based on their performance at the conclusion of the review period (quarterly, half-yearly, or annual). While failure results in a transfer or additional training, success is recognised with a promotion and a pay rise. The emphasis in this approach is typically placed more on measurable objectives, while non-tangible factors like commitment and interpersonal skills are frequently ignored. 2. 360-Degree Feedback Using feedback gathered from the employee's circle of influence, which includes supervisors, peers, customers, and direct reports, 360-degree feedback is a multidimensional performance appraisal system that assesses an employee's performance. This approach will provide a comprehensive picture of a person's competency in addition to eliminating prejudice in performance appraisals. This appraisal method has five integral components like: 1. Self-appraisals 41

Employees have the opportunity to reflect on their performance and identify their strengths and faults through self-appraisals. However, if self-appraisals are conducted without the use of formal methods or organised forms, they risk becoming lax, erratic, and biassed. 2. Managerial reviews Performance reviews done by managers are a part of the traditional and basic form of appraisals. These reviews must include individual employee ratings awarded by supervisors as well as the evaluation of a team or program done by senior managers. 3. Peer reviews Coworkers become the most relevant evaluators as hierarchies fade from the organisational landscape because they have a unique view on the employee's performance. These evaluations assist in identifying an employee's capacity for teamwork, initiative, and dependability. However, peer relationships or hostility may end up skewing the outcomes of the appraisal. 4. Subordinates Appraising manager (SAM) A delicate and important step is taken in the 360-degree feedback's upward appraisal section. From a managerial standpoint, reportees typically have the most distinctive viewpoint. However, hesitation or a fear of punishment might skew the outcomes of an appraisal. 5. Customer or client reviews The client component of this phase can consist of either internal consumers, such as product users within the organisation, or external clients, who are not clients of the company but frequently communicate with this particular person. Customer reviews can more accurately assess an employee's production, however these external users frequently fail to recognise how processes or policies affect an employee's output. 42

3. Behaviorally Anchored Rating Scale (BARS) In a performance appraisal process, behaviorally anchored rating scales (BARS) highlight both the qualitative and quantitative advantages. With regard to specific behavioural examples that are tied to numerical evaluations, BARS contrasts employee performance. A BAR scale's performance levels are broken down into many BARS statements that indicate typical behaviours that an employee consistently demonstrates. These statements serve as a yardstick to compare an individual's performance to established benchmarks relevant to their role and degree of employment. The production of significant episodes that represent normal workplace behaviour is the first step in the creation of BARS. The next stage is to consolidate and eliminate any redundant information from these significant incidents in a standard manner. After normalisation, the crucial situations are randomly chosen, and their efficacy is evaluated. 4. Psychological Appraisals Psychological evaluations are useful for identifying employees' untapped potential. This approach focuses more on evaluating an employee's potential performance than on reviewing their prior work. These evaluations are used to assess an employee's performance in seven key areas, including their interpersonal, cognitive, intellectual, leadership, personality, emotional intelligence, and other associated skills. To accurately evaluate an employee, qualified psychologists use a range of tests (in-depth interviews, psychological exams, talks, and more). However, it is a lengthy and difficult process, and the effectiveness of the results is greatly influenced by the psychologist performing the operation. When completing psychological assessment, specific events are taken into consideration. As an illustration, the way a worker responds to a combative customer 5. Human-Resource (Cost) Accounting Method 43

The performance of a worker is evaluated using the financial benefits that employee brings to the business, according to the human resource (cost) accounting technique. It is determined by weighing the financial benefits (contributions) an organisation has reaped from a particular employee against the cost of maintaining that employee (cost to the company). Quality, overhead costs, interpersonal interactions, unit-wise average service value, and other elements are considered when evaluating an employee's performance using cost accounting techniques. The disadvantage of the human resources accounting approach is how heavily it depends on the cost-benefit analysis and the reviewer's recollection. Objectives of Performance appraisal The primary objectives of performance appraisals are to evaluate and assess employee performance, provide feedback on areas of strengths and areas for improvement, set performance goals, and make decisions regarding employee development and career growth. Here are some specific objectives of performance appraisals: Evaluate employee performance: One of the main objectives of performance appraisals is to evaluate employee performance objectively and systematically. This involves assessing employee performance against specific job-related criteria, such as job duties, performance goals, and key performance indicators. Provide feedback: Performance appraisals provide employees with feedback on their job performance, highlighting areas where they are doing well and areas where they need to improve. Feedback can be constructive and positive way, focusing on specific actions and behaviours that can be improved. Set performance goals: Performance appraisals help to set performance goals that are aligned with the organization’s goals and objectives. These goals can be used to motivate employees and provide a clear path for career development. Identify training and development needs: Performance appraisals can help to identify areas where employees may need additional training or development to improve their job performance. This can help employees to develop new skills and knowledge and improve their overall performance. 44

Determine compensation and rewards: Performance appraisals are often used to determine compensation and rewards for employees based on their job performance. This can include bonuses, salary increases, promotions, and other forms of recognition. Support performance management: Performance appraisals are an important tool for performance management, which involves setting expectations, measuring performance, and providing feedback and coaching to employees to improve their performance. Identify potential for career growth: Performance appraisals can help to identify employee yees who have the potential for career growth and development. This can include identifying employees who have the skills and experience to take on new responsibilities or roles within the organization. So, the objectives of performance appraisals are to evaluate employee performance, provide feedback, set performance goals, identify training and development needs, determine compensation and rewards, support performance management, and identify the potential for career growth. Basis of performance Appraisal actors to consider for performance appraisals The factors you use to evaluate your employees can vary depending on the role they have within your company, but, there are some common factors that apply to all roles. According to http://www.whatishumanresource.com/, here are some factors to consider for performance appraisals: 1. Punctuality Punctuality refers to the degree to which an employee is on-time for work. You may choose to include attendance in this performance factor. 2. Accountability Accountability refers to the process by which employees take responsibility for their actions if an error occurs and understand how their job affects the productivity of the rest of the office. 45

3. Quality of work Quality of work is a factor that allows you to assess the overall quality of the work they contribute to your organization. 4. Quantity of work Quantity of work is a way of measuring productivity within the workplace. Measure the quantity of work by comparing the number of tasks they complete in a given time frame to the needs of the company. 5. Time management Time-management is the process by which employees meet deadlines and allot specific amounts of time to certain tasks. 6. Teamwork Teamwork refers to the degree to which an employee works well with their co-workers. 7. Reliability Reliability can encapsulate factors such as punctuality, productivity and work quality to assess how dependable your employees are. 8. Communication abilities The degree to which an employee is able to communicate with their coworkers, superiors or subordinates may be an important performance appraisal factor. This includes verbal communication, written communication and interpersonal communication. 9. Leadership capabilities 46

Especially for those seeking management positions, leadership capabilities show how well a person can lead a team and model exemplary behavior on the job. 10. Skills and job expertise Another potential factor is the amount of industry knowledge and skills that an employee demonstrates in their daily job duties. Important Concept A performance evaluation is a periodic evaluation of an employee's job performance in relation to the competency standards established by the company. Self-Analysis – 4 1. The HR department conducts performance appraisals, develops the appraisal tools, and monitors the appraisal system (True/False) 2 In a 360-degree review, the supervisor, peers, the employee, and other key employees evaluate the employee's performance (True/False) Quick Recap • Performance reviews are used by businesses to evaluate accomplishments, identify top performers, and decide which employees have contributed the most to the company's growth. • Despite the fact that there are many other types of performance evaluations, the top- down review, in which a management evaluates their direct report, is the most typical. • Employees who think the evaluation's design doesn't accurately reflect the culture of their firm may be unhappy with the appraisal procedure. 47

5.5 CAREER DEVELOPMENT Learning and applying short-term skills to advance towards long-term professional goals is the process of career development. This process, which is frequently lifelong, entails steadily achieving benchmarks related to your chosen career path. A big part of career development involves contemplation and the investigation of your work's purpose, which forms the basis for wider career advancement. Each rung of a career ladder, which represents the level of a role along the path, can be used to represent a professional path. Finding employment is a crucial initial step, but you might not want to stay at the entry level for the foreseeable future. However, it is easier said than done to advance in your job and obtain promotions. It frequently necessitates thorough planning and deliberate action. Steps of Career Development There are various steps or stages in a person's overall career development: 48

1. Self Assessment The first step in career development is self evaluation, which requires the individual to evaluate their current talents and interests as well as the type of profession and growth they would like to pursue. 2. Career Awareness In this phase, a person investigates potential career choices that fit with the results of the initial self-evaluation. A person can investigate the numerous fields and sorts of jobs/work available by developing their career awareness. 3. Goal Setting 49

This is the most crucial stage in career development since it is here that one establishes specific short- and long-term objectives to achieve the career to which they desire. The first step is to define your goals, both short and long term. Short-term team goals would be easier to achieve, but long-term goals may be adjusted to account for growth. 4. Skill Training Once a career and goals are chosen, one must have the necessary abilities to advance. Self- study or enrollment in a formal training course, either online or in person, are both options for skill development.One can begin the final step once the necessary skills have been attained. 5. Performing The key to progressing along the career path with the necessary knowledge and abilities is to successfully complete the tasks and jobs in the career. Importance of Career Development Every employee in a company seeks professional advancement that is moving in the right way. The growth is dependent on the career route a person chooses. A career should be planned such that it advances. Career Development offers a framework of abilities, objectives, knowledge, performance, and evaluation that enables a person to advance in their job and meet their goals. Planning out a career carefully is usually beneficial for people to be successful professionally and also helps to increase employee enthusiasm in the workplace. Inside Business Applications Consider an individual who works in the delivery department of a company. Delivering packages and gathering up return requests are among the duties. After some time, the person 50