Benifits of Hrm

8/3/2019 Benifits of Hrm

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INDIVIDUAL REPORT

THE BENEFITS TODAY OF HUMAN

RESOURCE MANAGEMENT.

NAME:

AHSAN JAVED.

I.D:

083362.

SUBJECT:

HUMAN RESOURCE MANAGEMENT.

SUBMITED TO:

SIR SHAKOOR RIZVI.


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Question:

What Is Human Resource Management?

Answer:

Human Resource Management (HRM) is the function within an

organization that focuses on recruitment of, management of, andproviding direction for the people who work in the organization.

Human Resource Management can also be performed by line

managers.

Human Resource Management is the organizational function that dealswith issues related to people such as compensation, hiring,

performance management, organization development, safety,

wellness, benefits, employee motivation, communication,administration, and training.

Human Resource Management is also a strategic and comprehensive

approach to managing people and the workplace culture and

environment. Effective HRM enables employees to contributeeffectively and productively to the overall company direction and the

accomplishment of the organization's goals and objectives.

Human Resource Management is moving away from traditional

personnel, administration, and transactional roles, which areincreasingly outsourced. HRM is now expected to add value to the

strategic utilization of employees and that employee programs impactthe business in measurable ways. The new role of HRM involves

strategic direction and HRM metrics and measurements to

demonstrate value.
http://humanresources.about.com/od/organizationalculture/a/culture.htmhttp://humanresources.about.com/od/glossaryv/g/value_add.htmhttp://humanresources.about.com/od/hrbasicsfaq/a/hr_role.htmhttp://humanresources.about.com/od/humanresourcesstrategic/tp/human-resources-strategic-planning.htmhttp://humanresources.about.com/od/humanresourcesstrategic/qt/Create-Value-With-Human-Resource-Measures.htmhttp://humanresources.about.com/od/organizationalculture/a/culture.htmhttp://humanresources.about.com/od/glossaryv/g/value_add.htmhttp://humanresources.about.com/od/hrbasicsfaq/a/hr_role.htmhttp://humanresources.about.com/od/humanresourcesstrategic/tp/human-resources-strategic-planning.htmhttp://humanresources.about.com/od/humanresourcesstrategic/qt/Create-Value-With-Human-Resource-Measures.htm


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Employee Eligibility

Eligible Employees

Employees must be appointed at least half-time for more than

six months

RO3 Lecturers and Coaches Academic Year must be appointed

for at least six weighted teaching units for two or moreconsecutive quarters

Once employees have acquired eligibility and have enrolled in plans,

they may continue enrollment during subsequent continuous

appointments of at least half-time regardless of the duration of the

new appointment.

Ineligible Employees

Intermittent

Student Assistants

Graduate Assistants

Employees paid from funds not controlled by the CSU or fromrevolving or similar funds from which a regular CSU premium

payment can be made

Eligible Family Members

Eligible family members include spouses, domestic partners and

dependent children under the age of 23.

In order to enroll a spouse for the first time, a marriage certificate and

the spouses social security number must be provided to the benefits

office.


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When enrolling a domestic partner, a Certificate of Domestic

Partnership and a Statement of Financial Liability Form including the

domestic partners social security number must be provided to the

benefits office. (Family Code Section 297 defines domestic partners as

same sex or opposite sex if one or both of the persons are over the

age of 62).

Eligible children are children under age 23 who have never been

married (annulments are acceptable; not divorces), adopted children,

stepchildren, children of a domestic partner and medically disabled

children over the age of 23 who became disabled prior to the age of

23. Dependent children who are not the employees natural children

must live with the employee in a regular parent/child relationship and

be economically dependent upon the employee.

Proof that family members meet the above criteria will be required

before they are enrolled in an employees insurance plans. Acceptable

proof is:

Legal Spouse - Marriage certificate (original or copy with state

seal)Domestic Partner - Registration of domestic partnership with theSecretary of State certification stamp

Natural Children - Birth certificate (original or copy with stateseal)

Adopted Children - Adoption papers

Stepchildren - Birth certificate of child & marriage certificate ofparent and stepparent

Children of Domestic Partner - Birth certificate of child andDomestic Partner Certification from the Secretary of State

Dependent children that are not the employees natural children- Completed Affidavit of Eligibility for Economically DependentChildren stating the employee is in a parent/child relationship

and the child is economically dependent upon the employee for50% of the childs financial support. Submit that form along with

the childs birth certificate and proof of custody. The child must

never have been married and must be under the age of 23(except for certain disabled dependents).


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A "parent-child" relationship is defined as one in which the employee

has been given the authority and assumed responsibility for raising the

child as his/her own child. There must be a parent-child relationship

with the child who resides with the employee and the natural parent

cannot be living in the same household as the child or can live in the

household if they cannot fulfill parental responsibilities. If the child is

disabled, special rules apply.

An employee may be asked periodically and without notice to provide

supporting documentation, such as but not limited to, court records,

birth certificate, proof of school registration, tax returns, statement of

financial liability or any other documents, when requested by the

University (or CalPERS) as long as the child is enrolled as his/her

dependent.

It is imperative that employees notify the benefits office when

dependents are no longer eligible for benefits coverage, i.e., employee

divorce, marriage of child, child reaching age 23. Dependents who lose

their eligibility will be able to continue coverage through COBRA.

Health Care Benefits

Medical, Dental, Flex-Cash, Vision, COBRA

Enrollment in the health and dental plans is not automatic. New

employees have 60 days from the date of the eligible appointment to

enroll in the insurance plans without evidence of insurability,

regardless of any pre-existing condition(s). The effective date formedical coverage and dental coverage is determined by the date the

enrollment form is received by the Benefits Department.


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Example: Benefit enrollment form submitted and received on June 10.

The effective date for medical coverage will be July 1 and the effective

date for dental coverage will be August 1.

If your appointment date is on the last day of a month, which is the

first day of the following pay period, the earliest effective date will be

the first of the second month.

Example: Employee was hired and benefit enrollment form submitted

and received on July 31. The effective date for medical coverage will

be September 1 and the effective date for dental coverage will be

October 1.

These plans are voluntary; therefore, your signature is required on the

benefits enrollment/change form and/or dental enrollment forms prior

to the coverage taking effect.

Employees who fail to enroll within the 60-day timeframe will delay the

effective date of medical coverage for a minimum of 90 days after

submitting the appropriate document to the benefits office.

Reenrollment or changes in enrollment follow the same effective dates

as enrollment.

Eligible employees who are granted a leave of absence without pay

may continue participation in their medical plans by making direct

payments of the full premiums to the plan providers.

Medical

Medical Insurance coverage for eligible CSU employees is administered

by the Public Employees Retirement System (CalPERS). A broad range

of medical insurance plans are available to covered employees, with

the majority of the premiums paid by the CSU. Open enrollment is

typically in October with an effective date of the following January.
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Medical benefits are also available to eligible CSU retirees and

dependents. To be eligible for retiree benefits at retirement,

employees must be at least 50 years of age and have five years of

retirement service credit.

The state contributes a substantial amount toward the employees

monthly premium, based on the number of family members enrolled

in the plan. All premiums are paid by monthly payroll deductions.

Please note that premiums, benefits and state contributions may

change annually.

Commonly Asked Questions

Health Premium Contribution Rates

Basic Plan Rate Comparison (pdf)

Health Maintenance Organizations (HMOs)

Employees select a primary care physician who coordinates all care

including referral to specialists.

Blue Shield Access+ HMO

Individual practice plan where the employee must use contracted

doctors/hospitals designated on plan lists for all services. To finda doctor, go to

https://www.blueshieldca.com/bsc/home/home.jhtml click onfind a provider now, then click on Find a Doctor. Under

Choose a Plan select from the drop down menu CalPERSHMO. Here you can find a doctor by specialty, name or location.

Generally, no deductibles and no claim forms are required.

For more information refer to the Evidence of Coveragedocument.

Blue Shield NetValue
http://www.calstatela.edu/univ/hrm/docs/basic_rate_comp.pdfhttps://www.blueshieldca.com/bsc/home/home.jhtmlhttp://www.calpers.ca.gov/eip-docs/member/health/basic-plans/2010-access-eoc.pdfhttp://www.calstatela.edu/univ/hrm/docs/basic_rate_comp.pdfhttps://www.blueshieldca.com/bsc/home/home.jhtmlhttp://www.calpers.ca.gov/eip-docs/member/health/basic-plans/2010-access-eoc.pdf


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Same level of benefits as Blue Shield Access+ at a lower monthlypremium cost and with a smaller network of medical groups.

To find a doctor, go tohttps://www.blueshieldca.com/bsc/home/home.jhtml and

choose find a provider now. Click on Find a Doctor and under

Choose a Plan select from the drop down menu CalPERSHMO. Here you can find a doctor by specialty, name or location.

For more information refer to the Evidence of Coveragedocument.

Kaiser

A clinic/hospital-based plan where one specific clinic or hospitalprovides the services.

Click here to find a doctor or facility.

For more information refer to the Summary of Benefits andEvidence of Coverage.

Preferred Provider Organization (PPO)

PERS Choice and PERS Care (administered by Anthem Blue Cross of

California)

Plan Details:

Search for a doctor by going to http://www.anthem.com/ca/.Select Visitors and Employees of Groups of 51+. Click Enter

under Find a Doctor then click Next under Visitor Search. In

the Select a Plan Type drop down menu choose Large Group.In the Select A Plan drop down menu choose Blue Cross PPO

(Prudent Buyer). Under Select Provider Type choosePhysicians. Now you can choose a specialty or indicate No

Preference and Next. In the last section you can type in your

address and/or zip code and search for providers.

Non-network providers may be used, but co-payments will be

higher. Members may select primary care provider and specialists

without referral.

Annual deductibles must be met before some benefits apply.

See Benefits Office for chart comparing PERS Choice and

PERSCare.

PERS Select (administered by Anthem Blue Cross of California)
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Plan Details:

Same level of benefits as PERS Choice at a lower monthly

premium cost.

Available in 54 of the 58 California counties (not available in

Alameda, Marin, Placer, or Solano counties, or out-of-state).

List of providers is 50 percent of the PERS Choice physiciannetwork. Search for a doctor by going to

http://www.anthem.com/ca/. Select Visitors and Employeesof Groups of 51+. Click Enter under Find a Doctor then click

Next under Visitor Search. In the Select a Plan Type dropdown menu choose Large Group. In the Select A Plan drop

down menu choose Select PPO. Under Select Provider Type

choose Physicians. Now you can choose a specialty or indicateNo Preference and Next. In the last section you can type in

your address and/or zip code and search for providers.

For PERS Select, Choice and Care Members

Anthem Blue Cross Coverage and Claims

Medco (Prescription Drug) Information

Register for online member services (Member number/subscriber

ID is the number on your PERS Select, Choice and Care ID cardwithout the three alpha characters)

Evidence of Coverage for PERS Choice, PERS Select and PERS Care

Use Provider Phone/Website List to contact providers for moreinformation.

Vision

Eligible CSU employees and dependents may enroll in vision coverage

that is currently paid by the CSU. Premiums are generated through the

payroll process and are paid on a monthly basis. Premiums are paid

annually in a one-time lump sum amount for Faculty Early Retirement
http://www.anthem.com/ca/http://www.anthem.com/wps/portal/ca/group?content_path=member/f0/s0/t0/pw_a115139.htm&rootLevel=0&name=calpers&label=Member%20Homehttp://www.anthem.com/ca/member/f0/s0/t0/pw_a131837.pdfhttp://www.medcohealth.com/medco/consumer/home.jsp?accessLink=CorporateWebsitehttp://www.medcohealth.com/medco/consumer/home.jsp?accessLink=CorporateWebsitehttp://www.calpers.ca.gov/eip-docs/member/health/pers-care-choice/2010-perschoice-basic-eoc.pdfhttp://www.calpers.ca.gov/eip-docs/member/health/pers-care-choice/2010-persselect-basic-eoc.pdfhttp://www.calpers.ca.gov/eip-docs/member/health/pers-care-choice/2010-perschoice-basic-eoc.pdfhttp://www.calstate.edu/hrs/benefits/health/benefits_04provide_phonelist.shtmlhttp://www.anthem.com/ca/http://www.anthem.com/wps/portal/ca/group?content_path=member/f0/s0/t0/pw_a115139.htm&rootLevel=0&name=calpers&label=Member%20Homehttp://www.anthem.com/ca/member/f0/s0/t0/pw_a131837.pdfhttp://www.medcohealth.com/medco/consumer/home.jsp?accessLink=CorporateWebsitehttp://www.medcohealth.com/medco/consumer/home.jsp?accessLink=CorporateWebsitehttp://www.calpers.ca.gov/eip-docs/member/health/pers-care-choice/2010-perschoice-basic-eoc.pdfhttp://www.calpers.ca.gov/eip-docs/member/health/pers-care-choice/2010-persselect-basic-eoc.pdfhttp://www.calpers.ca.gov/eip-docs/member/health/pers-care-choice/2010-perschoice-basic-eoc.pdfhttp://www.calstate.edu/hrs/benefits/health/benefits_04provide_phonelist.shtml


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Program (FERP) employees.

CSU vision benefits are insured through Vision Service Plan (VSP).

For additional information regarding VSP and the vision benefits plan

design, refer to the VSP Benefits Summary and the VSP Member Plan

Summary.

Flexcash

FlexCash is an optional benefit plan that allows employees to waive

CSU medical and/or dental insurance coverage in exchange for

additional cash in their paycheck each month. If you decide not to

keep the CSU medical and/or dental coverage, you will be required to

certify on the FlexCash Enrollment Authorization form that you have

alternative non-CSU medical and/or dental coverage and provide proof

of other non-CSU coverage.

You are eligible for the FlexCash plan if:

You meet the eligibility requirements for CSU medical and dental

benefits You are an active non-represented employee or an active

represented employee in a bargaining unit which allows

participation

You have other, non-CSU medical and/or dental coveragethrough an individual policy, private group coverage, or coverage

related to employment outside the CSU system

You are not eligible to participate if you are covered as the dependent

of another CSU employee.

If you choose to receive cash in lieu of medical and/or dental

coverage, the payment is as follows:

Waive Medical only $128.00 per month

Waive Dental only $12.00 per month


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Waive Medical and Dental $140.00 per month

These amounts may change subject to the collective bargaining

agreement.

FlexCash is treated as taxable income and is subject to the same

payroll taxes as your regular salary. This additional income will be

reported as income on your W-2 form.

You may not start or stop your FlexCash election in the middle of a

plan year, except for allowable family status changes as defined by

IRS regulations. These regulations specify that changes in FlexCash

elections must be necessary or appropriate as a result of the familystatus changes. The enrollment changes must be requested within 60

days of the status change.

If allowable family status changes occur, you can make the following

changes by completing new enrollment forms within 60 days of the

status change:

If you chose cash, you can now choose medical and/or dental

coverage.

If you kept your other medical and/or dental coverage, you can now

choose cash.

Allowable family status changes include:

Marriage or divorce;

Death of a spouse or dependent (or loss of dependent status); Birth or adoption of a child;

Termination or commencement of your spouse's employment;

Change from full-time to part-time employment (or vice versa by

either you or your spouse, if that change affects your medical

and/or dental coverage);

Start or return from an unpaid leave of absence by either you or

your spouse;


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Gain or loss of alternative non-CSU coverage; or

A significant change in the alternative non-CSU coverage.

COBRA

The Consolidated Omnibus Budget Reconciliation Act (COBRA) allows

eligible employees and dependents who lose their eligibility for

medical, dental, and vision coverage to continue to receive health care

coverage on a self-pay basis for up to 18, 29, or 36 months depending

on the circumstances.

Employees can continue COBRA coverage for the following events:

18-Month Events

Separation from employment for reasons other than dismissal

for gross misconduct

Reduction in work hours to less than half-time or cancellation of

health benefits due to loss of eligibility or reduction in hours

Dependents may enroll in COBRA for the following events:

36-Month Events

Death of employee/annuitant (unless family member qualifies forcontinuous coverage as a survivor)

Divorce or legal separation

Marriage of a child

Child attains age 23

Moving out of the household

Medicare entitlement of COBRA subscriber

Recruitment and Training

This is one of the most important responsibilities of the human resourcemanagement team. The human resource managers work out plans andstrategies of hiring the right kind of people. They design the criteria suitable for aspecific job description. Their responsibilities also include formulating theobligations of an employee and the scope of tasks assigned to him. Based onthese two factors, the contract of an employee with the organization isdeveloped. When required, they also provide training to the employees according


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to the requirements of the organization. An organization cannot build a goodteam of working professionals without the help of a good human resourcemanagement team.

Performance Appraisals

Human resource management encourages every individual in the organization,to work according to his potential and also helps him increase his potential. Themanagement team communicates with the employees, all the necessaryinformation regarding their performances and also defines their respective rolesfrom time to time. This helps the employee to form an outline of their anticipatedgoals in much clearer terms and thereby, helps them execute the goals with bestpossible efforts. Performance appraisals taken from time to time also help inmotivating the employees.

Maintaining Work Atmosphere

The performance of an individual in an organization is largely driven by the workatmosphere or work culture that prevails at the workplace. A good environmentcan bring out the best in an employee. A congenial atmosphere gives theemployeesjob satisfaction as well. A good work environment is one of thebenefits employees can get from human resource management.

Managing Disputes

There are several issues on which disputes may arise between the employeesand the managers in an organization. In such a scenario, it is the humanresource department which acts as a consultant and mediator to sort out theissues in an effective manner.

Developing Public Relations

The responsibility of establishing good public relations lies with the humanresource management to a great extent. They organize business meetings,seminars and various official gatherings on behalf of the company in order toestablish relationships with other business sectors. Sometimes, the humanresource department plays an active role in preparing the business andmarketing plans for the organization too.

Any organization, without a proper setup for human resource management isbound to suffer from serious problems while managing its regular activities. Forthis reason, a lot of stress is given these days for the setup of an effective humanresource management system

Human resources is a term used to describe the individuals who make up the workforce
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of an organization, although it is also applied in labor economics to, for example,

business sectors or even whole nations. Human resources is also the name of the function

within an organization charged with the overall responsibility for implementing strategiesand policies relating to the management of individuals (i.e. the human resources). This

function title is often abbreviated to the initials "HR".

Human resources is a relatively modern management term, coined as early as the 1960s -

when humanity took a shift as human rights came to a brighter light during the VietnamEra. The origins of the function arose in organizations that introduced 'welfare

management' practices and also in those that adopted the principles of 'scientific

management'. From these terms emerged a largely administrative management activity,coordinating a range of worker related processes and becoming known, in time, as the

'personnel function'. Human resources progressively became the more usual name for this

function, in the first instance in the United States as well as multinational or internationalcorporations, reflecting the adoption of a more quantitative as well as strategic approach

to workforce management, demanded by corporate management to gain a competitive

advantage, utilizing limited skilled and highly skilled workers.

Human resources purpose and role

In simple terms, an organization's human resource management strategy should maximize

return on investment in the organization's human capital and minimize financial risk.

Human resource managers seek to achieve this by aligning the supply of skilled and

qualified individuals and the capabilities of the current workforce, with the organization's

ongoing and future business plans and requirements to maximize return on investment

and secure future survival and success.

In ensuring such objectives are achieved, the human resource function is to implement an

organization's human resource requirements effectively, taking into account federal, state

and local labor laws and regulations; ethical business practices; and net cost, in a manner

that maximizes, as far as possible, employee motivation, commitment and productivity.

Key functions

Human Resources may set strategies and develop policies, standards, systems, and

processes that implement these strategies in a whole range of areas. The following are

typical of a wide range of organizations:

Maintaining awareness of and compliance with local, state and federal labor laws

(Department of Labor federal labor law information)
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Recruitment, selection, and on boarding (resourcing)

Employee recordkeeping and confidentiality

Organizational design and development

Business transformation and change management

Performance, conduct and behavior management

Industrial and employee relations Human resources (workforce) analysis and workforce personnel data management

Compensation and employee benefit management

Training and development (learning management)

Employee motivation and morale-building (employee retention and loyalty)

Implementation of such policies, processes or standards may be directly managed by the

HR function itself, or the function may indirectly supervise the implementation of such

activities by managers, other business functions or via third-party external partner

organizations. Applicable legal issues, such as the potential fordisparate treatment and

disparate impact, are also extremely important to HR managers.

Human resources management trends and influences

In organizations, it is important to determine both current and future organizational

requirements for both core employees and the contingent workforce in terms of their

skills/technical abilities, competencies, flexibility etc. The analysis requires consideration

of the internal and external factors that can have an effect on theresourcing,

development, motivation and retention of employees and other workers.

External factors are those largely outside the control of the organization. These include

issues such as economic climate and current and future labor market trends (e.g., skills,

education level, government investment into industries etc.). On the other hand, internal

influences are broadly controlled by the organization to predict, determine, and monitor

for examplethe organizational culture, underpinned by management style,

environmental climate, and the approach to ethical and corporate social responsibilities.

Major trends

To know the business environment an organization operates in, three major trends must

be considered:
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1. Demographics: the characteristics of a population/workforce, for example, age,

gender or social class. This type of trend may have an effect in relation to pension

offerings, insurance packages etc.2. Diversity: the variation within the population/workplace. Changes in society now

mean that a larger proportion of organizations are made up of "baby-boomers" or

older employees in comparison to thirty years ago. Advocates of "workplacediversity" simply advocate an employee base that is a mirror reflection of the

make-up of society insofar as race, gender, sexual orientation etc.

3. Skills and qualifications: as industries move from manual to more managerialprofessions so does the need for more highly skilled graduates. If the market is

"tight" (i.e. not enough staff for the jobs), employers must compete for employees

by offering financial rewards, community investment, etc.

Individual responses

In regard to how individuals respond to the changes in a labor market, the following must

be understood:

Geographical spread: how far is the job from the individual? The distance to

travel to work should be in line with the pay offered, and the transportation and

infrastructure of the area also influence who applies for a post.

Occupational structure: the norms and values of the different careers within an

organization. Mahoney 1989 developed 3 different types of occupational

structure, namely, craft (loyalty to the profession), organization career (promotionthrough the firm) and unstructured (lower/unskilled workers who work when

needed).

Generational difference: different age categories of employees have certain

characteristics, for example, their behavior and their expectations of theorganization.

Framework

Human Resources Development is a framework for the expansion of human capital

within an organization or (in new approaches) a municipality, region, or nation. Human

Resources Development is a combination of training and education, in a broad context of

adequate health and employment policies, that ensures the continual improvement and

growth of both the individual, the organization, and the national human resourcefulness.Adam Smith states, The capacities of individuals depended on their access to

education. Human Resources Development is the medium that drives the process

between training and learning in a broadly fostering environment. Human Resources

Development is not a defined object, but a series of organised processes, with a specific
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learning objective (Nadler,1984) Within a national context, it becomes a strategic

approach to inter sectoral linkages between health, education and employment.

Structure

Human Resources Development is the structure that allows for individual development,

potentially satisfying the organization's, or the nation's goals. Development of the

individual benefits the individual, the organizationand the nation and its citizens. In the

corporate vision, the Human Resources Development framework views employees as an

asset to the enterprise, whose value is enhanced by development, "Its primary focus is on

growth and employee developmentit emphasizes developing individual potential and

skills" (Elwood, Olton and Trott 1996) Human Resources Development in this treatment

can be in-room group training, tertiary or vocational courses or mentoring and coaching

by senior employees with the aim for a desired outcome that develops the individual's

performance. At the level of a national strategy, it can be a broad inter-sectoral approach

to fostering creative contributions to national productivity

Training and development

At the organizational level, a successful Human Resources Development program

prepares the individual to undertake a higher level of work, "organized learning over a

given period of time, to provide the possibility of performance change" (Nadler 1984). Inthese settings, Human Resources Development is the framework that focuses on the

organization's competencies at the first stage, training, and then developing the employee,

through education, to satisfy the organization's long-term needs and the individual's

career goals and employee value to their present and future employers. Human Resources

Development can be defined simply as developing the most important section of any

business, its human resource, by attaining or upgrading employee skills and attitudes at

all levels to maximize enterprise effectiveness. The people within an organization are its

human resource. Human Resources Development from a business perspective is notentirely focused on the individual's growth and development; "development occurs to

enhance the organization's value, not solely for individual improvement. Individual

education and development is a tool and a means to an end, not the end goal itself"

(Elwood F. Holton II, James W. Trott Jr). The broader concept of national and more

strategic attention to the development of human resources is beginning to emerge as


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newly independent countries face strong competition for their skilled professionals and

the accompanying brain-drain they experience.

Recruitment and selection

Applicant recruitment and employee selection form a major part of an organization's

overall resourcing strategies, which identify and secure people needed for the

organization to survive and succeed in the short- to medium-term. Recruitment activities

need to be responsive to the increasingly competitive market to secure suitably qualified

and capable recruits at all levels. To be effective, these initiatives need to include how

and when to source the best recruits, internally or externally. Common to the success of

either are: well-defined organizational structures with sound job design, robust task and

person specification and versatile selection processes, reward, employment relations and

human resource policies, underpinned by a commitment for strongemployer branding

andemployee engagement and onboarding strategies.

Internal recruitment can provide the most cost-effective source for recruits if the potential

of the existing pool of employees has been enhanced through training, development and

other performance-enhancing activities such asperformance appraisal, succession

planning anddevelopment centresto review performance and assess employee

development needs and promotional potential.

Increasingly, securing the best quality candidates for almost all organizations relies, at

least occasionally if not substantially, on external recruitment methods. Rapidly changing

business models demand skill and experience that cannot be sourced or rapidly enough

developed from the existing employee base. It would be unusual for an organization to

undertake all aspects of the recruitment process without support from third-party

dedicated recruitment firms. This may involve a range of support services, such as:

provision ofCVs or resumes, identifying recruitment media, advertisement design and

media placement for job vacancies, candidate response handling,shortlisting, conducting

aptitude testing, preliminary interviews or reference andqualificationverification.

Typically, small organizations may not have in-house resources or, in common with

larger organizations, may not possess the particular skill-set required to undertake a

specific recruitment assignment. Where requirements arise, these are referred on an ad

hoc basis to governmentjob centresor commercially-run employment agencies.
http://en.wikipedia.org/wiki/Employment_relationshttp://en.wikipedia.org/wiki/Human_resource_policieshttp://en.wikipedia.org/wiki/Employer_brandinghttp://en.wikipedia.org/wiki/Employer_brandinghttp://en.wikipedia.org/wiki/Employee_engagementhttp://en.wikipedia.org/wiki/Employee_engagementhttp://en.wikipedia.org/wiki/Onboardinghttp://en.wikipedia.org/wiki/Performance_appraisalhttp://en.wikipedia.org/wiki/Succession_planninghttp://en.wikipedia.org/wiki/Succession_planninghttp://en.wikipedia.org/wiki/Training_and_developmenthttp://en.wikipedia.org/wiki/Training_and_developmenthttp://en.wikipedia.org/wiki/Training_and_developmenthttp://en.wikipedia.org/wiki/Curriculum_vitaehttp://en.wikipedia.org/wiki/Short_listhttp://en.wikipedia.org/wiki/Short_listhttp://en.wikipedia.org/wiki/Aptitude_testhttp://en.wikipedia.org/wiki/Job_interviewhttp://en.wikipedia.org/wiki/Professional_certificationhttp://en.wikipedia.org/wiki/Professional_certificationhttp://en.wikipedia.org/wiki/Professional_certificationhttp://en.wikipedia.org/wiki/Job_centrehttp://en.wikipedia.org/wiki/Job_centrehttp://en.wikipedia.org/wiki/Employment_agencyhttp://en.wikipedia.org/wiki/Employment_relationshttp://en.wikipedia.org/wiki/Human_resource_policieshttp://en.wikipedia.org/wiki/Employer_brandinghttp://en.wikipedia.org/wiki/Employee_engagementhttp://en.wikipedia.org/wiki/Onboardinghttp://en.wikipedia.org/wiki/Performance_appraisalhttp://en.wikipedia.org/wiki/Succession_planninghttp://en.wikipedia.org/wiki/Succession_planninghttp://en.wikipedia.org/wiki/Training_and_developmenthttp://en.wikipedia.org/wiki/Curriculum_vitaehttp://en.wikipedia.org/wiki/Short_listhttp://en.wikipedia.org/wiki/Aptitude_testhttp://en.wikipedia.org/wiki/Job_interviewhttp://en.wikipedia.org/wiki/Professional_certificationhttp://en.wikipedia.org/wiki/Job_centrehttp://en.wikipedia.org/wiki/Employment_agency


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Except in sectors where high-volume recruitment is the norm, an organization faced with

sudden, unexpected requirements for an unusually large number of new recruits often

delegates the task to a specialist external recruiter. Sourcingexecutive-level and senior

managementas well as the acquisition of scarce or high-potential recruits has been a

long-established market serviced by a wide range of search and selection or

headhunting consultancies, which typically form long-standing relationships with their

client organizations. Finally, certain organizations with sophisticated HR practices have

identified a strategic advantage in outsourcing complete responsibility for all workforce

procurement to one or more third-party recruitment agencies or consultancies. In the most

sophisticated of these arrangements the external recruitment services provider may not

only physically locate, or embed, their resourcing team(s) in the client organization's

offices, but work in tandem with the senior human resource management team in

developing the longer-term HR resourcing strategy and plan.

Other considerations

Despite its more everyday use, terms such as "human resources" and, similarly, "human

capital" continue to be perceived negatively and may be considered insulting. They create

the impression that people are merely commodities, like office machines or vehicles,

despite assurances to the contrary.

Modern analysis emphasizes that human beings are not "commodities" or "resources",

but are creative and social beings in a productive enterprise. The 2000 revision ofISO

9001, in contrast, requires identifying the processes, their sequence and interaction, and

to define and communicate responsibilities and authorities. In general, heavily unionised

nations such as Franceand Germanyhave adopted and encouraged such approaches.

Also, in 2001, the International Labour Organization decided to revisit and revise its

1975 Recommendation 150 on Human Resources Development.[7] One view of these

trends is that a strong social consensus on political economy and a good social welfare

system facilitates labor mobility and tends to make the entire economy more productive,

as labor can develop skills and experience in various ways, and move from one enterprise

to another with little controversy or difficulty in adapting. Another view is that

governments should become more aware of their national role in facilitating human

resources development across all sectors. which includes following[citation needed]
http://en.wikipedia.org/wiki/Executive_(management)http://en.wikipedia.org/wiki/Executive_(management)http://en.wikipedia.org/wiki/Senior_managementhttp://en.wikipedia.org/wiki/Senior_managementhttp://en.wikipedia.org/wiki/Senior_managementhttp://en.wikipedia.org/wiki/Headhuntinghttp://en.wikipedia.org/wiki/Recruitment_Process_Outsourcinghttp://en.wikipedia.org/wiki/Recruitment_Process_Outsourcinghttp://en.wikipedia.org/wiki/Good_(economics_and_accounting)http://en.wikipedia.org/wiki/ISO_9001http://en.wikipedia.org/wiki/ISO_9001http://en.wikipedia.org/wiki/Francehttp://en.wikipedia.org/wiki/Francehttp://en.wikipedia.org/wiki/Germanyhttp://en.wikipedia.org/wiki/Germanyhttp://en.wikipedia.org/wiki/Human_resources#cite_note-6%23cite_note-6http://en.wikipedia.org/wiki/Social_welfare_systemhttp://en.wikipedia.org/wiki/Social_welfare_systemhttp://en.wikipedia.org/wiki/Labor_mobilityhttp://en.wikipedia.org/wiki/Wikipedia:Citation_neededhttp://en.wikipedia.org/wiki/Wikipedia:Citation_neededhttp://en.wikipedia.org/wiki/Executive_(management)http://en.wikipedia.org/wiki/Senior_managementhttp://en.wikipedia.org/wiki/Senior_managementhttp://en.wikipedia.org/wiki/Headhuntinghttp://en.wikipedia.org/wiki/Recruitment_Process_Outsourcinghttp://en.wikipedia.org/wiki/Recruitment_Process_Outsourcinghttp://en.wikipedia.org/wiki/Good_(economics_and_accounting)http://en.wikipedia.org/wiki/ISO_9001http://en.wikipedia.org/wiki/ISO_9001http://en.wikipedia.org/wiki/Francehttp://en.wikipedia.org/wiki/Germanyhttp://en.wikipedia.org/wiki/Human_resources#cite_note-6%23cite_note-6http://en.wikipedia.org/wiki/Social_welfare_systemhttp://en.wikipedia.org/wiki/Social_welfare_systemhttp://en.wikipedia.org/wiki/Labor_mobilityhttp://en.wikipedia.org/wiki/Wikipedia:Citation_needed


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Trans-national labor mobility

An important controversy regarding labor mobility illustrates the broader philosophical

issue with usage of the phrase "human resources". Governments of developing nations

often regard developed nations that encourage immigration or "guest workers" as

appropriating human capital that is more rightfully part of the developing nation and

required to further its economic growth.

Over time, the United Nations have come to more generally support the developing

nations' point of view, and have requested significant offsetting "foreign aid"

contributions so that a developing nation losing human capital does not lose the capacity

to continue to train new people in trades, professions, and the arts.

Ethical management

In the very narrow context of corporate "human resources" management, there is a

contrasting pull to reflect and require workplace diversitythat echoes the diversity of a

global customer base. Such programs require foreign language and culture skills,

ingenuity, humor, and careful listening. These indicate a general shift through the human

capital point of view to an acknowledgment that human beings contribute more to a

productive enterprise than just "work": they bring their character, ethics, creativity, social

connections and, in some cases, pets and children, and alter the character of a workplace.The term corporate cultureis used to characterize such processes at the organizational

level

HRM Benefits - Human Resource Management System:

Organizational Development Helps you simulate, analyze

and experiment with proposed organizational changes andprevious organizational models. It helps you attract, retain, and

motivate the best people.

Recruitment
http://en.wikipedia.org/wiki/United_Nationshttp://en.wikipedia.org/wiki/Workplace_diversityhttp://en.wikipedia.org/wiki/Workplace_diversityhttp://en.wikipedia.org/wiki/Corporate_culturehttp://en.wikipedia.org/wiki/Corporate_culturehttp://en.wikipedia.org/wiki/United_Nationshttp://en.wikipedia.org/wiki/Workplace_diversityhttp://en.wikipedia.org/wiki/Corporate_culture


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Helps you find the best people and then manage and trackcandidates throughout the entire recruiting process via a

streamlined automated Workflow process.

Employee Self Service

Align the individual goals of your employees with your corporate

strategy. Demonstrate that your Human Resource strategies and

solutions benefit the company's bottom line.

Keep your talent from leaving

Thats a primary goal in today's world of specialized skills and tight

labor markets. With role-based portals, Alpha HRM makes sure thateveryone gets the right information to collaborate and make shared

decisions. The net result is that Alpha HRM helps you create a goodwork environment a place where people want to stay.

Alpha HRM benefits include the following:

HR Employee Portal: This includes Recruitment, Attendance,Leave, Over Time, Payroll and Employee Management activities.

Employee Self Service Portal:

This includes Leave Application,Self-Pay Slip access, Attendance Recording, Travel Expenses and

Human Resource Work Room etc.

Security Portal:

This includes Visitor Management and Goods Checking services

through Security Clearance Memos.

Candidate Portal:

This includes candidates applying for job vacancies published onthis portal by Human Resource Department.


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Human Resource Management (HRM) Workflow

Employee Self Service:

Post/track Month Wise Attendance

Post/track Leave Application

Create Pay Slip View

Post track Purchase Requisition

Post/track Claims Form

Employee Workbench:

Business Alerts

Work Schedule

Personal Records

Hierarchy Chart

PC Profile

Desktop Self Service:

Address Books Appointment Books

Workroom Folders

Chat Rooms

Email Messages

Phone Dialer

HRM benefits - Company Self Service:
http://www.alpha-erp.com/hrm-workflow.html


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Company News

Company Profile

Online Shopping

Job Vacancies

Help Desk

Over Time (OT) Manager:

Create Over Time Policy

Read Overtime Time Requisition

Create Over Time Plan for selected Employee based on OT

required

Security Manager:

Visitor Registration

Employee Info Manager:

Define Organizational setup departments, categories, gradesetc.

Maintain Complete Employee Record

Process requests for change in employee information

Human Resource Management - HRD Manager:

Promotions Transfers

Performance Appraisal

Awards and Disciplinary actions

Training Management

Library Management

Leave Manager:

Define various types of leaves and rules related to entitlement,

carry forward etc. Process/Approve Leave Transactions like leave application,

cancellation and encashment

Create Leave Cards

HRM benefits - Payroll Manager:


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Define Pay structure Earnings and Deductions

Enter Loans, arrears, Advances, Attendance or leave deductions

Record monthly yearly PF ESI Return

Add Bonus, Increment

Print I.T/TDS Forms

Print Pay slips / bank statements

HRM benefits - Attendance Manager:

Capture Attendance Records from Attendance RecordingMachines.

Generate Muster Roll Attendance Card

Generate absenteeism, late coming, early going andunauthorized absence reports

HRM benefits - Shift Manager:

Enter number of Shifts with Shift Policy and rotation pattern or

logic.

Create Shift Plan for various categories of employees ortemporary workers

HRM benefits - Recruitment Manager:

Read HR Requisition

Create Jobs wanted advertisements to be published on net andin newspaper

Collect resumes from website

Call candidate for Interview via interview call letters

Take Interview and note interview results

Compare Candidates and select successful applicants for jobs

Send Job Offer Letters and receive confirmation

Register Employee and orientation.


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Questionnaire

Respondents informationName: ..

Title: .

Organization: Telephone: ...

E-Mail: .

1 How many peoples are working in your organization?

In total ________ Male ________ Female ________

2. What is the number of employees in HR department?

In total ________ Male ________ Female ________

3. How would you define your work?

______________________________

______________________________

4. What would you describe as the most challenging thing in your job?

______________________________

5. What is the most enjoyable part of your work?

______________________________

6. How would you rate your team working skills?

? Excellent ? Average? Below average


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7. How do you handle pressure at work?

________________________________

8. Has your HR function change from last 2 years?

a. Yes b. No

9. Does your organization have a Strong business strategy or not?

a. Yes b. No

10. Is your organization part of a larger Group of companies/institutions?

a. Yes b. No

11. What is the role of HR in your organization?

..

..

..

12. What do you foresee you would need to meet these challenges? (Please tick amaximum of

Three and in order of perceived importance):

a. Training

b. Tools

c. HR measuresd. Best practices

e. Consulting

12. Approximately what percentage of employees has received training within the last

year?

a. External __%

b. Internal __%

c. Both __%

13. what % you of annual income are spending on the training of employers?


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a. ______%

b. Dont know

15. How does the HR function in your organization contribute to Human Capital

Development?..

..

..

16. Please mention 4-5 Strategic Skills/Competencies challenges, facing theCommunication sector today

..

..

....

..

17. Are you using the latest Communication Tools?

a. Yes b. No

18. Which are the main Communication skills gaps in your organization?..

..

..

19. How are you closing any Strategic HR Readiness gap (please tick all that apply)?

a. Internal courses b. External courses

c. Recruitment

d. Conferences

e. ITU coursesf. Other, please specify:

.

20. Please mention the difficulties, which the organization had in previous year in

recruiting Personnel.

..

..

..


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21. Do you think that the division exists between traditional public/institutional

education and contemporary ICT needs?

a. Yes b. No c. Dont know

22. Please list the vendor based/organizational ICT certifications, which are more

valuable for your organization...

..

..

23. Please list the academic institutions ICT certifications, which are more valuable for

your organization.

..

..

..

24. Have your country national strategy for ICT skills development?a. Yes b. No c. Dont know

25. Have your country national mechanisms or institutions supporting the development

and Implementation of a long-term and consistent ICT skills agenda in close co-operation

between the public and private sectors?

a. Yes b. No c. Dont know

26. Are you participating in multi stakeholder partnerships, in cooperation with all

relevant stakeholders, such as institutional & organizational, for ICT skills developmentand certification?

a. Yes b. No

27. How can ITU-D/HCB(Human Capacity Building) assist your organization HCD to

the contribution of national e-strategy implementation.

..

..

..

28 does your HR department is working good?

a. Yes b. No

29. Do you have a policy for assisting employees on personal issues that may affect their

performance at work?

_________________________


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30. Do you evaluate field employees on a regular basis?

a. Yes b. No

31. Do you find it necessary to communicate with the employees issues such as future

work prospects, success and failure of the company?

a. Yes b. No

32. Do you have a pay-for-performance policy that rewards good performing employees?

a. Yes b. No

33. Does the organization have a new employee orientation program?

a. Yes b. No

33. Are unskilled employees in your organization encouraged to take up training?

a. Yes b. No

34. Do supervisors in your organization have regular training?

a. Yes b. No

35. Do your employees benefit from group benefit programs?

a. Yes b. No

Benifits of Hrm

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