HRD

1. Human Resource Department

2. Defining Human Resource Management
Human resource management is the integrated use of
system
policies
management practices
To support organization to meet its desired goal through recruitment, maintaining
and development of employees
*Attempts maximum utilization of pooled skills & experience

3. Need in Health sector
• Requirement of varied manpower (non skilled to highly skilled)
• Outcome of any programme depends on competencies & skills of implementing personnel
• Mismatch between requirement & production of manpower
• Continuous updating of skills and knowledge has not been mandatory
• Regional disparities both in quality & quantity

4. Components
Human
Resource
Management
Planning
Retention
&
Attrition
Recruitment
&
Selection
Career
Management
Training
&
Development
Salary
&
Reward
Performance
Management

5. A. Human Resource Planning
• HR Planning includes all activities required do to forecast current & future HR needs
Needed when a new programme is envisaged
Must be done prior to recruitment & selection
Demand forecasts estimate number & qualifications needed
Supply forecasts estimate availability & qualifications of current workers
Job Analysis
Determines Requirement for job:
Skills
Duties
Knowledge
Training
Job Specification
Minimum acceptable standards:
Educational Qualification
Training
Experience
Forecasting Manpower
Projected turnover
Suitability of existing employees
Budget availability

6. B. Recruitment & Selection
• Recruitment: Defining jobs & Inviting applications
• Selection: Specific filtering process for choosing the most suitable personnel
• External Internal Outsourced
• Medical fitness/Police verification
• Probation

7. Recruitment & Selection Contd....
Cognitive Ability Test
Performance tests Personality test
Group Discussion
Interviews
Selection Tools

8. Recruitment & Selection Contd....
35 joined
50 selected
150 interviewed
200 called for interview
1000 applications received
Recruitment Pyramid

9. C. Training & Development
• An act of increasing knowledge & skills of employee to do a particular job
• Health personnel are adults: Principles of adult learning
• Participatory approach, Experiences are to be shared
• Initial period best for training
• Introduction to goals/vision/mission; Work culture/Hierarchy explained
• Job description chart
• Induction/pre-placement training Reorientation/Refresher training

10. D. Training & Development contd...
Training
&
Development
Training
Need
Assessment
Training
Objectives
Training
Delivery
Training
Evaluation
Training needs
Task Analysis
Competency analysis
Seeking expectations
Measurable/Observable
Relevant skills/knowledge
 Updating
Motivation
Cognitive/Practical
 Behavioural approach
e-learning
Pre/Post test
Feedback

11. E. Performance Management
Defining
performance
Correctiveaction
Training &
Developmental
plan, Salary, Career
Development
Performance
appraisal &
Evaluation
Regular review &
monitoring
Feedback
Setting standards/targets
Mutual agreement
Immediate Superior
Monthly meetings
Verbal/written
Reprimand/Appreciation
Employer/Employee
Needed support
Actions for misconduct
Quantity/Quality
Expectations
Achievement
Feedback
Competency vs Reality
Linked to
performance

12. Performance Management contd...
• Organization: Standing orders about code of conduct/procedure for disciplinary actions
• All employees treated at par
• Initially verbal warnings (immediate supervisor)→Written warning
• Charges communicated → Opportunity to defend → Penalty
• Appeals
Major Penalties (Enquiry)
Compulsory retirement
Removal from service
(with/without future disqualification)
Minor Penalties (Head of office)
Censure
Withholding of promotion
Withholding of increment
Reduction to lower scale

13. F. Salary & Reward Management
• Generally Govt wages are quite fair
• Each designated post carries a pay scale
• Salary doesn’t commensurate with performance
• Based on qualifications + years needed for qualifications
• Difference b/w regular & contractual employee
• Enthusiastic and best performer may lose interest
• Salary also linked to inflation rate
• Incentives/additional increments/out of turn promotions

14. G. Career Management
• Management should assist employees to achieve realistic career goals
• Timely promotions
• Opportunity to acquire additional qualifications
• Clearly defined promotion policy
• Seniority & Merit based
5-10 yrs
Trial stage
10-20 yrs
Stable
Occupational
goals
20-30 yrs
Secures &
maintains
place
>30 yrs
Reduced
power,
Salary,
responsibility

15. H. Retention & Attrition
• Retention: Worker remaining with organization for a long period
• Attrition: Departure of employee
• If premature departure: cycle repeated, Resource consuming

16. Retention & Attrition contd...
Help Retention
Remuneration/fair incentives
Organization’s reputation
Good seniors
Cohesive/friendly staff
Job satisfaction/meaningful
Safe/healthy environment
Respect & Affection
Reasons for attrition
Retrenchment/Unsatisfactory
Better payment/working conditions
Health/family related
Retirement

17. Morale & Motivation
Welcome new ideas
Recognize & Reward
Help in succeeding
‘Thank you’ notes
Huddle
Open up
Have fun
Add perks
Let resisters go
Measure morale
Motivation: Set of processes driving a person towards a goal
Maslow’s hierarchy of needs

18. Stress
• Not a personality trait/psychological problem
• Physical/psychological condition of body/mind
• Situations, people & events don’t cause; Perceptions, attitudes, values, belief & rexns
Stressor Perception of threat Emotional Reaction
Activating event Subjective
appraisal of
a situation as
dangerous
Stress response

19. Stress...Management
• Realize that stress is a fact of life
• Modify your –ve self talk to +ve
• Dispute irrational beliefs
• Accept responsibility for yourself
• Accept that you are not in control of world
• Stop perfectionistic attitude
• Cultivate spiritual intelligence
• Manage time/habits/hobbies
• Engage in leisure/exercise
• Learn to say no

20. Conflict
• Issue of perception: different feelings about what is logical/natural, desirable, good/bad
• Contradiction in perception of needs within a person in interest & thinking from others
Intrapersonal Interpersonal
Antecedent conditions
Communication
Structure
Personal variables
Perceived
conflict
Felt conflict
Conflict handling
Competing
Collaborating
Compromising
Confronting
Avoiding
Accommodating
Overt conflict
Party’s behaviour
Other’s reaction
Increased
performance
Decreased
performance
Stage I
Potential opposition
Stage II
Cognition & Personalization
Stage III
Intentions Stage IV
Behaviour
Stage V
Outcome

21. Conflict Management...Resolving conflict
• Working through differences
• Authentic communications between & among
members: trust & support
• Genuine respect for differences in idea,
knowledge, attitude, emotional status
• Role Clarification/ Job description
• Personnel problem: Counselling
• lack of motivation: On going in-service program
• Grievance: Fairly/quickly

22. Employee welfare
• Anything done for intellectual, physical, moral & economic betterment of worker by
employer/Govt over and above what is laid down by law or what is normally expected
of the contractual benefits for which the worker may have been bargained (LIC 1946)
• Adequate canteens, Rest & recreational facilities, Sanitary, Medical facilities, Travel
arrangements from/to, Accommodation, Social security
• Provided with in/outside establishment

23. Employee welfare contd...Measures
Medical
&
health care
Regular health checks
In/out patient coverage
Referral services
Benefits to dependents
MCH/FP services
Maternity/paternity leaves
Health education
Occupational
safety
Periodic Medical Exam:
Early Dx of occu dis
Prompt Rx
Job rotation
Working Environment
Safe Work area
Equipment operation
Clothing/PPE
First aid kits
Installation
Personnel
Policy
Financial measures:
Pay/Bonus/Loans/cash/incentives/promotion
Ret/Medical/Disability/Death benefits
GIS/staff benefits
Recognition: LOP/certificate/badges
Administrative measures
Work hours, Leave/absence, Couple employees
Communication: Intercom/allowances
Housing/Rest room/canteen/creche facility/Transport
Water/Noise/Lighting/Cleanliness/Recreation rooms

24. Personnel Records
• Need: Enables manager to identify/classify the available HR
• Methods: Manually/Computer-Incomplete/Infrequently updated
• Contents
 Application of recruitment
 Record of selection
 Bio data of applicant
 Copies of certificates/testimonial (DOB, Caste status, qualifications, character)
 Identification mark, signature/thumb impression, photograph
 Copy of appointment letter
 Job description
 Leave records
 Letter of confirmation, increments, promotions, transfers, punishments
 Record from previous employer, if any
 Exit form including retirement benefits
 Any other relevant record

25. Grievances
• Grievance handling: Heads/Superior perform technical professional duties
• Without proper skills, head can interpret conflict as personal attack
• Grievance procedure
 Mechanism by which employee’s disputes/problems can be resolved
 Ensure fair treatment/environment where conflicts are settles amicably
• Why Grievance Committee?
 Enables employee with a means of airing dispute without fear
 Renders decision making authority as neutral
 Supervisor may lack necessary skill/authority
 Allows employee to bypass immediate superior for a just cause
 Can avoid union activities/strikes

26. Functions
Talent Acquisition
Talent Development
Performance Management
Compensation Management
Employee Relations
Career Management
Health, Safety & Employee Wellness
Separation Formalities

27. Training & Development
Training Development
Learning skills to do a
particular job
Growth of an
employee in all
aspects
Job oriented in nature Career oriented in nature
Short term perspective Long term perspective
Provided to lower
level
employees/junior managers
Provided to senior managers

28. Thank
you...!!