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Name : Aung Ko Ko Phyo Batch : 12 Module No : Introduction to HR Course :

Professional Diploma in Business Management
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---------------------------------------- Contents SECTION (1) The role and
importance of HRM in organization 2 1.1 The Basic Concept of HRM and its Role
Functions in an Organization 2 1.2 Importance of HRM in an Organization 3 1.3
The role and Responsibilities of HR department and HR Specialists 4 1.4

The HR policy and effects of a good HR policy 7 SECTION (2) The HRM process in
organization 9 2.1 Job Analysis, Job Description and Job Specification with
Example 9 2.2 Personnel Planning, Recruiting, Candidate Testing, Selection and
Interviewing Candidates 13 2.3

HRM Process 16 (1) Training and Developing Employee 16 (2) Performance

Appraisal 17 (3) Employee Compensation and Benefit 17 (4) Employee Health and
Safety 18 (5) Industrial Relations 18 SECTION (3) HRM Plan of Company “Cho Cho
Co., Ltd” 18 SECTION (1) The role and importance of HRM in organization 1.1 The
Basic Concept of HRM and its Role Functions in an Organization A process to get
the goals by taking employees and organizations all together is called Human
Resource Management (HRM). It affected the management of HR (human
resources) and also achieves the best of employees’ cooperation in an
association.
There are four components such as planning, developing, attracting and retaining
consists in the HRM role functions in an organization (archanashri2748, n.d.). HR
Planning Strategic HR Planning - By planning for the upcoming employees
desires of an association (Jain, 2008). Job Design - It always accomplished until
recruitment process.

Job Design also need to describe the work that desires to be accomplished by an
employee and identifying the requirements that matching with job categories
(Jain, 2008). Attracting Employees Recruitment - According to a human resource
plan by developing a collection of job applicants. Its purpose to specify
management with suitable applicants from which they can choose certified
employees from internal or external organization (Jain, 2008).

Selection - The multiple processes by means of if organization determines to give

a job offer to select best applicant and the applicant decides certainly to accept it
(Jain, 2008). Developing Employees Orientation - A process or program arranged
to help new employees can easily understand the job nature and also to know
about the organization (Jain, 2008). Training - A program or process to build up
new or current employee achievement (Jain, 2008).

Development - A process or program that arranged to improve employee’s skills

and approaches needed for work or organization (Jain, 2008). Performance
Appraisal - A process or program that providing feedback to assistants
considering their performance on the job based on informal and formal. (Jain,
2008) Retaining Employees Compensation - Unexceptional and fair reward for
their improvement in the accomplishment of organization objectives (Jain, 2008).

Labor relations – It leads to allowing the effectiveness of agreements, adjusting

for the pattern bargaining agreement and other things of action (Jain, 2008).
Maintenance - It provides safety and health programs, career counseling services
to employees and also commits the deprecations of absence and detention (Jain,
2008). Separation - The process of rebuilding employees in organization are as
follows: employees should be fired for a reason or purpose For old employees as
care retirement plan must be arranged when leave the organization (Jain, 2008)
1.2

Importance of HRM in an Organization A good team of working professionals

cannot build without good Human Resources in an organization. Hire employee,
train to improve their skills, motivating employees, safety, workplace
communication, performance appraisals is involved as the main function of the
HRM (Human Resources Management) team.

The profitable developments of these functions are specified as below

(Administrator, 2017): Recruitment and Training It is important efficiencies of the
HR team. For hiring the right person, HR managers need to turn up with
strategies and plans and also prepare the rules for a definite job description.
Another duties related to enrollment consists of preparing the agreement of an
employees and the amplitude of duties assigned to them.

Related with these two things, the bond of an employee with the organization or
company is prepared and if needed, company will provide training to the staffs
based on the requirements of the association. So, the staff can get the chance to
improve their skills and also will help them to accept some new positions
(Administrator, 2017).

Performance Appraisals HRM develops the employees by acting as to work

balanced to their current job responsibilities and also offers new idea that can
support them to improve their skills in an organization. The team interconnects
with all of the staff independently from occasionally and provides all the
necessary information regarding their performances and also defines their
respective roles.

This is beneficial as it enables them to form an outline of their anticipated goals

in much clearer terms and thereby, helps them execute the goals with best
possible efforts. Performance appraisals, when taken on a regular basis, motivate
the employees (Administrator, 2017). Maintaining Work Atmosphere This is a vital
aspect of HRM because the performance of an individual in an organization is
largely driven by the work atmosphere or work culture that prevails at the
workplace. A good working condition is one of the benefits that the employees
can expect from an efficient human resource team.

A safe, clean and healthy environment can bring out the best in an employee. A
friendly atmosphere gives the staff members’ job satisfaction as well
(Administrator, 2017). Managing Disputes In an organization, there are several
issues on which disputes may arise between the employees and the employers.

You can say conflicts are almost inevitable. In such a scenario, it is the human
resource department which acts as a consultant and mediator to sort out those
issues in an effective manner. They first hear the grievances of the employees.
Then they come up with suitable solutions to sort them out.
In other words, they take timely action and prevent things from going out of
hands (Administrator, 2017). Developing Public Relations The responsibility of
establishing good public relations lies with the HRM to a great extent. They
organize business meetings, seminars and various official gatherings on behalf of
the company in order to build up relationships with other business sectors.

Sometimes, the HR department plays an active role in preparing the business and
marketing plans for the organization too (Administrator, 2017). Any organization,
without a proper setup for HRM is bound to suffer from serious problems while
managing its regular activities. For this reason, today, companies must put a lot
of effort and energy into setting up a strong and effective HRM (Administrator,
2017). 1.3

The role and Responsibilities of HR department and HR Specialists The Human

Resources department can be overlooked at new or expanding businesses. In
fact, an effective HR team can be among a growing firm’s most important assets.
It can help protect a company from liability, maintain a satisfied workforce and
bring the brightest talent to a company.

By its nature, the HR department will take on a variety of responsibilities that can
boost a company’s ability to grow (Bolger, n.d.). Recruiting and Hiring - More
than filling an open position, the recruiter’s job is also to help the organization
define its positions. A recruiter can help determine if a role should be full- or
part-time, as well as evaluating if positions can be outsourced or handled by
contractors.

In hiring a new employee, a recruiter can research similar positions at other

companies, helping determine the qualifications and compensation for the role.
Finally, the recruiter plays a key role as a gatekeeper, assessing whether job
candidates will be good fits for the company culture and justify the company’s
investment in hiring and training (Bolger, n.d.).

Benefits and Compensation - In start-ups and very small firms but also
sometimes in larger companies, HR responsibilities often center around
processing payroll and managing employee benefits. As a company grows, these
tasks can take on a strategic focus. HR staff can begin to focus on developing
systems and choosing vendors who help contain costs and increase the flexibility
of the company.
HR can also play a key role in analyzing a company’s pay scale, track industry
trends for compensation and benefits offered to employees, and ensure
compliance with payroll and benefit regulations (Bolger, n.d.). Compliance and
Protection - Discrimination, harassment, unfair practices-these terms have
become all too familiar in today’s workplace.

Human Resources can help protect a growing company by developing and

enforcing standards that govern how employees interact on the job. These
guidelines, supported by company-wide training on appropriate workplace
behavior, can help protect the company from legal liability and help create a
more pleasant and productive workplace (Bolger, n.d.). Employee Development -
In a fast-paced business environment, people are more important than job
descriptions.

Organizations may find an employee’s role changing from week to week, if not
day to day. The HR department can take on the challenge of providing
employees with the new information and skills they will need to thrive as the
company changes. The department can also help employees set and achieve
individual career development goals, leading to increased job satisfaction as
workers see opportunities for personal success (Bolger, n.d.).

Internal Communication - The Human Resources department can play a key role
in communicating an organization’s goals and expectations to workers. HR staff
may produce a company newsletter or magazine, filled with events,
opportunities, news and useful information that helps employees accept and
understand what the organization needs from its workforce.

In addition, HR staff members are able to keep an ear to the ground, keeping
tabs on the company rumor mill and helping management respond to
misconceptions among employees (Bolger, n.d.). HR Specialist Roles HR
specialists may also be called upon to focus their efforts on one of the following
areas of HR: (Unknown, www.humanresourcesedu.org, n.d.)

Workforce Planning and Employment Implementing the organization’s recruiting

strategy Interviewing applicants Administering pre-employment tests Assisting
with completing background investigations Processing transfers, promotions, and
terminations (Unknown, www.humanresourcesedu.org, n.d.) HR Development
Conducting training sessions Administering on-the-job training programs
Evaluating the effectiveness of training programs Maintaining records of
employee participation in all training and development programs (Unknown,
www.humanresourcesedu.org, n.d.)

Total Rewards Analyzing job duties Writing job descriptions Performing job
evaluations and job analyses Conducting and analyzing compensation surveys
(Unknown, www.humanresourcesedu.org, n.d.) Employee and Labor Relations
(union environments) Interpreting union contracts Helping to negotiate collective
bargaining agreements Resolving grievances Advising supervisors on union
contract interpretation (Unknown, www.humanresourcesedu.org, n.d.)

Employee and Labor Relations (non-union environments) Assisting with

processing employee grievances Overseeing engagement programs and other
employee relations work (Unknown, www.humanresourcesedu.org, n.d.) Risk
Management Developing and administering health and safety programs
Conducting safety inspections Maintaining accident records Preparing
government reports as to remain in compliance (Unknown,
www.humanresourcesedu.org, n.d.)

Job Duties and Responsibilities of Human Resources Specialists The work of

human resources specialists begins when a position with the organization needs
to be filled. These HR specialists, at this time, may do every from creating and
placing job posts to visiting job fairs to find the right candidate. Once a pool of
potential candidates has been assembled, HR specialists then sort through them,
scheduling and conducting interviews.

In larger organizations, senior HR members may be responsible for the

interviewing process, although HR specialists in smaller companies are often
responsible for this step in the hiring process (Unknown,
www.humanresourcesedu.org, n.d.). When not hiring, placing, and orienting new
employees, HR specialists often oversee current employee satisfaction and
productivity, ensuring that the workplace is always running efficiently (Unknown,
www.humanresourcesedu.org, n.d.). Human resources specialists work under HR
directors and managers.

During the hiring process, they generally consult with members of the
management team to ensure that the right candidates are being placed into the
right position. Thus, their job duties frequently involve consulting with the
appropriate HR managers (Unknown, www.humanresourcesedu.org, n.d.). Daily
job duties of human resources specialists include: Preparing or updating
employment records related to hiring, transferring, promoting, and terminating
Explaining human resources policies, procedures, laws, and standards to new and
existing employees Ensuring new hire paperwork is completed and processed
Informing job applicants of job duties, responsibilities, benefits, schedules,
working conditions, promotion opportunities, etc.

Addressing any employment relations issues, such as work complaints and

harassment allegations Processing all personnel action forms and ensuring
proper approval Overseeing hiring process, which includes coordinating job
posts, reviewing resumes, and performing reference checks (Unknown,
www.humanresourcesedu.org, n.d.) 1.4 The HR policy and effects of a good HR
policy HR policies are official guidelines and rules that are put into place by a
company’s HR department to hire, train, evaluate and reward staff (Sheahan,
2017). In a small business environment, the human resources department deals
with all aspects of employee relations.

Tasks vary by company, but typically include the staffing and operations of the
business. HR policies help keep employees on the same page and streamline the
day-to-day operation of the business. Without these policies, employees might
get confused about the company’s culture and expectations, resulting in a
chaotic work environment (Ferguson, n.d.).

Recruitment and Employment - Advertising for and hiring employees is a core HR

function. Human resources policies that include what goes into the recruitment
and selection process inform employees of the company’s expectations and
procedures. This is particularly useful if an employee wants to refer a job
applicant to your company (Ferguson, n.d.).

Rehires and Promotions - Human resources policies explain the company’s stance
on rehires and promotions. This includes the grounds for rehiring a terminated
worker and the process for moving up in the company. Typically, employees who
leave the company in good standing are eligible for rehire, and employees who
have performed satisfactorily or above expectations receive promotions. These
policies include what employees need to do to be considered in these instances
(Ferguson, n.d.).

Compensation and Evaluations - Human resources staffers use a combination of

job analysis techniques and market surveys to determine the amount to
compensate an employee while remaining competitive within the workforce.
Further, the department establishes policies that address the evaluation and
management of employee performance. While the policies do not state the
amount employees receive, they do state that employees are compensated
according to their skills, efforts and scope of responsibilities.

This informs employees of the basis for compensation (Ferguson, n.d.). Training
and Development - HR policies include provisions for training and professional
development so employees know the resources that are available to them. These
policies also help reassure new employees, as well as those who have been given
added responsibilities, that assistance is available (Ferguson, n.d.).

Employee Issues - HR policies inform employees about how to handle problems

at work. Whether the issue involves coworkers, management or the work itself,
employees want to know that they have someone they can share their concerns
with in private. The policy outlines the chain of command in handling problems,
such as the employee approaching her supervisor or manager first, or going
directly to HR (Ferguson, n.d.). Company Rules - HR policy manuals outline
internal policies and the company’s code of ethics.

This includes items such as dress code, professionalism, vacation time, personal
and sick time, holidays, workplace safety, discrimination, and how to interact with
co-workers and customers. Ethics is particularly important because it tends to
vary from person to person. By outlining what constitutes good behavior in your
company, employees know what’s expected of them (Ferguson, n.d.).

Labor Law Application - Labor laws are vast and complex. Human resources
policies include posting a breakdown of laws so employees understand how the
laws apply to them. Policies dealing with minimum wage, overtime, record-
keeping, employee benefits and breaks clarify what employees are entitled to and
how to do their part to ensure timely paychecks, such as submitting time cards to
the payroll department on time (Ferguson, n.d.).

Grounds for Termination - HR policies state the grounds for which an employee
can be terminated. Explaining grounds for termination helps protect the company
if from retribution if an employee was fired for violating policies clearly stated in
the company manual (Ferguson, n.d.). SECTION (2) The HRM process in
organization 2.1

Job Analysis, Job Description and Job Specification with Example Job analysis is
primary tool in personnel management. In this method, a personnel manager
tries to gather, synthesize and implement the information available regarding the
workforce in the concern. A personnel manager has to undertake job analysis so
as to put right man on right job. There are two outcomes of job analysis.
A Personnel Manager carried analysis in two ways (potawad, 2012): Job
description Job specification (potawad, 2012) Job Description Job description
implies the enumeration and description of each operation in a job and
responsibilities involved in performing are also outlined. It lists out required
materials, tools, equipment and machinery for each job. The purpose of Job
description is to identify a job.

It is served by providing an identifiable descriptive title to each job. Job

description implies recording of the following data concerning each job analyzed
(potawad, 2012). Principal duties to be performed and responsibilities involved
are outlined (potawad, 2012).

Operations involved in each job are listed in proper sequence (potawad, 2012).
Requisite materials, equipment, machinery and tools etc. are listed (potawad,
2012). Conditions of work, i.e. surroundings, the time of work etc. are stated
(potawad, 2012). Relations of various related jobs are indicated (potawad, 2012).
Mental and physical abilities for performing each operation are listed. The kind of
training and the length of experience required are also indicated (potawad, 2012).

Wages payable along with other fringe benefits are stated (potawad, 2012). Job
Description is an organized factual statement of job contents in the form of
duties and responsibilities of a specific job. The preparation of job description is
very important before a vacancy is advertised. It tells in brief the nature and type
of job.

This type of document is descriptive in nature and it constitutes all those facts
which are related to a job such as (potawad, 2012): Title/ Designation of job and
location in the concern The nature of duties and operations to be performed in
that job The nature of authority- responsibility relationships Necessary
qualifications that are required for job Relationship of that job with other jobs in
a concern The provision of physical and working condition or the work
environment required in performance of that job (potawad, 2012) Job description
includes basic job-related data that is useful to advertise a specific job and attract
a pool of talent.

It includes information such as job title, job location, reporting to and of

employees, job summary, nature and objectives of a job, tasks and duties to be
performed, working conditions, machines, tools and equipment to be used by a
prospective worker and hazards involved in it (potawad, 2012). Examples of Job
Description JOB DESCRIPTION OF ASST. LIBRARIAN - INFORMATION SECTION
Job Title ?Asst.

Librarian – Information Section Class Title ?Assistant Librarian Reports to ?

Librarian / Head – Reference Section Supervises ?Information Assistant, Library
Assistant Summary ?Asst. Librarian - Information Section directs the provision of
reference and information services and supervises information Qualifications ?He
should be acquainted with developments and trends in the field of reference and
information services. ?He should be service oriented and helpful by nature.

He should be familiar with resources, knowledgeable and possess experience. ?

He should be M.Sc. OR B.Lib.Sc with 55% marks Duties ?Establishes and plans
information services. Establishes and plans user education programed. ?Develops
and administers policies pertaining to services and staff ?Assist the users in the
use of catalogue ?Assist the users in the location of materials ?Receives book
requests; edits and compiles the forms with additional bibliographic
information ?Answer telephone calls ?Provides ready reference service ?Gives
directional information ?Screens information requests for long range reference
service ?Overall supervision of the section ?Receives and responds to serious
complaints from users and staff ?Provides user education ?Prepares, reports and
statistics ?Attends conferences and meetings ?Supervises work of other staff in
the section ?Prepares section budget; reviews and reports on budget
periodically ?Assists and recommends to the librarians about policies and
produces relating to the section ?Selects reference books Salary ?US$ 1400-1800
(potawad, 2012) Job Specification Job Specification specifies information about
the skills or qualities required for doing the job. Job Specification is also called as
Man or Employee Specification. Job Specification is prepared on the basis of Job
Description.

Job Specification is a statement which tells us minimum acceptable human

qualities which helps to perform a job. Job specification translates the job
description into human qualifications so that a job can be performed in a better
manner. Job specification helps in hiring an appropriate person for an
appropriate position.

The contents are (potawad, 2012): Job title and designation Educational
qualifications for that title Physical and other related attributes Physique and
mental health Special attributes and abilities Maturity and dependability
Relationship of that job with other jobs in a concern (potawad, 2012). Job
Specification also known as employee specifications, a job specification is a
written statement of educational qualifications, specific qualities, level of
experience, physical, emotional, technical and communication skills required to
perform a job, responsibilities involved in a job and other unusual sensory
demands.

It also includes general health, mental health, intelligence, aptitude, memory,

judgment, leadership skills, emotional ability, adaptability, flexibility, values and
ethics, manners and creativity, etc. (potawad, 2012). Examples of Job Specification
JOB SPECIFICATION OF ASSISTANT LIBRARIAN Job Title ?Assistant Librarian
Qualification ?Master Degree in Library & Information Science with at least 55%
marks Experience ?Minimum 2 years’ experience in reputed Library in education
field Special attributes ?Well versed in computerized environment like MS Word,
Acrobat Writer, familiar with Lotus Notes ?Good interpersonal skills and
communicational skills Physical attributes ?Should have good physique with
minimum height 165 centimeters and weight 65 kilograms Job Profiles ?Looks
after overall functioning of the library ?Establishes and plans information services.

?Establishes and plans user education programmed. ?Develops and administers

policies pertaining to services and staff ?Monitors and develops on-going
services. ?Looks after circulation services ?Manage PHL Libraries ?Circulate Library
updates ?Provide reference to staff ?Assists Librarian in the location of materials
and for compilation of Bibliographies ?Maintenance of issue records, charging
and discharging books ?Accessioning of books, registration of Periodicals ?Inter-
Library Loan work ?Shelving of books and periodicals Reporting to ?Librarian
(potawad, 2012) 2.2

Personnel Planning, Recruiting, Candidate Testing, Selection and Interviewing

Candidates Personnel Planning Personnel planning is the first step in the
recruiting and selection process. It is the process of determining an organization’s
human resource needs. By such planning an organization ensures that it has right
number and kinds of people.

Employment or personnel planning is the process of deciding what positions the

firm will have to fill and how to fill them. However, most firms call the “process
through which senior-level openings are planned for and eventually filled” as
succession planning (Unknown, www.assignmentpoint.com, n.d.). Recruiting
Recruitment is the process of finding and attracting qualified applicants for
employment.

It is the discovering of potential candidates for actual or anticipated

organizational vacancies. The process begins when new recruits are sought and
ends when their applications are submitted. The result is the pool of qualified
applicants from which new employees are selected (Unknown,
www.assignmentpoint.com, n.d.).

Effective Recruiting - The effectiveness of recruiting lies initially with the number
of applicants generated by the recruitment process. The more applicants you
have, the more selective you can be in your hiring. Recruitment is a more
complex activity than most managers think it is (Unknown,
www.assignmentpoint.com, n.d.). Sources of recruitment - There are basically two
sources of supply from where potential employees can be drawn.

These are- Internal Sources External sources Internal Sources: Internal sources
indicate recruiting qualified people from within the organization itself. Whenever
any vacancy occurs, someone from within the organization is upgraded,
promoted or transferred to another department. It uses internal circulation of job
vacancy notice, reference from employees, job rotation or transfer.

It is a no cost source and it provides dependable candidate information

(Unknown, www.assignmentpoint.com, n.d.). External sources of recruitment:
Recruiting from outside the organization is known as external source. It uses
advertising, job agencies, educational and vocational institutes etc. (Unknown,
www.assignmentpoint.com, n.d.).

Candidate Testing A variety of tests may be given upon successful completion of

an interview. These employment tests can gauge a person’s KSAOs in relation to
another candidate. The major categories of tests include the following (Unknown,
open.lib.umn.edu, n.d.): Cognitive ability tests Personality tests Physical ability
tests Job knowledge tests Work sample A cognitive ability test can measure
reasoning skills, math skills, and verbal skills. An aptitude test measures a
person’s ability to learn new skills, while an achievement test measures
someone’s current knowledge.

Depending on the type of job, one or both will be better suited (Unknown,
open.lib.umn.edu, n.d.). Personality tests such as Meyers-Briggs and the “Big Five”
personality factors may be measured and then compared with successful
employee scores. For example, The University of Missouri Health Care system
recently launched a patient satisfaction initiative as part of its strategic plan.

The plan includes training for current employees and personality testing for
nursing, managerial, and physician candidates (Silvey, 2011). The goal of the test
is to assess talent and to see if the candidate has the potential to meet the
expectations of patients. They hired a private company, Talent Plus, who conducts
the test via phone interviews.

However, many companies administer tests themselves, and some tests are free
and can be administered online (Unknown, open.lib.umn.edu, n.d.). A job
knowledge test measures the candidate’s level of understanding about a
particular job. For example, a job knowledge test may require an engineer to
write code in a given period of time or may ask candidates to solve a case study
problem related to the job (Unknown, open.lib.umn.edu, n.d.). Work sample tests
ask candidates to show examples of work they have already done.

In the advertising business, this may include a portfolio of designs, or for a

project manager, this can include past project plans or budgets. When applying
for a pharmaceutical representative position, a “brag book” might be required
(Hansen, 2011). A brag book is a list of recommendation letters, awards, and
achievements that the candidate shares with the interviewer.

Work sample tests can be a useful way to test for KSAOs. These work samples can
often be a good indicator of someone’s abilities in a specific area. As always,
before looking at samples, the interviewer should have specific criteria or
expectations developed so each candidate can be measured fairly (Unknown,
open.lib.umn.edu, n.d.). Selection Recruitment and Selection are not synonymous.

Recruitment means announcing job opportunities to the public in such a way that
a good number of suitable applicants will apply for them. Once a pool of suitable
applicants are created through recruiting, the process of selecting applicants
begin. Selection is the process of choosing the best one from among a number of
alternatives.

The process begins when recruits apply for employment and ends with the hiring
decision. The objectives of selection process are to select a candidate whose
success probability in the job is the highest, and motivate right candidates to opt
for vacancy by proper presentation of the organization to the potential
candidates (Unknown, www.assignmentpoint.com, n.d.).

Interviewing Candidates Interviewing people costs money. As a result, after

candidates are selected, good use of time is critical to making sure the interview
process allows for selection of the right candidate. In an unstructured interview,
questions are changed to match the specific applicant; for example, questions
about the candidate’s background in relation to their résumé might be used. In a
structured interview, there is a set of standardized questions based on the job
analysis, not on individual candidates’ résumés.

While a structured interview might seem the best option to find out about a
particular candidate, the bigger concern is that the interview revolves around the
specific job for which the candidate is interviewing. In a structured interview, the
expected or desired answers are determined ahead of time, which allows the
interviewer to rate responses as the candidate provides answers (Unknown,
open.lib.umn.edu/, n.d.).

Types of Interviews Interview processes can be time-consuming, so it makes

sense to choose the right type of interview(s) for the individual job. Some jobs,
for example, may necessitate only one interview, while another may necessitate a
telephone interview and at least one or two traditional interviews. Keep in mind,
though, that there will likely be other methods with which to evaluate a
candidate’s potential, such as testing.

Here are different types of interviews (Unknown, open.lib.umn.edu/, n.d.):

Traditional interview Telephone interview Panel interview Information interview
Meal interviews Group interview Video interviews Nondirective interview
(sometimes called an unstructured interview) (Unknown, open.lib.umn.edu/, n.d.)
2.3

HRM Process (1) Training and Developing Employee The training process
continues when an employee goes to in-house and external training programs.
Each learning situation should help an employee move from her present skill level
to a desired skill level. Although learning activities vary, an employee should exit
all experiences more skilled or knowledgeable in the subject matter (Bianca,
2017).

Once an employee receives training at the onset of a job, he needs time to

develop himself in his position. His supervisor monitors his progress to ensure
that he can apply his training and other skills and abilities to perform the job well.
A supervisor might add additional training programs to his individual plan during
the first year (Bianca, 2017).

(2) Performance Appraisal Performance Appraisals is the assessment of

individual’s performance in a systematic way. It is a developmental tool used for
all round development of the employee and the organization. The performance is
measured against such factors as job knowledge, quality and quantity of output,
initiative, leadership abilities, supervision, dependability, co-operation, judgment,
versatility and health. Assessment should be confined to past as well as potential
performance also.

The second definition is more focused on behaviors as a part of assessment

because behaviors do affect job results (corehr.wordpress.com, n.d.). (3)
Employee Compensation and Benefit The Compensation and Benefits is one of
the most strategic HR units. It influences the satisfaction of employees, the
performance, the productivity and overall costs and expenses of the organization.

Setting the Goals and Objectives for Compensation and Benefits employees is
crucial for the development of the modern Human Resources Management. The
job of C&B is mainly strategic as the center designs and implements various
remuneration policies, and it does not run many tactical or administrative
processes (www.creativehrm.com, n.d.). The Compensation and Benefits goals
need to be derived from the overall business strategy.

The key driving documents for C&B are the compensation strategy and the
compensation policy. The strategy paper defines key remuneration components
and the role of the component in the system. The policy is the tactical document
describing eligibility and all processes around, including the audit trail
(www.creativehrm.com, n.d.).

The objectives need to be derived from both documents and focused on changes
and strengthening of remuneration practices in the organization. There is always
space to strengthen the role of the particular element. They need should be
usually derived from the feedback of users and the overall business strategy. The
HR Management Team has to recognize priorities and benefits for the company,
and it has to set compensation goals and objectives with all potential costs and
benefits in mind (www.creativehrm.com, n.d.).

The most common goals for C&B department can be divided into four functional
areas: review or redesign of the compensation strategy; simplification of pay
structures and processes; recognition of high potentials and retention of key
employees; benefits policies and engagement of employees
(www.creativehrm.com, n.d.). (4) Employee Health and Safety Employment health
& safety records are useful in determining: Employment history and occupational
exposure records; Injuries and illnesses on the job; and Workers’ compensation
records (www.ccohs.ca, n.d.). Many occupational illnesses (cancers) can occur
decades after the employee retires.

Employment records help in assessing the work relatedness of such illnesses.

Records must be maintained with accuracy, relevance, timeliness, and
completeness. Appropriate and reasonable safeguards must be established to
ensure security and confidentiality of the records. Useful summary and trend
information should be provided to health and safety committees in order to
assist in making recommendations (www.ccohs.ca, n.d.).

(5) Industrial Relations Industrial relation is defined as relation of Individual or

group of employee and employer for engaging themselves in a way to maximize
the productive activities. In the words of Lester, “Industrial relations involve
attempts at arriving at solutions between the conflicting objectives and values;
between the profit motive and social gain; between discipline and freedom,
between authority and industrial democracy; between bargaining and co-
operation; and between conflicting interests of the individual, the group and the
community (www.naukrihub.com, n.d.). SECTION (3) HRM Plan of Company “Cho
Cho Co., Ltd” Part 1.

Background Information of the Company Address - Myanmar ICT Park, Hlaing,

Yangon Industry - Trading No. of Employees - 101-200 About us Cho Cho
Company Limited was first formed in 1989 and is duly incorporated under the
Myanmar Citizen's Investment Law of the Union of Myanmar. The company
started out as a Trading company doing Import and Export of commodities as
the main core business (www.jobsinyangon.com, n.d.).

Company Vision and Mission In 1997, the company ventures into manufacturing
sector and formed Yathar Cho Industry Limited which focus on manufacturing
and distribution of Yum instant Noodle in Myanmar. In 2004, the company has
received the accreditation of ISO 9001:2000, HACCP and Halal certification. In
2001, the company had further expanded its manufacturing business and formed
Cho Industry Limited that focus on manufacturing and distribution of Shin Shin
instant vermicelli in Myanmar and the company currently is in the process of
preparation for ISO, HACCP and Halal certification. And also GMP certified
(www.jobsinyangon.com, n.d.). As Information and communications technology is
increasingly becoming part of our daily lives and has substantial influences on the
way we work and live.

We at Cho Cho Company Limited firmly believe that it is the competition

platform of tomorrow and are dedicated towards providing IT products that can
contribute towards better operations for organization and improve the quality of
life for people in Myanmar and in 2002 we incorporated a new Information
Technology Strategic Business Unit to distribute IT related products and services
in Myanmar (www.jobsinyangon.com, n.d.). Part 2.

Structure of HR Department The main function of HR department is to oversee

department functions and manage employees by planning, implementing, and
evaluating human resources policies, principles, and programs. Basically, it
involves functional activities including hiring qualified employees, establishing
compensation structure, training staffs, addressing employee relations matters,
and maintaining workplace safety (www.orgcharting.com, n.d.).

Function Units Recruitment Compensation and Benefits Employee Relations

Training and Development Workforce Safety 2.1 Chart of HR Department / 2.2
Position and Responsibilities Recruitment - a vital task for HR department
because it determines what kind of people will work for the company – whether
they have the right knowledge and skills, and whether they are suitable for the
position or not.

To accomplish this mission, they HR department need to develop and execute

quality recruitment strategies to ensure that recruitment meets all affirmative
action commitments (www.orgcharting.com, n.d.). Compensation and Benefits -
HR manager needs to establish strategic compensation plans, ensuring wages
and reward programs are administrated equally throughout the workforce. They
need to provide employees with benefit options, including health insurance,
retirement planning, life insurance, etc.

What’s more, they are responsible for authorizing salary changes, position
changing an election (www.orgcharting.com, n.d.). Employee Relations - HR
department is also responsible for investigating and solving employee
complaints, conflicts and concerns. Many possible issues might arise in a
company. For example, an employee is not satisfied with his performance
assessment result and seeks for revision.

If this kind of circumstance happens, the HR department needs to research on

this issue, and solve the problem by negotiating with his superior
(www.orgcharting.com, n.d.). Training and Development - Through effective
training, employees could enhance their knowledge, skills and work abilities, so
that they can improve their job performance.
Human resource department conduct needs analysis to decide what training is
necessary to improve performance and productivity (www.orgcharting.com, n.d.).
Workforce Safety - HR department needs to ensure every staff working in a safe
environment. It’s their obligation to research and develop safety policies for the
company that is in compliance with state and federal laws and regulation.

They need to identify unsafe conditions and make clear notice on potential
dangerous matters such as dangerous equipment, chemical drugs, radioactive
substances, etc. (www.orgcharting.com, n.d.). Part 3. Five Essential Steps to
Human Resources Planning Human resources planning is the process of
identifying current and future human resources needs.

It involves securing the right people, building a supportive work environment and
developing the capacity to ensure the organization’s success and a confident
future for the Public Service (https://www.tbs-sct.gc.ca, n.d.). STEP 1. Review Your
Business Goals First you need to have a clear understanding of where your
organization is headed.

Review the government’s key priorities or emerging directions that could have an
impact on your organization’s mandate Review your organization’s business
priorities, budget allocations and performance indicators (https://www.tbs-
sct.gc.ca, n.d.) STEP 2. Scan the Environment Identify the external and internal
factors that could affect your organization’s capacity to meet its objectives
(https://www.tbs-sct.gc.ca, n.d.).

External Factors Labor market trends Current and projected economic conditions
Changes in legislation Technological advancements Cultural and social values
(https://www.tbs-sct.gc.ca, n.d.) Internal Factors Workforce composition (profile,
trends, skills) Changes in policy platform, guidelines, program delivery,
organizational structure Government-wide initiatives, such as diversity and
employment equity; official languages; training, learning and development;
values and ethics; workplace well-being (https://www.tbs-sct.gc.ca, n.d.) STEP 3.
Identify the Gaps Based on Step 1 and Step 2, determine your organization’s
current and future human resources needs.

Identify possible skills shortages in specific occupational groups or potential need

for new skills Identify possible need for succession planning and management
Ensure that you have met your obligations related to diversity and employment
equity; official languages; training, learning and development; and values and
ethics (https://www.tbs-sct.gc.ca, n.d.) STEP 4.

Develop Your Plan Based on steps 1 to 3, determine the major human resources
priorities and the strategies you will use to achieve the desired outcomes. Include
human resources priorities and key planning issues in your organization’s Report
on Plans and Priorities Factor in budgetary considerations into your human
resources plan Communicate your human resources plan to all employees and
stakeholders and engage managers in its implementation (https://www.tbs-
sct.gc.ca, n.d.)

STEP 5. Measure Your Progress The human resources plan is an evergreen

document. Key to successful implementation is constantly measuring, monitoring
and reporting on progress, and responding to changing circumstances. Ensure
human resources performance measures are aligned with indicators in the
Management Accountability Framework and the People Component of the same
Framework Establish a process that allows for regular review, adjustments and
communication of changes (https://www.tbs-sct.gc.ca, n.d.) References (n.d.).
Administrator.

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