About The Instructor

Faisal Latif
Head of Talent Acquisition & HR Operations
@
Hutchison Ports Pakistan
Email: faisallatifkh@gmail.com
Cell: 0345-2444664
 About The Course
This course is designed to orient students with
contemporary best practices of HRM.
Topics include:

1. Introduction to HRM
2. Job Analysis
3. Personnel Planning & Recruitment
4. Employee Testing & Selection
5. Performance Management
6. Compensation
7. Benefits & Services
Recommended
Text Book
 Marks Distribution

Class Participation
Presentation
& Case Studies
10 10

Project Report Mid-Term

15 25

FINAL
40
 DEFINITIONS OF HRM

 Selection, incorporation, orientation, development

and retention of quality human resources.

 It is a function performed in organizations that

facilitates the most effective use of people to achieve
organizational and individual goals.
 BASIC HR FUNCTIONS

Recruitment

Employee Personnel
Relation Administration

HRM
Compensation Training &
& Benefits Development

Performance
Management
 STRATEGIC HUMAN RESOURCE
MANAGEMENT

Formulating and executing human resource policies and

practices that produce the employee competencies and
behaviors the company needs to achieve its strategic
aims.
STRATEGIC HR FUNCTIONS
A MODEL OF STRATEGIC HRM
 HR SCORECARD
A process for assigning financial and nonfinancial goals

or metrics to the human resource management related

chain of activities required for achieving the company’s
strategic aims.

 HRD System Maturity Score

 HRD Competence Score

 HRD Culture

 Business Linkage Score

 SCORECARD APPROACH

The HR
Scorecard
Approach
to
Formulating
HR Policies,
Activities, and
Strategies

4–11
STRATEGIC BASED METRICS

Metrics that specifically focus on measuring the

activities that contribute to achieving company’s
strategic aims.
 Measuring HR’s Contribution

 The HR Scorecard
 Shows the quantitative standards, or “metrics” the firm
uses to measure HR activities.
 Measures the employee behaviors resulting from these
activities.
 Measures the strategically relevant organizational
outcomes of those employee behaviors.

4–13
 HR METRICS

 Absence Rate
 [(Number of days absent in month) ÷ (Average number of
employees during mo.) × (number of workdays)] × 100
 Cost per Hire
 (Advertising + Agency Fees + Employee Referrals + Travel
cost of applicants and staff + Relocation costs + Recruiter
pay and benefits) ÷ Number of Hires
 Health Care Costs per Employee
 Total cost of health care ÷ Total Employees
 HR Expense Factor
 HR expense ÷ Total operating expense
HR METRICS
 Human Capital ROI
 Revenue − (Operating Expense − [Compensation cost
+ Benefit cost]) ÷ (Compensation cost + Benefit cost)
 Time to fill
 Total days elapsed to fill requisitions ÷ Number hired
 Quality of Hire
 Line Manager’s Feedback, Retention Rate
 Yield Ratio
 Measuring effectiveness of different recruitment
sources (LinkedIn, Newspaper, Job Portal etc.)
HR METRICS
 Training Investment Factor
 Total training cost ÷ Headcount
 Turnover Costs
 Cost to terminate + Cost per hire + Vacancy Cost +
Learning curve loss
 Turnover Rate
 [Number of separations during month ÷ Average
number of employees during month] × 100
Line Managers’ HRM Responsibilities
 Placing the right person on the right job
 Starting new employees in the organization (orientation)
 Training employees for jobs new to them
 Improving the job performance of each person
 Gaining creative cooperation and developing smooth working
relationships
 Interpreting the firm’s policies and procedures
 Controlling labor costs
 Developing the abilities of each person
 Creating and maintaining department morale
 Protecting employees’ health and physical condition
 The High-Performance Work
System (HPWS)

 High-performance work system (HPWS) practices.

 High-involvement employee practices (such as job
enrichment and team-based organizations),
 High commitment work practices (such as improved
employee development, communications, and disciplinary
practices)
 Flexible work assignments.
 Other practices include those that foster skilled workforces
and expanded opportunities to use those skills.
Benefits of High-Performance
Work System (HPWS)
 Generate more job applicants
 Screen candidates more effectively
 Provide more and better training
 Link pay more explicitly to performance
 Provide a safer work environment
 Produce more qualified applicants per position
 More employees are hired based on validated selection tests
 Provide more hours of training for new employees
 Higher percentages of employees receiving regular
performance appraisals.
 HR Certification

 HR is becoming more professional.

 Human Resource Certification Institute (HRCI), USA
 aPHRi (Associate professional in human resources)

 PHRi (Professional in human resources - International)

 SPHRi (Senior professional in human resources – International)

4–