Topic: Human Resource Management Process in the Organization: A Traditional View

Explanation:

The traditional view of Human Resource Management (HRM) refers to how organizations
historically managed their workforce before the strategic and modern perspectives
emerged. In this view, HRM is primarily administrative and reactive, focused on personnel
management rather than strategic alignment with business goals.

Traditionally, HR departments were seen as support functions, dealing mainly with:

1. Recruitment and Selection

2. Training and Development
3. Performance Appraisal
4. Compensation and Benefits
5. Employee Relations
6. Record Keeping and Compliance

This view is task-oriented and transactional, with less focus on employee engagement,
talent development, or aligning HR with the long-term strategy of the organization.

Key Characteristics of the Traditional HRM Process:

1. Centralized Decision-Making
HR decisions are made by top management with limited input from employees.
2. Emphasis on Rules and Procedures
Strict policies and formal processes guide employee behavior and HR functions.
3. Short-Term Focus
Focus is on immediate staffing needs rather than future workforce planning.
4. Low Integration with Business Strategy
HR functions operate separately from business planning.
5. Reactive Approach
HR responds to problems as they arise, rather than proactively planning ahead.

Example:

Case: Traditional HRM at XYZ Manufacturing Company (1980s)

XYZ Manufacturing is a mid-sized company producing automotive parts. In the 1980s,
their HR department followed a traditional approach:

● Recruitment: Job ads were placed in local newspapers. The HR team selected
candidates based on qualifications and work experience only.
● Training: Minimal training was provided— mainly safety protocols and machine
operation instructions.
● Performance Appraisal: Annual performance reviews were done using a
standardized checklist.
● Compensation: Employees were paid fixed wages based on their job title and
seniority.
● Employee Relations: Grievances were handled formally and slowly, often leading
to low morale.
● Records: All employee information was maintained manually in files and logbooks.

This process focused on keeping operations running smoothly but lacked attention
to employee development, engagement, or long-term talent planning.

Conclusion:

The traditional view of HRM was functional and essential for managing basic workforce
needs, but it often failed to leverage human capital as a strategic asset. Today’ s
organizations have largely shifted toward a more strategic, proactive, and
employee-focused HRM model, but understanding the traditional view helps appreciate
how HR has evolved.
Selection, Orientation, and Onboarding in Human Resource
Management (HRM)

1. What is Selection in HRM?

Definition:
Selection is the process of choosing the most suitable candidate from a pool of
applicants to fill a job vacancy in an organization. It involves a series of steps designed to
assess applicants' qualifications, skills, experience, and overall fit for the position and
organization.

2. Purpose of the Selection Process

● To match the right person to the right job.

● To improve organizational performance by hiring capable and competent
employees.
● To reduce employee turnover by ensuring a good job-person fit.
● To save costs by avoiding bad hires and frequent rehiring.
● To ensure legal and ethical hiring practices are followed.

3. Importance of the Selection Process

● Increases Productivity: Hiring the right person boosts efficiency and team
performance.
● Reduces Costs: Minimizes costs associated with recruitment, training, and
turnover.
● Promotes Fairness: Structured processes ensure objective decision-making and
reduce bias.
● Builds Company Reputation: A fair and professional hiring process enhances
employer branding.
 ● Legal Compliance: Helps prevent legal issues related to discrimination and unfair
hiring.

4. Steps in the Selection Process

Step Description
1. Job Analysis Understand the job role, requirements, and qualifications.
Attract a pool of suitable candidates through job postings or
2. Recruitment
recruitment campaigns.
3.Application
Review resumes or application forms to shortlist eligible candidates.
Screening
4. Initial Interview Conduct brief interviews to assess general suitability and interest.
Use skill-based, aptitude, or personality tests to measure
5. Selection Tests
competencies.
6. In-depth Conduct detailed interviews (panel or one-on-one) to assess
Interview candidate fit.
7.Background
Verify references, employment history, criminal records, etc.
Checks
8.Medical
Ensure the candidate is physically fit for the job (if required).
Examination
9. Job Offer Extend a formal offer with employment terms.
10. Final
Confirm the employee's start date and begin the onboarding process
Placement

5. What is Orientation in HRM?

Definition:
Orientation is the formal process of introducing new employees to the organization, its
policies, culture, work environment, and colleagues.

Purpose:

● To familiarize employees with the organization’ s structure and expectations.

● To reduce anxiety and uncertainty.
● To ensure quick adjustment to the new role and environment.
● To explain rules, benefits, safety procedures, and administrative matters.
Example:
A bank conducts a 2-day orientation program including welcome speeches, HR policy
review, office tours, and team introductions.

6. What is Onboarding in HRM?

Definition:
Onboarding is a broader and longer-term process than orientation. It involves integrating
new hires into the company culture, training them, and providing support during the initial
months of employment.

Purpose:

● To help new employees become productive faster.

● To build engagement and loyalty from day one.
● To provide clear performance expectations and feedback.
● To reduce early turnover by building confidence and connection.

Example:
A software company uses a 90-day onboarding plan, including mentorship, skill-building
sessions, weekly check-ins, and goal setting.

Summary Table: Orientation vs. Onboarding

Aspect Orientation Onboarding

Duration 1– 3 days Several weeks to months
Focus Introduction and admin tasks Integration and performance
Content Policies, procedures, facilities Role-specific training, mentoring
Goal Awareness Engagement and productivity
Training and Development in Human Resource
Management (HRM)

1. Definition of Training and Development

Training is a planned effort by an organization to help employees acquire job-related

knowledge, skills, abilities, and behaviors. It is typically short-term and focused
on specific tasks or job performance.

Development refers to broader educational and experiential programs that prepare

employees for future roles and responsibilities, including leadership and career growth. It
is more long-term and strategic.

In short:
 ● Training = present job improvement
● Development = future job preparation

2. Importance of Training and Development

● To bridge skill gaps in employees.

● To keep employees updated with technological changes.
● To increase job satisfaction, motivation, and retention.
● To enhance organizational performance and competitiveness.
● To ensure employee safety and compliance with regulations.
● To prepare future leaders through succession planning.

3. Benefits of Training and Development

For Employees For Employers/Organization

Skill improvement and confidence Improved efficiency and productivity
Career growth opportunities Lower turnover and higher employee retention
Increased job satisfaction and morale Better customer service and quality standards
Reduced workplace errors and accidents Stronger talent pipeline for leadership

4. Types of Training Programs

A. On-the-Job Training (OJT)

Learning while performing tasks under supervision.
A new cashier being trained by a senior staff member.

B. Off-the-Job Training
Conducted outside the normal work environment.
Workshops, seminars, classroom lectures.

C. Technical Training
Focuses on specialized knowledge like software or equipment.
SAP training for finance employees.
D. Soft Skills Training
Improves interpersonal skills, communication, leadership, and emotional intelligence.
Team-building workshops or communication skills sessions.

E. Safety Training
Educates employees on workplace safety, especially in hazardous environments.
Fire drills, first aid, machinery safety.

5. Management Development Programs (MDPs)

Definition:
Programs designed to develop managerial and leadership skills for employees in current
or future management roles.

Examples of MDPs:

● Job Rotation: Exposure to different departments.

● Coaching & Mentoring: One-on-one development with experienced leaders.
● Leadership Training: Workshops on decision-making, strategic planning, and
conflict resolution.
● Executive Education: Sponsored MBA or short-term university programs.

6. Computer-Assisted Instruction (CAI)

Definition:
CAI refers to the use of computers and digital programs to deliver or support training and
instruction. It includes e-learning platforms, simulations, tutorials, and interactive
assessments.

7. CAI in HRM Training

CAI is a modern tool used in HRM to enhance training efficiency and accessibility. It
supports:

● Self-paced learning for employees with varied schedules

● Consistent training delivery across different locations
● Multimedia engagement (videos, quizzes, animations)
 ● Performance tracking and analytics for HR to evaluate progress

Examples:

● Using LMS (Learning Management Systems) like Moodle or SAP SuccessFactors

● Virtual training simulations for sales or customer service roles
● Compliance training modules with automatic certification

Summary Table

Topic Key Point

Training Focus on current job performance
Development Focus on future roles and career growth
Importance Enhances skills, satisfaction, and business performance
Benefits Empowers employees, boosts productivity
Training Programs Includes technical, soft skills, safety, on/off-the-job
Management Development Builds future leaders and managers
CAI in HRM Delivers flexible, digital, and scalable training