ITFT-Selection

ITFT-Selection

• 1.
  Selection • This processhelps the company in filling the suitable employees with suitable positions to perform the task and duties in the organization. • Selection is not same as recruitment because it talks about choosing the best and the right candidate for the position, for the vacancy and for the organization. • It requires the candidate should possess skills, abilities, knowledge, eligibility, qualification and many more.
• 2.
  Selection Process Preliminary Interviews Checking References EmploymentInterviews Medical Examination Appointment Letter Application Blanks Employment Tests Reject Applicant
• 3.
  Career Planning
• 4.
  Career Planning • Careerplanning is the process by which one selects career goals and the path to these goals. The major focus of career planning is on assisting the employees achieve a better match between personal goals and the opportunities that are realistically available in the organization. Career programmer should not concentrate only on career growth opportunities. Practically speaking, there may not be enough high level positions to make a upward mobility a reality for a large number of employees. Hence career planning efforts need to pin-point and highlight those areas that offer psychological success instead of vertical growth. Career planning is not an event or end in itself, but continues process of developing human resources for achieving optimum results. It must, however, be noted that individual and organizational careers are not separate and distinct. A person who is not able to translate his career plan into action within the organization may probably quite the job, if he has a choice. Organizations, therefore, should help employees in career planning so that both can satisfy each other’s needs. •
• 5.
  Process of CareerPlanning The career planning process involves the following steps: • Identifying Individual needs and aspirations • Analyzing career opportunities • Aligning needs and opportunities • Action plans and periodic review • Career development
• 6.
  salary
• 7.
  Compensation and salary administration •Compensation management, also known as wage and salary administration remuneration management, or reward management, is concerned with designing and implementing total compensation package. The traditional concept of wage and salary administration emphasized on only determination of wage and salary structures in organizational settings. However, over the passage of time, many more forms of compensation as discussed earlier, entered the business field which necessitated to take wage and salary administration in comprehensive way with a suitable change in its nomenclature
• 8.
  Fringe Benefits • Wageand salary • Incentives • Fringe Benefits • Perquisites
• 9.
  Incentives Fringe Benefits • Attractingand Retaining Personnel • Motivating Personnel • Optimizing • Consistency in compensation
• 10.
  Factors affecting Executive Compensation • •Complexity of the job: the degree of complexity in an executive’s job is much higher as compared to other organizational jobs. Such complexity is directly dependent on the size of organizational lines of products/services, and geographical area coverage. Thus, in an organization of large size with multiline products/services and multi-locations, the degree of complexity in the executive’s job is much higher. Naturally executives in such organizations need to be paid more. Executives of fortune 500 companies draw much higher compensation than their counterparts in other companies. • Competency required: Different jobs required different types of competencies. Organizations that operate in a comparatively stable environment (like traditional manufacturing sector) adopt mechanistic-oriented systems which require comparatively lesser flexibility and variety in executive’s competencies.