a) Prevention of Sexual haresment at work place Develop an anti-harassment policy together with employees, managers, and union representatives.

Communicate the policy to all employees

Make sure that all managers and supervisors understand their responsibility to provide a harassment-free work environment. Ensure that all employees understand the policy and procedures for dealing with harassment - new and long-term employees alike - this involves training, information and education. Show you mean it - make sure the policy applies to everyone, including managers and supervisors. Promptly investigate and deal with all complaints of harassment. Appropriately discipline employees who harass other employees. Provide protection and support for the employees who feel they are being harassed.

Take action to eliminate discriminatory jokes, posters, graffiti, e-mails and photos at the work site. Monitor and revise the policy and education/information programs on a regular basis to ensure that it is still effective for your workplace. Incentives Schemes TYPES OF INCENTIVE SCHEMES MONETARY INCENTIVES Incentives, which are directly or indirectly associated with monetary benefits, are called monetary incentives. They are also known as financial incentives. Monetary incentives fulfill not only physiological needs but also the need for social status and power, e.g.- wages and salaries, bonus profit-sharing, leave with pay, medical reimbursement, housing facility, pension etc. Monetary incentives are financial benefits paid to workmen in recognition of their outstanding performance. The primary advantage of incentives is the inducement and motivation for higher efficiency and greater output. But with fixed remuneration, it is difficult to motivate employees.

Increased earnings would enable the employees to improve their standard of living and help the organisation to improve their production capacity. They also help in reduced supervision, better utilization of equipment, reduced scrap, educed lost time, reduced absenteeism and increased output. Monetary Incentives can be classified into: (i) Direct or Financial Incentives, (ii) Indirect or Semi-financial Incentives. Strike and Lockout A lockout is a temporary work stoppage or denial of employment during a labor dispute initiated by the management of a company.[1] This is different from a strike, in which employees refuse to work. It is usually implemented by simply refusing to admit employees onto company premises, and may include actions such as changing locks and hiring security guards for the premises. A lockout is generally used to enforce terms of employment upon a group of employees during a dispute. A lockout can act to force unionized workers to accept changed conditions such as lower wages. If the union is asking for higher wages, or better benefits, an employer may use the threat of a lockout or an actual lockout to convince the union to back down. HUMAN RESOURCE INFORMATION SYSTEMS A Human Resources Information System, is a system that lets you keep track of all your employees and information about them. It is usually done in a database or, more often, in a series of inter-related databases. These systems include the employee name and contact information and all or some of the following:

department, job title,

grade, salary, salary history, position history, supervisor, training completed, special qualifications, ethnicity, date of birth, disabilities, veterans status, visa status,

benefits selected,

They include reporting capabilities. Some systems track applicants before they become employees and some are interfaced to payroll or other financial systems.

JOB ANALYSIS The purpose of Job Analysis is to establish and document the 'job relatedness' of employment procedures such as training, selection, compensation, and performance appraisal. Job Analysis should collect information on the following areas:

Duties and Tasks The basic unit of a job is the performance of specific tasks and duties. Information to be collected about these items may include: frequency, duration, effort, skill, complexity, equipment, standards, etc. Environment This may have a significant impact on the physical requirements to be able to perform a job. The work environment may include unpleasant conditions such as offensive odors and temperature extremes. There may also be definite risks to the incumbent such as noxious fumes, radioactive substances, hostile and aggressive people, and dangerous explosives. Tools and Equipment Some duties and tasks are performed using specific equipment and tools. Equipment may include protective clothing. These items need to be specified in a Job Analysis. Relationships Supervision given and received. Relationships with internal or external people. Requirements The knowledges, skills, and abilities (KSA's) required to perform the job. While an incumbent may have higher KSA's than those required for the job, a Job Analysis typically only states the minimum requirements to perform the job.

The interview as a selection method: pros and cons

Traditionally, the interview has been the main means of assessing the suitability of candidates for a job. Almost all organisations use the interview at some stage in their selection process. Similarly, most applicants expect to be interviewed. Interviews are useful for assessing such personal characteristics as practical intelligence and interpersonal and communication skills. The interview can be used for answering applicants questions, selling the organisation and negotiating terms and conditions. It is a matter of debate whether an interview accurately assesses ability at work, relevant experience and work skills. A further problem with interviews is that factors that are not related to the job influence the decision: clothing, colour, ethnic origin, gender, accent, physical features or a disability might be such factors. There is also evidence that interviewers make decisions very rapidly on little information. You need to be aware of the potential pitfalls in using selection interviews and may choose to supplement them with a variety of tests. Some of these are considered below.

Natural Justice demands that organizations give employees the opportunity to prove that they are not at fault, that there are proper justifications for the way they acted or conducted

themselves. Dealing with people is not easy. This is especially true when you have to make a decision that can affect the future of your employees. The decision becomes more difficult when the person concerned is a good and productive employee who never had any problem before. The natural law can assist you to exercise fairness and justice in every action and decision.

Definition of 'Human Resource Planning - HRP'

The ongoing process of systematic planning to achieve optimum use of an organization's most valuable asset - its human resources. The objective of human resource (HR) planning is to ensure the best fit between employees and jobs, while avoiding manpower shortages or surpluses. The three key elements of the HR planning process are forecasting labor demand, analyzing present labor supply, and balancing projected labor demand and supply. The HR plan needs to be flexible enough to meet short-term staffing challenges, while adapting to changing conditions in the business and environment over the longer term. Human resource planning is also a continuous process.

Potential Appraisal and Development

In organizations that subscribe to HRD, the potential (career-enhancement possibilities) of every employee is assessed periodically. Such assessment is used for development planning as well as for placement. It is assumed under this system that the company is growing continuously. It may be expanding in scale, diversifying its operations, introducing technological changes, or entering new markets. A dynamic and growing organizations needs to continually review its structure and systems, creating new roles and assigning new responsibilities and Capabilities to perform new roles and responsibilities must continually be developed among employees. Like in our house, when we are selecting window blinds we need to consider wood blinds, faux wood blinds, mini blinds, and vertical blinds and window shades like roman shades, cellular shades, pleated shades, roller shades, and woven wood bamboo shades. The identification of employee potential to ensure the availability of people to do different jobs helps to motivate employees in additions to serving organizations needs.

What are Standing Orders - Standing Orders means rules of conduct for workmen employed in industrial establishments. Standing orders means rules relating to matters set out in the schedule to the Act. [section 2(g)]. The schedule to the Act requires that following should be specified in Standing Orders - (a) classification of workmen i.e. temporary, badli, casual, permanent, skilled etc. (b) manner of intimating to workmen working hours, shift working, transfers etc. (c) Holidays (d) Attendance and late coming rules (e) Leave rules (f) Leave eligibility and leave conditions (g) Closing and reopening of sections of industrial establishment (h) termination of employment, suspension, dismissal etc. for misconduct and acts or omissions which constitute misconduct (i) Retirement age (j) Means of redressal of workmen against unfair treatment or wrongful exactions by employer (k) Any other matter that may be prescribed.

Importance of Performance Appraisal

Performance appraisals, a very important function of the human resources department for any organization, are conducted to gauge the net worth of all its employees. Appraisal methods benefit the organization immensely. The aim of appraisals is to improve the present performance of the employees and draw on the future potential. The HR department undertakes this processes usually annually in which they procure, analyze and document facts about the performances of the employees of the organization.

Features

Performance appraisals provide feedback on the employee's performance. On the basis of the obtained feedback, the organization can decide whether to promote, demote, transfer, terminate the employee. Pay hikes and disciplinary actions can also be fixed by these. Resources for rewards are allocated by performance appraisals. These facilitate communication flow, organizational diagnosis and development. The superiors and subordinates both take each other as partners and work toward attainment of organizational goals and objectives

The Psychological testing is a field characterized by the use of samples of behavior in order to assess psychological construct such as cognitive and emotional functioning, about a given individual RELEVANCE OF PSYCHOLOGICAL TESTING IN HR Reviewing the effectiveness of attracting and retaining top talent with the help of psychological testing.

To give insights into the process of aligning human resources with the need to develop capability and chart out the differences between the superior and average performers of an organization including identifying and developing technical, managerial, business, functional and behavioral competencies of an employee in reference to psychological testing. To analyze and develop the managerial competencies with respect to industry demands. Relevance of these tests - Attitude test helps in assessing an individual's feelings about an event, person, or object. Attitude scales are used in marketing to determine individual (and group) preferences for brands, or items. It will help in judging the attitude of the employee towards organization and job satisfaction. The IQ test acts as a measure of intelligence and achievement tests measure the use and development of an ability. The intelligence test assists HR professionals in predicting the performance of an individual in virtually any job. Stress test is a form of test that is used to determine the stability of a given system or entity. It involves testing beyond normal operational capacity, often to a breaking point, in order to observe the results. Anxiety test helps us to measure the psychological condition in which a person experiences distress before, during, or after a test or other assessment to such an extent that this anxiety causes poor performance or interferes with normal learning.

Running an MDP Lets assume that you are looking at running an MDP. Lets take a look at some of the things you will need to take into account. Should you use your own trainers or use an external company? This ultimately comes down to two things: The skills and management experience of your trainers Budget! Have your internal trainers got the skills and experience to deliver the programme? In order to work for MTD all of my trainers have to have been senior managers in their previous lives. I believe that this is just so important for credibility and to be able to relate to the pressures that the delegates are experiencing. We like to use detailed case studies and draw from the past experience of our trainers roles of being a senior manager so we can pass that on to your staff.
Management Training & Development Ltd

A Management Development Programme (MDP) is a series of modules and activities that are designed and delivered over a longer period of time than your normal inhouse training course. The duration of an MDP can last anywhere from 3 months to over 2 years. From our point of view every MDP is unique because they are designed to fit in with your culture, ways or working and what you would like to achieve. Here are some examples of what we have included in our Management Development Programmes. Hopefully they give you some good ideas for your MDP. Modular Based Learning Sessions - these are normally 1 or 2 day classroom type training courses spread throughout the duration of the programme at regular intervals. For example, if it is a 6 month programme we might run one classroom event per month on various topics such as "Leading For Success", "Change Management", "Building High Performing Teams", "Coaching & Giving Feedback" etc Personal 1 on 1 Business Coaching - with this, each manager receives face to face or telephone coaching sessions with a fully qualified business coach. Together they tackle some of the major issues that are holding the manager back at work and they put action plans in place to improve them. Personality & Behavioural Profiling - each manager can take a number of assessments and exercises and then they will receive detailed reports and profiles on their preferences and what makes them the person that they are. Understanding oneself is very important in the development process. Each manager receives their feedback from a fully qualified expert with full explanations as to the application and practical considerations of the information. Personal 1 on 1 Life Coaching - each manager receives face to face or

telephone coaching from a fully qualified life coach. The aims of these sessions are to create balance in the managers life between work, rest and play and to act as support for any personal or confidence related issues. Work Based Assignments & Projects - applying learning into the workplace is a critical activity.With work based assignments, the managers have case studies to work through having to apply what they have learned on previous modules and areas of the development programme. Each assignment is based upon a "real life" scenario that the company has or could face in the future and the manager is left responsible for tackling the situation and heading up the team that ultimately has to provide solutions and a way forward for it.
Management Training & Development Ltd

www.m-t-d.co.uk

Team Building Events - these can be on or offsite where the group as a whole or in smaller teams are set challenging events and activities to promote cross functional working and the elements of building high performing teams. E-Learning Modules - some information and learning can be conducted through computer designed training sessions. Here, the manager accesses a programme through their computer and works through the course him or herself. At various points throughout the ecourse there will be mini tests and assessments to confirm their understanding of the topics covered. Simulations - with a simulation, groups of managers are "placed" into a real life scenario and it is up to them as a team to create a positive outcome. For ! Distance Learning - modules and course content can be covered through selfstudy

Compensation Management System

The Compensation Office in the Department of Human Resources and Employee Relations is responsible for assisting and making recommendations to University managers regarding the application of the CPM Compensation Management System. The System consists of three components that are interrelated: a. Compensation Administration b. Job Evaluation c. Performance Management