HUMAN

RESOURCE
MANAGEMENT
[Link] SOUHAILA
« You can get capital and erect buildings , but it takes people to
build a business. »

Thomas J,Watson (The founder of IBM)

Difference Between Recruiting and Hiring

Recruiting Hiring
•The process of attracting, identifying, and •The final act of offering the job and integrating the
selecting candidates. selected candidate into the company.
•A broader, multi-step process that starts long
before choosing a candidate. •Occurs after the recruitment process is completed.
•Includes defining the job, sourcing candidates, •Includes the employment contract, administrative steps,
evaluating applications, interviews, and selection. onboarding, and integration.
CHAPTER 1 : The Role of Human Resources
1. What Is Human Resources?
2. Skills Needed for HRM
3. Today’s HRM Challenges
4. Cases and Problems
 ▪ What is Management?
Management is the coordination and
administration of tasks to achieve a goal. Such
administration activities include setting the
organization’s strategy and coordinating the
efforts of staff to accomplish these objectives
INTRODUCTION through the application of available
resources.
Management can also refer to the seniority
structure of staff members within an
organization.
 1.1 What Is HRM?
Human resource management (HRM) is the process of
employing people, training them, compensating
them, developing policies relating to them, and
developing strategies to retain them.
As a field, HRM has undergone many changes over
INTRODUCTION the last twenty years, giving it an even more
important role in today’s organizations.
In the past, HRM meant processing payroll, sending
birthday gifts to employees, arranging company
outings, and making sure forms were filled out
correctly—in other words, more of an administrative
role rather than a strategic role crucial to the success
of the organization.
 Keep in mind that many functions of HRM are
also tasks other department managers perform,
which is what makes this information important,
despite the career path taken. Most experts
agree on six main roles that HRM plays in
organizations.
These are described in the following sections.
The Role of HRM A. Staffing :
You need people to perform tasks and get work
done in the organization. Even with the most
sophisticated machines, humans are still needed.
Because of this, one of the major tasks in HRM is
staffing. Staffing involves the entire hiring
process from posting a job to negotiating a salary
package. Within the staffing function, there are
four main steps:
 [Link] of a staffing plan. This plan
allows HRM to see how many people they should
hire based on revenue expectations.
2. Development of policies to encourage
multiculturalism at work. Multiculturalism in the
workplace is becoming more and more
important, as we have many more people from a
variety of backgrounds in the workforce.
The Role of HRM 3. Recruitment. This involves finding people to
fill the open positions.
4. Selection. In this stage, people will be
interviewed and selected, and a proper
compensation package will be negotiated. This
step is followed by training, retention, and
motivation.
 B. Development of Workplace Policies :
• Every organization has policies to ensure fairness and
continuity within the organization. One of the jobs of HRM
is to develop the verbiage surrounding these policies. In
the development of policies, HRM, management, and
executives are involved in the process. For example, the
HRM professional will likely recognize the need for a policy
or a change of policy, seek opinions on the policy, write
the policy, and then communicate that policy to
The Role of HRM employees. It is key to note here that HR departments do
not and cannot work alone. Everything they do needs to
involve all other departments in the organization. Some
examples of workplace policies might be the following:
➢ Discipline process policy
➢ Vacation time policy
➢ Dress code
➢ Ethics policy
➢ Internet usage policy
 [Link] and Benefits Administration :
HRM professionals need to determine that compensation is
fair, meets industry standards, and is high enough to entice
people to work for the organization.
Compensation includes anything the employee receives for his
or her work. In addition, HRM professionals need to make sure
the pay is comparable to what other people performing similar
jobs are being paid.
This involves setting up pay systems that take into
The Role of HRM consideration the number of years with the organization,
years of experience, education, and similar aspects.
Examples of employee compensation include the following:
• Pay
• Health benefits
• Retirement plans
• Stock purchase plans
• Vacation time
• Sick leave
• Bonuses
• Tuition reimbursement
 [Link] and motivation:
Retention involves keeping and motivating
employees to stay with the organization.
Reduce turnover through career growth,
recognition, and job satisfaction.
Build loyalty and long-term commitment.
Compensation is a major factor in employee
The Role of HRM retention, but there are other factors as well.
Ninety percent of employees leave a company
for the following reasons:
➢ Issues around the job they are performing
➢ Challenges with their manager
➢ Poor fit with organizational culture
➢ Poor workplace environment
 [Link] and motivation:
Motivate and Engage Employees
• Foster motivation through recognition,
meaningful work, and good working
conditions.
• Create a positive and productive work
The Role of HRM environment.
 [Link] and Development :
Once we have spent the time to hire new employees, we
want to make sure they not only are trained to do the job but
also continue to grow and develop new skills in their job.
This results in higher productivity for the organization.
Training is also a key component in employee motivation.
Employees who feel they are developing their skills tend to
be happier in their jobs, which results in increased employee
retention.
The Role of HRM Examples of training programs might include the following:
➢ Job skills training, such as how to run a particular
computer program
➢ Training on communication
➢ Team-building activities
➢ Policy and legal training, such as sexual harassment
training and ethics training
 [Link] :
Besides these major roles, good communication
skills and excellent management skills are key to
successful human resource management as well
as general management.
J. Enhance Employee Well-Being & Quality of
Work Life (QWL)
• Reduce stress, improve ergonomics, and
The Role of HRM support work–life balance.
• Implement well-being, health, and safety
policies.
H. Promote Healthy Employee Relations
• Maintain open communication and good labor
relations.
• Manage conflicts, grievances, and social
dialogue.
Exercise 1
A company notices a high turnover rate among its production employees.
Exit interviews reveal:
• Low salaries compared to competitors
• Limited training
• Lack of recognition from supervisors
• No career development opportunities
• Questions:
• Identify three HRM goals that are not being achieved in this company.
• Propose three HR actions to reduce turnover.
1.2 Skills Needed for HRM

One of the major factors of a successful

The first skill needed is organization.
manager or human resource (HR)
The need for this skill makes sense, given
manager is an array of skills to deal with
that you are managing people’s pay,
a variety of situations. It simply isn’t
benefits, and careers. Having organized
enough to have knowledge of HR, such
files on your computer and good time-
as knowing which forms need to be filled
management skills are crucial for success
out. It takes multiple skills to create and
in any job, but especially if you take on a
manage people, as well as a cutting-edge
role in human resources
human resource department.
1.2 Skills Needed for HRM

Consider the fact that many HR managers

negotiate salary and union contracts and
manage conflict. In addition, HR managers
Ethics and a sense of fairness are also
have the task of ensuring compliance with
necessary in human resources. Ethics is a
ethics standards within the organization.
concept that examines the moral rights and
Many HR managers are required to work with
wrongs of a certain situation.
highly confidential information, such as salary
information, so a sense of ethics when
managing this information is essential.
Three ways
HR is
changing
KEY Takeaways :

• This chapter makes the point that communication and people skills, or “soft skills,” are necessary to be successful in any job.
• Capital includes all resources a company uses to generate revenue. Human resources or the people working in the organization are the most
important resource.
• Human resource management is the process of employing people, training them, compensating them, developing policies relating to the
workplace, and developing strategies to retain employees.
• There are a number of skills crucial to human resource management. First, being able to organize and multitask is necessary. In this job, files
must be managed, and an HR manager is constantly working in different areas of the business.
• Communication skills are necessary in HRM as well. The ability to present good and bad news, work with a variety of personalities, and coach
employees is important in HRM.
• Specific job skills, such as computer skills, knowledge of employment law, writing and developing strategic plans, and general critical-thinking
skills are important in any type of management, but especially in human resource management.
• A sense of fairness and strong ethics will make for the best HR manager. Because HR works with a variety of departments to manage conflict
and negotiate union contracts and salary, the HR professional needs ethics skills and the ability to maintain confidentiality
 • If you were to ask most business owners what their
biggest challenges are, they will likely tell you that cost
management is a major factor to the success or failure
of their business. In most businesses today, the people

1.3 Today’s part of the business is the most likely place for cuts
when the economy isn’t doing well.
• Consider the expenses that involve the people part of
HRM any business:

Challenges 1. Health-care benefits

2. Training costs
3. Hiring process costs
4. And many more…
 1. The Classical Approach –
Foundational Vision of Human
Resources
Chapter 2 :
History of 2. The Human Relations Approach
HRM
3. Transition from the Administrative
Function to the Strategic Function (in
Human Resources)
 • The Classical School represents the earliest structured
approach to management and human resources.
Emerging at the end of the 19th and beginning of the
20th century, it views the organization as a rational
1. The Classical and hierarchical system designed to achieve maximum
Approach – efficiency.
• In this vision, employees are primarily seen as
Foundational economic beings motivated by financial rewards.
Vision of Human Human resources are considered a factor of
production, similar to machines or raw materials.
Resources • The main objective is to optimize work through
division of labor, standardization of tasks, and strict
supervision.
 ➢ Key characteristics of the Classical School include:
• Clear hierarchy and centralized authority
• Clearly defined roles and responsibilities
1. The Classical
• Emphasis on rules, procedures, and discipline
Approach – • Focus on productivity, efficiency, and output
Foundational Major contributors to this school of thought include
Vision of Human Frederick Taylor (Scientific Management), Henri Fayol
(Administrative Theory), and Max Weber (Bureaucratic
Resources Model). Their ideas laid the foundations of modern HR
practices such as job descriptions, performance
measurement, and formal organizational structures.
 [Link] W. Taylor – Scientific Management
Frederick Taylor is the founder of Scientific Management. His
main objective was to improve productivity by applying
scientific methods to work organization.
• Work should be analyzed scientifically (time and motion
1. The Classical studies)
• Each task has one best way to be performed
Approach – • Strong division between planning (management) and
Foundational execution (workers)
• Workers are motivated mainly by financial incentives
Vision of Human (piece-rate pay)
➢ Impact on HR:
Resources • Job standardization
• Performance measurement
• Productivity-based pay systems
➢ Limitation:
• Neglects human and social needs of workers
 Objectives of Scientific Management (OST – Taylorism) :
The main objectives of Scientific Management are centered on efficiency,
productivity, and cost reduction.
They include:
• Increase productivity and profitability of organizations.
1. The Classical • Rationalize work by breaking each task down into simple, standardized,
and scientifically analyzed movements.
Approach – • Identify “the one best way” to perform each task.

Foundational • Increase productivity through specialization and repetition, assigning

workers to narrowly defined tasks.

Vision of Human • Reduce production costs by eliminating wasted effort and inefficiency.
• Optimize time and movements using time-and-motion studies and
Resources precise chronometer measurements.
• Strictly control workers through detailed rules, procedures, and close
supervision.
• Motivate workers exclusively through pay, using performance-based
wage systems (piece-rate pay).
• In this model, human labor is treated as a factor to be optimized
scientifically, with little consideration for psychological, social, or
emotional aspects of work.
 Example of Scientific Management (OST) in a Factory
In a factory applying Scientific Management (Taylorism):
• The worker’s movements are timed and measured using
1. The Classical a stopwatch.
• The fastest and most efficient method to manufacture a
Approach – part is identified and imposed.
Foundational • A production standard is established (e.g., 50 units per
hour).
Vision of Human • Workers receive a bonus or premium if they meet or
Resources exceed the production standard.
 [Link] Fayol – Administrative Theory
Henri Fayol focused on the overall management of
organizations, rather than shop-floor productivity.
• Five managerial functions:
• Planning
1. The Classical • Organizing
• Commanding
Approach – • Coordinating
• Controlling
Foundational • 14 principles of management (unity of command,
Vision of Human division of work, discipline, authority, etc.)
➢ Impact on HR:
Resources • Managerial roles definition
• Organizational structure design
• Clear management responsibilities
➢ Limitation:
• Top-down approach, limited employee participation
 [Link] Weber – Bureaucratic Organization
Max Weber developed the bureaucratic model, focusing
on structure, rules, and authority.
• Clearly defined hierarchy of authority
• Formal rules and procedures
1. The Classical • Impersonal relationships (positions matter more than
people)
Approach – • Recruitment and promotion based on competence and
qualifications
Foundational ➢ Impact on HR:
Vision of Human • Formal job descriptions
Resources • Clear career paths
• Legal–rational authority
➢ Limitation:
• Can lead to rigidity, lack of flexibility, and demotivation
 Consequences of the Classical School
• Significant increase in industrial production and
overall productivity.
• Emergence of scientific management, with
structured methods to organize and control work.
1. The Classical However, it also led to negative consequences:
Approach – • Worker alienation and loss of meaning at work
• Physical and mental fatigue
Foundational • Social conflicts between workers and management
Vision of Human • Monotonous and repetitive work
Resources • Little creativity, autonomy, or initiative from
employees
In summary: while the Classical School greatly
improved productivity, it did so at the expense of
human and social well-being, which later gave rise to
alternative approaches such as the Human Relations
School.
 ▪ The Human Relations School emerged
in the 1930s as a reaction to the limits
of the Classical School. It emphasizes
the human and social dimensions of
work, arguing that employee behavior
and performance are strongly
2. The Human influenced by social relationships,
Relations motivation, and job satisfaction.
Approach ▪ This approach views employees as
social beings, not just economic
resources. Productivity is seen as the
result of positive human relations,
effective communication, recognition,
and a supportive work environment.
 The Human Relations School marked a major shift in
Human Resource Management by introducing concepts
such as employee engagement, teamwork, participative
management, and organizational culture. It laid the
groundwork for modern HR practices focused on
2. The Human motivation, leadership, and human behavior at work.
Relations ➢ Relations approach include:

Approach • Importance of social interactions and group dynamics

• Employee motivation beyond financial rewards
• Attention to morale, satisfaction, and well-being
• Leadership based on communication and
participation
 1. Elton Mayo and the Human Relations School
Elton Mayo was an Australian psychologist and sociologist,
best known as the founder of the Human Relations School of
management. His work marked a major turning point in
management thinking by shifting the focus from technical
efficiency to human and social factors at work.
• Second Series of Mayo’s Experiments : Hawthorne Studies
2. The Human (1924–1932):
Conducted at the Western Electric Hawthorne Works in the
Relations United States, these experiments showed that workers’
productivity increased not only due to physical conditions
Approach (lighting, hours) but mainly because employees felt
observed, valued, and listened to.
• Mayo demonstrated that informal groups, peer pressure,
and social relationships strongly influence employee
behavior and performance.

Contrary to Taylorism, Mayo argued that motivation is not

purely financial. Recognition, belonging, communication, and
morale play a critical role.
 Mayo’s Conclusion :
Performance is not influenced only by physical working
conditions such as lighting, but mainly by the fact of
being observed and taken into consideration.
When employees feel that their work matters and that
2. The Human managers pays attention to them, they naturally change
their behavior and become more productive.
Relations
This phenomenon is known as the Hawthorne Effect:
Approach
The behavior of individuals changes simply because
they know they are being observed.
 Second Series of Mayo’s Experiments (1927–1933)
During this phase, Elton Mayo studied the impact of
fatigue and social conditions on productivity by
observing a small group of five female workers
subjected to various changes, such as:
2. The Human • Wage increases
Relations • Improved break times
Approach • Longer rest periods
➢ Surprising result: Productivity continued to increase,
even when wages were reduced.
• This demonstrated that productivity was influenced
less by pay or physical conditions and more by social
factors, attention from researchers, group cohesion,
and the feeling of being valued.
 [Link] Maslow and the Hierarchy of Needs
Abraham Maslow was an American psychologist who developed
one of the most influential theories of human motivation: the
Hierarchy of Needs.
• Maslow argued that human needs are structured in levels and
that lower-level needs must be satisfied before higher
2. The Human • An individual first seeks to satisfy the need that appears to be
the most vital. Once this need is satisfied, the individual then
Relations seeks to satisfy the next most important need.
• Thus, as soon as a need is satisfied, it ceases to be a primary
Approach motivator, and another need emerges, which will remain
dominant as long as it is not satisfied.
• This principle reflects the dynamic nature of human
motivation, as described in Maslow’s theory of needs.
• Motivation is not only financial
• Employees are motivated by recognition, development, and
meaning
• HR policies should address different levels of employee needs
1. Who is considered the founder of Scientific Management
(OST)? 5. The Hawthorne experiment showed that:
a) Henry Ford a) Lighting directly influences productivity
b) Elton Mayo b) Recognition and attention increase motivation
c) Frederick Taylor c) Workers do not like being observed
d) Max Weber d) Breaks reduce productivity
2. Which concept is central to Taylorism? 6. What is the main difference between these two approaches?
a) Cooperation a) The place given to human beings in the organization
b) Division of labor b) The number of workers
c) Recognition c) The type of machines used
d) Flexibility d) The level of wages
3. In the Human Relations School, the worker 7. What is the main limitation of the Human Relations School?
is seen as: a) It ignores motivation
a) An executor b) It is too optimistic and idealizes relationships
b) A social being c) It rejects hierarchy
c) A production machine d) It ignores productivity
d) A controller
8. Taylorism focuses on:
4. The Human Relations School introduced into a) Psychological needs
management: b) Organization and technique
a) Psychology and communication c) Group work
b) Control and discipline d) Communication
c) Time measurement
d) Mass production
 Exercise :
Analyze the difference between both approches
 • The transition from the administrative
3. Transition from function to the strategic function in
Human Resource Management
the Administrative reflects the evolution of HR from a
Function to the support role to a key driver of
Strategic Function organizational performance and
(in Human competitiveness.
Resources)
 1. The Administrative HR Function
• Initially, HR was mainly operational and
3. Transition from administrative. Its role focused on:
the Administrative • Payroll processing and personnel records
Function to the • Recruitment paperwork and contracts
Strategic Function • Attendance, leave, and compliance with
(in Human labor laws
Resources) • Application of rules and procedures
• HR was seen as a cost center, with
limited involvement in decision-making.
 2. The Strategic HR Function
• Over time, organizations recognized that people
are a strategic asset. HR evolved into a strategic
partner contributing directly to business
3. Transition from objectives. Its role now includes:
the Administrative • Aligning HR policies with organizational strategy
Function to the • Talent management and skills development
• Performance management linked to company
Strategic Function goals
(in Human • Change management and organizational
development
Resources) • Employer branding and employee engagement
• HR becomes a value creator, supporting
innovation, productivity, and long-term
competitiveness.
 3. Key Drivers of This Transition
• Globalization and increased
3. Transition from competition
the Administrative • Technological change and
Function to the digitalization
Strategic Function • Need for agility, innovation, and
(in Human skilled talent
Resources) • Shift toward knowledge-based
economies
 4. Impact on Organizations
• This evolution transforms HR into a
3. Transition from central actor in strategic planning,
ensuring the right people, with the
the Administrative right skills, are in the right roles at the
Function to the right time.
Strategic Function ➢In summary, the passage from an
(in Human administrative to a strategic HR
Resources) function marks a fundamental
change: from managing employees as
resources to developing human
capital as a source of sustainable
competitive advantage.
Chapter 3 [Link] contracts
: 2. Working Hours
Moroccan
3. Maternity/Paternity Leave
HR policies
[Link] Leave

5. Vacation Leave
 ➢ There are two types of employment contracts in
Morocco: fixed term and indefinite term.
A definite duration requires there to be a starting
date and a termination date, while an indefinite
duration the term of employment will be without a
[Link] limit.

contracts Definite-term contracts may not exceed 12 months

(one year) and can be renewed only once, while
indefinite-term contracts do not have an expiration
date.
In the case of a fixed-term contract, if an employee
continues working for the employer after the contract
expires, then the fixed-term contract will
automatically become an indefinite-term contract.
 The probation period for indefinite-term
contracts cannot exceed three months for
managers, a month and a half for office
employees, and 15 days for on-site laborers.
For definite-term contracts that are for less
than six months the probation period is
limited to one day for every week and 30 days
for contracts for more than six months.
 • In Morocco, every 26 days or 191 hours of work is one full
month of employment. The standard work year is 2,288 hours
per year distributed over 44 hours per week from Monday to
Friday, provided that the workday hours do not exceed 10 per
day. Overtime is capped at two hours per day and 80 hours per
year. Overtime can be extended to 100 hours per year with
permission from the Worker’s Council. Overtime pay during
2. Working the daytime period (6 a.m. to 9 p.m.) is 125% of the basic rate.
• Overtime worked at night (9 p.m. to 6 a.m.) is paid at 150% of
Hours the basic rate. Overtime during weekends and public holidays
is increased to 150% for work during the day, and 200% for
work during the evening, in addition to receiving an alternate
day of rest. The total amount of overtime must be paid in the
following pay date of the salary. Weekly rest should be at least
one day per week that is set on Friday, Saturday, Sunday or on
the weekly market day. Female employees can work night
shifts after consultations with the labor unions.
 • Generally, female employees receive 14 weeks of
fully paid maternity leave, seven weeks before the
due date and seven weeks after delivery. However,
in the event of pregnancy-related illnesses, the paid
maternity period is extended to eight weeks before
the due date and a maximum of 14 weeks after the
3. delivery.
Maternity/Paternity
• They can also qualify for 12 months of unpaid leave
Leave to take care of the new- born child. Male
employees receive three days of paternity leave.
• Female employees who are either pregnant or on
maternity leave and choose to resign, can do so
without adhering to the termination notice period,
as long as she informed her employer no later than
15 days before the expiration of maternity leave.
 • As soon as the pregnancy is announced, the
employer will ensure that the employee's job is
lightened or adapted before she goes on maternity
leave and during the first weeks of her return. The
employee will also be protected against dismissal
3. from the moment of the announcement of her
Maternity/Paternity pregnancy until her return from maternity leave.
Leave
• Paid paternity leave is three days (consecutive or
separated), which should be determined by the
parties. The employer will pay the employee during
paternity leave his regular salary and can request
reimbursement from the National Social Security.
 • Employees receive sick leave after the fourth
day of illness, if they have contributed to
social security in the previous six months,
notify their employer within 48 hours of
[Link] Leave illness and have a medical certificate. It is
paid at 66% of the employee’s basic salary.
Employees are required to inform their
employers of their sick leave within 48 hours
after getting sick and submit a medical
certificate within four days.
5. Vacation
• Employees receive one-and-a-half days of
Leave annual leave for every month of service.
 1. Human Resource
Planning (HRP)
Chaptre 3 :
Recruituing [Link] of recruitment
process
[Link]
 1. Definition of HRP
Section 1.3
: Human
Resource 2. Objectives of HRP

Planning
(HRP) 3. Process of HRP
1. Definition of HRP
Process of anticipating and making provision for the movement of people into, within, and
out of an organization.
Human resource planning comprises putting the right number and kind of people at the right
place, at the right time, and making them do things for which they are suited, to achieve
business goals.

In the era of industrialization, structured HR planning has become a really important aspect. It
is carried out in a particular sequence of steps which begins with analyzing the current
inventory of manpower available.

The managers need to suitably make plans for future requirements, by forecasting along with
developing employment and training programs.
2. Objectives of HRP
The process by which management determines how an organization should move from its current manpower
position to its desired manpower position. Through it , management strives to have the right number and the
right kind of people at the right place, at the right time, doing things which result in the organization and the
individual receiving, maximum long-range benefit”.

Right Time ▪ To maintain

Right number ▪ To forecast

Right skills ▪ To optimize

Right cost ▪ To utilize

 The major objectives of HRP are as follows:
• To ensure optimum use of existing human
resources.
• To forecast future requirement for human
resources.
• To link human resource planning with organizational
2. Objectives planning.
• To control the cost aspect of human resources.
of HRP • To formulate transfer and promotion policies.
• To meet the needs of expansion and diversification
programs.
• To anticipate the impact of technology on jobs and
requirements for human resources.
 • To optimally utilize the present employees.
• To post the right people, for right job, at right place and
at right time.
• To bridge the gap between demand and supply of
workforce.
• To effectively and efficiently deal with surplus and deficit
workforces.
2. Objectives • To decide on future quality and quantity of manpower.
of HRP • To determine cost and control of human resources.
• To formulate transfer and succession policies.
• To evolve development programs.
• To achieve organizational objectives.
• To ensure that current human resources are employed to
have the optimum use.
[Link] of HRP
• There are four general, broad steps
involved in the human resource
planning process.
• Each step needs to be taken in
sequence in order to arrive at the end
goal, which is to develop a strategy
that enables the company to
successfully find and retain enough
qualified employees to meet the
company's needs.
 [Link] of HRP
❖ Analyzing Labor Supply
The first step of human resource planning is to identify the
company's current human resources supply. In this step, the
HR department studies the strength of the organization
based on the number of employees, their skills,
qualifications, positions, benefits, and performance levels.
❖ Forecasting Labor Demand
The second step requires the company to outline the future
of its workforce. Here, the HR department can consider
some issues like promotions, retirements, layoffs, and
transfers—anything that factors into the future needs of a
company. The HR department can also look at external
conditions impacting labor demand, such as new
technology that might increase or decrease the need for
workers.
 [Link] of HRP
❖ Balancing Labor Demand With Supply
The third step in the HRP process is forecasting the employment
demand. HR creates a gap analysis that lays out specific needs to
narrow the supply of the company's labor versus future demand.
This analysis will often generate a series of questions, such as:
• Should employees learn new skills?
• Does the company need more managers?
• Do all employees play to their strengths in their current roles?
❖ Developing and Implementing a Plan
• The answers to questions from the gap analysis help HR
determine how to proceed, which is the final phase of the HRP
process. HR must now take practical steps to integrate its plan
with the rest of the company. The department needs a budget,
the ability to implement the plan, and a collaborative effort with
all departments to execute that plan.
• Common HR policies put in place after this fourth step may
include policies regarding vacation, holidays, sick days, overtime
compensation, and termination.
KEY TAKEAWAYS

Human resource planning (HRP) is a strategy used by a company to maintain a

steady stream of skilled employees while avoiding employee shortages or
surpluses.

Having a good HRP strategy in place can mean productivity and profitability for a
company.

There are four general steps in the HRP process: identifying the current supply of
employees, determining the future of the workforce, balancing between labor
supply and demand, and developing plans that support the company's goals.
Section 2.3 Source of recuitment
 Section 3.3 : Recruitment

The author shows, by

According to J-M
a very general
Peretti (1), the general
diagram, thateach
process includes the
step is broken down
following 4 steps:
into sub-steps.

Preparation of the Selection of Reception and

Search for candidates,
recruitment, candidates, integration.
 Expression of the request
Preparation of recruitment
Analysis of the request

Definition of the position and the profile

Internal prospecting
The Search for candidates
General Choice of search method
process
of Search for external candidates
Recruit
ment First sorting
Selection of candidates
Interview

Possible tests

Decision , Proposal to the candidate and

Reception and integration contract

Integration and confirmation

 • In this stage, it’s about gathering information from
the hiring manager. As soon as the job requisition has
been approved internally, the recruiter will contact the
hiring manager to make an appointment for the vacancy
intake.
• During the intake, the recruiter and hiring manager will
discuss the specific requirements for the new position. It
includes the required skills, role in the team, personality,
1. Preparing : and capabilities of a suitable candidate.
• The recruiter will use the information gathered during
the vacancy intake to write a clear, inclusive, job
description (to use internally).
• Based on the job description, they will then write the job
posting (or ask a copywriter to do this). The job posting,
or job advert, is the external text that candidates will
see.
 • Once the foundation for the candidate search has
been laid, it’s time to start sourcing. This is where
it’s easier if the full cycle recruiter is, for example,
only focusing on highly specialized roles.
• If you’re only looking for candidates in a specific
field, this reduces the number of potential sourcing
channels dramatically. This, in turn, will allow you to
2. Sourcing better keep track of each channel. It also helps you
understand what channel provides you with the
most successful candidates, etc.
• Posting job ads (job boards, LinkedIn, etc.)
• Searching the internal database
• Recruitment agencies / headhunting firms
Objective: attract the maximum number of qualified
candidates.
 • Potential candidates may be found within the
company or outside it:
• “Internal recruitment”: refers to employees
applying for internal mobility.
2. Sourcing • “External recruitment”: includes recent graduates,
individuals already employed, or job seekers. The
target pool is broad, but the company may
deliberately choose to exclude certain profiles or
focus on a specific segment, notably based on the
defined job profile.
 The initial screening of candidates can take place in several ways.
• Resume screening. This is the most common technique. It helps the
recruiter assess if candidates comply with (some of) the criteria in the
job description.
• Pre-selection. It is a powerful screening method that helps to avoid
potential mismatches. Pre-selection tools provide assessments that
can include cognitive testing, a job sample, personality testing, and
3. Screening other tests that help to predict the quality of the new hire.
Pre-employment assessments can also include a realistic job preview.
This shows candidates the positive but also the not so pretty sides of
the job, resulting in a more truthful picture of the role. This helps in
aligning expectations between candidate and employer and leads to
better hires.
• The goal of this stage of the recruitment process is to reduce the
number of candidates to a manageable group of between 3-10
people. These candidates can be interviewed in person/via video.
 • This step of the selection process is about
sending out assignments, arranging interviews,
participating in the interview process, and
providing feedback to candidates. It’s also about
maintaining a good relationship with the hiring
manager and keeping him or her actively
4. Selecting involved.
• Here, the full cycle recruiter needs to keep an
eye on several balls at the same time. A big part
of this stage of the full cycle recruiting process is
about scheduling. Candidate interviews need to
be planned and confirmed. Assignments need to
be sent out and reviewed, and constructive
feedback needs to be provided afterward.
 • Once the recruiter have reduced their
shortlist to between one and three
candidates, it’s time to do a reference check
and, in some cases, also a background check.
5. Hiring
 • Once the candidate has signed the contract, the full cycle
recruiter’s job isn’t over yet. This is where the pre-
boarding period starts. It refers to the time between the
candidate signing the contract and them starting their
new job.
• It’s crucial to keep in touch with new hires during this
period to keep them engaged and excited to get started.
6. Not doing so can result in them joining another company
before they even began.
Onboarding Onboarding steps :
• Administrative welcome: contract, badge, work
tools/equipment.
• Introduction to the company and its values
• Meet-and-greet with the team and the manager
• Training on internal procedures and tools
• Follow-up during the probation/trial period
 • The recruitment or acquisition of human

Key Takeaways resources is an essential step for any

organization (company organization,
administration,...).
• Exercise 1 – True/False + Justification
Indicate whether the following statements are TRUE or FALSE, and
justify your answer:
• Recruitment ends at the moment the contract is signed.
• Internal recruitment can motivate employees and reduce costs.
• Onboarding is not necessary if the employee is experienced.
• A poor welcome/onboarding of an employee can lead to a
recruitment failure.
• The probation/trial period is part of the onboarding process.
• Exercise 2 : Short case study
A company hires a technician and, on the first day, only gives them
their contract and work tools, with no introduction to the team and
no support/coaching.
• Question: What risks is the company taking? What would you
recommend to the HR function?
 Chapter 4 : Motivation
By what means of motivation can we retain these human resources within the organization and
encourage them to become more productive?

1. DEFINITION AND [Link] OF MOTIVATION 2. IMPORTANCE OF

TYPOLOGIES MOTIVATION
 1.1- Definition
• The term "motivation" describes why a person
does something. It is the driving force behind
human actions.
1.1Definition • Motivation is the process that initiates, guides,
and maintains goal-oriented behaviors.
and • Motivation is one of the most important
characteristics concepts in HRD.
This is the reason companies spend humungous
amounts of money in arranging for training
sessions and recreational events to motivate the
employees. Motivation can be understood
as the desire or drive that an individual has to
get the work done.
 the American psychologist Abraham Harold
Maslow formulated a pyramid of needs. It is a
motivational model of human development based on
a “hierarchy of needs”, that is a series of five “needs”
arranged hierarchically on the basis of which the
satisfaction of the most elementary needs is the
1.2 Typology condition for bringing out the needs of a higher order.
of ‘Abraham The structure of his pyramid starts from the bottom
and proceeds upwards. It represents the priority of
Maslow’ human needs, which determine human behavior.
Physical needs represent the lower-order needs whilst
socio-psychological needs represent the higher order
needs. In Maslow’s model, dissatisfaction is a strong
motivator for behavior. According to Maslow, the
pyramid is structured in this way (from lowest to
highest):
• Physiological needs: it is the physical level of our basic survival needs (food, water and shelter);
they are the first to have to be satisfied because of the instinct for self-preservation.
• Safety needs: to this category belong all those needs (security, health and finances) that
guarantee the individual tranquility and calm.
• Belonging needs: it is well known that even the most accomplished man in the world feels an
indispensable impulse, which consists in feeling loved, appreciated and desired. For this reason,
the category of needs of belonging includes the spheres of love, friendship and family.
• Esteem needs: they encompass accomplishment, freedom, and self-confidence, which
correspond to Learning and Realization. The individual wants to feel competent and productive.
• Accomplishment needs: finally, there is the level of self-actualization, fulfilment of potential,
discovery of purpose and clarity of perception. It is the desire to realize one’s own identity on the
basis of expectations and potential and to occupy a social role by exploiting one’s mental and
physical faculties.
 The two-factor theory is a concept that states the
factors that affect an individual's satisfaction

1.3 Typology and motivation level.

the Herzberg theory states that certain elements within a workplace

of lead to job satisfaction, while others lead to

dissatisfaction. Herzberg developed the theory to understand an
employee's attitude better and drive toward the job.

‘HERZBERG’ These two factors are:

The two-
factor theory Job satisfaction (affective/hygiene)

Job dissatisfaction (motivational)

 Hygiene factors are the elements of a job that satisfy basic needs:
security, pay, fairness, and working conditions. When these needs are
met, employees feel comfortable and satisfied with their roles.
Here are some examples of hygiene factors:
• Salary and benefits: How well an employee's basic needs are met,

[Link] such as pay and insurance

• Job security: The amount of control the employer has over keeping

factors the position filled

• Work environment: The amount of stress and travel required, as well
as the office environment (temperature, cleanliness, basic hygiene)
• Job policies: How an employee's day-to-day activities are controlled
• Supervisory practices: How well the employees are managed
• Company policies and administration: The way policies are set up in
the organization
• Company reputation: The reputation of an organization outside of
the company walls, such as with suppliers and business partners
 • Motivational factors are the key job elements that motivate people to stay and grow in a
role. When these needs are not fulfilled, the project team may become dissatisfied with
their jobs. They may want more challenging roles that allow them to grow professionally,
learn new skills, or manage greater responsibilities.
• Here are a few examples of motivators as per Herzberg’s two-factor theory:
• Achievement: The sense of accomplishment at the end of a project or task
• Recognition for accomplishments: Being acknowledged for their work or contributions to
the organization that go above and beyond their job duties, whether that’s through a raise,
promotion, or important assignment
[Link] • Advancement: The opportunity to be promoted within the organization
• Creativity: The ability to think outside the box to solve problems or come up with new
motivators ideas
• Variety: A change in work assignments, projects, or duties
• Independence: The ability to make their own decisions
• Interesting work: Tasks are stimulating and keep them interested
• Responsibility: The opportunity to take on bigger project roles, more duties, and higher
levels of confidentiality
• Accomplishment: The ability to accomplish a given task within the set deadline
• Personal development: The opportunity to upskill by learning new skills, improving existing
ones, and attaining certifications
• Interpersonal relationships: The ability to interact with other employees or clients
positively and build long-term relationships
• Status: Being seen as a leader in the organization, giving orders, and seeing those orders
carried out
 • The organization should understand the fact
that employees are the individuals with
different traits.
• After understanding the several ways of
[Link] of motivation, You will be able to categorize your
employees in a better way. And than right type
employee of motivation will apply on them to increase the
level of employee engagement and employee
motivation satisfaction.
• Motivation is grouped into two categories :
intrinsic motivation and extrinsic motivation.
Some of the employees react better to intrinsic
motivation while other may react better to
extrinsic motivation.
Intrinsic Motivation

Intrinsic motivation is defined as the motivation or the motives that originate internally and comes from
within yourself rather than an outside source. It is behavior driven by satisfaction of internal rewards.

If the employees are intrinsically motivated to accomplish a task, they will enjoy the process of work and
accomplish it willingly. It is the strong desire and the wish to accomplish them.

In intrinsic motivation, the employees perform and fulfill a task by finding it personally rewarding. Due to
which they will enjoy and accomplish the task to see it as better opportunity to learn, explore their
potentials.

If the task is completed through intrinsic motivation than it will usually leave you personally satisfied.
Extrinsic motivation

Extrinsic motivation is defined as the motivation or motive that comes from an

external source rather than internal or within source. In extrinsic motivation
there is either any promise of reward for the work or a fear of punishment.

Some employees in the organization may never be motivated internally.

Therefore, extrinsic rewards will motivate them to accomplish a task in a better
way.

Extrinsic rewards consist of bonus, salary hike, award, public recognition, and
other type of compensation.
3. Motivation in the Workplace
[Link] Theories of Motivation :
These emphasize how motivation works—how effort is linked to performance and
outcomes.
➢Vroom’s Expectancy Theory : Assumes that behavior results from conscious choices
among alternatives whose purpose it is to maximize pleasure and minimize pain.
Together with Edward Lawler and Lyman Porter, Victor Vroom suggested that the
relationship between people's behavior at work and their goals was not as simple as was
first imagined by other scientists. Vroom realized that an employee's performance is
based on individuals factors such as personality, skills, knowledge, experience and
abilities.
The theory suggests that although individuals may have different sets of goals, they can be
motivated if they believe that:
• There is a positive correlation between efforts and performance,
• Favorable performance will result in a desirable reward,
• The reward will satisfy an important need,
• The desire to satisfy the need is strong enough to make the effort worthwhile.
3. Motivation in the Workplace
• The theory is based upon the following beliefs:
❖Valence (value placed on rewards) :
Valence refers to the emotional orientations people hold with respect to
outcomes [rewards]. The depth of the want of an employee for extrinsic
[money, promotion, time-off, benefits] or intrinsic [satisfaction] rewards).
Management must discover what employees value.
"I really want that bonus, so the valence is high"
❖Expectancy (effort leads to performance) :
Employees have different expectations and levels of confidence about what
they are capable of doing. Management must discover what resources,
training, or supervision employees need.
"If I study hard, I can get a good grade"
3. Motivation in the Workplace
❖Instrumentality (performance leads to rewards):
The perception of employees as to whether they will actually get what
they desire even if it has been promised by a manager. Management
must ensure that promises of rewards are fulfilled and that employees
are aware of that. ("If I get a good grade, I'll get a bonus").
Vroom suggests that an employee's beliefs about Expectancy,
Instrumentality, and Valence interact psychologically to create a
motivational force such that the employee acts in ways that bring
pleasure and avoid pain.
Motivation = Expectancy x Instrumentality x Valence.
3. Motivation in the Workplace
2. Equity Theory (Adams) :
According to Adams’ Equity Theory, employees’ motivation stems from
their perception of fairness in the workplace. They evaluate the
balance between their own inputs—such as effort, time, and skills—
and the outcomes they receive—like salary, recognition, or benefits—
by comparing this ratio to that of their colleagues. When they sense an
imbalance or inequity, it generates a feeling of dissatisfaction,
prompting them to take steps to restore fairness, either by adjusting
their effort, seeking changes in rewards, or altering their perceptions.
3. Motivation in the Workplace

Inputs : Outputs :
What the employee brings: What the employee
effort, skills, experience, receives: salary, bonuses,
education, time, loyalty, benefits, recognition,
flexibility. promotion, job security.

Perceived Equity vs Inequity

•Equity: Ratios are equal → motivation is maintained.
•Under-reward Inequity: Employee feels underpaid or
undervalued → leads to dissatisfaction, lower effort, or
turnover.
•Over-reward Inequity: Employee feels over-rewarded → may
cause guilt, but less common.
3. Motivation in the Workplace

Workplace Example
• Case 1 (Equity):
• Employee A works 40h/week, earns 10,000 MAD, and sees Employee B with
same role, same hours, same pay.
• Perception of fairness → motivation stays stable.
• Case 2 (Inequity):
• Employee A works 40h/week, earns 10,000 MAD.
• Employee B works 40h/week, earns 13,000 MAD.
• Employee A perceives unfairness → may reduce effort or look for new
opportunities.
3. Motivation in the Workplace
• Managerial Implications
- Ensure transparent and fair reward systems.
- Communicate clearly how rewards are determined.
- Benchmark salaries and benefits with industry standards.
- Recognize non-financial contributions (loyalty, teamwork).
• In summary:
Equity Theory highlights that perceived fairness (not just absolute
rewards) is crucial for motivation. People don’t just care about what
they get, but also about how it compares to others.
3. Motivation in the Workplace
• Managerial Implications
- Ensure transparent and fair reward systems.
- Communicate clearly how rewards are determined.
- Benchmark salaries and benefits with industry standards.
- Recognize non-financial contributions (loyalty, teamwork).
• In summary:
Equity Theory highlights that perceived fairness (not just absolute
rewards) is crucial for motivation. People don’t just care about what
they get, but also about how it compares to others.
3. Motivation in the Workplace
• Key Principles (the “5 Golden Rules”) :
1. Clarity
• Goals must be specific and unambiguous.
• Example: “Increase sales by 15% this quarter” vs. “Do your best.”
[Link]
• More difficult goals (but still realistic) increase motivation.
• Easy goals don’t push effort; impossible goals discourage.
3. Commitment
• Employees must be committed to the goal, often achieved through
participation in goal-setting and seeing the goal as valuable.
3. Motivation in the Workplace

• Feedback
• Ongoing feedback helps individuals track progress and adjust strategies.
• Example: weekly performance reviews, dashboards, or supervisor check-ins.
• Task Complexity
• For complex tasks, goals should allow time for learning and problem-solving.
• Breaking large goals into smaller steps maintains motivation.
3. Motivation in the Workplace

• Feedback
• Ongoing feedback helps individuals track progress and adjust strategies.
• Example: weekly performance reviews, dashboards, or supervisor check-ins.
• Task Complexity
• For complex tasks, goals should allow time for learning and problem-solving.
• Breaking large goals into smaller steps maintains motivation.
3. Motivation in the Workplace
• Workplace Examples
- A sales team sets a target of acquiring 50 new clients in 3 months,
with weekly check-ins.
- A production line aims to reduce defects by 10% over the next
quarter, with daily reporting.
- A student sets a goal to study 2 hours daily for an exam, with practice
tests for feedback.
• In summary:
Goal-Setting Theory shows that specific + challenging + supported
goals lead to the highest motivation and performance.
 • Proper utilization of human resources:
Motivation induces man to work with positive attitude
which improves their performance and effort to
produce more for the benefits of the organization.
So, through motivation any organization can extract
the desired skill and performance required for a work
[Link] to be performed in best way.
of employee
• Improves performance level of employees:
motivation When the employees of any organization are well
motivated their performance and efficiency improves.
Every employee has some inherent qualities and
when they are motivated these qualities came out
through their performance.
 • Willingness to work:
The function of motivation influences the willingness of
people to work which come from within. Motivation
concern to create a need and desire on the path of the
workman to present his best performance at a workplace.
The motivation acts as a bridge between the ability to
[Link] perform a task and willingness to do. Willingness to work
always enhances the performance and efficiency.
of employee • Motivation creates supportive working environment
and co-operation:
motivation Through motivation the relationship between superior and
subordinate in the organization is improved. When the
employees are satisfied with the benefits, recognition and
respect in the organization than they will also support their
superiors.
There will be more coordination and cooperation in the
organization and the work will be performed in better way
with full team spirit.
 • Helps in achieving the organizational goal:
Employees are the vital resources needed to any
organization to achieve its set objectives because every
employee work and perform to attain all the desired goals
of the organization.
Through motivation employees contribute their best
efforts for obtaining the organizational goals as they are
[Link] aware that with the achievement of the organizational
objectives their personal goals will be achieved.
of employee • Reduction in employee's turnover:
The motivation enhances the confidence in the employees
motivation which help them to achieve the organizational goals and
their personal needs as well. When the personal needs of
the employees are satisfied in the organization itself than
they will prefer to remain in the organization and increase
their earning rather than leaving the organization. Hence,
motivation builds the satisfaction in the employees and
satisfied employees never leave the job.
Key Takeaways

➢ Employee motivation is a very important tool in the hand of a

manager or superior to motivate their employees at workplace to give
their best efforts while performing the task.
➢ Motivation is the art of boosting the desire and giving
someone a reason for doing something.
EXERCISE :
You are an HR manager at Company Delta , set up a
plan for your company for the next year.
Chaptre 5 : [Link] Interview
Interview
Managemen [Link] resume (CV)
t
[Link] letter
 [Link] of the
concept of job interviews
Section 1 :
[Link] different types of
The job interviews
interview
3. How to get ready for
an interview
 • A job interview is a conversation which occurs between a
potential employer and a job applicant. During the job
1. Definition interview, the employer has the opportunity to appraise
applicant’s qualifications, appearance and general fitness for
of the the job opening. In parallel the applicant tries to learn more
about the position, to appraise the employer and to find out if
your needs and interests will be met.
concept of • Think of the interview as a conversation between two people
job where each person is trying to learn more about the other. The
interview process is a two-way street. You are traveling toward
interviews a goal—the right job and the employer is traveling toward a
goal—the right hire.
 The work Journey began with an interview. You have to pass the
interview to start the work-life.
In organizations or companies, interviews are generally conducted to
test the interviewee, check their domain knowledge, examine their
skills, scrutinize their behavior and attitude, and many other aspects
that are required to fulfill organizational needs.
[Link] After proper evaluation, then only the interviewee is selected for the
different job role. Failing job interviews is not meant that you are incapable of
working,
The work Journey began with an youYou
interview. don’t have
have to to bethe
pass upset about it,
interview todespite
start thethis, you have to
work-life.
types of job work on your flaws, try to polish your skills-set, understand where
you’re lacking, how you can fill in the gap, what measures you have to

interviews take, and lastly, things that are required to succeed in interviews. Self-
evaluation plays a major role here.
To evaluate an interviewee, there is not only one type of interview is
followed by the interviewer, but they evaluate the interviewee by
testing them with different types of interviews. As it becomes important
to prepare yourself for different types of interviews. But before, you
should be aware what are the types of interviews and how they are
performed.
1] Formal and Informal interviews:
• Formal interviews are well-planned interviews, the questions are prepared
in advance, and the time, date, venue, dress code, everything is decided
prior to the interview.
Whereas, Informal interviews are not well-planned and the questions are
random and generic. The communication between both is also casual as
compared to formal interviews.
2] Sequential and Panel Interview:
Sequential interviews consist of several interviews. Here in this kind of
interview, the same set of questions are asked repeatedly by several
interviewers to check if the interviewee answers in the same manner or not.
And in Panel Interview, several interviewers are sitting to ask questions to
the interviewee. This type of interview mainly consists in Public Sector.
3] Group Interview:
Group Interviews are where many interviewees participate in the
interview. Usually, it is termed as applicant pool and it happens during
college or university placements. In group interviews, many
interviewees are evaluated and few are selected amongst all.
4] Situational Interview:
In this kind of interview, a situation or a problem is kept front of the
interviewee and interviewers ask them how they will deal with it and
what will be the solution for it. Through this interview, they evaluated
how well they will manage problems in an organization and how
proactive they are in taking decisions in such situations.
5] Phone or Video Call interview:
• This interview will be performed on the Phone call (Telephonic round)
or Video Call. In the current pandemic, we have witnessed how
interviewers were taking place on video calls. And this type of
interview was majorly focused on during the covid-19 situation.
• These were a few and the most common type of interviews which
occurs in organizations and companies to test and evaluate the
interviewees and fulfill the organizational needs and requirements.
 [Link] preparation:

1. Anticipate the situations

Even if it is never possible to anticipate 100% of what will happen
during the interview, try to project yourself on the "D" day: What
arguments will you develop? What questions will you have to ask?

[Link] to get Of course, you can't anticipate everything.

You may be asked an unexpected or surprising question. In this case,

ready for an keep calm and save time by rephrasing the question with a smile.
Know that in these situations, beyond the answer you give, it is the
attitude you adopt when faced with a "trick" question that will
interview interest the employer. Here again, the main key is to be as sincere as
possible.
2 . Keep your mind alert
During the interview, try not to be passive. Be prepared to watch for
topics to bounce off of, to place the messages you absolutely want
to get across. Your goal is to get your interviewer to see your
qualities.
 3 . Be confident and positive
Be calm, confident, ZEN! And be positive! This appointment is used
to get to know the employer better. It is also a unique opportunity
to assess whether the position is right for you. There is no need to
get involved in "negative" issues. An interview is neither the place

[Link] to get nor the time to show your regrets, criticize former employers or
colleagues. You have only one objective: to convince yourself that
you have the qualities required for the position.
ready for an
B. The process
interview 1. The introduction In the first five minutes, your interviewer will
already have a first impression of you. At the beginning of the
interview, give the employer concise information about your
education, your professional experience and your achievements.
 2. During the interview
Answer your interviewer's questions precisely, illustrating your
points. Try to place the two or three messages that you absolutely
want to get across during the conversation. In turn, don't hesitate to
show your motivation and curiosity by asking a few questions about

[Link] to get the position or the company.

3. The conclusion of the interview

ready for an Before concluding, ask about the next steps in the recruitment
process. If the decision is made following this interview, this is the
interview time to discuss the working conditions and possibly negotiate! Don't
hesitate to bounce around a possible next step: "When will the
decision be made?". "Can I call you back in a few days? At the end of
the meeting, always remember to thank your interlocutor for having
received you
Key Takeaways

➢You have well prepared your arguments for the interview.

Some elements, such as punctuality, dress and courtesy, may also work in your
favor. Know that your attitude during the meeting will count as much as your
arguments. It is obvious that arriving late, chewing gum or leaving your cell
phone on are not the best thing for the interview!
Don't neglect all these little details.
 Exercise : Choose 3 Questions and answer them

▪ Tell me about yourself

▪ Why do you want to work here
▪ Why did you decide to apply for this position?
▪ What is your greatest strength
▪ What are your strenghts and weaknesses?
▪ Where do you see yourself in 5 years?
▪ Why should we hire you?
▪ Give an example of when you performed well under pressure.
 [Link] of the
resume
Section 2 :
The Resume 2. How to write an
appealing resume
 What is a resume?
A resume (or “CV” outside of the US) is a formal document that
provides an overview of your professional qualifications, including
your relevant work experience, skills, education, and notable
accomplishments. Usually paired with a cover letter, a resume helps

[Link] you demonstrate your abilities and convince employers you’re

qualified and hireable.
If you’re applying for a job, you need at least a resume to be
of the considered for the position.
On a base level, a resume is made up of the following five parts:
resume ➢ Contact details
➢ Introduction
➢ Educational background
➢ Work history
➢ Relevant skills

What is the purpose of a resume?

The purpose of a resume is to show employers you’re qualified for a
position and convince them to offer you an interview.
 What is the typical structure of a CV?
1. Personal information
The CV starts with your personal data: name, first name, telephone
2. How to and email contacts are essential information to be given. In
addition, you may or may not include a photograph in this first

write an section, or indicate your address and marital status, but this is not
mandatory. To avoid any risk of discrimination, we recommend that
you limit yourself to the essentials.
appealing 1. Designation of the position to be filled
Generally, just below your marital status, you must indicate the
resume name of the position you are applying for. This is in fact the title of
your CV and often functions as a catchphrase for the recruiter, who
needs to see if you have assimilated the position for which you are
applying or who wants to understand quickly what your career
objective is. So take the time to formulate this sentence well, so that
it fits with the position you are applying for or the position you
aspire to.
 3. Professional experience
In this section, you should list, preferably in reverse chronological
order, i.e. from the most recent to the oldest, all previous positions
2. How to held and the main duties assigned and tasks performed. In each
sub-section, indicate the name of the employer and the date ranges

write an during which you performed these duties. This section will give the
recruiter an idea of your career path and current employment
status.
appealing 4. Education and training
Always in anti-chronological order, indicate the training and
resume qualifications you have completed, as well as the dates and names
of the respective educational institutions. However, do not include
additional training in this section, which should be included in the
personal skills section.
 5. Personal skills
This section is composed of several sub-sections that you must
2. How to complete according to your skills, such as :
• Language skills.
write an • Communication skills.
• Organizational skills.
appealing • Digital skills, or soft skills.
• Driver's license. And so on.
resume Make your self-assessment as honest as possible, because the
recruiter may try to verify the veracity of all the information given
during the interview.
 Tips

Here are some general tips for writing an effective resume.

✓ List items chronologically, always starting with the most recent.
✓ Provide only truthful information.
✓ Keep it short (one to two pages maximum). Employers receive a lot of resumes and
they discard those that are too long.
✓ Choose your words carefully. Use simple vocabulary and avoid negative phrasing.
✓ Have your resume proofread by someone with a good command of the language.
✓ Clearly delineate each section (career goals, education, work experience, hobbies,
etc.).
✓ Avoid contradicting yourself.
 [Link] of
Section 3 :
the cover letter
Cover Letter
2. Structure of
the cover letter
 • What Is a Cover Letter?
• A cover letter is a written document commonly submitted with
a job application outlining the applicant's credentials and
interest in the open position. Since a cover letter is often one
of only two documents sent to a potential employer, a well- or
poorly-written letter can impact whether the applicant is
[Link] called for an interview.
• The main interest of the cover letter lies in the fact that you
can put words to your application and, more generally,
humanize your profile. The CV gives an account of a series of
experiences and skills, but does not allow you to determine
your personality.
• A good cover letter complements the resume and explains why
the candidate is the ideal person for the job.
 STRUCTURE THE CONTENT IN THREE MAIN PARTS
To make your point, there is nothing like a three-part structure: you,
me and we. "You" is the recruiter, the company you are addressing,
2. Structure "me" is you, the candidate, and "we" is the future candidate-
company couple.

of the cover 1. SHOW YOUR KNOWLEDGE OF THE COMPANY

Before you start writing, take the time to do some research on the
company, by visiting its website, for example. You can then produce
letter a short summary that talks about the company's news, organization,
values, strategy, etc. This shows that you know the company and
that you understand the recruiter's needs.
2. TALK ABOUT YOURSELF
In this part, you explain how your profile corresponds to the
recruiter's expectations, with examples and references to your
background. Highlight your most relevant professional experience in
relation to the position you are applying for. Do not hesitate to use
action verbs: I participated, I carried out, I managed...
 3. DEMONSTRATE THE BENEFITS OF A FUTURE COLLABORATION
The third paragraph allows you to explain what you could bring to
2. Structure the company and how your recruitment would be an opportunity
for them. This is the time to express your motivations, your
of the cover ambitions and to create connections between the company and
your profile.

letter PROPOSE AN INTERVIEW IN CONCLUSION

The conclusion of the cover letter? Indicate your availability for an
interview, ending with a standard polite formula: "Please accept my
most respectful greetings" or "I look forward to your return.
Sincerely...".
Tips for Writing a Cover Letter
Writing a cover letter doesn't have to be tedious—even though it may seem like it's a
chore. Here are a few simple tips you may want to consider when composing your
cover letter:
o Personalize your letter for each role. Never use a generic cover letter. This means
you have to write a new one for each position. Be sure to include your strengths
and skills, and explain why you’re the perfect candidate.
o Include contact information. If the posting doesn't include the hiring manager's
name, call the company, or check its website. Including this person's name gives
your letter a proper greeting and also shows you have initiative. And don't forget to
add your contact information, too. This is important if your resume gets separated
from your cover letter.
o Simplify your letter. Communicate clearly and concisely. Using complex words and
sentences would most certainly fail to convey your intentions with the company
and the person reading the letter probably won't bother with the rest of your
application.
o Proofread. After you’ve written the letter, go over it a few times to ensure there
are no errors. Then ask someone else to do a once-over and recommend any
changes you may need to make.
EXERCISE : Write your own resume and
cover letter