HR PLANNING

WHAT IS HR PLANNING?
• HRM planning is a process by which an organization ensures that it has the right number and
kinds of people, at the right time, capable of effectively and efficiently completing those tasks
that will help the organization to achieve its overall strategic objectives.
• Human resource planning ultimately translates the organization’s overall goals into number
and types of employees needed to meet those goals.
• HR planning cannot exist in isolation. It must be linked to the organization’s overall strategy.
• HR Planning, therefore, is best thought of as an integral part of the firm’s strategic & HR
planning process. For example, plans to enter new businesses, to build new plants, or to
reduce the level of activities all influence the number of and types of positions to be filled.

THE HUMAN RESOURCE PLANNING PROCESS

Strategic Planning

Human Resource Planning

Forecasting Demand for Comparison of Forecasting Supply of

Labor Requirements and Labor
Availability

Demand =Supply Surplus of Workers Shortage of Workers

No Restricted Hiring, Early

Recruitment & Selection
Action Retirement, Retrenchment

HUMAN RESOURCE PLANNING MODEL

Forecasting Demand
Considerations: Techniques Balancing
• Product/service demand • Trend/Index Analysis Supply & Demand
• Technology • Regression Analysis (Shortage)
• Financial resources • Ratio Analysis Recruitment:
• Absenteeism/turnover • Managerial estimates • Full-time
• Organizational growth • Part-time
• Management philosophy • Recalls

Techniques External
• Staffing Table Considerations: (Surplus)
• Markov analysis • Demographic changes Reductions:
• Personnel inventories • Education of the • Restricted Hiring
• Replacement charts workforce • Early Retirement
• Succession Planning • Labor Mobility • Retrenchment
• Government policies

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 • Unemployment rate
Forecasting Supply

FACTORS IN FORECASTING HR NEEDS

Managers should consider several factors when forecasting personnel needs. From a practical
point of view, the demand for your product or service is paramount. Thus, in a manufacturing firm,
sales are projected first. Then the volume of production required to meet these sales
requirements is determined. Finally, the staff needed to meet this volume of output is estimated.
In addition to production or sales demand, the following factors should also be considered:
 Projected Turnover (as a result of resignations or terminations).
 Quality and nature of your employees (in relation to what you see as the changing needs of
your organization.)
 Decisions to upgrade the quality of products or services or enter into new markets.
 Technological changes resulting in increased productivity.
 The financial resources available to your department.
FACTORS IN

FORECASTING THE SUPPLY OF OUTSIDE CANDIDATES

 General economic conditions
 National labour market conditions
 Local labour market conditions
 Occupational market conditions
STRATEGIC PARTNERS IN HR PLANNING
Strategic Partners Rationale
Senior Leaders or Leaders are accountable for recognizing the need for workforce
Business Executives planning, demonstrating commitment, and making it happen.
Line or Department Department managers are responsible for using the HR plan as a
Managers process for aligning the right people actions, such as recruitment and
selection, with strategic goals and objectives.
HR Professionals HR professionals provide support, workforce data, and HR strategic
goals. They should work closely with department managers to
implement the process.
IT Professionals IT professionals aid in data collection, especially when the process is
automated.
Strategic Planners Strategic planners ensure linkages between the organizational strategic
plans and the HR plans.
Finance or Accounting Budget analysts ensure linkages between the organizational financial
Budget Analysts limits or goals and the HR plans.

TECHNIQUES FOR FORECASTING HR DEMAND

1. INDEX/TREND ANALYSIS:

• The historical relationship between an operational index and the number of employees
required by the organization.

• Forecasting labor demand based on an organizational index such as sales:

 Select a business factor that best predicts human resources needs.

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  Plot the business factor in relation to the number of employees to determine the labor
productivity ratio.
 Compute the productivity ratio for the past five years.
 Calculate human resources demand by multiplying the business factor by the productivity
ratio.
 Project human resources demand out to the target year(s).
Example: Index/Trend Analysis
Year BUSINESS  LABOR = HUMAN RESOURCES
FACTOR PRODUCTIVITY DEMAND
(Sales in Thousands) (Sales/Employee) (Number of Employees)
2000 $2,351 14.33 164
2001 $2,613 11.12 235
2002 $2,935 8.34 352
2003 $3,306 10.02 330
2004 $3,613 11.12 325
2005 $3,748 11.12 337
2006 $3,880 12.52 310
2007* $4,095 12.52 327
2008* $4,283 12.52 342
2009* $4,446 12.52 355
*Projected figures

The index used to calculate future demand (number of employees) can be the most recent figure,
or an average of the up-to-date period (e.g., the past seven years, for which the average is
11.22). In this index analysis, the most recent index (12.52) for the year 2007 was used for
forecasting.

2. RATIO ANALYSIS:
• A forecasting technique for determining future staff needs by using ratios between sales
volume and number of employees needed.
• For example, a salesperson traditionally generates Tk. 5,00,000 in sales and that in each of
the last two years you required ten salespeople to generate Tk. 5 million in sales. Also
assume that your plans call for increasing your firm’s sales to Tk. 8 million next year and to
Tk. 10 million two years hence. Then, if the sales revenue – salesperson ratio remains the
same, you would require six new salesperson next year (each of whom produces an extra Tk.
5,00,000 in sales.) In the following year, you would need an additional four sales people to
generate the extra Tk. 2 million in sales.

3. REGRESSION ANALYSIS:

Regression Analysis refers to statistical relationship between business activity and employees.
The simple regression prediction model is as follows:

Y = A + BX

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Y = the dependent variable (HR demand/number of personnel required)
A = constant (intercept)
B = the slope of the linear relationship between X and Y
X = the independent/causal variable (e.g., level of sales, production output)

Regression Exercise
As HR manager for Rahim Kontainer Ltd., a dynamic, fast-growing company located in Tongi,
Gazipur, you have an important task to fulfil. To continue the company’s history o f successful
growth, you need to forecast the number of marketing personnel required for $8
million of sales activity. You have the following historical information available to
guide your regression analysis and HR demand forecast:
X Y
Sales Level ($ Millions) (Number of Marketing Personnel)
2.0 20
3.5 32
4.5 42
6.0 55
7.0 66
Please refer to solution: page no. 195 of “Strategic Human Resources Planning”,
Kenneth J. McBey and Monica Belcourt.

4. MANAGERIAL JUDGMENT:
• The opinions (judgments) of supervisors, department managers, experts, or others
knowledgeable about the organization’s future employment needs.
• It’s rare that any historical trend, ratio, or relationship will continue unchanged into the
future. Judgment is thus needed to modify the forecast based on factors you believe
will change in the future.

TECHNIQUES FOR FORECASTING THE SUPPLY OF INSIDE CANDIDATES

1. STAFFING TABLES
• Graphic representations of all organizational jobs, along with the numbers of employees
currently occupying those jobs and future (monthly or yearly) employment requirements.

2. SKILLS INVENTORY
• A skills inventory is a computerized or manual system designed to take stock of information
about current employees’ experience, education, interests, skills, and/or unique abilities. A
skills inventory can be useful in revealing what skills are immediately available in an
organization by providing a snapshot view of the existing talent in an organization.

3. MARKOV ANALYSIS
• A method for tracking the pattern of employee movements through various jobs.
• A Markov analysis extends beyond the staffing table to help predict internal employee
movement from one year to another by identifying percentages of employees who remain in
their jobs, get promoted or demoted, transfer, and exit out of the organization. By tracking
and predicting employment movement within an organization, the Markov analysis allows for
the development of a transition matrix to forecast internal labour supply.

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4. REPLACEMENT CHARTS
• A replacement chart is used to estimate vacancies in higher-level jobs and identify how
potential HR supply can fill these vacancies via internal movements from lower levels jobs. A
comprehensive replacement chart will include information regarding possible replacements
for vertical or horizontal movement. Generally, a replacement chart includes information
about employees’ present performance and readiness to fill the position.
5. SUCCESSION PLANNING
• While replacement charts provide identification of potential replacements for vacancies within
an organization, succession planning focuses on identifying, developing, and tracking future
leaders for executive positions or positions that are critical to the success of the organization.
Succession planning is a longer-term process of grooming a successor (selected from a pool
of candidates on the basis of perceived competency) for management or critical positions.
• An organization can use the skills inventory, HR audit, or a succession summary to help
identify potential successors and skill gaps that can be addressed through succession
planning.
HYPOTHETICAL MARKOV ANALYSIS FOR A RETAIL COMPANY

SAMPLE REPLACEMENT CHART

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 PRESIDENT/CEO
Possible Replacements
L. Moffat E/2
J. Bennett S/2
R. Ellis E/3
M. Manoy S/1

VICE PRESIDENT
VICE PRESIDENT VICE PRESIDENT FINANCE VICE PRESIDENT
HUMAN RESOURCES SALES & MARKETING R. Ellis PRODUCTION
L. Moffat T. Bennett Possible Replacements M. Manoy
Possible Replacements Possible Replacements L. Anderson S/2 Possible Replacements
K. Nagra S/1 M. Sanghera E/3 M. Harding N/1 S. Mayer E/3
J. Lee S/2 T. Mitchell N/1 R. Allen S/2 L. Bonett E/2
T. Cox E/1 F. Hewer S/2 N. Fernandez N/2

Key:
Present Performance: E =Excellent; S =Satisfactory; and N =Needs Improvement
Promotional Potential: 1 =Ready Now; 2 =Training Required; and 3 =Questionable
EMPLOYEE TURNOVER RATES

EMPLOYEE ABSENTEEISM RATES

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 JOB ANALYSIS

WHAT IS JOB ANALYSIS?

"Job Analysis is a procedure, by which pertinent information is obtained about a job, i.e., it is a
detailed and systematic study of information relating to the operations and responsibilities of a
specific job."1 In other words, It is the determination of the tasks which comprise the job and of the
skills, knowledge, abilities, and responsibilities required of the worker for a successful
performance and which differentiate one job from another.

JOB DESCRIPTION:

 Job description is a written record of the duties, responsibilities and requirement of a

particular job.
 It is a statement describing the job in such terms as its title, location, duties, working
conditions and hazards. In other words, it tells us what is to be done, how it is to be done
and why.
 It is a standard of function, in that it defines the appropriate and authorized contents of a
job.

CONTENTS OF JOB DESCRIPTION:

1. Job identification: Job title, Code number of the job, Dept, or Division where the job is
located. It helps to identify and designate the job properly.
2. Job summary: It describes the contents of a job in terms of the activities or tasks
performed. ...It gives a 'quick capsule explanation' of the contents of a job usually in one
or two sentences.
3. Job duties: It is the heart of job Description. It describes the duties performed along with
routine or daily duties, periodic duties and occasional duties.
4. Responsibilities: Responsibilities in regard to custody of money, supervision and
training of other workers, etc. are also described in this part.
5. Authority: It describes the financial, sanctioning and administrative authority given to the
job incumbent.
6. Supervision given/taken: Under this is given the No. of persons to be supervised along
with their job titles, and the extent of supervision involved - general, intermediate or close
supervision.
7. Working condition: The physical environment of the job is described in terms of heat,
light, noise level, dust and fumes, etc. Time - day, night, overtime, and peak loads;
Posture - Standing/sitting/stooping/walking/reaching/Lifting/reclining, etc.; Nature of risk
(hazards) and their possibility of occurrence are also given.
8. Machines, tools, equipment: The names of major machines, equipments and materials
used in the job are described.
9. Relation to other jobs: The jobs immediately below and above are mentioned. It
provides an idea of vertical workflow and channels of promotion. It also indicates to
whom the jobholder will report and who will report to him.
JOB SPECIFICATION:

1
Flippo, E.B. Principles of Personnel Managment

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  Job specification is a written record of the requirements sought in an individual worker for
a given job.
 It is a statement of minimum acceptable human qualities necessary for the proper
performance of a job. In other words, it refers to a summary of the personal
characteristics required for a job
 It is a standard of personnel and designates the qualities required for an acceptable
performance.

CONTENTS OF JOB SPECIFICATION:

1. Physical make - up or characteristics:
Example: Essential : Good health/Pleasing manners. No significant disabilities
in voice, hearing and eyesight.
Dress : Neat conventional dress. Well groomed and takes trouble
with details of personal appearance.
2. Education & Training:
Example: Essential : MBA with specialization in HRM / MA/ Social Work.
Desirable : A degree or diploma in labor law.
Experience:
Example: At least five years' experience in a similar position in a large organization
of repute.
3. Age:
Example: Preferably above 30 years & below 45 years.
Other Attributes
4. Intelligence.
Example: An intelligent approach to the solution of business problems.
5. Special Aptitudes:
Example:  Fluency in speaking & writing;
 Analytical skills;
 Ability to prepare understand basic statistical information;
 Competence in Arithmetic;
 Ability to read B/S, & P & L A/C;
 High degree of listening skill;
 Evidence of ability, to plan ahead & organize the work of others.
6. Interests:
Example: Evidence of some interest outside work but nothing specific.
7. Disposition:
Example:  Acceptability to other people and previous occupational evidence
of influencing others.
 Ability to Accept responsibility without undue strain.
 Cooperative in relations with others.
8. Motivation
Example: Ambitions - evidence of fairly rapid promotion and the achievement of
high but realistic goals; must be willing to control output to meet vigorous
performance standards/ targets.
9. Circumstance:
Example: Ability to work long hours if required.

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USES (BENEFITS) OF JOB ANALYSIS:
A comprehensive programme of job analysis is an essential element of sound human resource
management. It provides valuable information for taking right decisions about the organization's
human resources. Most functions of human resource management can be carried out with the
help of information generated by job analysis. The specific uses of job analysis are given below:
1. Organisational Design: job analysis is useful in classifying jobs and interrelationship among
them. Responsibility commonsurate with authority and accountability for various jobs can be
specified so as to minimize duplication or overlapping. In order to improve organisational
efficiency, sound decisions concerning hierarchical positions and functional differentiation can
be taken on the basis of information obtained through job analysis.
2. Human Resource Planning: Job analysis provides useful information for forecasting
manpower requirements in terms of knowledge and skills. It also helps in planning for
promotions and transfers by indicating lateral and vertical relationships between different
jobs. Job analysis helps in determining quality of human resources required in an
organization. It also facilitates division of work. Therefore, job analysis is an essential element
of effective human resource planning.
3. Recruitment and Selection: Information relating to the tasks, responsibilities, knowledge
and skills serves as a realistic basis for hiring people. Job vacancy is advertised on the basis
of job description and job specification. Job analysis provides understanding of what an
employee is expected to do on the job. Such understanding serves as the basis for
meaningful forecast of job performance. Selection methods are based upon such forecasts.
4. Placement and Orientation: A clear understanding of job requirements helps in matching
these requirements with the abilities, interests and aptitudes of people. Each job can be
assigned to the person who is best suited for it. Similarly, the orientation programme can be
geared towards helping the employee learn the activities, tasks and duties that are required
to perform a given job more effectively.
5. Training and Development: Job analysis provides valuable information required to identify
training needs, to design training programmes and to evaluation training effectiveness. A
clear idea of what is required on a job helps in deciding what is to be learnt and how.
Similarly, employee development programmes such as job rotation, job enlargement and job
enrichment are based an analysis of job requirements.
6. Performance Appraisal: Job analysis helps in determining performance standards in critical
parts of a job. Employee performance can then be evaluated against known standards and
critical activities. The superior can compare actual performance with the standards set with
the help of job analysis.
7. Career Path Planning: Job analysis provides a clear idea of opportunities in terms of career
paths and jobs available in the organization. With the help of such understanding, employees
and the organization both can make efforts for career planning and career development.
8. Job Evaluation: Job analysis serves as the basis for determining the relative worth of
different jobs. It therefore helps in developing appropriate wage and salary structures, with
internal pay equity between jobs.
9. Labour Relations: Information obtained through job analysis is helpful to both management
and trade unions for collective bargaining. It can also be used to resolve disputes and
grievances relating to work load, work procedures, etc.
10. Employee Counselling: Job analysis provides information about career choices and
personnel limitations. Such information is helpful in vocational guidance and rehabilitation
counselling. Employees who are unable to cope with the hazards and demands of given jobs
may be advised to opt for subsidiary jobs or to seek premature retirement.
11. Health and Safety: Job analysis reveals unhealthy and hazardous environmental and
operational conditions in various jobs. Heat, noise, dust, fumes, etc. are examples of such
conditions. On the basis of such information management can develop measures to ensure
the health and safety of employees.

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SOURCES OF INFORMATION FOR JOB ANALYSIS
According to George R. Terry, "the make-up of a job, its relation to other jobs, and its
requirements for competent performance are essential information needed for a job analysis."
Information on a job may be obtained from three principal sources:
(a) From the employees who actually perform a job;
(b) From other employees such as supervisors and foremen who watch the workers doing a job
and thereby acquire knowledge about it; and
(c) From outside observers specially appointed to watch employees performing a job. Such
outside persons are called the trade job analyst. Sometimes, special job reviewing
committees are also established.

METHODS OF JOB ANALYSIS

Four methods or approaches are utilized in analyzing jobs. These are:
(i) Personal observation;
(ii) Sending out questionnaires;
(iii) Maintenance of long records; and
(iv) Conducting personal interviews.
(i) Personal observation: The materials and equipment used, the working conditions and
probable hazards, and an understanding of what the work involves are the facts which
should be known by an analyst.
(ii) Sending out questionnaires: This method is usually employed by engineering
consultants. Properly drafted questionnaires are sent out to job - holders for completion
and are returned to supervisors. However, the information received is often unorganized
and incoherent. The idea in issuing questionnaire is to elicit the necessary information
from job - holders so that any error may first be discussed with the employee and, after
due corrections, may be submitted to the job analyst.
(iii) Maintenance of Long Records: The employee maintains a daily record of duties he
performs, marking the time at which each task is started and finished. But this system is
incomplete, for it does not give us any desirable data on supervisor relationship, the
equipment used, and working conditions, Moreover, it is time - consuming.
(iv) Personal interviews: May be held by the analyst with the employees, and answers to
relevant questions may be recorded. But the method is time - consuming and costly.
However, it may be noted that the personal observation and interview approach are more or less
complete and accurate. If a particular job is simple and repetitive, observation may be the only
technique required. Otherwise, in most cases, interviews coupled with observation constitute the
desirable approach.
Caroll L. Shartle, Otis and Lenhert have provided the following suggestions for making the job
analyst's task simple:
(i) Introduce yourself so that the worker knows who you are and why you are there;
(ii) Show a sincere interest in the worker and the job that is analysed;
(iii) Do not try to tell the employee how to do his job;
(iv) Try to talk to the employees and supervisors in their own language;
(v) Do not confuse the work with the workers;
(vi) Do a complete job study within the objectives of the programmes; and
(vii) Verify the job information obtained.

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JOB ANALYSIS FORM

1. Job Identification

Organization

Job title

I. D. No.

Incumbent

Analyst

Date

2. Job Summary

3. Duties Performed

4. Supervision Given

5. Supervision Received

5. Relationship to Other Jobs

Promoted from

Promoted To

6. Machines, Tools, and Equipment Used

7. Working Conditions

8. Job Specifications

Physical requirements:

Educational requirements:

Special skills:

Experience required:

Training required after hire:

9. Unusual Terms

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 EMPLOYMENT TEST AND INTERVIEW

EMPLOYMENT TEST
A test is a standardized objective measure of a sample of behavior. It is standardized because
the procedure of administering the test, the environment in which the test is taken, and the
method of evaluating the individual score are uniformally applied.

TYPES OF TESTS

1. Aptitude Tests: These tests measure the ability or potential of a candidate to learn a new job
or skill. Peculiarities or defects in a person’s sensory or intellectual capacity can be detected
through these tests. It indicates how a person would be able to perform after training and not
what he has done or will necessarily do. It is thus used to predict the future achievement and
not the past achievement.

The best-known and widely used aptitude test is general intelligence test. Special aptitude
tests are also developed to measure special ability, such as clerical aptitude test, mechanical
aptitude test, musical aptitude test, etc.

2. Achievement Tests: These tests measure what a person can do. These determine the skill
or knowledge already acquired through training and on the job experience. These tests are of
two kinds: Knowledge Test or trade test, and work sample test or proficiency test.

3. Personality Tests: These probe deeply to discover clues to an individual’s value system,
emotional reactions and maturity, and his or her characteristic mode. These help in assessing
a person’s motivation and interests, his or her ability to adjust himself or herself to the stress
of everyday life, his or her capacity for interpersonal relations and for projecting an impressive
image of himself or herself.

4. Interest Tests: These tests are inventories of a candidate’s like and dislikes in relation to
work. They are designed to discover a person’s area of interest and to identify the kind of
work that will satisfy him. A well-designed questionnaire is used to assess the likes and
dislikes.

PRECAUTIONS IN USING TESTS

Tests should be used only when found valid and reliable.

1. Test of
Validity  Content Validity: It implies the extent to which the contents of a test are
related to the job requirements.

 Criterion Validity: It implies the degree to which test scores are related
to job performance.
2. Test of It implies the characteristic that refers to the consistency of scores obtained
Reliability by the same person when retested with the identical or equivalent tests.

DEVELOPING A TEST PROGRAMME

Developing a testing program requires careful planning, analysis, experiment and technical
knowledge. Services of experts and use of statistical techniques are often necessary: The main
steps involved in designing and executing a sound-testing program are given below:
 Deciding the Objectives: First of all, the objectives of the testing program are spelled out.
Tests may be designed for hiring, promoting and counseling people.

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 Analyzing Jobs: Jobs are analyzed to identify the characteristics considered necessary for job
success. These characteristics are defined in terms of human skills and traits.
 Choosing Tests: Appropriate tests are chosen to measure the identified characteristics. The
choice is usually based on experience, previous research and guesswork. Tests may be
chosen keeping in view the reliability, validity, ease of administration, level of difficulty and the
cost involved in different tests.
 Administering The Tests: The chosen tests are applied on the desired group of persons to
measure the predetermined traits.
 Analyzing Results: The test scores are carefully analyzed in the light of success criteria. After
the analysis, decision concerning the candidate is taken. The candidate is either selected for
further processing or is rejected.

INTERVIEW………………………………………………………………………………………………….
Employment interview is a selection procedure designed to predict future job performance on the
basis of applicant’s oral responses to oral inquiries.
In the selection process, interviews serve the following purposes:
1. To cross-check or verify the information obtained in earlier steps, i.e. application blank
and tests.
2. To judge the candidate’s qualifications and characteristics so as to find whether or not
to select him or her.
3. To give a candidate essential facts about the company and the job to enable him or her
to decide intelligently whether he or she should or should not accept the employment.
4. To establish a rapport or mutual understanding between the company and the
candidate and to promote the company’s goodwill.

Finally, interview makes unique contributions to the selection process in several ways:
 First, it is the only way to judge the candidate in action-his or her looks, manners and
bearing.
 Secondly, it is the only way to judge how the candidate interacts and responds; and
 Thirdly, it is one of the best ways to predict the candidate’s job performance.
Thus, interview is by far the most widely used personnel selection procedure.
TYPES OF INTERVIEW
Interviews can be classified in four ways according to (a) the structure of the interview, (b) the
content of the interview, (c) the purpose of the interview, and (d) the ways of administering the
interview.
A. Classification of Interviews according to their Structure:
1. Unstructured interview: In an unstructured interview, questions are not planned in advance.
There is no set format to follow, and the interview can take various directions. Interviewees
for the same job thus may or may not be asked the same or similar questions, and the
interviews’ unstructured nature allows the interviewer to ask questions based on the
candidate’s last statements and to pursue points of interest as they come up in response to
questions.

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2. Structured Interview: In a structured interview, questions are planned in advance and are
asked of each candidate in the same way. The only difference between interviews with
different candidates might be in the probes, or follow-up questions, if a candidate has not
answered a question fully. Interviews that feature structured questions usually also provide
structured rating scales on which to evaluate applicants after the interview.

B. Classification of Interviews according to their Content:

1. Situational Interview: A situational interview is one in which a series of hypothetical job
oriented questions focus on the individual’s ability to project what his or her behavior would
be in a given situation. Actually, a committee of persons familiar with the job develop
situational questions based on the actual job duties. They then reach consensus on what are
or are not acceptable answers to these questions.
2. Behavioural Interview: In a behavioral interview, a situation is described and interviewees
are asked how they have behaved in the past in such a situation. Thus, while situational
interviews ask interviewers to describe how they would react to a situation today or tomorrow,
the behavioral interviews ask interviewers to describe how they did react to the situation in
the past.

C. Classification of Interviews according to their Purpose:

1. Stress interview: In a stress interview, the applicant is made uncomfortable by a series of
often-rude questions. Stress in induced by not allowing the candidate to complete his or her
answers or too many questions are asked in quick succession. The interviewers show doubt
on the validity of answers, try to belittle, humiliate, question and frustrate the applicant. The
aim of such interview is supposedly to help identify hypersensitive applicants and those with
low or high stress tolerance.
2. Depth Interview: In a depth interview, details concerning one key area are sought. It is
designed to intensively examine the candidate’s proficiency in his or her area of special
interest. The purpose is to get a clear picture of the candidate through deep probing into his
or her mind. Experts in the concerned area of knowledge ask relevant questions so as to
judge the candidate’s capability in the area.

D. Classification of Interviews based on how they are Administered:

1. Sequential Interview: The sequential interview means the applicant is interviewed by
several persons in sequence before a selection decision is made. In an structured sequential
interview, each interviewer rates the candidate on a standard evaluation form, and the ratings
are compared before the higher decision is made.
2. Panel Interview: The panel interview means the candidate is interviewed simultaneously by
a group (panel) of interviewers (rather than sequentially). This type of interview allows each
interviewer to pick up on the candidate’s answers, much as reporters do in press conference.
3. Group interview: In this type of interview, groups rather than individuals are interviewed.
Generally, a topic for discussion is given to the group. Candidates are carefully observed as
to who will lead the discussion, how well they will participate in the discussion, how each will
make his or her presentation, and how well they will react to each other’s views.

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 GUIDELINES FOR CONDUCTING AN INTERVIEW

Plan the interview

1. Review the candidate’s application and resume, and note any areas that are vague or that
may indicate strengths or weaknesses.

2. Convert job descriptions into interview questions and prepare a structured guideline or
checklist of what to look for in a candidate.

3. Develop benchmark answers and a five-point rating scale for each question.

4. Choose the appropriate type of interview to be used.

Physical setting

5. Choose a setting or an environment which is comfortable and pleasant enough to generate

greater interaction and hence more information.

Rapport building

6. Choose a setting or an environment which is comfortable and pleasant enough to generate

greater interaction and hence more information.

Conducting the interview

7. Try to follow structured guideline or the questions wrote out ahead of time.

8. Start by asking simple questions and slowly graduate to more difficult ones. If the applicant is
not able to answer at a certain level, stop, because he or she has reached his highest level of
competence.

9. Ask open-ended questions instead of those that lead to yes-no answers. Follow these
explanatory questions by probing and seeking illustrative or hypothetical situation and related
replies.

10. Avoid asking leading or loaded questions that might lead to debate instead of dialogue.

11. Listen carefully to what the applicant has to say without interruption. Provide positive
feedback to encourage him or her to talk.

12. Ensure that sufficient time is taken by the applicant while replying to questions.

Review the interview

13. After the candidate leaves, review your interview notes and fill in the structured interview
guide (if this was not done during the interview).

14. First rate independent ratings on the applicant and then discuss them.

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