Job Analysis and

Design
Unit 2

Slides 01
Course Learning Outcomes

Analyze the strategic

Define the Human level strategies and

Resource Management issues needed for the

concept and its selection and

significance in development of

organizations human resources.

Classify the vital Justify the importance

skill-set needed for a of understanding

variety of Human Human Resource

Resource issues concepts in taking

appropriate business
decisions.
Unit Learning Outcomes

By the end of this Explain the nature of the job analysis

module you
Describe the job analysis process

should be able to
Enumerate what job design is all about

Assess job evaluation

Overview of Module 2

Job Analysis,
Recruitment
Design and,
and Selection
In this module Evaluation

you will come

across Induction/
Placement
Training and
Planning
Development
Let's Engage
Ice Breaker

Have students write occupations on slips and

place in a container. Split the class into teams.

A player from each team mimics the job drawn

from the container, while their team guesses

the job within a timed period. A correct guess

scores a point. The team with the most points

wins.
Let's Explore
Ethical Dilemma

Should you hire someone because of

pressure from senior authorities even if
they are not suitable for the job?
You are an HR Manager in charge of recruitment and
selection of employees for the organization. One of the
candidates is closely related to the Senior Authority in the
organization. There is pressure from the top to select the
candidate. However during the interview you notice that the
candidate is not the right match for the job.
Ethical Dilemma

JPMorgan Agrees To Pay $264 Million

Fine For 'Sons And Daughters' Hiring
Program In China
Over a seven year period between 2006 and 2013,
JPMorgan hired about a hundred interns and full time
employees at the request of government officials in China
and Asia as part of its efforts to build banking relationships
in the fast-growing region. The hiring, dubbed internally as
a "Sons & Daughters Program," enabled JPMorgan to win
business that generated $100 million in revenues for the
bank. But now America's largest bank by assets is set to
pay a $264 million fine to settle claims that its hiring
violated the Foreign Corrupt Practices Act (FCPA).
Activity

Create a short presentation in groups of

5 explaining why or why not should an
unsuitable fit for the job get hired.
As you and your classmates explore the ethical dilemma
surrounding whether power and position should influence hiring
and recruitment, keep in mind your personal code of ethics, the
consequences of choosing the righteous path as well as the
guilt surrounding choosing the easy path. Your presentation
should be no more than 5 slides, discussing each of the points
mentioned above. After every group in the class has presented,
have a short discussion on the above prompts and reach a
conclusion as a whole.
CS Communication Skills

SS Social Skills
Approaches
to Learning
RS Research Skills
(ATL) skills
TS Thinking Skills
developed
MS Self-Management Skills
 An Inquirer Knowledgeable

A Thinker A Risk-Taker

Today I
Principled Balanced
was…
A Communicator Open-Minded

Caring Reflective
Let's Explain
Job Analysis

We've all wanted to be something

growing up. What was your dream job as
a kid and why? What aspects of that job
fascinated you?
Meaning of a Job

Jobs are crucial for livelihood, stability,

and personal fulfillment. They contribute
to economic, social, and cultural goals.
Work is seen as sacred, and jobs consist
of similar positions with similar work.
Definition

Job analysis, also known as job study, is a

systematic process of gathering
information about a job and its required
qualifications.
The purpose of job analysis is to support
management in making informed
decisions about job-related information.
It serves as the foundation for
recruitment, selection, placement,
transfer, and promotion.
Components

Job Description
Job description involves providing a comprehensive
overview of the job to be performed It includes
various details and relevant facts related to the job.

Job Specification
Job specification can be defined as a comprehensive
list of qualities and qualifications that an individual
should possess to fulfill the job requirements.
Component Details

Job Description Contains:

Job Title Relationship with other jobs within

Functions and Summary of Job Working conditions associated

Job Location Hazards or risks connected to the job

Machines and materials required Opportunities for promotion in the job

Type of supervision provided

Component Details

Job Specification Contains:

Educational and professional qualifications.

Relevant practical experience, if required.

Personality traits and mental qualities

needed.

Physical fitness requirements.

Interpersonal relation skills necessary.

Let's Apply

You are an HR assistant working in a company,

that deals in real estate. You are required to create

the job description including a job summary,

duties and responsibilities and job specification

detailing necessary skills, qualifications,

experience, and personal attributes for a Web

Designer who would be good fit for your company.

Job Data Collection Methods

Since the validity and usefulness of job analysis

depend on job data, let’s discuss methods of data
collection in greater detail.
The methods of collecting job data include:
(i) observation, (ii) interviews, (iii) questionnaires,
(iv) diary, (v) technical conference, (vi) checklists,
(vii) quantitative techniques, and (viii) electronic
devices.
A combination of these methods may be used
depending upon the situation and the organisation.
Observation Method

The observation method in job analysis involves the job

analyst directly observing the job holder's actions,

methods, and task completion time. It is simple and

provides accurate data but can be time-consuming

and unsuitable for complex or mentally-oriented tasks.

Training is required for effective observation, which

adds to the cost. Combining observation with other

methods can lead to improved results.

Interview Method

The interview method in job analysis involves gathering

information through structured interviews with job
holders and their supervisors.

It can be time-consuming, especially for multiple

employees, and may be affected by bias. However, it
allows for direct interaction with job holders to gather
task and qualification details.

The effectiveness relies on interviewer skills and the job

holder's ability to provide meaningful responses.
Questionnaires

Job holders complete structured questionnaires

approved by supervisors to gather comprehensive

job-related data quickly. Questionnaires cover job

titles, descriptions, tasks, responsibilities, qualifications,

and more. However, follow-up observations may be

needed to clarify responses, and data accuracy can be

limited by employees' knowledge and training.

Let's Apply

As part of the HR duties, you have been assigned the

task of interviewing the Principal of a school to

understand the requirements for an English teacher in

the school. Begin by identifying the duties of an

English teacher, followed by qualifications, skills, and

experience. Develop a concise questionnaire with 6-8

questions aimed at obtaining this information.

Checklists

Checklists are concise yes-or-no format tools focusing

on specific job tasks. They are useful in large firms,

allowing employees to mark applicable tasks, time

spent, and required training/experience. Specialists

compile the checklist based on input from supervisors.

However, implementing checklists can be costly and

may not be suitable for small firms.

Technical Conference Method

This method involves conducting conferences with

knowledgeable supervisors to gather job details.

Discussions are initiated by the analyst to collect

information. While it is effective for data collection, it

may lack accuracy as the actual job holders are not

directly involved.
Diary Method

Job holders record their daily activities in detail in this

method, offering accurate information and eliminating

memory-related errors. However, it is a

time-consuming approach that may span multiple

days and is not commonly used.

Let's Apply

Let's embark on a reflective journey by creating a

checklist or diary for the upcoming month at

school/college. Set goals and note down how you

plan to achieve them. Then, diligently keep track of

your progress and evaluate whether this method

was effective in reaching your goals. Share your

experiences, discussing the effectiveness or

ineffectiveness of this approach.

Quantitative Techniques

These techniques are used when a quantitative

approach is desired, such as assigning a numerical

value to each job for pay comparison purposes.

Examples of quantitative techniques include the

Position Analysis Questionnaire (PAQ), Management

Position Description Questionnaire (MPDQ), and

Functional Job Analysis (FJA).

Position Analysis Questionnaire

The PAQ (Position Analysis Questionnaire) is a tool for job

analysis that evaluates employee activities. It consists of

194 job elements categorized into six general categories,

providing a standardized framework. The PAQ is useful for

analyzing various jobs, comparing roles, and aiding in

selection and remuneration. Trained job analysts are

recommended for completing the PAQ due to its

complexity and high reading level.

Position Analysis Questionnaire
The Six types of rating scales used The Six types of specific rating

are as followed: scales for each element are:

U Extent of Use N Does not Apply

I Importance of Job 1 Very Minor (Importance)

T Amount of Time 2 Low

P Possibility of Occurance 3 Average

A Applicability 4 High

S Special Code 5 Extreme

Management Position Description
Questionnaire

The MPDQ (Managerial Position Description

Questionnaire) is a structured questionnaire that

assesses managerial positions. It contains 208 items

grouped into 13 categories, providing

comprehensive information about responsibilities,

restrictions, demands, and other position

characteristics. The MPDQ yields standardized data

about the worker and the job.

Management Position Description
Questionnaire
The 13 categories are:

Product, Marketing, Financial Planning Approval of financial commitments

Coordination of units and personnel Staff Service

Internal Business Control Supervision

Products and services responsibilities Complexity and Stress

Public and Customer Relations Advanced financial responsibility

Advanced Consulting Broad Personal Responsibility

Autonomy of Actions
Functional Job Analysis

Functional Job Analysis (FJA) is a worker-oriented

approach that focuses on describing the whole

person in their job. It distinguishes between past and

future tasks, involves data, people, and things, and

recognizes the utilization of physical, mental, and

interpersonal resources. FJA highlights

fundamental job functions and allows for

hierarchically representing difficulty levels.

e-Job Analysis

Job analysis has evolved to utilize online platforms,

with electronic questionnaires being sent to job

holders. They complete the questionnaires and

return them to analysts. This method enables

seamless information sharing and facilitates

discussions. It is worth mentioning that combining

different methods can lead to optimal results in

job analysis.
Advantages of Job Analysis

Facilitates job publicity and advertisement. Aids in manpower training and development

Enables customization of psychological tests. Supports a rational wage structure.

Enhances relevance/ accuracy of interviews. Facilitates job redesign for improvement.

Guides appropriate medical examinations. Assists in human resource planning.

Supports selection, placement, orientation. Supports job evaluation for compensation.

Streamlines promotions and transfers. Facilitates career and employee counseling.

Enables scientific performance appraisal. Promotes employee safety and health.

Limitations of Job Analysis

Job analysis can be restrictive and overlook

individual impact.

Job analysis has limited application in

high-tech organizations.

Job descriptions hinder individual development.

Job analysis is limited by emerging concepts

like teamwork and empowerment.

Let's Apply

As an HR consultant you are asked to

conduct the job analysis for the role of a

fashion designer. Identify the key

stakeholders involved in the job analysis

process, determine the objectives of the

job analysis and list down the challenges

you may face.

Job Design

The specification of individual

The logical sequence to job analysis is job
tasks.
design. Job design involves conscious
The specification of the method
efforts to organize tasks, duties, and
of performing each task
responsibilities into a unit of work to achieve
The combination of tasks to be
certain objectives. It involves three steps.
assigned to individuals.
Job Characteristics Model

The Job Characteristics Model developed by

Richard Hackman and G R Oldham seeks to bring

the job close to the person. This model suggests

that five core job characteristics result in the

employee experiencing three favourable

psychological states, which in turn lead to

positive outcomes.
Job Characteristics Model

Core Job Critical Personal and Work

DImensions Psychological States Outcomes

Skill Variety
Task Identification Experienced
Task Significance meaningfulness of work High Internal Work Motivation

High Quality Work Performance

Experienced responsibility of
Autonomy
outcomes of work High Satisfaction with Work
Low Absenteeism and turnover
Feedback Knowledge of the actual
results of work activities

Employee growth and strength

Motivating Potential Score

Hackman and Oldham’s model seeks to integrate the five job characteristics to

give an overall Motivating Potential Score (MPS) for each job’s potential for

motivating the incumbents. An individual’s MPS is determined thus:

(Skill Variety)+ (Task Identity)+ (Task Significance)

MPS = x (Autonomy) x (Feedback)
3

The Job Characteristics Model includes a moderator called growth need strength,

which explains why jobs high in motivating potential score (MPS) may not necessarily

lead to high levels of motivation and satisfaction for all employees.

Approaches to Job Design

high
Socio Technical Systems

Job Enrichment
impact

medium Job Enlargement The Graph categorizes job design approaches

based on their impact and complexity. The

Job Engineering

Job Rotation impact dimension considers factors beyond the

low
low medium high
job itself, while the complexity dimension involves
complexity

the involvement of individuals with diverse

competencies and high decision-making

competency for successful implementation.

Job Rotation

Job rotation involves moving employees across different

task 1
jobs to introduce variety and reduce boredom by

diversifying their tasks. It provides flexibility in scheduling week 1

work and filling vacancies, but it also comes with

task 2
drawbacks such as increased training costs and

disruption to work. Job rotation may not be suitable for week 2

intelligent and ambitious trainees seeking specialized

task 3
responsibilities. According to Herzberg, it is viewed as

substituting one unfulfilling task for another.

Star Spotlight - Best Buy
In the early 2000s, Best Buy (an electronics retail

company) implemented a job rotation program with the

aim of enhancing employee engagement and

development. The company rotated employees across

different departments and roles to provide them with a

broader understanding of the business. However, the

program faced challenges and did not yield the desired

results. Employees reported feeling disconnected from

their work and lacking expertise in specific areas due to

constant role changes. They soon reverted to other

Let's Discuss

Why do you think job rotation was unsuccessful in

creating progress at Best Buy? Think of another

company that uses the job rotation method

successfully. Why is it working for them? Note down

your findings in your notebook and discuss with

your class.
Job Engineering

Job engineering focuses on the tasks to be performed, allows employees to learn a

methods to be used, workflows among employees, layout task rapidly

of the workplace, performance standards, and permits short work cycles;

interdependencies among people and machines. Experts performance is automatic

often examine these job design factors by means of

low-skilled workers can be
time-and-motion studies, determining the time required trained and paid low wages.

to do each task and the movements needed to perform it

reduces the need for supervision
efficiently. Specialisation of labour is the hallmark of job using standardisation.

engineering.
Job Enlargement

Job enlargement involves increasing the variety of tasks

performed within a single job. For example, an auto

mechanic expanding their responsibilities from changing

oil to also greasing and changing transmission fluid. Job

enlargement aims to make the job more interesting by

adding similar tasks. It can include vertical

enhancements, such as increased managerial

dimensions, without changing job title or compensation.

Job enlargement is used to develop high-potential

employees for larger roles and enhance talent retention.

Pros and Cons

(a) Task variety reduces job monotony.

(b) Enlarging jobs enhances worker satisfaction by

promoting meaningful contribution.

(c) Enlarged jobs that utilize skills and abilities increase

satisfaction, but care is needed to avoid overwhelming

workers.

(d) Job enlargement with worker-paced control improves

enjoyment and reduces fatigue.

(e) Enlarged jobs offer more meaningful performance

feedback, but drawbacks include higher training costs and

Let's Discuss

The concept of work-life balance has gained

significance due to the increasing demands and

complexities of modern work environments,

which can lead to stress, burnout, and strain on

personal relationships. Discuss whether job

enlargement can improve work-life balance.

Why or why not?

Job Enrichment

Job enrichment, coined by Herzberg, involves adding

motivators to make a job more rewarding by making it

exciting, challenging, and creative, and granting more

decision-making and controlling powers. It allows

employees to gain new skills and take on parallel

responsibilities. Herzberg identified eight characteristics of

an enriched job.
Job Enrichment

Job enrichment, coined by Herzberg, involves

Task 1 Drill Holes
adding motivators to make a job more rewarding
Doing Assemble Parts
by making it exciting, challenging, and creative,

and granting more decision-making and

Task 2 Order Materials controlling powers. It allows employees to gain new
Controlling Plan Workload
skills and take on parallel responsibilities. Herzberg

An Example identified eight characteristics of an enriched job.

Job Enrichment

Direct Feedback Unique Experience

Client Relationship Control over resources

New Learning Direct Communication Authority

Scheduling of own work Personal Accountability

Let's Apply

Aliyah has been working as a social media graphic

designer at a small marketing agency for three years. She

enjoys her work but recently, she has started to feel less

motivated and more monotonous in her day-to-day tasks.

How could the principles of job enrichment be

implemented to make Aliyah's job more satisfying and

meaningful, while potentially increasing the effectiveness

of her designs?
Self Managing Teams

Companies form teams to make jobs more meaningful and

interesting. Types of work teams include self-directed work

teams, quality circles, production calls, and special

purpose teams. Self-directed work teams have authority

and responsibility for a whole work process. However, there

may be limitations such as negative union response,

worker cooperation challenges, and skepticism from

managers and supervisors.

Factors Affecting Job Design

Organisational Factors

Environmental Factors

Behavioral Factors
Factors Affecting Job Design

Organisational Factors

Characteristics of Task Ergonomics

Work Flow Work Practices

Factors Affecting Job Design

Job design involves assembling tasks into a job, which can

Characteristics of Task
consist of interrelated elements/functions. Complex jobs

may involve a variety of connected tasks, each with

planning, executing, and controlling elements. The work is

carried out by individual employees or groups, who decide

how to perform the tasks, assemble resources, and monitor

output, quality, and cost standards.

Factors Affecting Job Design

The nature of the product/service influences the flow of work

in an organization. The sequence and balance between jobs

are determined by the product/service, ensuring efficient

Work Flow
completion of work.
Factors Affecting Job Design

Ergonomics Ergonomics focuses on designing jobs to match the

physical abilities of individuals, balancing their capabilities

and job demands. It involves optimizing the location of tools

and facilities to improve job handling and efficiency.

Factors Affecting Job Design

Work practices are established methods of performing work,

influenced by tradition or collective employee preferences.

Flexibility in job design may be limited due to

union-management relationships. Attention to work

Work Practices
practices is crucial to avoid undesirable consequences.

Maynard Operating Sequence Technique (MOST) is a new

technique that can significantly alter work practices.

Factors Affecting Job Design

Environmental Factors

Social and cultural expectations: Consider

Employee abilities and availability: Design
the expectations of workers work hours,
jobs based on the skills and availability of
breaks, and management styles to design
employees to ensure a good fit and
jobs that align with their preferences and
minimize training requirements.
promote satisfaction and motivation.
Factors Affecting Job Design

Behavioral Factors

k y s e
c m
ba n o yU ty
e d t o ilit ri e
Fe Au Ab Va
Provide meaningful Grant employees
feedback to
Feedback
decision-making
Design jobs that allow Introduce variety into
employees to fully job assignments to
employees to improve authority to increase
utilize their abilities prevent boredom,
their performance their sense of
and perform fatigue, and mistakes
and ensure proper recognition and
effectively. caused by repetitive
completion of prevent poor
tasks.
assigned tasks. performance.
Let's Apply

Form groups of 4-5 students. Each group will select

a specific job within their chosen industry. Discuss

and develop a job design considering factors like

task variety, autonomy, skill utilization, feedback,

and social interactions. After discussing and

preparing the job design, present it to the class.

Job Evaluation

Job evaluation assesses the worth of different jobs by

analyzing their content and importance. It establishes a job

hierarchy and ensures fair wage differentials based on

relative value. It uses job analysis to create a sound wage

structure and promote fairness in pay.

Definition

According to the British Institute of

According to Edwin B. Flippo, "Job Management, "Job evaluation is the

evaluation is a systematic and process of analysis and assessment of

orderly process of determining the jobs to ascertain reliably their relative

worth of a job in relation to other worth, using the assessment as a basis for

jobs." a balanced wage structure".

Job Evaluation Process

Objectives of Job
Evaluation

Job Analysis

Job Description Job Specification

Job Evaluation Program

Wage Survey

Employee Classification
Which Jobs?

When evaluating many jobs, select representative

benchmark jobs that cover different levels of occupations.

The sample size should be around 5% of total employees,

with at least 25% of distinct jobs at each level. Including more

benchmarks improves results, but consider the time required

for analysis (about one man-day per job).

Staffing the Evaluation

The job evaluation process is conducted by a committee

consisting of department heads, union representatives, and

specialists from organizations like the National Productivity

Council. An HR specialist usually chairs the committee, while

a senior executive oversees the program and reports

progress to the board. The senior executive also advises the

board on wage and salary development.

Training for the commitee

Committee members of the job-evaluation process

should receive training to ensure its success. The training

involves discussing and clarifying various aspects, such

as the purpose of job evaluation, its impact on

promotions, maintaining up-to-date systems,

confidentiality concerns, addressing disagreements or

appeals, and grading new jobs. The training should be

tailored to the company's practices.

Time Factor

Allocate adequate time for job evaluations to prevent

appeals. Aim for a pace of eight jobs per day for accurate

and consistent results. Conduct thorough reviews of

grades to maintain validity. Allow time for re-evaluation if

needed.
Isolating Job Evaluation Criteria

Job evaluations rely on specific criteria to assess job worth.

Common criteria include responsibility, skill, effort, and

working conditions. Additional criteria may include

difficulty, discretion time-span, size of subordinate staff,

and level of creativity required. It's important to note that

job-evaluation criteria can differ for each job.

Wage Survey

To establish wage rates and differentials, conducting a wage

survey is crucial. The process involves several steps:

selecting key, well-defined, and representative jobs;

choosing a sample of firms in the labor-market area;

gathering wage information for valid job comparisons; and

analyzing and comparing job content, personnel qualities,

and total compensation programs. By conducting a

comprehensive wage survey, organizations can determine

appropriate wage rates based on market data.

Employee Classification

Employee classification is the final phase of job evaluation

where job titles are assigned to employees based on their

responsibilities. Clear and definable jobs make classification

easier, but challenges arise with overlapping roles in job

families like typists and clerks. Determining the appropriate

job title is crucial for clarity in responsibilities.

Let's Discuss

Share your thoughts on the importance of job

evaluation process to support effective talent

management and equitable compensation

practices.

Summarize the key takeaways, emphasizing the

importance of objectivity, fairness, and

alignment with organizational goals in job

evaluation.
Turning Point Activity

Divide yourselves into groups. Each group will be assigned one

of the 4 case studies presented below. In your groups, discuss
the case study and use the information provided to identify the CS
key job positions within the organization. Conduct a job
analysis for each position, considering the content,
TS
importance, and required skills. Then, develop a job
evaluation method or approach that can be used to assess
the relative worth of the identified job positions. Present your RS
job evaluation method, explaining the criteria used, the
process followed, and the resulting job hierarchy.
Case Study 1

Google's Job Analysis and Evaluation

Google, a leading technology company, has a robust CS

job analysis and evaluation process to ensure fair

TS
compensation. Explore how Google uses data-driven

approaches and factors such as job complexity,

RS
impact, and required skills to evaluate and assign

value to different positions within the organization.

Case Study 2

Starbucks' Barista Job Design and Evaluation

Starbucks, a global coffee chain, has a well-defined CS

job analysis and evaluation process for its baristas.

TS
Examine how Starbucks determines the content and

importance of the barista role, considering factors

RS
such as customer service, coffee preparation skills, and

teamwork, and how it reflects in their compensation

structure.
Case Study 3

Tesla's Automotive Technician Job Evaluation

Tesla, an electric vehicle and clean energy company, CS

emphasizes job analysis and evaluation to assess the

TS
worth of its automotive technician positions. Explore

how Tesla evaluates technical expertise,

RS
problem-solving abilities, and specialized skills

required for servicing electric vehicles, and how it

impacts the technician's compensation.

Case Study 4

United Nations' Job Evaluation System

The United Nations (UN) has a comprehensive job

CS
evaluation system across its various agencies and

departments. Investigate how the UN employs job TS

analysis and evaluation methodologies to establish

equitable compensation for diverse roles, including RS

diplomats, peacekeepers, and program managers,

taking into account factors such as responsibilities,

qualifications, and fieldwork requirements.

Today I was...
An Inquirer Knowledgeable

A Thinker A Risk-Taker

Principled Balanced

A Communicator Open-Minded

Caring Reflective
Recruitment

Recruitment is the process of attracting and identifying

qualified candidates for job openings. It involves advertising

vacancies and encouraging suitable individuals to apply.

The goal is to create a pool of qualified candidates for

selection. Successful recruitment leads to a better selection

of staff.
Definition

According to Edwin Flippo, "Recruitment is

the process of searching for prospective

employees and stimulating them to apply

for jobs in the organisation." According to Dale Yoder, "Recruitment is a process to

discover the sources of manpower to meet the

requirements of the staffing schedule and to employ

effective measures for attracting that manpower in

adequate numbers to facilitate effective selection of

an efficient working force. "

Sources of Recruitment
erna

Sources of recruitment are the outlets through which

suitable and interested candidates are available.

External Internal
External Sources
erna

Management Training Schemes: Training

Campus Recruitment: Organizations visit
programs develop young talent for executive
institutes to recruit promising candidates.
roles.

Press Advertisement: Ads in the press Walk-ins, Write-ins, and Talk-ins: Applicants
attract suitable candidates for middle-level can submit resumes, visit for interviews, or have
manager appointments. discussions with employers.

Recruitment through Consultants and Internet Recruiting: The internet is used to

Exchanges: Consultants and exchanges attract and hire new employees, reducing
help select top-level executives. time and costs.

Deputation of Personnel: Executives can be Miscellaneous External Sources: Extensions

borrowed from other companies on a for executives, hiring retired officers, utilizing
temporary basis. meetings, and unions for recruitment.
Internal Sources

Promotions: Employees are advanced to Retirements: Retired managers may be

higher positions based on performance and brought back if suitable replacements are not
qualifications. found.

Transfers: Existing employees are moved to Recalls: Managers on leave may be called
fill vacancies within the organization. back to address specific issues.

Internal Notification: Job vacancies are

Former Employees: Former employees may
announced internally, and appointments
return if offered better incentives.
are made from within.
Referring a colleague

The skills and qualifications your

batchmate possesses.

The work ethic and performance of your

When referring a batchmate.

co-worker some things How well your batchmate collaborated and

worked in a team setting.
you should keep in mind
Their level of professionalism, reliability,

are: and commitment to work.

Their communication and interpersonal

skills as well as personal recommendations.
Advantages of Recruitment

Internal Sources External Sources

Cost-effective and economical. Fresh perspectives and new ideas.

Company familiarity and loyalty. Access to diverse and experienced

candidates.
Motivation and professional growth.
Impartial selection from a larger talent
Job security and reduced turnover. pool.
Disadvantages of Recruitment

Internal Sources External Sources

Potential discontent among Higher labor turnover and potential loss

non-promoted employees. of skilled employees.

Limited opportunity for fresh talent Strained employer-employee relations

infusion. and increased conflicts.

Lack of availability of competent Decreased job security and motivation

individuals for certain key positions. among existing employees.
Let's Apply

Imagine you work in the HR recruitment

department of a upcoming architecture firm. You

have been tasked with recruiting candidates

from both internal and external sources. List down

in order of preference which source would you

recruit the most number of candidates from and

why?
Selection

The selection process in HR is crucial for identifying skilled

individuals, and organizations invest time and effort to

ensure competitive advantage. It involves choosing suitable

candidates while using scientific procedures and expert

guidance to achieve the "right man for the right job"

objective. Hiring the wrong talent can be costly, making

effective selection tools and practices essential for

sustainable development and organizational success.

Definition

Selection is the process of choosing the

most suitable candidates out of many

interested candidates
According to Thomas H. Stone, "Selection is

the process of differentiating between

applicants in order to identify (and hire)

those with a greater likelihood of success in a

job."
Selection

The selection process in HR is crucial for identifying skilled

individuals, and organizations invest time and effort to

ensure competitive advantage. It involves choosing suitable

candidates while using scientific procedures and expert

guidance to achieve the "right man for the right job"

objective. Hiring the wrong talent can be costly, making

effective selection tools and practices essential for

sustainable development and organizational success.

Environmental Factors

The selection process is influenced by factors such as

labor market conditions, company policies, and

applicant qualifications. It also depends on a

company's internal and external environment. Internal

factors include the company's image, policies, and

human resource planning, while external factors

encompass the supply and demand of skills,

unemployment rate, and legal and political

considerations.
The selection process

Preliminary Employment Selection

Job Offer
Interview Interview Decision

Reference/
Selection Physical Employment
Background
Tests Examination Contract
Analysis
Selection Tests

Ability tests assess an individual's proficiency in

tasks related to the job.
Job seekers who pass the screening Aptitude tests measure a person's potential to
learn in a specific area.
and preliminary interview proceed to
Personality tests evaluate a candidate's
undergo selection tests. Different motivation and suitability
Interest tests gauge an individual's activity
types of tests are administered preferences

based on the job and company Graphology tests analyze handwriting to reveal
personality traits
requirements. Polygraph tests, also known as lie detector tests,
ensure the accuracy of information provided
Medical tests assess a candidate's physical
fitness (drug tests and, genetic screening).
Choosing Tests

Tests should meet criteria of reliability, validity, objectivity, and standardization:

• Reliability ensures consistent results over time.

• Validity predicts job success.

• Objectivity allows multiple evaluators to interpret

results consistently.

• Standardization ensures consistent test

administration.

• Test results should be considered alongside other

selection criteria.
Types of Selection Tests

Companies in India use psychological tests

for screening and selecting candidates for

managerial positions. These tests are

administered by experts and influence the

selection process. They are tailored to job

requirements and assess traits like personality

and intelligence. The results of psychological

tests play a significant role in the final

selection decision.
Types of Tests
Intelligence test: Measures a candidate's intelligence,
comprehension, and logical reasoning abilities using
tests like the IQ test.
Vocational aptitude test: Assesses a candidate's
capacity to learn a job and identifies their special
aptitude for specific roles.

Synthetic test: Evaluates candidates' ability to

handle complex job situations through
miniature-scale simulations.
Trade test: Assesses technical skills for jobs like
stenography, typing, welding, and machine Personality test: Protective tests, which aim
operation. to reveal a candidate's inner or real
personality, are one example. Achievement
tests and interest tests are additional tests
that can be administered. Other tests such
as dexterity tests can also be useful.
Employment Interview

The employment interview is a formal conversation

used to evaluate applicants' suitability for a position,

offering flexibility and a two-way exchange of

information. However, interviews have limitations,

including potential biases, lack of reliability, and limited

validity. Objectives include gathering information,

sharing company details, and creating a positive

image.
Types of Interviews

In structured interviews, standardized

questions are asked to ensure uniformity.

Unstructured interviews are unplanned

and rely on the interviewee's input.

Mixed interviews combine structured and

unstructured questions for comparisons and
insights.
Behavioral interviews assess
problem-solving skills with relevant
scenarios.
Stress interviews gauge applicants' response
to pressure, useful for high-stress jobs.
Recruitment vs Selection

Recruitment Selection
Recruitment motivates candidates to apply Selecting suitable candidates from
for job positions. interested and qualified applicants.

The purpose is to attract interested Scrutinizing applications, conducting tests,

candidates through applications. interviews, and medical examinations.

Follows recruitment, eliminates unsuitable

Recruitment precedes selection.
candidates.

No need for expert services. Requires expert services.

It is not costly, with expenditure mainly on Costly due to testing and interviewing
advertising. expenses.
Let's Apply

Divide students into groups of 4-5 members. Each

member is assigned a role - Hiring Manager, Applicant,

HR representative, and interview panel. Assign each

group a specific job position for recruitment (e.g.,

marketing coordinator, customer service representative,

IT technician). Enact the recruitment and selection

process. Afterwards, reflect on the enactment and

discuss the effect of the particular process on the

applicant and company.

Induction

Induction or orientation is a process that familiarizes

new employees with the organization and its policies,

promoting their socialization and integration.

It provides essential information on the company's

history, objectives, operations, work routine, policies,

and benefits.

The goal is to alleviate new employees' anxiety, help

them adapt to their roles, and foster positive

relationships with colleagues.

Definition

Induction/Orientation may be defined as

"planned introduction of employees to

their jobs, their co-workers and the

organisation." According to Michael Armstrong, orientation/

induction is "the process of receiving
and welcoming an employee when he first
joins a company and giving him the basic
information he needs to settle down quickly
and happily and start work."
Induction Training

Induction training familiarizes newly appointed

employees with the organization, their job

responsibilities, and its overall atmosphere. It instills

confidence, a sense of belonging, and removes

anxieties. The training provides an overview of the

organization's operations and involves various

stakeholders to ensure its effectiveness. Its objective is

to create alignment and involvement between the

employees and the organization, promoting a smooth

Induction Process

Welcome and Meeting with Administrative Departmental Information

Introduction Supervisor Formalities Orientation Provision

Schedule time, Arrange meeting, Complete tasks, Introduce to Share important

welcome, exchange explain rules department, details verbally,

introduce. information. and procedures. key personnel. through

materials.
Induction Process Brief

General Orientation

In some organizations, a brief

induction program consisting of three

Specific Orientation
broad steps is arranged for newly

selected employees.
Follow-up

Orientation
General Orientation

• Brief details about the organization's objectives,

goals, philosophy, future plans, roles, procedures,

and facilities are provided.

• Printed manuals on personnel matters are supplied

to new employees.

• The purpose is to give an overall idea about the

company, foster a sense of pride, and build

confidence and ease among new employees.

Specific Orientation

• The new employee is exposed to the specific section

or department where they will work.

• The supervisor or departmental head guides them

through the work environment, job details,

technology used, safety measures, procedures, and

specific expectations.

• This orientation is important to help employees work

with ease and confidence in their specific roles.

Follow-Up Orientation

• Follow-up orientation occurs approximately six

months after joining the company.

• Employees receive additional training, guidance,

and support from colleagues, supervisors, and

managers during their work.

• The purpose is to ensure employee satisfaction,

address concerns, and facilitate their integration

into the organization.

Induction Methods

Formal or Informal Induction:

Formal induction provides structured

information about company policies and work Serial and Disjunctive Induction:

Induction
procedures. Informal induction is brief and Serial Induction involves experienced
employees guiding new hires.
provides essential information.
Disjunctive induction encourages

Individual and Collective Induction: Methods independent learning.

Individual induction caters to each new

employee's specific needs.

Investiture or Divestiture Orientation:
Collective induction is conducted for a group of Investiture orientation values the individual's
new employees. existing traits and decision-making abilities.
Divestiture orientation aims to align the
individual with the organization's requirements.
Advantages of Induction

• Creates a positive impression and fosters a sense of

belonging among new employees.

• Enhances communication channels and showcases

the organization's work.

• Facilitates adjustment with coworkers, supervisors,

and assigned tasks.

• Reduces labor turnover, grievances, and complaints,

promoting employee satisfaction and retention.

Placement Training and
Development

Placement is the process of matching individuals with

appropriate job positions based on qualifications and

organizational needs. It ensures employee satisfaction,

productivity, and organizational success. Proper

placement reduces turnover, utilizes employee

capacity, and should be carried out in a scientific and

fair manner.
Definition of Placement

According to Dale Yoder, placement

means "The determination of the job to

which an accepted candidate is to be

assigned and his assignment to that job".

According to Cascio "Placement occurs

after orientation; placement is the

assignments of individuals to jobs."

Definition of Training

According to Edwin Flippo, training is "the

act of increasing the knowledge and skill

of an employee for doing a particular job.'"

According to Wayne Cascio, "Training
consists of planned programs undertaken to
improve employee knowledge, skills,
attitudes, and social behaviour so that the
performance of the organisation improves
considerably."
Training Methods for Low Staff

Supervisor-led Training: The Vestibule Training: Training takes

immediate supervisor trains place in a simulated on-the-job
new hires, providing setting within a specialized
systematic and extended workshop, led by professional
training. instructors.

On-the-Job Training (OJT): Apprenticeship Training: Training Courses and Job

Supervisors guide and support Trainees receive comprehensive Rotation: Short-duration courses
new employees as they learn theoretical and practical and job rotation provide
through hands-on experience training from trained instructors, systematic training and exposure
and trial and error. aiming to develop skilled to different departments.
workers.
Internal Training Methods

Coaching
Understudy Junior
Job Rotation Delegation
and
Assignment Boards
Counseling

Appointment Membership
Project
Promotions Transfers
as 'Assistant of
Assignment
to': Committees
External Training Methods

Universities Management Sensitivity In-Basket

Role-Play
and Colleges Institutions Training Exercise

Management
Conferences TV and Video
Case Study Simulation /Business
and Seminars Instructions
Games
Training Program Process

Identify training needs Prepare learners and

Follow up and evaluate for
through analysis. present content.
improvements.

Set objectives and design Implement and monitor

program. training.
Evaluating the Efficiency

Training program evaluation is crucial for assessing

effectiveness, guiding future design, and ensuring cost-efficiency.

It provides valuable insights, enables remedial actions, and

enhances credibility. Objective methods and continuous

evaluation are recommended, using questionnaires and

interviews. Evaluation helps monitor, modify, and integrate

training effectively. It should be systematic, considering needs

analysis, objective setting, method selection, and program

evaluation. Each organization should develop its own evaluation

Advantages for Company

• Improved efficiency and productivity

• Enhanced quality of production and reduced

wastage

• Decreased industrial accidents

• Reduced supervision costs

• Increased stability of the labor force

• Created a pool of capable employees

• Provided guidance to newly appointed executives

Advantages for Employees

• Increased confidence and personal security

• Development of valuable skills

• Opportunities for quick promotion and

self-development

• Attractive remuneration and monetary benefits

• Enhanced adaptability and up-to-date knowledge

• Created a positive attitude towards work

Advantages for HR

• Improved internal communication

• Better orientation for new employees and job

transitions

• Provision of important information to employees

• Creation of a healthy work atmosphere

• Enhanced employee morale and interpersonal skills

End Point Activity

In groups, assign yourselves a demographic from the

list to focus on. Discuss within your group the unique
needs, expectations, and learning styles of your CS
assigned demographic, considering their generation
and cultural background. After this discussion, use TS
your findings to design a tailored induction/training
program for your demographic. Present your
MS
programs to the class, followed by a feedback session
where everyone discusses the effectiveness of the
presented programs.
Demographic 1

Generation Z Employees in Tech Industry: This CS

demographic is relatively young, technologically

adept, and may value flexible work arrangements, TS

continuous learning, and a progressive company

MS
culture.
Demographic 2

Millennials in the Healthcare Sector: Millennials

CS
working in healthcare may value teamwork,

technology integration in their work, work-life TS

balance, and opportunities for professional

MS
development.
Demographic 3

CS
Generation X in the Financial Services Sector:

These are seasoned professionals who value

TS
stability, clarity in roles and responsibilities,

and may prefer traditional learning methods. MS

Demographic 4

CS
Baby Boomers in the Education Sector: This

demographic brings a wealth of experience and may

TS
value face-to-face interaction, traditional work

structure, and could be less familiar with recent MS

technology.
Today I was...
An Inquirer Knowledgeable

A Thinker A Risk-Taker

Principled Balanced

A Communicator Open-Minded

Caring Reflective
Let's Elaborate
Group Activities

Using the internet, find four job specifications

prepared by a few Indian manufacturing

organizations.

Discuss on the job specifications and note what

they all have in common and what they all have

different.
Service Learning Project

Collaborate with the NGO staff to design a

workshop curriculum covering job application

topics. Prepare workshop materials such as

handouts, slides, sample resumes, and cover

letters. Schedule workshop dates and times,

considering participant availability. Conduct

interactive workshops, delivering presentations,

facilitating discussions, and engaging

participants.
Let's Reflect
Let's Explore

Now that you have more information on how to hire the

right fit for a company to help the company progress

further, think about the presentations you created at the

start of the module. Now go back to them and reflect on

whether your opinion has changed or if it is still the same.

Have a more in-depth discussion on the same question

Should you hire someone because of pressure from senior
presented.
authorities even if they are not suitable for the job?
Today I was...
An Inquirer Knowledgeable

A Thinker A Risk-Taker

Principled Balanced

A Communicator Open-Minded

Caring Reflective
3-2-1 Reflection

Write about

3 things you have learned in today’s lesson

2 things that surprise you

1 thing that you did not understand in today's lesson

Let's Evaluate
Let's Evaluate

Compare and contrast Job Design approaches of

Indian MNCs to Foreign based MNCs.

Visit an organization in your locality. Discuss with the

Human Resource manager about creation of job

description and further evaluation of the Job. Prepare

a report based on the discussion.

Recommended Reading
• Ellis, G. (1920), Job analysis, description, specification, and evaluation
of public school teaching positions.

• Hvide, H., & Kaplan, T. (2003), Delegated job design, London: Centre
for Economic Policy Research

• Dwivedi, R. S. (2009), A textbook of Human Resource Management,

New Delhi: Vikas Publishing House Pvt. Ltd

• Armstrong, M. and Taylor, S. (2014), Armstrong’s Handbook of Human

Resource Management Practice, Ne Delhi: Kolgan Page Publishers.

• V.S.P. Rao, Human Resource Management, Himalaya Publication

House.
Thank You