Chapter - 2

HR Planning, Recruitment
& Selection
 HR Planning
The process of analyzing and identifying the need for and

availability of human resources & develop strategies so that the

organization can meet its objectives.

The means used to anticipate and manage the supply of and

demand for human resources.

It is a forward looking action.

 It tries to asses human resources requirements in advance keeping
the production schedules, market fluctuations, demand forecasts,
etc, in the background.

HRP is subjected to revision and it is part of overall corporate

plan.

Reflects the broad thinking of management about HR.

Objectives of HRP :

1. Forecast personnel requirements :

2. Cope with changes :

3. To ensure employee availability.

4. Use existing workforce productively :

5. Promote employees in a systematic manner.

6. Preventing organization from overstaffing and understaffing.

7. To provide direction to all HR activities.

Importance / Scope of HRP :

Creating Reservoir of talent :

Cater manpower as per environmental changes

Prepare people for future :

Expand or contract :

Cut costs : Planning facilitates budgeting and controlling

manpower costs.

Succession planning :
HR Planning Process
Activities involved in HR Planning –

1. Environmental Scanning -
External environment scanning

Internal environment assessment - Auditing Jobs and Skills

– What jobs exist now?
– How many individuals are performing each job?
– How essential is each job?
– What jobs will be needed to implement future organizational strategies?
– What are the characteristics of anticipated jobs?
2. Forecasting HR Supply and Demand –

The use of information from the past and present to identify

expected future conditions.

Forecasting the Supply for Human Resources - External

Supply, Internal Supply.

3. Preparing an inventory of present manpower –

HRIS databases—Information about employees’

knowledge, skills and abilities (KSAs) & work preferences.

Components of an organizational capabilities inventory -

• Workforce and individual demographics

• Individual employee career progression

• Individual job performance data

4. Anticipating problems of manpower :

Projecting present resources into the future and comparing

the same with the forecast of manpower requirements.

Determine the quantitative and qualitative adequacy of

manpower.
5. Meeting Manpower requirements :

Planning, Recruitment and selection, Training & development,

Introduction and Placement, Promotion and Transfer,

Motivation and Compensation.

JOB ANALYSIS

It is the process of collecting and studying information relating to the

operations and responsibilities of a specific job.

‘Job analysis is the procedure for determining the duties and skill
requirements of a job and the kind of person who should be hired for
it’.

Determination of tasks which comprise the job and of skills,

knowledge, abilities and responsibilities required of the worker for a
successful performance and which differentiates one job from all
others.
Job analysis produces information which can be used for writing job
description and job specifications.
Job Description: A written statement of what the employee

actually does, or how he/she does it and what the job’s working

conditions are. It contains -

Job identification

Job summary

relationships

Responsibilities and duties

Authority of incumbent

Standards of performance

Working conditions
Job Specification: A written statement of human skills, competencies,
qualification, experience, talent, experience necessary to perform the
job.

Job description is utilised to write a Job Specification.

It contains -

Education & Qualification

Experience & Training

Knowledge & Skills

General Skills

Physical requirements – Appearance, Normal health & mental

condition, Initiative, Judgement, Emotional Stability.

Project exposure.
Types of information collected via job analysis:

Work activities:

Human behaviours: Like sensing, communicating, deciding, writing,

etc,.

Machine, tools, equipment, and work aids:

Performance standards:

Job context: Physical work conditions, work schedule, and

organisational and social context

Human requirements:
 USES OF JOB ANALYSIS INFORMATION

JOB ANALYSIS

JOB DESCRIPTION
AND JOB
SPECIFICATION

RECRUITING AND JOB EVALUATION

PERFORMANCE TRAINING
SELECTION -WAGE AND SALARY
ANALYSIS REQUIREMNTS
DECISION DECISIONS
 Job Design & Analysis

“JOB DESIGN” involves systematic attempts to organize tasks,

duties, and responsibilities in to a unit of work to achieve certain
“OBJECTIVES”

It is the process by which deciding individual job tasks and

authority.
Elements of Job Design -

Task Analysis

Worker Analysis

Environmental Analysis
Task Analysis :

Task Analysis Determines

What tasks will be done?

How each task will be done?

How the tasks fit together to form a job?

Worker Analysis -

Worker Analysis Determines :

Capabilities the worker must possess.

Responsibilities the worker will have.

Environmental Analysis :

Environmental Analysis Used to analyze physical environment

including:

Location

Lighting

Temperature

Noise

Ventilation
 JOB DESIGN TECHNIQUES
Individual Job design techniques -

Job Rotation.
Job Enlargement
Job Enrichment

Group job design techniques –

Work teams

Autonomous work groups

Recruitment -

Recruitment is the process of discovering of potential applicants

for actual or anticipated organizational vacancies.

Recruitment is the process of discovering the right applicant and

tapping the talent.

The specific strategies used & decisions made in the staffing

process will directly impact on organization’s success.
Process of Recruitment -
Identify vacancy

Prepare job description and person specification

Advertising the vacancy

Managing the response

Short-listing

Arrange interviews

Selection process
SELECTION

- Selection is the process of picking individuals with requisite qualifications

& competence to fill jobs in the organization.

-It is the process of differentiating between applicants in order to identify

(and hire) those with a greater likelihood of success in a job

-Selection is the process choosing the right candidate out of so many.

-Selection is process of predicting about the candidate who will make the
post appropriate and contribute to the job and the organization-now and in
future.
PROCESS OF SELECTION

Reception of applications

Preliminary interview.

Application blank or forms.

Psychological Testing.

Second interview.

Reference check.

Final interview for selection.

Physical examination.

Selection.

Induction and placement.

TYPES OF TESTS
.
Test of cognitive abilities: include tests of general reasoning
abilities like memory and inductive reasoning
Intelligence tests: General Intellectual abilities- memory vocabulary,
verbal fluency, and numerical ability

Specific cognitive abilities: such as inductive and deductive reasoning,

verbal comprehension, memory and numerical ability – Aptitude tests

Tests of motor and physical abilities: Life guards, typing, etc,

Measuring Personality and interests:

Achievements: job knowledge,

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Work samples and simulation: Work sampling techniques
.
measures how a candidate actually performs some of the basic
tasks. Management assessment centres, and video-based
situational testing

Background investigation and reference checks:

Using Pre-employment information services:

The polygraph and Honesty testing

Physical examination

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Job Evaluation –

Job evaluation is a systematic way of determining the value/worth of a job

in relation to other jobs in an organisation.

It tries to make a systematic comparison between jobs to assess their

relative worth for the purpose of establishing a rational pay structure.

Job evaluation begins with job analysis and ends at that point where the
worth of a job is ascertained for achieving pay-equity between jobs.

It tries to built rational, transparent and acceptable pay structure.

Features of Job Evaluation –
It tries to assess jobs, not people.

The standards of job evaluation are relative, not absolute.

The basic information on which job evaluations are made is obtained from

job analysis.

Job evaluations are carried out by groups, not by individuals.

Some degree of subjectivity is always present in job evaluation.

Job evaluation does not fix pay scales, but merely provides a basis for

evaluating a rational wage structure.

Process of Job Evaluation –

Gaining acceptance

Creating job evaluation committee

Finding the jobs to be evaluated

Analysing and preparing job description

Selecting the method of evaluation

Classifying jobs

Installing the programme

Reviewing periodically
Advantages of Job Evaluation –

It tries to link pay with the requirements of the job.

It offers a systematic procedure for determining the relative worth of jobs.

An equitable wage structure is a natural outcome of job evaluation.

Employees as well as unions participate as members of job evaluation

committee while determining rate grades for different jobs.

Job evaluation, when conducted properly and with care, helps in the

evaluation of new jobs.

 Interviews

It involves conversation between employer and prospective

employee.
Question & Answer takes place to examine the candidates strength
and weaknesses.

Before starting Interviews, it is necessary to –

Determine who should be involved in interviewing applicants.

Selecting appropriate interviewers can be made by taking suggestions from

different stake holders.

Decision should be made about individual interview or group
interview.

Decisions to be made on the actual format or process of the

interviews – Structured / Non-structured.

Interviewing involves making subjective assessments of each

applicant’s qualifications for a job.

Behavioral interviewing become increasingly popular in

recent years.
It involves asking questions about situations which the candidate might
expect to encounter in the job in the job for which they are interviewing
& asked how they would handle the situation.

It is helpful to examine the applicant’s anticipated behavior in a variety

of situations posed in interview questions would be appropriate for the
employer.

It also involves presenting some past real-life situations for the

candidates in which they were involved & how they handled them.

The interview process becomes successful if the interviewer asks

specific, pointed & practical questions.
Selection Errors / Interview Errors -

Judgmental Errors – Positive attitude, First impression error, Bias, Halo

effect, Central Tendency.

Perception / Egoism

Unfair Selection Procedure

Invalid Methods

Reliability

External Pressure

Narrow Focus

Inexperienced Staff