HUMAN RESOURCE

MANAGEMENT
unit 2

Dr. Richa Dixit Bajpai

 Outlines
 1.STRATEGIC MANAGEMENT OF HR
 2. STAFFING POLICY AND PRACTISES
 3. HR MGT PLANNING
 4. JOB ANALYSIS
 5. JOB DESCRIPTION
 6. JOB SPECIFICATION
 7. RECRUITMENT
 8. SELECTION
 9. INDUCTION
 10. PLACEMENT
 11. PROMOTION
 STRATEGIC MANAGEMENT
IN HR-CONCEPT(Ch-1)
Strategic human resource management is the process of linking
the human resource function with the strategic objectives of the
organization in order to improve performance.
The word ‘strategy’, deriving from the Greek noun strategus,
meaning ‘commander in chief’, was first used in the English
language in 1656. The development and usage of the word
suggests that it is composed of stratos (army) and agein (to lead).
In a management context, the word ‘strategy’ has now replaced
the more traditional term – ‘long-term planning’ – to denote a
specific pattern of decisions and actions.
Wheelen and Hunger (1995, p. 3) define strategic management as
‘that set of managerial decisions and actions that determines the
long-run performance of a corporation’. Hill and Jones (2001, p. 4)
take a similar view when they define strategy as ‘an action a
company takes to attain superior performance’.
 PROCESS OF STRETEGIC MGT
 1. Mission and Goals(Management
philosophy Values )
 2. Environmental analysis (Internal
scan External scan)
 3. strategic formulation(Strategic choice
Corporate Business Functional)
 4. strategy implementation(Leadership
Structure Control systems Human
resources)
 5. strategy evaluation(Operating
performance Financial performance)
Role of HR in strategic mgt
1. FORMULATION AND EXCECUTION OF
STRATEGIES
2. IMPLEMENTING THE STRATEGY
3. CONTEMPORARY STRTEGIES-
a. Employee employability
b. Careers
c. HR diversity
d. Training and Development
 Imp of HR Strategic mgt
 1.Analyse the opportunities and threats
existing in the external environment.
 2. Formulate strategies that will match the
organisation’s (internal) strengths and
weaknesses with environmental (external)
threats and opportunities. In other words,
make a SWOT analysis of organisation.
 3. Implement the strategies so formulated.
 4. Evaluate and control activities to ensure
that organization's objectives are duly
achieved.
Benefits of HR Strategic mgt
 Fred R. David’ has listed the following:
1. Allows identification, prioritization and exploitation of
opportunities. 2. Provides an objective view of management
problems. 3. Represents a framework for improved co-ordination
and control of activities. 4. Minimizes the effects of adverse
conditions and changes. 5. Allows major decisions to better
support established objectives. 6. Allows more effective allocation
of time and resources to identified opportunities. 7. Allows fewer
resources and lesser time to be devoted to correcting erroneous
or adhoc decisions. 8. Creates a framework for internal
communication among personnel. 9. Helps to integrate the
behaviors of individuals into a total effort. 10. Provides a basis for
the clarification of individual responsibilities. 11. Gives
encouragement to forward thinking. 12. Provides a co-operative,
integrated and enthusiastic approach to tackling problems and
opportunities. 13. Encourages a favorable attitude towards
change. 14. Gives a degree of discipline and formality to the
management of a business.
Components of Strategic Human
Resource Management
 1. It focuses on an organization’s human resources
(people) as the primary source of competitive
advantage of the organization.
 2. The activities highlight the HR programs, policies,
and practices as the means through which the people
of the organization can be deployed to gain
competitive advantage.
 3. The pattern and plan imply that there is a fit
between HR strategy and the organization’s business
strategy (vertical fit) and between all of the HR
activities (horizontal fit).
 4. The people, practices, and planned patterns are all
purposeful, that is, directed towards the achievement
of the goals of the organization.
Objectives of Strategic MGT in HR
 1.To focus the HR policies, programmes and practices as the means
through which the people can be deployed to gain better and
competitive advantages;
 2. To manage and maintain human capital resources, skill, knowledge,
efficiency and intelligence of the employees;
 3. To find out the ways and means for effective and efficient utilisation
of human resources;
 4. To emphasize that human resources treated as the primary source
of competitive advantages of the organisation;
 5. To integrate the HR strategies with the Business strategies for the
betterment of organization;
 6. To make an appropriate direction for people, practices and
performance towards the achievements of the goals of the
organization;
 7. To develop stable employee relations by way of effective resource
utilization, optimizing remuneration, better productivity and better
work culture; etc.
 8. To recognize the needs and customized services of different market
segments and try to fulfill them properly;
 H.Resource Strategies:
 1. Grand Strategies
a)Growth strategies (b)stability Strategies
c)Retrenchment strategy
2.Business Strategies
a. Cost leadership strategies
b. Differentiation strategies
c. Focus strategies
3. Functional strategies
a)Marketing b) Finance c) Manufacturing
d) HR
Strategic factors in HRM

 1.Changing mix of the workforce

 2. changing personnel value of the
workforce
 3.Changing expectations of employees
 4.Changing level of productivity
 5. Changing demands of govt.
Policies issues in Strategic HRM
1. Fair employment practises
2. Recruitment of right personnel
3. Development of personnel
4. Motivational system
5. Retaining personnel
6. Industrial relations
 Barriers to Strategic MGT
 1. Short term orientation
 2.Inability of HR to think strategically
 3.Lack of appreciation
 4. Failure to understand role of Hr
Experts
 5. Difficulty in measuring HR outcomes
 6.Lack of incentives for change
 7. Perception of human assets as high
risk investments
Types of Hr Strategies
1. General
a) The resource based approach
b) Strategic Fit
c) High Performance MGT
d) High Commitment MGT
e) High involvement MGT
1. Specific
a) Talent mgt
b) Continuous improvement
c) Knowledge mgt
d) Resourcing
e) Learning and Developing
 Cont---
 f) Reward
 g) Employee relation
 H) Employee well being
 i) Employee engagement
 J)Organisational Development
 K)Corporate social responsibility
 Ch-2-Staffing Policies-
mean
HR policies are systems of
decisions, established by an
organizations to support
administrative personnel
functions, performance
management, employee relations
and resource planning.
 Ch-2 Staffing Policies and Practices
Purpose/Obj
 This Policy on Staffing provides guidelines and standards for
coordinating and managing the organizations’ human resources
needs.
  To ensure that recruiting, selecting and placing of candidates
is undertaken in a justifiable, equitable, transparent and fair
manner.
  To attract competent workforce for effective service delivery.
  To ensure to achieve the employment equity objectives.
  To manage the filling of the vacant positions.
  To provide policy directives to ensure a consistent and
equitable approach to
competency-based selection.
  To ensure that hiring is based on the principle of merit.
  To recruit and retain employees of the highest quality.
HR Policies-concept
 Human resources policies and procedures are regarded as the backbone
of any
 organization. These documents consists of all the details regarding the
treatment, which needs
 to be given to the employees in the organization and make provision of
assistance to the
 employees in acquiring an efficient understanding of the organizational
culture. The HR
 policies and procedures manual is compiled first and thereafter an
employee handbook is
 prepared in conjunction with the prevailing policies and procedures as laid
down in the earlier
 document. Such documents make provision of clear description in terms
of the benefits and
 incentives that need to be given to the employees.
Legislative Requirements

 Civil
Service Act.
  Labour Relations Act.
  Labour law.
  Equal Employment Act.
Compliance of the policy/Focus areas
 All vacant approved posts should be advertised
internally first to give internal candidates an
opportunity for career advancement before going
external.
  All candidates applying for vacancies within the
Organizations must be subjected to reference checks
(Criminal, Citizenship, and qualifications).
  The Human Resources department, hiring
department and the selection panel must
maintain confidentiality.
 Ref
 https://www.researchgate.net/
publication/
336994560_STAFFING_POLICY_AND_P
ROCEDURE
 Areas of HR Policy Development
 1. Staffing(Recruitment & Selection)
 2.Developing Staff (training & development)
 3.Motivating staff
 4. Maintaining staff(transfer & promotion)
 5.Labor welfare
 6. Worker’s Compensation
 7. Integration and Human Relations
 8. Work Management
9. Performance Appraisal
 10. Administration
Types of Human Resources Policies
1. At-will Employment – This statement reiterates that
either the employer or the employee have the right to
terminate the employment relationship at any time.
Furthermore, the reasons for termination can also be
numerous, but it needs to be ensured that reasons are
lawful and valid.
2. Anti-harassment and Non-Discrimination – These are
the policies that prohibit harassment and discrimination
within the working environmental conditions. Within the
organization, there are individuals, who are different
from each other on the basis of number of factors.
 Cont---
 3. Employment Classifications – The employment classifications
are defined as jobs, which are full-time and part-time. In
various types of organizations as well as educational institutions,
the individuals seek employment opportunities on full-time as
well as part-time
basis.
4.Leave and Time off Benefits - When employees are overwhelmed
by various issues
and problems and are required to take leave, it is necessary to
grant them leave in accordance
to the policies and procedures. On the other hand, when they need
time off, such as, when they are required to leave the workplace
within the course of working hours, then too it has to
take place in accordance to policies.
 Cont---
 5. Meals and Breaks – The meal timings
and breaks within the organizations also
takes place in accordance to laws and
policies
 6. Timekeeping and Pay
 7. safety and Health
 8. Hiring Forms
 9. Use of Technologies and Materials
 10. Handbook Acknowledgements
 11. Performance and Discipline
 Staffing Process-steps
1. Position Analysis-
2. Advertisement or Posting
3.Evaluation and selection
4.Recommendations
5.Checking references
6. Hiring and closing the process
Ref
 (https://www.researchgate.net/
publication/
336994560_STAFFING_POLICY_AND
_PROCEDURE)

 https://ncert.nic.in/textbook/pdf/
lebs106.pdf
 HR MGT PLANNING-ch-3
 1.Human Resource Planning may be defined as a
strategy for the acquisition (recruitment/ selection),
utilization (deployment), improvement (training and
development) and preservation (pay and rewards) of
an organization’s human resources.” – John Gennard

 2. “Human Resource Planning may be defined as

implementation of strategies, plans and programs
required to attract, motivate, develop, reward and
retain best people to meet organizational goal and
objective of enterprises.” - Mary L. Tanke
Classification of HR planning

 1.Strategic planning- long term

 2.Operational Planning-short term
 HRP Process
 1. Environmental analysis: The first phase is
concerned with identifying the number and the kinds
of employees that the firm will need in the future. This
is the requirements forecasting stage.
 2. Determining HR policies and obj: The second phase
of HRP entails the determination of the availability of
qualified people to staff the organization of the future.
 3.Human resource forecaste
 4.Development of specific course of action.
 Right person at right place
 5. Control and evaluation
 Characteristics of HRP
1. HRP aims at fulfilling corporate strategies and goals through
effective utilization of human resources. As such, it is effectively
aligned with the business strategies of the organization.
2. HRP is not a solitary act. Rather, it is a process involving a series
of related activities carried out on a continuous basis.
3. HRP not only meets the short-term HR requirements of an
organization, but also determines its long-term strategies and
future directions from the HR perspective.
4. HRP is a logical and efficient decision-making activity involving
systematic analysis of data gathered in a scientific manner.
Thus, it is neither a haphazard nor an ad hoc activity.
5. It emphasizes both the quantitative (number of personnel) and
the qualitative (nature of personnel) dimensions of human
resources at every stage .
 Merits/benefits of HRP
 1. Personnel requirements
2. Recruitment and selection
 3. Placement of personnel
 4. Performance appraisal
5.promotion training and transfers
 6.career development
 7.Organisational development
 8.motivation of staff
 Types of HRP
 1. short or long term
 2.Formal or informal
 3.Comprehensive or specific
 4.single or multiple choice plans

 https://www.researchgate.net/
publication/
335058560_THE_ROLE_OF_HUMAN_RE
SOURCE_PLANNING_IN_THE_HUMAN_R
ESOURCE_NETWORK
 Approaches to Human Resource
Planning
 1. Top down approach ( Quantitative approach)

•It is hard approach to HRP as it considers

quantitative aspect of HR planning. It is
handled by management. It is traditional in
nature. The main objective is to identify human
resource shortages and surpluses and manage
them. This approach considers-
HR information system and HR inventory.
Demand forecasting technique by the use of
statistical and mathematical technique.
Work study technique
 Cont--
 2.Bottom up approach ( Qualitative approach)•It is
soft approach to HRP as it considers qualitative aspect
of HR planning. It is employee driven. It is traditional
in nature. The main objective is to match
organizational needs with employees need. There is
the provision of employee training and development.
This approach considers-
 Employees’ safety and welfare.
 Motivational techniques to increase productivity.
 Employee training and development
 .Work flexibility
 Career planning and development of employees
Compensation and incentive schemes
 Organizational justice
 Special right to focus groups such as minority,
women, disadvantaged persons
 3. cont--
 Mixed approach is
participativeapproachtoHRPasitcombinesbothquantitative
andqualitativeapproachofhumanresourceplanning.Topma
nagersandhumanresourcemanagersjointlyparticipateonth
eformulationofhumanresourceplanning.Thisapproachcons
iders:
 Corporate objectives and strategies of organization are
the basis of formulation of human resource planning.
 Human resource manager provide suggestion,
guidance and information to the top level manager.
Both quantitative and qualitative approach of human
resource planning are considered.
 Both line manger and HR managers’ involvement in
formulation of HR planning contribute high productivity
for organisation.
 CH-4. JOB ANALYSIS
 Job analysis is a process of determining which
characteristics are necessary for satisfactory job
performance and analyzing the environmental
conditions in which the job is performed. It analyzes
the work content of job & job content of work. The
process of job analysis leads to development of two
documents-
 1. Job description indicates the tasks and
responsibilities, job title, duties, machines, tools and
equipment, working conditions and occupational
hazards that form part of the job.
 2. Job specification comprises of the capabilities
required to perform job, education, experience,
training, judgmental skills, communication skills and
personal skills required to perform the job effectively.
 Significance of Job Analysis
 Manpower Planning:
 Recruitment:
 Selection:
 Training and Career Development:
 Placement and socialization:
 Compensation:
 Employee Safety and Welfare:
 Performance Appraisal:
 Counselling:
 Strategic Planning
 Components of Job Analysis
1.Job Description: It is an important document. It is descriptive in nature.
It is useful to identify a job for consideration by job analyst. Important
questions to be answered through job description are: What should be
done? - Why it should be done? -Where it should be done? There is no
universal format of writing job description. According to Ghorpade the
following information is common in most of the job descriptions.
1.● Job title: title of the job and other identifying information such as
wages, salaries, other benefits
2.● Summary: summary is written in one or two lines that describes what
outputs are expected from job incumbents.
3.● Equipment: a clear statement of tools, equipment and other information
required to perform job effectively.
4.● Environment: a clear description of the working conditions of the job,
the location and other characteristics of work environment such as hazards,
noise, temperature, cleanliness etc.
5.● Activities: a description about the job duties, responsibilities, and
expected behaviour on the job. A description of social interactions
associated with the job such as the size of work group, interpersonal
interaction on the job is made.
2. Job Specifications
It also known as man or employee
specifications is prepared on the basis
of job specification. It specifies the
qualities required in a job incumbent
for the effective performance of the
job.
contents of a job specification
1. Personal characteristics such as education, job
experience, age, sex, and extra co-curricular
activities.
2. Physical characteristics such as height, weight,
chest, vision, hearing, health, voice poise, and hand
and foot coordination, (for specific positions only).
3. Mental characteristics such as general
intelligence, memory, judgment, foresight, ability to
concentrate, etc.
4. Social and psychological characteristics such as
emotional ability, flexibility, manners, drive,
conversational ability, interpersonal ability, attitude,
values, creativity etc.
CONT--
 Various contents of a job specification
can be prescribed in three terms: 1.
essential qualities which a person
must possess; 2. desirable qualities
which a person may possess; and 3.
contra-indicators which are likely to
become a handicap to successful job
performance
3.Job evaluation
It is a process of determining the
relative worth of a job. It is a process
which is helpful even for framing
compensation plans by the personnel
manager. Job evaluation as a process
is advantageous to a company in
many ways:
 1. Reduction in inequalities in salary structure - It is found that people
and their motivation is dependent upon how well they are being paid.
Therefore the main objective of job evaluation is to have external and
internal consistency in salary structure so that inequalities in salaries are
reduced.
 2. Specialization - Because of division of labour and thereby
specialization, a large number of enterprises have got hundred jobs and
many employees to perform them. Therefore, an attempt should be
made to define a job and thereby fix salaries for it. This is possible only
through job evaluation.
 3. Helps in selection of employees - The job evaluation information can
be helpful at the time of selection of candidates. The factors that are
determined for job evaluation can be taken into account while selecting
the employees.
 4. Harmonious relationship between employees and manager - Through
job evaluation, harmonious and congenial relations can be maintained
between employees and management, so that all kinds of salaries
controversies can be minimized.
 5. Standardization - The process of determining the salary differentials
for different jobs become standardized through job evaluation. This
helps in bringing uniformity into salary structure.
 6. Relevance of new jobs - Through job evaluation, one can understand
the relative value of new jobs in a concern.
 According to Kimball and Kimball, “Job
evaluation represents an effort to
determine the relative value of every job
in a plant and to determine what the fair
basic wage for such a job should be.”
Thus, job evaluation is different from
performance appraisal. In job
evaluation, worth of a job is calculated
while in performance appraisal, the
worth of employee is rated.
METHODS OF JOB ANALYSIS
 1.Observation Method: Observation of work
activities and worker behaviors is a method of
job analysis which can be used independently or
in combination with other methods of job
analysis. Three methods of job analysis based on
observation are:
 (i) Direct Observation;
 (ii) Work Methods Analysis; and
 (iii) Critical Incidents Technique.
 (i) Direct Observation: Using direct observation,
a person conducting the analysis simply
observes employees in the performance of their
duties. The observer either takes general notes
or works from a form which has structured
categories for comment. Everything is observed:
what the worker accomplishes, what equipment
is used etc. The limitation of this method is that
it cannot capture the mental aspects of jobs,
such as decision making or planning, since
mental processes are not observable.
 (ii) Work Methods Analysis: This
method is used to describe manual
and repetitive production jobs, such
as factory or assembly-line jobs.
This method is used by industrial
engineers to determine standard
rates of production.
CONT--
 (iii) Critical Incidents Technique:
 It involves observation and recording of
examples of particularly effective or ineffective
behaviors. Behaviours are judged to be
“effective” or “ineffective” in terms of results
produced by the behavior. In this method a
person using the critical incidents must describe
behaviour in retrospect, or after the fact, rather
than as the activity unfolds. Accurate recording
of past observations is more difficult than
recording the behaviours as they occur.
 2. Interview
In this method, the Analyst interviews the employee,
his supervisor and other concerned persons and record
answers to relevant questions. The interviewer asks job
related questions and a standard format is used to
record the data. The limitation of this method is that it
does not provide accurate information because the
employee may not provide accurate information to
protect his own interest. Success of this method
depends upon the rapport between the analyst and the
employee.
3. Questionnaire:
In this method properly drafted questionnaires are
sent to jobholders. Structured questionnaires on
different aspects of a job are developed. Each task
is described in terms of characteristics such as
frequency, significance, difficulty and relationship
to overall performance. The jobholders give their
rating of these dimensions. The ratings obtained
are analyzed and a profile of actual job is
developed. This method provides comprehensive
information about a job. The limitation of this
method is that it is time consuming and costly
REF
 https://egyankosh.ac.in/bitstream/
123456789/14941/1/Unit-2.pdf
 (CH-7) RECRUITMENT
 Recruitment means an activity which refers to the
discovery and development of workers and
employees in the enterprise at the time they are
required. It involves locating, maintaining and
contacting the sources of man power.
Flippo, “Recruitment is the process of searching for
prospective employees and stimulating and
encouraging them to apply for jobs in the
organization.”
Dale Yoder, “Recruitment is a process to discover the
sources of manpower to meet the requirement 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.”
RECRUITMENT PROCESS
 Recruitment process involves a systematic procedure
from sourcing the candidates to arranging and
conducting the interviews and requires many
resources and time.
 1. A recruitment policy
 2. A recruitment organisation
 3. Development of sources of recruitment
 4. Technique used to tap there sources
 5. A method of assesing the recuitment programme
 RECRUITMENT NEEDS
 1.PLANNED i.e. the needs arising from
changes in organization and retirement policy.
 2. ANTICIPATED Anticipated needs are
those movements in personnel, which an
organization can predict by studying trends in
internal and external environment.
 3. UNEXPECTED Resignation, deaths,
accidents, illness give rise to unexpected
needs
 AIMS AND OBJECTIVES
 Find the best talents for the vacancies
  Manage the recruitment sources  Manage
the vacancies in the organization
  Run the internal recruitment process
  Building the strong HR Marketing platform
  Co-operation with local and international
universities
  Provide feedback about the trends in the
job market
 The scope of Recruitment and
Selection
 Dealing with the excess or shortage of
resources
  Preparing the Recruitment policy for
different categories of employees
  Analyzing the recruitment policies,
processes, and procedures of the organization
 Identifying the areas, where there could be
a scope of improvement
  Streamlining the hiring process with suitable
recommendations
  Choosing the best suitable process of
recruitment for effective hiring of resources
 IMPORTANCE OF RECRUITMENT
 The organization gets happier and more productive employees 
Attrition rate reduces.  It builds a good workplace environment
with good employee relationships.  It results in overall growth
of the organization. It determines the current and future job
requirement.  It increases the pool of job at the minimal cost.
 It helps in increasing the success rate of selecting the right
candidates.  It helps in reducing the probability of short term
employments.  It meets the organization’s social and legal
obligations with regards to the work force.  It helps in
identifying the job applicants and selecting the appropriate
resources.  It helps in increasing organizational effectives for a
short and long term.  It helps in evaluating the effectiveness of
the various recruitment techniques.  It attracts and encourages
the applicants to apply for the vacancies in an organization.  It
determines the present futures requirements of the organization
and plan according.  It links the potential employees with the
employers.
 Factors Affecting Recruitment
 A. Internal Factors
 1.Size of organization 2. Recruiting policy
3. Image of organization 4. Image of job
 B.EXTERNAL FACTORS
 1.Demographic factors –
 2. Labor market
 3. Unemployment rate –
 4. Labor laws –
 5. Legal considerations
 6. Competitors –
 TYPES/SOURCES OF
RECRUITMENT
 1. Internal Sources of Recruitment-
 Internal sources of recruitment refer to hiring
employees within the organization internally. In other
words, applicants seeking for the different positions
are those who are currently employed with the same
organization.
 A. Promotion
 B. Recruiting Former Employees
 C. TRANSFERS
 D. Internal Advertisements (Job Posting)
 E. Employee Referrals
 F. Previous Applicants
2.External Sources of
Recruitment
 A. Direct Recruitment
 Employment Exchanges
 C. Employment Agencies
 D. Advertisements
 E. Professional Associations
 F. Campus Recruitment
 G. Word of Mouth Advertising
REFERENCES
 https://www.tutorialspoint.com/recr
uitment_and_selection/recruitment_
and_selection_tutorial.pdf

 http://www.dspmuranchi.ac.in/pdf/
Blog/unit%202%20p2.pdf
CH-8 SELECTION
 Selection is the process of picking or
choosing the right candidate, who is most
suitable for a vacant job position in an
organization. In others words, selection
can also be explained as the process of
interviewing the candidates and evaluating
their qualities, which are required for a
specific job and then choosing the suitable
candidate for the position.
 Importance of Selection
 Selection is an important process because hiring good resources can
help increase the overall performance of the organization. In contrast, if
there is bad hire with a bad selection process, then the work will be
affected and the cost incurred for replacing that bad resource will be
high.
 The purpose of selection is to choose the most suitable candidate, who
can meet the requirements of the jobs in an organization, who will be a
successful applicant. For meeting the goals of the organization, it is
important to evaluate various attributes of each candidate such as their
qualifications, skills, experiences, overall attitude, etc. In this process,
the most suitable candidate is picked after the elimination of the
candidates, who are not suitable for the vacant job.
 The organization has to follow a proper selection process or procedure,
as a huge amount of money is spent for hiring a right candidate for a
position. If a selection is wrong, then the cost incurred in induction and
training the wrong candidate will be a huge loss to the employer in
terms of money, effort, and also time. Hence, selection is very
important and the process should be perfect for the betterment of the
organization.
 Advantages of Selection
 It is cost-effective and reduces a lot of time
and effort.
  It helps avoid any biasing while recruiting
the right candidate.
  It helps eliminate the candidates who are
lacking in knowledge, ability, and proficiency.
It provides a guideline to evaluate the
candidates further through strict verification
and reference-checking.
  It helps in comparing the different
candidates in terms of their capabilities,
knowledge, skills, experience, work attitude,
etc.
Selection Process
 Employment Interview:
 Checking References:
 Medical Examination:
 Final Selection:
REF..
 http://www.dspmuranchi.ac.in/pdf/B
log/unit%202%20p2.pdf

 (https://www.tutorialspoint.com/
recruitment_and_selection/
recruitment_and_selection_tutorial.p
df)
 Induction & Placement(ch-9/10)
 Induction or orientation is the process of
guiding or counseling the employees to
familiarize him or her with the
organization and the job situation.
 Term induction means initiation or
installation.

 https://egyankosh.ac.in/bitstream/
123456789/17048/1/Unit-12.pdf
 Placement
 Pigors and Myers- is the determination of
the job to which an accepted candidate is
assigned and his assignment to that
job.It is matching of what the supervisor
has reason to think he can do with the
job demands.It is matching of what he
imposes (in strain, working conditions
etc) and what he offers (in the form of
payroll, companionship with others,
promotional possibilities etc).
Importance of Placement
 . Improves the morale of the
employees
 2. Reduces employee turnover
 3. Decreases accident rates
 4. Enhances labour productivity
 5. Clarifies expectations.
 Cont--
 6 If the employees are properly placed, they will
enjoy their work and organisation will not have
to suffer the problem of employee turnover.
 7 If employees don’t like their work, they start
making excuses from the job and remain
absent. Effective placement will keep the
absenteeism rate low.
 8 Morale of workers increases because they get
the work of their choice, if correctly placed.
 9 Workers will work attentively and safety of
workers will be ensured and lesser accidents will
happen
 Objectives of Induction
 1. Introduction of the Company of the New
Comers 2. To Remove Hesitation and
Shyness of New Comers 3. To Acquaint the
New Comer about Rules and Regulation 4.
To Remove Fear and to Develop Confidence
 5. To Develop Honesty, Loyalty and a
Sense of Belonging 6. To Gain Image,
Behaviour, Response and Attitude 7. To
Develop and Maintain Healthy Relations 8.
To Rehabilitate into the Changed
Surroundings and 9. To Minimize the
Reality Shock.
 Contents of Induction
 1. Company’s history,philosophy and
operations.
 2.Products and services of the co.
 3.Company’s organizational structures
 4.Location of departments and
employees services.
 5.Personnel policies and practices
 6.Employee’s activities
 7.Rules and Regulations
 8.Grievance procedures
 Cont---
 Safety measures
 Standing orders
 Terms and conditions of service
 Benefits and services for employees
 Opportunities for training promotions
and transfers.
Elements of Induction
 1.Introductory information
 2.on the job information
 3.Follow up interview
Induction practices
 1. Induction guide
 2.Counselling
 3.Follow up interview

 Ref: Books
 Ref
 https://egyankosh.ac.in/bitstream/
123456789/17048/1/Unit-12.pdf
 Promotion (ch-11)
 The vacant posts in the government services can be filled up
directly by recruitment from outside and also indirectly by giving
promotion to those persons who are already in the govt service.
This indirect method is called 'promotion system'. In all the
countries, both the direct and indirect methods are followed. In
India also promotion is considered as an integral part of the
career service. The two important principles that are followed in
making promotion are the principle of Merit and the principle of
Senioety. Both of these have some positive as well as negative
aspects. The best way is to combine the merit principle with
seniority and make promotions on the basis of merit-cum-
seniority. In India promotions were given to the government
employees right from the days of East India Company. Seniority
was considered to be more important in the beginning but later
on merit system was also accepted. Today also seniority-cum-
merit principle .- is followed in the country.

Meaning
Meaning of promotion can be understood from two angles. For the
Government, promotion is a system of indirect recruitment i.e., filling up
the higher posts by selecting attire and competent persons from those,
who are already in the service. For the government servant, promotion
is an advancement from a lower post, class or semce to a higher post,
class or service involving higher duties, responsibilities and authority. It
also means elevation in the status and increase in the salary for the
employee. Mere increase in salary is not promotion. Going up or
advancement in rank, status, duties, power, responsibilities and also
increase in salary is referred as promotion in .the civil service.
Promotion changes the rank, status, designation and salary of an
employee. When a Junior Assistant becomes a Senior Assistant, a
Deputy Secretary becomes a Secretary, a Class I1 servant becomes a
Class I servant than it is called as promotion. Promotion may mean
change in the grade, i.e., from a lower grade to a higher grade in the
same class. Promotion may be from lower class to higher class i.e., from
Class I1 to Class I. Promotion may also be from one service to another
higher service i.e., from State to All India Services. It is thus clear that
promotion may be from lower class to higher class, lower service to
higher service.
 Need of Promotion
 1.Promotion is an integral part of the career
service. A proper scheme of promotions can
only make service as an attractive career and
attract the best talents to join it.
 2. Promotions can also serve as rewards for
the servants. Opportunity of promotion is a
possible reward for hard work, efficiency and
faithful service. Government servants will work
hard to get possible promotions. This means
that promotion chances increase the efficiency
and contentment of the civil services.
 Cont..
 3. Recruitment of best persons is the first and
foremost important step in the administration. But to
retain the talented persons in the services is also
equally important. By the device of promotion, it is
possible to retain the best, talented and efficient
persons in the civil services.
 4. Human being is a growing creature. Everybody
wants to make progress and advancement in life and
seeks recognition from others. These basic human
urges of advancement and recognition should be
satisfied by the organization, where he is working.
Otherwise he will not be satisfied with his work and
would like to change his job. This may cause problems
for the civil services. These two basic human urges of
recognition and advancement can be satisfied by the
device of promotion.
 Cont--
 5. A sound promotion system fosters the feeling of belongingness in the
servants. It also contributes to maintaining a continuity in the policies
and programs of the organisation. Promotion system builds up sound
traditions and conventions in the services and adds to the goodwill of the
government
 6. If there are adequate chances of promotion to higher levels in the
government service, then competent persons would be ready to join the
the services at lower levels also. This will increase the efficiency of
administration.
 7.With the passage of time in the government service, persons acquire
up-to-date practical experience of work. Their continuity in the service
makes them competent I. to shoulder higher responsibilities.
This'experience and competence acquired by the . civil servants can be
utilised by giving them chances of promotions to higher and more ,
responsible positions. The best use of m'anpower is possible only through
a sound system of promotion.
 Types of Promotion
 1) Promotion from lower grade to a higher
grade in the same class, (i.e. from a Junior
Assistant to a Senior Assistant or from a Junior
Typist to a Senior Typist or Assistant
Superintendent to Superintendent).
 2) Promotion from a lower class to a higher
claps (i.e. from Class I to Class 11, from
clerical class to executive class).
 3) Promotion from a lower service to a higher
service (i.e. from State Service to All India
Services, etc.).