Unit 2

HRP, recruitment, selection

Job analysis-JD, JS
HR Planning

• HR Planning is the process of examining an

organizations’ future human resource needs.

• It is a process by which an organization

ensures that
– It has the right number and kinds of people
– at the right place
– at the right time
– capable of effectively and efficiently completing
those tasks that will help the organization achieve
its overall strategic objectives.
 Human Resource Planning

Human Resource Planning (HR Planning) is both a process and a

set of plans.
It is how organizations assess the future supply of and demand
for human resources.
An effective HR plan also provides mechanisms to eliminate any
gaps that may exist between supply and demand. Thus, HR
planning determines the numbers and types of employees to be
recruited into the organization or phased out of it.

Dynamic by nature, the HR planning process often requires

periodic readjustments as labor market conditions change.
HRP Process

Strategic Planning Human Resource Demand Human Resource Supply

Technological
Technological forecasts
forecasts Annual
Annual employment
employment Existing
Existing employment
employment
Economic forecasts
Economic forecasts requirements
requirements inventory
inventory
Market Compared
Market forecasts
forecasts Numbers
Numbers After
After application
application ofof
Organizational
Organizational planning
planning Skills
Skills with expected loss
expected loss andand
Investment planning
Investment planning Occupational
Occupational categories
categories attrition
attrition rates
rates
Annual
Annual operating
operating plans
plans

If none
Variations
Variations End
End

IfIf surplus
surplus IfIf shortage
shortage

Decisions
Decisions
Decisions
Decisions
Action Overtime,
Overtime,
Layoff,
Layoff,
Decisions recruitment
recruitment
retirement,
retirement, ,,
etc.
etc. etc.
etc.

End
End End
End
The HRP Process
All effective HR planning shares certain features. It is generally agreed that HR
planning involves four distinct phases or stages:

Situation
Situation analysis
analysis or
or environmental
environmental scanning
scanning

Forecasting
Forecasting demand
demand for
for human
human resources
resources

Analysis
Analysis of
of the
the supply
supply of
of human
human resources
resources

Development
Development of
of plans
plans for
for action
action
Why is HRP important ?

• Even an imperfect forecast is better than none

at all
• Anticipating needs – prepare for the future
gives you an edge
• Address potential problems – avoid skill
deficiencies
What is HRP?

• HRP is a sub-system of total organizational

planning.
• HRP facilitates the realization of the company’s
objectives for the future by providing the right type
and number of personnel
• HRP is also called Manpower planning, Personnel
planning or Employment planning
Benefits of HRP

• Create reservoir of talent

• Prepares people for future
• Expand or Contract
• Cut Costs
• Succession Planning
Forecasting Techniques

• Managerial Judgment
• Ratio trend analysis
• Work Study Techniques
• Delphi Technique
• Flow Models
• Others
Factors in Demand forecasting

• Social factors – Working conditions, Govt.

regulations, environmental conditions, religious,
cultural.
• Technological Factors
• Political Factors – Trade restrictions, War etc.
• Economic Factors
• Demand generation
• Growth
• Employee Turnover
Job Analysis

• Job Analysis is not a one time activity as jobs are

changing constantly

• The job and not the person – an important

consideration in job analysis is conducted of the
job and not of the person

• It simply highlights what are the minimum

activities that are entailed in a job.
 Job Analysis

• Skill Range
– Does the job cover a reasonable but not too
extensive range of different tasks?
– Are there opportunities to use knowledge and skills
associated with effective performance of the job?
– Can the individual make full use of their skills and
develop their skill base?
Job Analysis

• Job Purpose
– Is the purpose of the job clearly and unequivocally
– Is its contribution to the organisation’s objectives
evident?
– Is its contribution to its dept obvious?
– Is the post holder responsible for the successful
completion of the whole job?
– Do the internal systems help the post holder do the
job?
 Job Analysis

• Relationships
– Are the formal relationships clearly specified and
related to the achievement of the objectives?
– Is there opportunity to develop working
relationships within and across the department’s
boundaries?
– Are colleagues available with whom the post
holder can discuss professional issues
 Job Analysis

• Job Outcomes:
– Can the post holder see the result of their efforts?
– Can the results of the post holders efforts be
recognised?
– Does the post holder have the opportunity to
influence their own levels of performance?

– Rewards
– Are the rewards appropriate and obtainable?
– Are the rewards linked directly with the
performance of the post holder?
 Steps in Job Analysis

1. Organizational Analysis – Overview of various

jobs in the organization and the linkages between
them and the contribution of various jobs towards
achieving organizational efficiency and
effectiveness.
2. Uses of Job Analysis Information
3. Selection of jobs for analysis
4. Collection of Data
5. Preparation of Job description – tasks, duties,
responsibilities
6. Preparation of Job Specification – personal
attributes required in terms of education,
training, aptitude and experience to fulfill the job
description
Reasons For Conducting Job Analysis

• Staffing – would be haphazard if recruiter did not

know qualifications needed for job
• Training and Development – if specification lists a
particular knowledge, skill, or ability, and the
person filling the position does not possess all the
necessary qualifications, training and/or
development is needed
• Compensation and Benefits – value of job must be
known before value can be placed on it
Reasons For Conducting Job Analysis (Continued)

• Safety and Health – helps identify safety and health

considerations
• Employee and Labor Relations – lead to more
objective human resource decisions
• Legal Considerations – having done job analysis
important for supporting legality of employment
practices
 Summary of Types of Data Collected Through Job Analysis

• Work Activities – work activities and processes;

activity records (in film form, for example); procedures
used; personal responsibility
• Worker-oriented activities – human behaviors, such
as physical actions and communicating on the job;
elemental motions for methods analysis; personal job
demands, such as energy expenditure
• Machines, tools, equipment, and work aids used
• Job-related tangibles and intangibles – knowledge
dealt with or applied (as in accounting); materials
processed; products made or services performed
Summary of Types of Data Collected Through Job Analysis

• Work performance – error analysis; work standards;

work measurements, such as time taken for a task
• Job context – work schedule; financial and nonfinancial
incentives; physical working conditions; organizational
and social contexts
• Personal requirements for the job – personal
attributes such as personality and interests; education
and training required; work experience
Conducting Job Analysis

The people who participate in job analysis

should include, at a minimum:
 The employee
 The employee’s immediate supervisor
 Other key stakeholders in the organization
Methods of collecting information

• Job Questionnaire:
– Most cost effective method
– Elicits information from workers & their
immediate supervisor
– You can get intimate detailed knowledge of
their jobs
– Questionnaire needs to be structured in
advance
– Responses can be used to create a job
description
• Questionnaire method

Disadvantages

– Right population – questions can be

interpreted differently
– Not everyone is able to describe fully &
exactly
– Questionnaire not easy to make to cover all
aspects
Interview

• Disadvantages:

– Time consuming
– Quality and experienced analyst
– Distrust of interviewers
Observation

• It is good for simple and repetitive jobs

Disadvantages:

– Presence of analyst can cause stress

– Jobholder may purposely reduce the
pace of activity to justify overtime
– Cannot be used where job requires
personal judgment and intellectual
ability
Independent Observers

• Diary – One or more incumbents note duties and

frequency of tasks performed
• Critical Incidents – Incumbents brainstorm of
critical incidents that happen routinely and
infrequently – this method is excellent for training
• Photo tape recording
• Review of records – Maintenance records, repair
records at seasonal variations
Data collected

• List of tasks
• List of decisions made
• Amount of supervision received
• Supervision exercised
• Diversity of functions performed
• Interaction with other staff
• Physical conditions
• Software used
 Job Analysis: A Basic Human Resource Management Tool

Human Resource Planning

Tasks Responsibilities Duties Recruitment
Selection
Training and Development
Job Descriptions Performance Appraisal
Compensation and Benefits
Job
Analysis Safety and Health
Job Specifications
Employee and Labor
Relations
Legal Considerations
Job Analysis for Teams
Knowledge Skills Abilities
Job Description

• Difficult to have a perfect and fully inclusive JD – as

one moves up in the hierarchy of the organization,
a detailed JD becomes very difficult.
• Most orgs would prefer not to describe the job fully,
because employees would stick to it and not do
anything beyond
• Supervisors job may become redundant
• Rapid technological changes
• Contrary to the demands of TQM
 Job Description

• A job description
– Clarifies work functions and reporting relationships,
helping employees understand their jobs.
– Aids in maintaining a consistent salary structure.
– Aids in Performance evaluations.
– Is a set of well written duty statements containing
action words which accurately describe what is being
done.
• Duty statements
– should focus on primary, current, normal, daily
duties and responsibilities of the position (not
incidental duties, an employee’s qualifications or
performance, or temporary assignments). Related or
similar duties should be combined and written as one
statement.

– Should be a discreet, identifiable aspect of the work

assignment, described in one to three sentences,
and should be outcome-based, allowing for alternate
means of performing the duty, changes in
technology, preferences of employees and
supervisors, and accommodations of workers with
disabilities, without altering the nature of, and/or the
duty itself.
Writing a JD

• Duties are to be listed in order of importance, not

necessarily frequency.
• There is no need to group tasks/duties under sub
headings, however it is acceptable.
• Commence each statement with a verb eg
'processes', 'maintains', 'records' etc, .
• Avoid using the term 'responsible for' rather describe
the action e.g. 'obtains', 'coordinates' etc.
 Compiling a person specification

• Attainment: What educational requirements and

specialist knowledge are really required for
successful completion of the task
• Experience: What roles and tasks should have been
occupied to ensure that the post holder is adequately
equipped?
• Abilities: What skills need to be deployed for the
competent performance of the tasks?
• Aptitude: Where will the post-holders strengths
lie;what particular talents do they need to possess?
• Interests: What interest relevant to the work will
suggest possession of sought after skills /aptitudes?
Recruitment and Selection
HR Processes – An Employee Life Cycle
Routine HR Functions

• Manpower planning
• Recruitment and Selection
• Training & Development
• Appraisals – Performance Management
• Transfers / Promotions
• Compensation and Benefits
Non Routine HR Functions

• Culture Management
• Change Management
• Cross Cultural Issue Management
• HR Audit
• HR Accounting
• Outsourcing of HR
• VRS / Existing Employee Management /
Succession Planning
 HR Process Mapping

Business HR Policy HR Recruitment

Planning Planning Selection

Performance Compensation Talent Training

Management Management Management Development

HR Systems Employee Occupational

Data Mgmt Relations Health and Safety
 Definitions
• Recruitment: Overall process of defining
jobs profiles and inviting applicants.
• To provide information that will attract a
significant pool of qualified candidates and
discourage unqualified ones from applying

• Selection: Specific process of narrowing

the focus and selecting the perfect fit
Manpower Planning

• Business Needs
• Financial Feasibility
• Future Plans
• Brand Name
 Manpower Planning

• Why does the position exist?

– Temporary Replacement
– Permanent Replacement
– Creation of new position
 Manpower Planning

• Do we need to review the position?

– Current and Ongoing need
– Sufficient budget
– Is the job description current
– Appropriate current level
– Is a full time employee required?
 Manpower Planning

• What about existing staff?

– Do we have a succession plan for the
replacement?
– Does the vacancy create career
development opportunities for existing
people?
 Recruitment and Selection process

• Business Plan
• Related HR Plan
– Competencies
– People
• Compensation and Benefits
• Numbers
– Current : Budgeted and Actual
– Future : Short Term and Long Term
• Three Conditions
– Current = Future
• Maintenance B = A
• Vacancy Filling B > A
– Current > Future
• Redundancy Planning
– Current < Future
• Recruitment Plan
Common Hiring Mistakes

• Relying on an interview to evaluate a candidate

• Using successful people as model
• Using too many criteria
• Evaluating”personality” not job skills
• Using yourself as an example
• Not using statistically validated data
RECRUITMENT
 Recruitment
– Activities designed to attract a qualified pool
of job applicants to an organization.
– Steps in the recruitment process:
• Advertisement of a job vacancy.
• Preliminary contact with potential job candidates.
• Initial screening to create a pool of qualified
applicants.
Process Key Parameters

• Process must be
– Equitable
– Objective
– Open to scrutiny
– Transparent
– Merit based
– Confidential
RECRUITMENT METHODS

 Recruitment methods:
– External recruitment — candidates are sought from
outside the hiring organization.
– Internal recruitment — candidates are sought from
within the organization.
– Traditional recruitment — candidates receive
information only on most positive organizational
features.
– Realistic job previews — candidates receive all
pertinent information.
 Recruitment and Selection process

• Recruitment Plan
• Position Description/Specifications
• Person Specifications
– Method of Recruitment
• Internal
– Reference/Promotions/Transfers
• External
– Advertisement
» Where to advertise
» Writing an advertisement
– Consultants
» Retainer
» Multiple
– Internet
– Receiving Applications and Screening/Filing
 Recruitment and Selection process

• Screening /Short-listing
– Coding
– Computer aided screening
• Selection Tools
– Written Tests
– Group Discussions
– Interviews
– Assessment Centres
– Reference Checks
• Offer
• Joining
Steps in recruitment
process
Process is interlinked and interdependent with other
activities

Employee planning and work analysis

Deciding on the number of vacancies and selecting a

source

Advertising vacancies

Screening the applicants

Filling vacancies
Sources of recruitment
•Internal and External sources
•Internal source – Selecting suitable candidate from among the
current employees in an organization
•Employee referrals, promotions from within, succession
planning.
Advantages:
•Builds employee morale
•Involves less cost than booking for outside
•Facilitates people to be places in the middle and top level
positions
External source of recruitment

•Walk in/write in
•Advertising
•Private placement agencies
•Government – employment exchanges
•Campus recruitment
•Head hunters
•Military
•Professional associations
 Electronic recruiting

•Recruitment thru internet

•Advantage is wide publicity and a chance for a large
number of applicants to choose
•Best method to be assessed depends upon:
- Cost per hire
- Number of resumes
- Time-lapse between recruitment and placement ratio
- Applicant performance and turnover
 Retention of employees
•Planning ahead
•Clarity in job requirements
•Identify a good source of recruitment
•Screening and interviewing
•Providing challenging work
•Focus on compensation and working conditions
 Initiate recruitment
request

Recruitment Review & approval

by level 5 and
Flow Chart above managers

Intimation to the
Approval No Original
received requester
A Yes

Advertise/
References
Agencies

Screening
Profiles

Eligible
Profiles No
found

Yes

Is written Conduct
Yes
A test Written
required test

No

Yes
Arrange & conduct Qualified/
Interviews Short listed

Yes NO

Intimate to the
Qualified/ No candidate about not
A Short listed short listed/selected

Yes

Final selection

A Selected No

Yes

Send offer
letter
 SELECTION

 Selection
– Choosing from a pool of applicants the person or
persons who offer the greatest performance
potential.

 Selection Steps
– Completion of a formal application form.
– Interviewing.
– Testing.
– Reference checks.
– Physical examination.
– Final analysis and decision to hire or reject.
STEPS IN THE SELECTION PROCESS
STEPS IN THE SELECTION PROCESS

 Step 1—application forms

– Declares individual to be a job candidate.
– Documents applicant’s personal history and
qualifications.
– Personal résumés may be included.
– Applicants lacking appropriate credentials
are rejected at this step.
STEPS IN THE SELECTION PROCESS

 Step 2—interviews

– Exchange of information between job

candidate and key members of the
organization.
– Opportunity for job candidate and
organizational members to learn more about
each other.
STEPS IN THE SELECTION PROCESS

 Step 3 — employment tests

– Used to further screen applicants by
gathering additional job-relevant
information.
– Common types of employment tests:
• Intelligence
• Aptitude
• Personality
• Interests
STEPS IN THE SELECTION PROCESS

 Criteria for selection devices:

– Reliability
• The selection device is consistent in measurement.

– Validity
• There is a demonstrable relationship between a
person’s score or rating on a selection device and
his/her eventual job performance.
STEPS IN THE SELECTION PROCESS

 Behaviorally-oriented employment
tests:
– Assessment center
• Evaluates a person’s performance in simulated
work situations.
– Work sampling
• Evaluates a person’s performance on actual job
tasks.
STEPS IN THE SELECTION PROCESS

 Step 4 — reference and background

checks
– Inquiries to previous employers, academic
advisors, coworkers and/or acquaintances
regarding applicant’s:
• Qualifications.
• Experience.
• Past work records.
– Can better inform potential employer.
– Can enhance candidate’s credibility.
STEPS IN THE SELECTION PROCESS

 Step 5 — physical examinations

– Ensure applicant’s physical capability to

fulfill job requirements.
– Basis for enrolling applicant in life, health,
and disability insurance programs.
– Drug testing is done at this step.
STEPS IN THE SELECTION PROCESS

 Step 6 — final decision to hire or reject

– Best selection decisions will involve
extensive consultation among multiple
parties.
– Selection decision should focus on all
aspects of the candidate’s capacity to
perform the designated job.
SOCIALIZATION & ORIENTATION

 Socialization
– Process of influencing the expectations,
behavior, and attitudes of a new employee
in a way considered desirable by the
organization.
 Orientation
– Set of activities designed to familiarize new
employees with their jobs, coworkers, and
key aspects of the organization.
Induction
•Induction is the process that introduces an
employee to the organization
•It is usually the responsibility of the HR
department to conduct induction process
Immediate supervisor might introduce the following
steps:
•Welcomes the newcomer
•Explains the overall objectives of the company and his
role
•Shows the location or place of work
•Hands over the rule book or job descriptions
•Provides details about training and promotional
advancements
•Discusses working conditions
Topics that are usually covered are:
Organizational issues:
•History of that company
•Layout and physical facilities
•Products/services offered
•Overview of the company procedures
•Disciplinary procedures
•Probationary period
Employee benefits
•Pay scales

•Vacations, holidays

•Schedules

•Counseling

•Other benefits

•Training opportunities
The Insider-Outsider Passage
Socialization, or “onboarding” is a process of
adaptation to a new work role

– adjustments must be made whenever individuals

change jobs

– the most profound adjustment occurs when an

individual first enters an organization, i.e.,
outside to inside
The Insider-Outsider Passage
The Assumptions of Employee Socialization

1 2
socialization strongly
influences new members
employee performance suffer anxiety
and organizational stability

3 4
socialization does not occur individuals adjust to new
in a vacuum situations in similar ways
The Insider-Outsider Passage
The Socialization Process

Prearrival Individuals arrive with a set of values, attitudes,

and expectations developed from previous experience and the
selection process.

Encounter Individuals discover how well their expectations

match realities within the organization. Where differences
exist, socialization occurs to imbue the employee with the
organization’s standards.

Metamorphosis Individuals have adapted to the

organization, feel accepted, and know what is expected of
them.
The Insider-Outsider Passage
The Socialization Process

Outcomes

Productivity

Prearrival Encounter Metamorphosis Commitment

Turnover
Employee Handbook
HR’s permanent reference guide:
the employee handbook.

 a central source for teaching employees company mission

history, policies, benefits, culture

 employers must watch wording and include a disclaimer

to avoid implied contracts
The Purpose of New-Employee
Orientation
Top management is often visible during the new
employee orientation process.
CEOs can
1. welcome employees
2. provide a vision for the company
3. introduce company culture
4. convey that the company cares about employees
5. allay some new employee anxieties

HR has a dual role in orientation.

Coordinating Role: HRM instructs new employees when and where to
report; provides information about benefits choices.
Participant Role: HRM offers its assistance for future employee needs
(career guidance, training, etc.).