Chapter II Human Resource Planning
Contents
Human Resource Planning
2.1.1 Definitions of Human Resource Planning
2.1.2 Need of Human Resource Planning
2.1.3 Importance of Human Resource Planning
2.1.4 Objectives of Human Resource Planning
2.1.5 Process of Human Resource Planning
2.1.6 Factors Influencing Estimation of Human Resource
2.1.7 Merits and Demerits of of Human Resource (Manpower) Planning
2.2 Job Analysis and Design
2.2.1 Introduction
2.2.2 Definition
2.2.3 Objectives
2.2.4 Process
2.2.5 Methods
2.2.6 Job description
2.2.7 Job Specification
2.2.8 Job evaluation
2.3 Recruitment and Selection
2.3.1.Recruitment Process
2.3.2 Definition and objectives
2.3.3.Internal vs. external recruitment
2.3.4.Use of technology in recruitment
2.3.5.Importance of selection
2.3.6 Advantages of Selection
2.3.7 Selection Procedure
2.3.8 Caselets of HRP
Human Resource Planning
In the modern times, planning the activities to attain the goals or objectives has become very important in almost all the fields such as economics, political, business etc., Planning involves selecting missions, objectives and the actions to achieve them. It requires decision-making i.e., choosing from among the alternative future courses of an action or actions. Planning provides a rational approach to achieving pre-selected objectives. Planning bridges the gap from where one is to and where that one wants to go. It makes it possible for things to take place in the desired manner. Although, it is very difficult to predict the exact future and although factors beyond control may interfere with the best-laid plans, unless we plan, we are leaving events to chance. From this point of view, planning is an intellectually demanding process, it requires consciously determined courses of actions and to base various decisions on purpose, knowledge and considered estimates. Planning is essentially concerned with the future and since future conditions are unknown, forecasts or estimates must be made properly to provide a basis for successful planning. In simple words, planning is deciding the course of action to be followed for achieving the objectives.
As far as the business organizations are concerned, in all organizations, plans are prepared for different functions such as purchasing, production, marketing, human resource management, etc. and at various levels of management. However, implementation of the plans depend to a greater extent on the available human resources in an organization and hence, suitable employees or human resources must be available in the organization as per the requirements. For making available suitable employees as and when they are needed, ‘Human Resource Planning’, which is also known as ‘Manpower Planning’, is required to be carried out. In this chapter, we have to study different aspects relating to Human Resource Planning such as recruitment, selection, etc., Therefore, let us first try to understand the meaning of ‘Human Resource Planning’ with the help of some definitions stated by the experts in the field of Human Resource Management.
2.1.1 Definitions of Human Resource Planning
Human resource planning means deciding the number and type of human resources required for each job, unit and the company in order to carry out organizational activities. It is a process by which an organization moves from its current manpower position to its desired manpower position. It is influenced by the strategic management of the company.
Human Resource Planning, also known as ‘Manpower Planning’, involves identifying staffing needs by analyzing properly the available human resources and determining what additions and/or replacements are required in order to maintain the staff of the desired size and quality. It can be at different levels and for different purposes. At the national level, manpower planning is done by the Government for economic development, such as population projections, educational facilities, etc. Such manpower planning is also known as macro-level planning.
According to Lean C. Megginson: "Human Resource Planning is an integrated approach to performing the planning aspects of the personnel function in order to have a sufficient supply of adequately developed and motivated people to perform the duties and tasks required to meet organizational objectives and satisfy the individual needs and goals of organizational members."
According to E.B. Geisler: "Manpower planning is the process including forecasting, developing and controlling, by which a firm has the right number of people, at the right places, at the right time; doing work for which they are economically most useful."
According to Eric W. Vetter: "Manpower planning is the process by which management determines how the organization should move from its current manpower position to its desired manpower position. Through planning, management strives to have the right number of and the right kind of people at the right place at the right time, doing things which result in, both the organizational and the individual, receiving maximum long run benefits."
According to Coleman: "Human Resource or Manpower Planning is “the process of determining manpower requirements and the means for meeting those requirements in order to carry out the integrated plan of the organization."
According to Strainer: Manpower Planning is “strategy for the acquisition, utilization, improvement and preservation of an enterprise’s human resources. It relates to establishing job specifications or the quantitative requirements of jobs determining the number of personnel required and developing sources of manpower."
According to Gordon MacBeath: "Manpower planning involves two stages. The first stage is concerned with the detailed planning of manpower requirements for all types and levels of employees throughout the period of the plan and the second stage is concerned with Planning of manpower supplies to provide the organization with the right types of people from all the sources to meet the planned requirements."
According to James J. Lynch: "Manpower planning is “The integration of manpower policies, practices and procedures so as to achieve the right number of the right people at the right jobs at the right time."
W.S. Wistrom rightly pointed out in the Conference Board Report, "Manpower planning Evolving System", that manpower planning can be seen as a series of activities consisting of the following:
1. Forecasting future manpower requirements, either in terms of mathematical projections of trends in the economic environment and development in industry or in terms of judgment estimates upon the specific future plans of the company.
2. Making an inventory of present manpower resources and analyzing and assessing the extent to which these resources are employed optimally.
3. Anticipating manpower problems by projecting present resources into the future and comparing them with the forecast of requirements to determine their adequacy, both quantitatively and qualitatively.
4. Planning the necessary programmes of recruitment, selection, training, development, utilization, transfer, promotion, motivation and compensation to ensure that future manpower requirements are properly met.
According to Dale Yoder, the objectives of HRP are:
To establish and to recognise future job requirements.
To assure supplies to qualified human resources.
To develop available human resources.
To utilize the current and prospective human resources.
To decide a sound and suitable recruitment policy.
To introduce effective labor cost reduction measures.
Apart from the above listed objectives, there are many important objectives which are listed below:
1. Focusing on the Area where Human Resource is Required: There could be some departments or sections in an organization where there are less number of employees appointed than required. In such cases present employees get burdened and lose interest in their work. So it is the responsibility of the human resource planning department to see the fulfillment of the requirement of the respective section, to generate efficient performance from the employees.
2. Making Manpower Available as and when Required: In sectors like information technology, attrition is the biggest problem. Finding and providing the right person, at the right place and right time is crucial. In such cases the human resource planning department should have a readymade plan for filling that position with the given budget. The human resource planning department has to anticipate the number of employees required in future to avoid delay.
3. Controlling the Cost of Human Resource: Making people happy with the same salary in these high inflation times is a tough task for the human resource department. Manpower planning tries to reduce labor costs, recruitment and replacement costs.
4. Providing Training and Development Programmes: To compete in the changing technology, an organization has to take initiative towards employee development. Analyzing the future requirement of the company and finding the skill set required is the basic objective of the organization. This will make employees ready for the future changes and organizations can save time on finding people from outside.
5. Coping up with Changes: HR planning is required to cope up with changes in the market condition, technology, products and government regulations in an effective way.
2.1.2 Need Of Human Resource Planning
1. Replacement of Persons:
A good number of employees are to be replaced in the undertaking because of retirement, old age, death etc. So there will be a need to prepare and train persons for taking up vacant jobs in an enterprise.
2. Labour Turnover:
Labour turnover takes place in all enterprises. However, the degree of labor turnover may vary from company to company but it cannot be eliminated altogether. There is always a need to recruit new employees to take up the jobs of those who have left the undertaking. If the undertaking is able to foresee turnover rate properly then efforts in advance are made to recruit and train employees so that work does not suffer for want of employees.
3. Expansion Plans:
Whenever there is a proposal to expand or diversify the enterprise, more employees will be
needed to occupy new jobs. In such situations human resource planning is necessary.
4. Technological Changes:
With research and new inventions, technological changes are coming rapidly. There may be a need to give fresh training to personnel. In addition, there may also be a need to infuse fresh blood into the enterprise. Human resource planning will be helpful in coping to the new demands of the enterprise.
5. Assessing Future Requirements:
Human resource planning is also needed to assess whether there is any shortage or surplus employees in the undertaking. If there is less number of employees than needed, it will badly affect the work. On the other hand, if more people are working than needed then it will increase labor costs, etc. Human resource planning ensures the employment of the right employees.
2.1.3 Importance of Human Resource Planning
The importance of human resource planning are as follows:
Human resource planning helps in finding out surplus and shortage of manpower in the organization. Hence it creates reservoir of talents
It leads to systematic employee development and prepares people for future;
It is useful in finding out the deficiencies in existing manpower and providing corrective training;
It is helpful in overall planning process of the organization
It facilitates the expansion or contraction of scale of operations;
It helps in preparing appropriate human resource budget for each department or division, which helps in controlling manpower costs; and
It plays a major role in succession planning for the key personnel in the organization.
It provides the required personnel with necessary qualification, skills, knowledge, work experience and aptitude.
To replace the employees who retire, who leave the organization for some reason or the other and to promote/transfer people, proper manpower planning will help the manager.
It helps in estimating the labor turnover and making a forecast and provides an adequate supply of the labour force in time.
Manpower planning helps the manager to estimate the human resource required for business expansion program⁸aqs.
Human resource planning helps in planning for training needs due to challenging changes in the industrial environment, technology etc.
It helps in identifying areas of surplus or shortage of personnel and making the necessary modifications.
Systematic human resource planning provides lead time for the acquisition and training of employees to meet future requirements
Human resource planning is a continuous process – Human Resource Planning is a continuous process by which management ensures that it has the right personnel, who are capable of completing those tasks that help the organization, reach its objectives
2.1.4 Objectives of Human Resource Planning
To establish and to recognise future job requirements.
To assure supplies to qualified human resources.
To develop available human resources.
To utilize the current and prospective human resources.
To decide a sound and suitable recruitment policy.
To introduce effective labour cost reduction measures.
Apart from the above listed objectives, there are many important objectives which are listed below:
1. Focusing on the Area where Human Resource is Required: There could be some departments or sections in an organisation where there are less number of employees appointed than required. In such cases present employees get burdened and lose interest in their work. So it is the responsibility of the human resource planning department to see the fulfilment of the requirement of the respective section, to generate efficient performance from the employees.
2. Making Manpower Available as and when Required: In sectors like information technology, attrition is the biggest problem. Finding and providing the right person, at the right place and right time is crucial. In such cases the human resource planning department should have a readymade plan for filling that position with the given budget. The human resource planning department has to anticipate the number of employees required in future to avoid delay.
3. Controlling the Cost of Human Resource: Making people happy with the same salary in these high inflation times is a tough task for the human resource department. Manpower planning tries to reduce labour costs, recruitment and replacement costs.
4. Providing Training and Development Programmes: To compete in the changing technology, an organisation has to take initiative towards the employee development. Analysing the future requirement of the company and finding the skill set required is the basic objective of the organisation. This will make employees ready for the future changes and organisations can save time on finding people from outside.
5. Coping up with Changes: HR planning is required to cope up with changes in the market condition, technology, products and government regulations in an effective way.
2.1.5. Process of Human Resource Planning
Process of Human Resource Planning
Environmental Scanning: It monitors those external forces which influences the organisation. Managers monitor economic factors, technological changes, demographic changes, political and legal issues and social concerns. By scanning the environment, organisations can take precautionary action to protect organisations from future losses.
Organisational Objectives and Policies: Organisational policies are based on objectives. The number and type of employees could be decided as per the objectives of an organisation. After getting a clear understanding of the objectives, the HR department has to handle those concerns which management has for an organisation.
HR Needs Forecast: An organisation has various demands which need to be fulfilled from time to time. Demands / need forecasting can help in:
Measuring the job requirements necessary for producing a given number of goods or services.
Determining the staff mix which is desirable in the future.
Analysing the exact requirement of the staff for the respective sections or departments so as to reduce costs.
Maintaining and retaining potential employees for the benefit of an organisation.
Monitoring compliance with legal requirements with regards to the reservation of the job.
HR Supply Forecast: Forecasting of manpower supply is essential to meet the future demands. It measures the number of people likely to be available from internal and the external environment.
Internal Labour Supply: A profile of employees in terms of age, gender, education, training, experience, job level, past performance and future potential should be kept ready for use whenever required. Requirement of growth and transfers should also be assessed in advance.
Internal sources are important for specific reasons:
They carry forward the organisational culture.
Internal mobility acts as a motivational factor.
Fewer efforts are required on training of personnel.
They are well aware of the policies and procedures of the company.
Cost on recruitment is reduced.
External Labour Supply: When the organisation expands rapidly, they need to fulfil the labour requirement from outside. There are various external supply sources like consultants, advertisements, casual applications, candidates referred by current employees, educational institutes etc.
External sources are important for specific reasons:
Young candidates and new experience will be available.
Organisation needs to replace lost personnel.
Organisational growth and diversification creates the need to use external sources to obtain additional number and type of employees.
HR Programming: The focus of HR programming is to ensure that the vacancies created through demand and supply forecast can be filled by the right persons, at the right places, doing the right job, at the right cost. Thus the existing number of personnel and their skills are compared with the forecasted needs of identified gaps and the HR programme is prepared accordingly.
HR Plan Implementation: The human resource requirements need to be identified along with the procedure to meet those requirements; this means preparing an HR plan. It should be supported by relevant polices, programmes and strategies.
There are a number of HR strategies:
HR Plan Implementation
Recruitment Plan: It estimates the number and type of employees needed. Special plans for recruiting the right person, at the right place and the right method for recruiting them is decided.
Redeployment Plan: It provides information about transferring or retraining existing employees for a new job.
Redundancy Plan: It finds out the areas of redundant jobs or where excess employees are doing the same job. Finding out the redundancy will save the cost of the company by retrenching them systematically.
Training Plan: It estimates the number of trainees and apprentices required in the present and future. It also gives an idea about the type of new courses to be developed or changes required in present employees.
Productivity Plan: This determines the reasons for employees’ productivity and mechanisation for improving productivity.
Retention Plan: It indicates the reasons for employees’ turnover and stipulates strategies to avoid wastage through compensation policies, changes in the work requirement and improvement in working conditions.
Control and Evaluation of Programme: Controlling the activities of human resource needs to be verified through surplus and shortage of employees.
When there are surplus employees, retrenching of employees is needed which indicates:
Who is to be redundant, when and where.
Plans for redevelopment or re-training.
Steps to be take for helping redundant employees to find new jobs.
Policies for declaring redundancies and making redundancy payments.
Programme for dealing with surplus labour by retaining all employees but reducing the working hours.
2.1.6. Factors Influencing on HRP
Fig. 2.3: Factors influencing on Human Resource Planning
Organisational Growth Cycle and Planning: When an organisation is undergoing a growth stage, forecasting of manpower is essential. A mature organisation experiences less flexibility and variability.
Environmental Uncertainties: Environmental uncertainty includes social, political and economical changes which affect the organisation. Personnel planners deal with environmental uncertainties by carefully planning, recruiting, selecting, training and developing policies and programmes.
Time Horizon: In the long-term companies need to plan for their manpower supply. Factors like short-run competitors, rapid changes in social and economical conditions and unstable product or service demands affect organisation. There are also long-run strong competitors, evolutionary changes, and strong management practices that affect an organisation
Outsourcing: Normally organisations outsource the recruiting part so as to reduce the wastage of time. These are non-critical activities which are subcontracted to a third party. It makes the process of recruiting and interviewing easy for HR. Today many outsourcing firms are providing efficient services to organisations in turn saving huge amounts for them.
Labour Market: It includes a bunch of people possessing skills and abilities that can be captured, as and when the need arises. India will need 30 million skilled workers by 2015 as per the Confederation of Indian Industry (CII). Labour market affects HRP because the desired skilled manpower may or may not be available. It hampers the growth and productivity of an Industry. Efficiency may also reduce because of employing semi-skilled or unskilled workers.
Type and Quality of Information: For right forecasting, right information has to bepppavailable. One of the major issues in personnel planning is the availability of information which can be used in marketing forecast. An organisation has to segregate the type of information according to the level of application and scope of that information in future. For example: Strategic Information includes information on product mix, customer mix, competitive advantage, geographical constraints for expansion etc. General Information includes information on organisational structure, information flow, functional areas, supply and distribution channels, sales territories, changing technology etc. and Specific Information includes information on job evaluation, skills inventories, management inventories, recruitment sources etc.
2.1.7 Merits and Demerits of HRP
Merits :
1. Improvement of Labour Productivity:
Manpower or human resources as a factor of production differs from other factors of production. As it is subject to its free will, the productivity of labour can be improved if the workers are kept satisfied.
In other words, just as satisfied workers can be productive, dissatisfied workers can be destructive.
herefore, through proper human resource planning we can improve the morale of the labour and improve labour productivity.
2. Recruitment of Qualified Human Resources:
Talented and skilled labour has become a scarce resource especially in developing countries. Therefore, for the long run survival of the firm, it is essential to recruit the best labour force through proper manpower planning.
3. Adjusting with the Rapid Technological Change:
With the change in technology, the job and job requirements are also changing. Therefore, it is necessary to forecast and meet the changing manpower, which can withstand the challenges of the technological revolution. This can be done only through effective manpower planning.
4. Reducing Labour Turnover:
The labour turnover refers to the mobility of labour out of the organisation due to various factors such as dissatisfaction, retirement, death etc.
Due to labour turnover, a firm will be losing experienced and skilled labour force. This loss can be minimised only through efficient manpower planning.
5. Control over Recruitment and Training Cost:
Highly skilled personnel are in short supply and it is very cos.tly to hire, train, and maintain them.
A company has to incur heavy costs in processing the applications, conducting written tests, interviews etc., and in the process of providing adequate training facilities.
In consideration of these costs, it is essential to plan carefully in relation to the manpower so as to reduce the recruitment and training cost.
6. Mobility of Labour:
Today, it is very difficult to maintain the qualified personnel in an organisation as they will be moving from one job to another in search of better prospects.
In a free society, human beings enjoy unrestricted mobility from one part of the country to the other.
Therefore, in order to reduce the loss of experienced and skilled labour, every organisation must have a sound system of manpower planning.
7. It cans Facilitate Expansion Programmes:
In these days of rapid industrial development, every company goes for expansion of its activities.
As a result of the increasing company size, the demand for human resources also increases. This necessitates proper manpower planning so as to ensure the continued supply of the required manpower for the firms’ activities.
8. To Treat the Manpower like Real Corporate Assets:
Today it is being increasingly felt by the practising managers and psychologists that men in an organisation must be treated like the most significant assets.
The productivity of a company can be improved only through manpower planning, recognizing the significance of the human factor in business.
Proper manpower planning considers the fact that satisfied workers can contribute a lot to the overall profitability of the firm through improved productivity.
Demerits of Human Resource Planning
Unpredictability. Although human resource planning has the potential to give your business a greater degree of stability by building the skills of the workforce, there is no guarantee that the workers you train will stay with their company long enough for you to reap the benefits of your investment.
Expense. It costs a company to train and invest in their staff. Whether they are paying for dedicated training or diverting employee hours from tasks that are more likely to directly increase their incoming revenue, human resource planning may likely decrease your bottom line in the short term before it increases your profits in the long term.
Illusion of certainty. While human resource planning can make your workforce better able to do your jobs, you may be training personnel to perform functions that become obsolete as your company and your industry evolve. This can give you a false sense of security and may prevent you from reacting quickly enough to developments
2.2 Job Analysis and Design
2.2.1 Introduction:
Job analysis is a formal and detailed examination of jobs. It is a systematic investigation of the tasks, duties, responsibilities necessary to do a job. Job analysis is the procedure through which we find out (1) what the job entails, and (2) what kinds of people (in terms of skill and experience) should be hired for the job.
It is the procedure and a tool for determining the specified tasks, operations and requirements of each job. It is the process of getting information about job., specially what the worker does, how he gets it done , why he does it, skill, education and training required , relationship to the other job, physical demands, environmental conditions.
2.2.2 Characteristics:
Job analysis is a systematic process of gathering, documenting, and analyzing information about a job to understand its requirements and responsibilities. Here are the main characteristics of job analysis:
Systematic Process: Job analysis is conducted through a structured and organized procedure. It involves several steps such as information gathering, documentation, and analysis.
Comprehensive: It covers all aspects of the job, including duties, responsibilities, skills, knowledge, and abilities required to perform the job effectively.
Objective and Unbiased: The process should be free from personal biases and subjective opinions to ensure accurate and reliable data.
Detailed Description: Job analysis provides detailed information about the job’s tasks, workflows, and the conditions under which the job is performed.
Focus on Current Job: It focuses on the job as it is currently performed, not on how it was done in the past or how it might be done in the future.
Identifies Key Components:
Tasks and Responsibilities: Detailed enumeration of specific tasks and duties.
Skills and Competencies: Identification of required skills, knowledge, and abilities.
Performance Standards: Establishing benchmarks for job performance.
Working Conditions: Description of the environment in which the job is performed.
Tools and Equipment: Listing of tools, equipment, and technology used in the job.
Foundation for HR Activities: It serves as the basis for many HR functions such as recruitment, selection, training, performance appraisal, and compensation management.
Legal Compliance: Helps ensure that job descriptions meet legal and regulatory requirements, which is important for compliance with labor laws and avoiding discriminatory practices.
Employee Involvement: Often involves employees performing the job and their supervisors to gather accurate information and foster a sense of ownership and transparency.
Dynamic and Ongoing: Job analysis is not a one-time activity. Jobs can evolve over time, necessitating periodic reviews and updates to the job analysis.
2.2.3 Objectives of Job Analysis :
Define Job Requirements: To clearly identify and document the tasks, duties, and responsibilities of a job, as well as the skills, knowledge, and abilities required to perform it effectively.
Support Recruitment and Selection: To create accurate job descriptions and specifications that help attract and select the most suitable candidates for a position.
Inform Training and Development: To identify the training needs of employees by understanding the skills and knowledge required for their roles, and to develop appropriate training programs.
Enhance Performance Management: To establish clear performance standards and criteria that can be used for evaluating employee performance and providing constructive feedback.
Aid in Compensation Management: To provide a basis for developing fair and equitable compensation structures by understanding the relative worth of different jobs within the organization.
Ensure Legal Compliance: To help organizations comply with employment laws and regulations by providing objective and non-discriminatory job descriptions and specifications.
Facilitate Career Development and Succession Planning: To support career development initiatives by mapping out career paths and identifying the competencies required for advancement, as well as planning for future leadership needs.
Improve Job Design and Organizational Structure: To analyze and optimize the design of jobs and organizational workflows to enhance efficiency, productivity, and employee satisfaction.
Support Health and Safety Programs: To identify potential hazards associated with a job and develop strategies to mitigate risks, ensuring a safe working environment.
Promote Employee Understanding and Engagement: To ensure employees have a clear understanding of their roles and responsibilities, which can increase job satisfaction and engagement.
2.2.4 Process of Job Analysis : Job analysis is a foundational human resource management process that involves systematically studying and documenting the details of a job. It is a critical activity for understanding the roles, responsibilities, skills, and requirements associated with a job, providing a clear picture of what is expected from job incumbents and the qualifications necessary to perform the job effectively.
1. Organizational Analysis
For organizational analysis Understanding Organizational Goals is very important to analyze the organization's mission, vision, and strategic objectives. to see how various jobs contribute to these goals one has to know
Structure and Hierarchy: Review the organizational chart to understand the reporting relationships and hierarchical structure.
Workflows and Processes: Examine the workflows and processes to see how different jobs interact and contribute to the overall operation of the organization.
Culture and Environment: Consider the organizational culture, policies, and working conditions that might affect job performance and requirements.
2. Select Representative Positions
To ensure a manageable and representative scope for the job analysis. Organization has to do
Sampling: Choose a sample of positions that accurately represent the range of roles within a particular job category or department.
Critical Positions: Identify key roles that are critical to the organization's operations or that have unique requirements.
Diverse Roles: Include a variety of positions to capture the full spectrum of job responsibilities and requirements within the area of focus.
3. Collect Data : which requires gathering detailed and accurate information about the job. The following techniques are used to gather data
Questionnaires: Develop and distribute questionnaires to employees and supervisors to gather standardized information on job tasks and requirements.
Interviews: Conduct structured or semi-structured interviews with job incumbents and their supervisors to gain in-depth insights.
Observations: Observe employees performing their duties to understand the actual work processes and conditions.
Work Diaries/Logs: Have employees keep detailed records of their daily activities to capture the tasks and time spent on each activity.
Existing Documentation: Review current job descriptions, training materials, performance evaluations, and other relevant documents.
4. Review Collected Data : The collected data has to be reviewed and to ensure the data accuracy, completeness, and consistency .
Data Validation: Cross-check information from different sources to validate the accuracy of the collected data.
Identify Gaps: Look for any inconsistencies or gaps in the data that need further clarification or additional information.
Summarize Information: Summarize the data in a coherent format to facilitate analysis and development of job descriptions and specifications.
5. Developing Job Description : To create a comprehensive and accurate document , one needs to outline the job’s requirements and responsibilities. For outlining following points to be considered
Job Title: Clearly state the job title.
Job Summary: Provide a concise overview of the job’s main purpose and objectives.
Duties and Responsibilities: List the primary tasks and responsibilities in order of importance and frequency.
Reporting Relationships: Describe who the job reports to and any supervisory responsibilities it entails.
Working Conditions: Outline the physical, social, and organizational conditions under which the job is performed.
6. Developing Job Specification : This will be the last step where HR has to outline the qualifications, skills, and competencies required for the job.
Education and Experience: Specify the required educational background and relevant work experience.
Skills and Abilities: List the essential skills, abilities, and competencies needed to perform the job effectively.
Knowledge: Identify the specific knowledge areas (e.g., technical, procedural, regulatory) that are necessary for the job.
Personal Attributes: Highlight any personal qualities or traits that are important for success in the role.
Physical Requirements: Note any physical demands or conditions associated with the job (e.g., lifting, standing for long periods).
2.2.5 Methods
1. Observation Method
This method involves directly observing employees as they perform their jobs. It can be divided into two main types:
Direct Observation: The analyst watches the employee perform their job tasks in real-time.
Work Sampling: The analyst observes a sample of tasks over a period to get a representative view of the job's activities.
Advantages:
Accuracy: Provides real-time, firsthand information on job activities and performance.
Context Understanding: Offers insight into the work environment and physical conditions of the job.
Disadvantages:
Time-Consuming: Requires significant time to observe and record all relevant tasks.
Incomplete Picture: May not fully capture cognitive and interactive aspects of the job.
Hawthorne Effect: Employees may alter their behavior because they are being observed.
2. Interview Method
This method involves conducting interviews with employees and/or supervisors to gather detailed information about the job. There are two main types:
Individual Interviews: One-on-one interviews with job incumbents to gather specific details about their tasks and responsibilities.
Group Interviews: Conducting interviews with multiple job incumbents at once to get a broader perspective and consensus on job activities.
Advantages:
Detailed Information: Provides in-depth, qualitative data about job tasks, responsibilities, and requirements.
Clarification: Allows for follow-up questions and clarification of responses.
Disadvantages:
Resource-Intensive: Time-consuming and may require considerable resources to conduct and analyze.
Bias Potential: Responses can be influenced by interviewer bias or the interviewee’s perception.
Reliability: Relies on the accuracy and honesty of respondents.
3. Questionnaire Method
This method involves using standardized questionnaires to collect job-related information from employees. Questionnaires can be structured or open-ended:
Structured Questionnaires: Employees respond to specific, pre-defined questions about their job duties, frequency of tasks, and importance of each task.
Open-ended Questionnaires: Employees provide narrative responses, describing their job tasks, responsibilities, and requirements in their own words.
Advantages:
Efficiency: Can collect data from a large number of employees quickly.
Standardization: Provides consistent data that is easier to compare and analyze.
Disadvantages:
Depth: May not provide as much detail as interviews or observation.
Misinterpretation: Respondents might misunderstand questions, leading to inaccurate data.
Engagement: Some employees may not provide thoughtful or thorough responses.
4. Diaries/Logs
Employees maintain a diary or log of their daily activities over a specified period, recording the tasks they perform, the time spent on each task, and any other relevant details.
Advantages:
Detailed Record: Provides a comprehensive view of the job over time.
Employee Insight: Employees may reveal tasks and responsibilities not easily observed or mentioned in interviews.
Disadvantages:
Burden: Maintaining a detailed diary can be time-consuming and burdensome for employees.
Accuracy: Employees might forget to log tasks or may inaccurately record information.
Variability: Day-to-day activities may vary, so the diary might not capture all aspects of the job.
5. Critical Incident Technique
Employees or supervisors describe specific incidents of effective or ineffective job performance. These incidents are analyzed to identify the tasks and behaviors critical to job success.
Advantages:
Behavioral Focus: Provides concrete examples of behaviors that lead to success or failure.
Specificity: Helps in identifying specific competencies and skills required for the job.
Disadvantages:
Event-Based: Focuses on extreme behaviors, which might not represent the full scope of the job.
Subjectivity: Relies on personal recollections, which can be biased or incomplete.
6. Functional Job Analysis (FJA)
A systematic approach that breaks down the job into tasks and identifies the functions performed. FJA uses a predefined set of scales to rate the job on various dimensions, such as data, people, and things.
Advantages:
Structured Framework: Provides a detailed and standardized method for analyzing jobs.
Comparability: Facilitates comparison between different jobs.
Disadvantages:
Complexity: Can be complex and require specialized training to implement.
Time-Consuming: Detailed analysis can take a significant amount of time.
7. Position Analysis Questionnaire (PAQ)
A standardized job analysis instrument consisting of 195 items that measure various job elements, such as information input, mental processes, work output, relationships, job context, and other job characteristics.
Advantages:
Standardization: Provides a reliable and valid method for comparing different jobs.
Comprehensive: Covers a wide range of job elements.
Disadvantages:
Generalization: May not capture job-specific details effectively.
Training Requirement: Requires trained analysts to administer and interpret the results.
Job Description –
A job description is a detailed document that clearly outlines the duties, responsibilities, and requirements of a specific job within an organization. It serves as a foundation for many HR activities, including recruitment, performance management, and training. Here are the key components of a job description:
1. Job Title
The title of the job, which should be clear, descriptive, and accurately reflect the nature of the job. It should be consistent with industry standards to ensure clarity and understanding.
2. Job Summary
A brief overview of the job's main purpose and objectives. This section should provide a snapshot of the job, outlining the primary functions and responsibilities.
Example: "The Marketing Manager is responsible for developing and implementing marketing strategies to promote the company's products and services. This role involves overseeing the marketing team, managing campaigns, and analyzing market trends to drive business growth."
3. Duties and Responsibilities
A detailed list of the tasks and responsibilities associated with the job. This section should be comprehensive and specific, describing what the employee is expected to do daily, weekly, monthly, or annually.
Example:
Develop and execute marketing plans and campaigns.
Manage the marketing team and allocate tasks effectively.
Conduct market research and analyze consumer behavior.
Monitor and report on the effectiveness of marketing strategies.
Collaborate with other departments to align marketing efforts with overall business goals.
4. Reporting Relationships
Information about the job's position within the organizational hierarchy. This includes to whom the job reports (supervisor or manager) and any positions that report to this job (subordinates).
Example:
Reports to: Director of Marketing
Supervises: Marketing Coordinator, Content Specialist, Social Media Manager
5. Working Conditions
Description of the physical, environmental, and social conditions under which the job is performed. This section might include details about the work setting, hours, travel requirements, and any special working conditions.
Example:
Typical office environment.
Full-time position, Monday to Friday, 9 AM to 5 PM.
Occasional travel required for industry conferences and client meetings.
6. Job Specifications
A statement of the qualifications, skills, experience, and attributes required for the job. This section is often divided into essential and desirable criteria.
Example:
Essential Qualifications:
Bachelor's degree in Marketing, Business, or a related field.
Minimum of 5 years of experience in marketing or related roles.
Strong knowledge of marketing principles and practices.
Excellent communication and leadership skills.
Desirable Qualifications:
Master's degree in Marketing or a related field.
Experience with digital marketing tools and analytics platforms.
Proficiency in a second language.
7. Skills and Competencies
A list of specific skills and competencies required for the job. These can include technical skills, soft skills, and any specialized knowledge or abilities.
Example:
Technical Skills: Proficiency in marketing software (e.g., HubSpot, Google Analytics).
Soft Skills: Strong organizational and time-management skills, creativity, and problem-solving abilities.
Abilities: Ability to work under pressure, multitask, and meet deadlines.
8. Performance Standards
Criteria and benchmarks used to measure the employee's performance in the role. This section outlines what constitutes successful job performance and can include specific targets or goals.
Example:
Achieve a 15% increase in website traffic within the first six months.
Successfully launch three major marketing campaigns per year.
Maintain a customer satisfaction rating of 90% or higher.
9. Tools and Equipment Used
Details about any specific tools, equipment, or software the employee will use in the job.
Example:
Tools: Desktop computer, printer, smartphone.
Software: Microsoft Office Suite, Adobe Creative Cloud, marketing automation tools.
10. Salary and Benefits
Information about the compensation package, including salary range, bonuses, benefits, and any other perks associated with the job.
Example:
Salary: $70,000 - $90,000 per year, depending on experience.
Benefits: Health insurance, retirement plan, paid time off, professional development opportunities.
11. Approval and Date
Information about who approved the job description and the date it was last reviewed or updated. This ensures that the document remains current and relevant.
Example:
Approved by: John Doe, Director of Human Resources
Date: January 15, 2024
Example of Job Description : Accountant Post
Job specification
Job specification summaries the human characteristics needed for satisfaction needed for satisfactory job completion. It tries to describe the key qualifications someone needs to perform the job successfully. It spells out the important attributes of a person in terms of education, experience, knowledge, skills and abilities (KSAs) to perform a particular job.
Job specification, also known as employee specification or person specification, is a detailed document that outlines the specific qualifications, skills, abilities, and attributes required for a particular job role within an organization. It provides a clear description of the ideal candidate that the organization is seeking to fill the position. Here's a detailed explanation of each component of a job specification:
1. Essential Qualifications:
These are the basic qualifications that are necessary for the job role. They typically include:
Educational Background: The minimum level of education required for the job, such as a high school diploma, bachelor's degree, or relevant professional certification.
Professional Experience: The minimum number of years of relevant work experience required in a similar role or industry.
Certifications or Licenses: Any specific certifications or licenses required to perform the job duties effectively, such as a CPA license for an accountant or a teaching license for an educator.
Technical Skills: Specific technical skills or knowledge required to perform the job tasks, such as proficiency in computer programming languages, software applications, or machinery operation.
2. Desirable Qualifications:
These qualifications are not strictly required for the job but are preferred and may give candidates a competitive edge:
Advanced Degrees or Certifications: Higher-level degrees or additional certifications that are relevant to the job role and demonstrate specialized knowledge or expertise.
Additional Work Experience: Additional years of experience beyond the minimum requirement that would enhance the candidate's ability to perform the job effectively.
Specific Industry Experience: Experience working in a particular industry or sector that is relevant to the job role and provides valuable insights or expertise.
Language Proficiency: Fluency or proficiency in additional languages that are relevant to the job role, especially in multicultural or global organizations.
Leadership or Management Experience: Experience in leadership or management roles that demonstrate the candidate's ability to lead teams or projects effectively.
3. Skills and Competencies:
These are the specific skills, abilities, and competencies that candidates must possess to excel in the job role:
Technical Skills: Job-specific skills and knowledge required to perform the tasks and responsibilities of the job effectively.
Soft Skills: Interpersonal skills, communication skills, problem-solving skills, and other non-technical skills that are essential for success in the job role.
Analytical Skills: The ability to analyze data, identify trends, and make informed decisions based on findings.
Critical Thinking: The ability to evaluate information, solve problems, and make decisions logically and rationally.
Teamwork and Collaboration: The ability to work effectively in a team environment, collaborate with colleagues, and contribute to collective goals.
Adaptability and Flexibility: The ability to adapt to change, handle uncertainty, and thrive in dynamic and evolving work environments.
Time Management and Organization: The ability to prioritize tasks, manage time efficiently, and meet deadlines consistently.
Attention to Detail: The ability to pay close attention to details, avoid errors, and ensure accuracy in work output.
4. Performance Standards:
These are the expectations and performance criteria that candidates are expected to meet once they are hired for the job role:
Quality of Work: Expectations regarding the quality, accuracy, and completeness of work output, including adherence to established standards and guidelines.
Productivity and Efficiency: Expectations regarding the quantity of work produced, ability to meet deadlines, and efficiency in task completion.
Initiative and Innovation: Expectations regarding the candidate's ability to take initiative, generate new ideas, and contribute to process improvements or innovation.
Problem-Solving and Decision-Making: Expectations regarding the candidate's ability to identify problems, analyze situations, and make effective decisions to resolve issues or achieve objectives.
Communication and Collaboration: Expectations regarding the candidate's ability to communicate effectively, collaborate with colleagues, and work as part of a team to achieve common goals.
Professionalism and Ethics: Expectations regarding the candidate's conduct, behavior, and adherence to professional standards, ethical principles, and organizational values.
5. Tools and Equipment Used:
This section specifies any specific tools, equipment, or software that candidates will be required to use in the course of their job duties:
Computer Software: Specific software applications or programs that candidates must be proficient in, such as Microsoft Office Suite, accounting software, or project management tools.
Specialized Equipment: Any specialized machinery, equipment, or tools that candidates must be able to operate or use as part of their job responsibilities.
Office Equipment: Common office equipment such as computers, printers, scanners, and telephones that candidates will need to use in their day-to-day work.
6. Working Conditions:
This section provides information about the working conditions associated with the job role:
Work Environment: Description of the physical work environment, including whether it is an office setting, laboratory, manufacturing facility, or outdoor environment.
Work Hours: Typical work schedule, including the number of hours per week, regular work hours, and any expectations for overtime or shift work.
Travel Requirements: Any travel requirements associated with the job role, including frequency, duration, and destinations.
Workload and Stress Levels: Information about the workload associated with the job, including expectations for multitasking, handling pressure, and managing stress.
7. Salary and Benefits:
This section outlines the salary range and benefits
Job evaluation
Introduction :Job evaluation is a systematic process used by organizations to assess and determine the relative worth or value of jobs within the organization's structure. It involves analyzing and comparing jobs based on various factors such as job content, skills required, responsibilities, and other job-related attributes. Job evaluation helps organizations establish internal equity by ensuring that jobs are fairly compensated relative to their importance and contribution to the organization.
Process of job evaluation:
1. Establishing Job Evaluation Committee or Team:
The first step in the job evaluation process is to establish a committee or team responsible for conducting the evaluation. This committee typically consists of HR professionals, managers, and subject matter experts who are familiar with the organization's job roles and responsibilities.
2. Selecting Job Evaluation Method:
There are several methods or approaches to job evaluation, each with its own advantages and limitations. Common methods include:
Job Ranking: Jobs are ranked based on their perceived value or importance within the organization.
Job Classification: Jobs are grouped into predefined classes or categories based on factors such as skill level, complexity, and responsibility.
Point Method: Jobs are assigned points based on various factors such as skill requirements, responsibility, working conditions, and supervision.
The organization should select a method that aligns with its organizational structure, culture, and objectives.
3. Identifying Job Factors:
Job factors are the criteria or dimensions used to evaluate jobs. These factors typically include:
Skill and Knowledge: The level of skill, knowledge, and expertise required to perform the job.
Responsibility: The degree of accountability and decision-making authority associated with the job.
Complexity: The complexity of tasks and problem-solving required in the job.
Working Conditions: The physical and environmental conditions under which the job is performed.
Supervision: The level of supervision and oversight required for the job.
4. Conducting Job Analysis:
Before evaluating jobs, it's essential to conduct a thorough job analysis to gather information about each job's content, duties, responsibilities, and requirements. This information serves as the basis for evaluating and comparing jobs.
5. Assigning Job Values:
Once the job factors have been identified, the next step is to assign values or scores to each job based on these factors. This can be done using a predetermined scale or point system, where jobs are rated or scored according to their level of importance or contribution to the organization.
6. Comparing Jobs:
After assigning values to each job, jobs are compared to determine their relative worth within the organization. This comparison helps establish a hierarchy of jobs based on their value and importance.
7. Establishing Pay Structure:
The results of the job evaluation process are used to establish a pay structure or salary scale within the organization. Jobs that are deemed to be of higher value or importance are typically compensated at a higher rate than those of lower value.
8. Implementing and Reviewing Results:
Once the job evaluation process is complete and the pay structure is established, the organization implements the results and periodically reviews and updates them as needed. Job evaluations should be conducted regularly to ensure that they remain relevant and reflect changes in the organization's structure, objectives, and market conditions.
Benefits of Job Evaluation:
Internal Equity: Ensures that jobs are fairly compensated relative to their importance and contribution to the organization.
Employee Motivation: Provides employees with a clear understanding of how their jobs are valued within the organization, which can help motivate and engage them.
Recruitment and Retention: Helps attract and retain top talent by offering competitive salaries based on job value.
Legal Compliance: Ensures compliance with labor laws and regulations by establishing a fair and transparent pay structure.
Organizational Alignment: Helps align the organization's structure and compensation practices with its strategic objectives and goals.
2.3 Recruitment
Concept Of Recruitment : Recruitment is the process of finding and hiring the best-qualified candidate for a job opening, in a timely and cost effective manner, from within or outside of an organisation. The recruitment process includes analysing the requirements of a job, attracting employees to that job, screening and selecting applicants, hiring and integrating the new employee in to the organisation.
2.3.1 Definitions of Recruitment
Edwin Flippo: “Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organisation”.
Dale Yoder: “Recruitment is a process to discover the sources of manpower, to meet the requirements of the staffing schedule and employ effective measures for attracting the manpower in adequate numbers, to facilitate selection of an effective working force”.
Werther and Keith: "Recruitment is the process of finding and attracting capable applicants for employment. The result is a pool of applicants from which new employees are selected".
Dale S. Beach: "Recruitment is the development and maintenance of adequate manpower resources and it involves the creation of a pool of available labour upon whom the organisation can depend when it needs additional employees".
William F. Glueck: “Recruitment is that set of activities which an enterprise uses to attract job candidates who have the abilities and attitudes needed to help the enterprise to achieve the objectives”.
Plumbley: "Recruitment is a matching process and the capacities and inclinations of the candidates have to be matched against the demands and rewards inherent in a given job or career pattern".
From the above mentioned definitions stated by the experts in the field of human resource management, we come to know the following important points so far as the recruitment is concerned.
Recruitment is the important process of attracting applicants with certain capabilities, skills, attitudes etc., to job vacancies in an organisation.
Recruitment helps to develop and maintain adequate manpower resources.
Recruitment helps to create a pool of applicants from which new employees can be selected.
Recruitment is a matching process.
Recruitment lays foundation for selection of employees.
Recruitment is a two-way process. It helps both i.e., a recruiter and a recruitee.
A recruiter gets a choice as to whom to recruit from among the pool. While a recruitee also can decide whether he should apply for the job in the organisation considering his abilities, future prospects and his expectations.
There are various objectives or purposes of recruitment. Following are some of the important
2.3.2. Objectives of recruitment:
To attract candidates having the desired qualities and qualifications to meet the organisation's present and future needs.
To create a pool of candidates with minimum cost.
To fill the vacancies created in the organisation due to promotions, termination, transfers, retirements etc., as well as due to expansion, diversification etc.
To help the selection process to become successful.
To ensure that the candidates will not leave the organisation atleast in the short period once they are selected.
To create and develop organisational and individual effectiveness in short as well as in the long-run and also to develop an organisational culture which may help attract competent people towards the organisation.
To help evaluate the effectiveness of various recruitment techniques and sources for various types of job applicants.
Recruitment policy makes the objectives and principles of recruitment clear and also provides a framework for implementation of recruitment programmes and procedures.
Any recruitment policy should comprise the points listed below:
Meeting objective of the company in the given time span i.e. short term and long term.
Identifying the need for recruitment.
Recruiting staff with the appropriate skills in order to satisfy the needs of the job.
Conducting recruitments centrally or de-centrally.
Keeping recruitments in line with the company’s annual business plan.
Filling the positions through Internal or External sources.
Specifying the degree of flexibility with regards to skills, qualification and abilities.
Determining the criteria of selecting employees.
2.3.3.Sources Of Recruitment :
Internal Sources of Recruitment
External Sources of Recruitment
The internal sources of recruitment :- It refers to sources within an organization and these are the most obvious sources. Whenever vacancies occur, suitable employees already employed in an organization are promoted, transferred or demoted. Sometimes, retired managers and other employees are also invited to fill the vacancies; especially for a short duration (e.g. leave-vacancies). Promotions and transfers are considered as good sources of recruitment.
Thus, recruitment can be done from the present permanent or temporary employees and retrenched or retired employees. Even the dependents of deceased, disabled, retired and present employees can also be considered for this purpose.
Types of Internal Recruiting
Internal sources include personnel already on the pay-roll of the organization. Whenever any vacancy arises, a suitable candidate from within the organization may be looked at. Organisations consider the candidates from this source for higher level jobs due to availability of most suitable candidates for jobs, to meet the trade union demands and due to the policy of the organisation to motivate the present employees. The internal types of recruitment are as follows:
Promotion: Promotion means shifting an employee to a higher position, carrying higher responsibilities, facilities, status and salary. Various positions in an organisation are usually filled up by promotion of existing employees on the basis of merit or seniority or a combination of both.
Transfer: Transfer refers to a change in job assignment. It may involve a promotion or demotion or no change in terms of responsibility and status. A transfer may be either temporary or permanent, depending on the necessity of filling jobs. Promotion involves upward mobility while transfer refers to a horizontal mobility of employees.
Ex-employees: Ex-employee means persons who have worked in the enterprise and have left the organisation and are eager to return. Such employees with a good record may be preferred. They require less initial training.
Employee Recommendations: In order to encourage existing employees, some concerns have made a policy to recruit staff from the applicants introduced and recommended by employees or employees' union. Also preference is given to friends and relatives of existing employees.
Advantages of Internal Sources of Recruitment:
An organisation recruiting employees from internal sources has certain advantages. Some of them are given below:
It is time saving and economical as advertisement for the jobs is not required to be given in external media. Cost of selection is also reduced.
It helps to reduce the executive turnover.
The internal candidates are well versed with policies, rules and regulations of the organisation and as a result, cost of training, induction, orientation, period of adaptability to the organisation etc. can be reduced considerably.
It helps to improve the morale and motivation of employees of the organisation and to develop loyalty towards the organisation and a sense of responsibility.
As the management has better knowledge of the strengths and weaknesses of its employees, proper decisions can be taken to promote or to transfer or to demote and thereby, the chances of making wrong decisions are considerably reduced.
It encourages employees to work hard, sincerely and to put in more effort to get promotions.
Disadvantages of Internal Sources of Recruitment:
Though there are certain advantages of recruitment from internal sources, it also suffers from some disadvantages as mentioned below:
This source of recruitment limits the scope for selection and in addition, there is a possibility of not finding the personnel of required qualities within the organisation.
It prevents the suitable outside candidates with innovative ideas, fresh and constructive thinking and dynamism, from entering the organisation.
If the present employees are promoted or transferred to other posts, their posts get vacant and filling their vacancies may be difficult and then the external sources need to be reached.
There can be bias or some sort of partiality in promoting or transferring the employees from within the organisation which may have adverse effect on the functioning of it. Further, it leads to generation of a feeling of discontent among the employees who are not promoted. Unhealthy competition for promotions or transfers affects morale, performance and motivation of employees adversely.
It should also be noted that excessive dependence on internal sources is dangerous.
Utility of Internal recruitment method in Identifying various vacancies
Organization can save huge amounts of expenditure by adopting internal sources of recruitment. It boosts morale of existing employees by giving them promotion options or transfer if they wish so or fit into their policy.
Many organizations rotate job responsibility purposefully so that all employees can get
knowledge of an entire organization also the person who can do best job with what
capability or an environment can be identified.
Recruiting ex- employees is also one of the best options in front of an organization
because the person who has served and know the policies of the company always
better than recruiting new entrants. This can saves recruitment , training cost of an
organisation
Example 1. : JNPT i.e. Jawaharlal Nehru Port Trust is a central government port that follows job rotation of employees so that each employee can understand every task. Also it boosts their confidence by doing different tasks as well. Employees enjoys handling different tasks because of reduction in monotonous work break down
Example 2 : Many private organizations recruit retired people back on their position or on some other position . This can save money on advertisement of those posts and work
Utility of External recruitment method in Identifying various vacancies
To attract new talent , to create positive change , also in order to give a chance to the
society new talent, external recruitment is a suitable method.
This can fill vacancies by recruiting people from various agencies, newspaper,
recruitment port
2. External Sources of Recruitment
The external sources of recruitment refer to all such sources which are outside the purview of an organisation. Important external sources are as mentioned below.
Advertising: Advertising in newspapers and periodicals is one of the most important methods of recruitment, especially for recruitment of management and technical personnel. The company needing manpower advertises details about the job, its requirements, salary, perquisites, duties and responsibilities etc. The advantage of advertising is that all the details about the job can be given in advertisement, to allow self-screening by the prospective candidates. Advertisement gives the management a wider range of candidates to choose from. Its disadvantage is that it brings large number of applications whose screening costs may be quite heavy.
Employment Agencies: There are government as well as private employment agencies providing a nation-wide or area-wise service in matching personnel demand and supply. In India, there are employment exchanges and bureaus which provide a range of services. In some cases, compulsory notification of vacancies to the employment exchange is required by law. Employment seekers get themselves registered with these exchanges. The employment exchanges bring the job-givers in contact with job-seekers. Employment exchanges are very useful, particularly in the field of unskilled, semi-skilled and skilled operative jobs. However, in the technical and professional areas, private consultancy firms provide recruitment facilities. In big cities, there are several such agencies, prominent among them are: Randstand, Kelly Services, Manpower Consultants, A. F. Ferguson and Company, ABC Consultants etc.
Gate Hiring: In a country like ours, where there are a large number of unemployed people, it is usual to find job-seekers thronging the factory gates. Whenever workers are required, people who are present at the gate are recruited in necessary numbers. This method can be used safely for unskilled workers. In some industries, a large number of workers work as badli or substitute workers. Whenever a permanent worker is absent, a substitute is employed in his place from among the people present at the gate.
Educational Institutions: Direct recruitment from colleges and universities is prevalent in western countries on a large scale as compared to India. Many big organizations maintain a close liaison with educational institutions for recruitment to various jobs. Various recruiting groups develop systematic university recruiting programmes. They hold preliminary on-campus interviews and select some students for final interviews mostly at their offices.
Labour Unions: In many organizations, labor unions are regarded as a source to recruit manpower. This facilitates increasing the sense of cooperation and in developing better industrial relations. But sometimes trade unions support a candidate who is not suitable for the job and not acceptable to the management. This weakens the labor relations.
Field Trips: An interviewing team makes trips to towns and areas which are known to contain the kinds of employees required by the enterprise. Arrival dates and the time and venue of interview are advertised in advance.
Advantages of External Sources of Recruitment:
It helps to attract and introduce new talent in the organization which makes the organization more dynamic through the inflow of innovative ideas, fresh thinking, drive etc.
The best candidates can be selected. It offers wider scope for the selection of employees as there is a possibility that a large number of candidates with the requisite qualities, qualifications and experience may apply for the jobs advertised.
Employees can be selected without preconceived ideas, partiality or reservations.
Labour costs can be minimized by selecting the employees on minimum pay scales.
This source proves to be more economical if experienced, well-trained candidates are selected.
Disadvantages of External Sources of Recruitment the company needs to advertise:
It sometimes proves to be expensive, if the company needs to advertise on a large scale and also because of heavy costs of making arrangements for interviews, tests etc.
It is time consuming and involves a lengthy selection process.
The task of attracting, contacting and evaluating the potential employees is somewhat difficult and strenuous.
It creates unhappiness among the existing employees who feel that they are qualified and fit for the jobs but are not provided with the opportunity. It does not help to develop loyalty among the existing employees.
As newly recruited employees are not familiar with the policies, practices, procedures, environment etc., of the organization, they take some time to adjust themselves. If they take more time to adjust or if they cannot adjust themselves, valuable time is wasted and costs also increase.
As far as internal and external sources of recruitment are concerned, every organization has a number of alternative sources for recruitment purposes. However, it should be noted that the best source to tap first is the internal one and then the external. But, in practice, the choice of internal or external source depends to a large extent upon various factors such as: nature of jobs, skills and capabilities required, time available for selection, costs involved, policy and practices of an organization, situations prevailing in the labour market etc.
Various recruitment sources already studied indicate when and where the human resources can be procured while recruitment methods or techniques throw light on how the various sources are to be tapped. Recruitment methods are in fact the media or means by which an organization can contact prospective employees and help to provide necessary information, to exchange ideas and also to stimulate the potential employees to apply for the jobs.
2.3.4 Methods of Recruitment : An organization can use different types of methods to stimulate internal as well as external candidates. Prof. J. D. Dunn and Prof. E. C. Stephens summarized the recruitment methods into three broad categories which are discussed below :
[A] Direct Methods:
Under these methods, job seekers are contacted directly through educational institutions by way of campus interviews. Usually, placement bureaus or offices of the educational institutions provide assistance in attracting job seekers, make arrangements for interviews. Sometimes, recruits are attracted to attend seminars, conventions at some suitable centers. Some business organizations directly solicit the information with a view to recruit required personnel from the teachers concerned, professors about the students having outstanding records. We generally find campus interviews for M.B.A. students, Engineering students.
[B] Indirect Methods:
Advertisements in publications such as newspapers, trade journals, magazines, technical and professional journals etc., are the important and most frequently used indirect methods of recruitment. We also find advertisements for recruitment on radio, television. Advertisements have proved to be very useful for recruiting blue collar and white collar personnel as well as scientific, technical and professional employees. Of course, the choice of media, timing, place of the advertisements, appeals to job seekers etc., determine the efficiency of advertisements. Advertisement is required to be done in order to be effective and it should give a proper and clear-cut idea about the organization, nature of jobs, job requirements etc.
[C] Third Party Methods:
Private employment agencies, public employment exchanges, employee referrals, trade unions etc., are the mediums through which employees can be recruited. These organisations or institutions are included in the third party methods. In fact, they work as mediators between job seekers i.e., employees and business organisations i.e., employers in order to bring them together. Private agencies charge certain fees for the services they render.
Out of the methods and sources of recruitment mentioned above, a proper method and source is required to be adopted by the organisation. Selection of the best candidate is possible only when a maximum number of suitable candidates applies for the post and hence, it is necessary that the method and source of recruitment used should become successful in attracting all such candidates to the organisation. It is also important to decide when the process of recruitment should be started. Depending upon the time required to receive the information from the candidates and the time needed to complete the selection procedure, the recruitment work must begin sufficiently in advance. If the total time required for the recruitment and selection procedure is say, two months and if the post is to be filled at the beginning of September, it becomes clear that the process of recruitment must be started in July.
E - Recruitment :
E-Recruitment formally implies sourcing of jobs online (Ganalaki, 2002). E-Recruitment is also known as online recruitment with the help of which the job seekers can send their CV’s directly to the employer in an electronic form and their on the other end the employer will receive the CV and can filter is from the other respective candidate’s CV’s (Finn, 2000). By installing the software like “active recruiting” it is now becoming much easier for the employer to catch the deserving candidate for a particular profile, earlier 62 days were required to fill up vacant position but now it just require 42 days to fill up the same position it is now much easier (willenbrock, 2005). It has been argued that online recruitment cannot replace the traditional way of recruiting but a well implemented online recruitment can help the organization to make their much more easier (caggiano, 1999 & borck, 2000). At the Nike’s headquarter they don’t miss any of the resume they receive, they treat every CV’s to be a prospective one, and the application like “active recruiter” makes it’s much easier for them (Nike’s, 2005).
Electronic Recruitment has made the job much easier for both the companies and the job seekers and here the credit goes to the Software, IT Professionals, Internet, Computer and many other people who are working back-end. E-Recruitment is an easiest and convincing way to hire people from any part of the world and promotes opportunity, it benefits the company to be recognized globally, E-HRM helps in conveying any kind of HR policies, training program, and pay slip sheets easily. E-HRM is based on more systematic & technology theorem, which helps the HR department to scrutinize employee performance carefully & accurately. It helps in imparting any HR policy; keep a track on employees daily activity report (DAR), efficiently helps the employees in promotion & transfers.
Advantage of E- recruitment :
It’s Cost Effective “When you post a job ad on Facebook, you can pay for as much or as little exposure as you want, as well as target it to a very specific audience. Indeed, if you manage your campaign effectively, you can save plenty of precious cash, while attracting applicants who are the perfect fit for your vacancy.
It’s Immediate : Most job posts and replies appear in real time. This can help you either increase your efforts to attract more candidates, a different set of candidates (early- instead of mid-career professionals, for example) or even stop candidates from applying if you’ve already found the right person for the job.
Reduction in the time for recruitment :- The entire cycle of the recruitment get reduced due to online recruitment. From the advertising to selecting , can be done online at different time and zone. Dependency on physical location will not become a hurdle.
It’s Easy : Almost anyone can post a job advertisement online, because the majority of established job boards make the process clear, easy to understand and user-friendly. Conversely, the process is very simple for the applicant, too, making it quick and painless for interested parties to apply on the spot, as opposed to mailing CVs and written applications through the post.
You Can Make Your Job Ad More Dynamic : Posting a job online or via social media platforms gives you a chance to be more creative with your ad; for instance, you could create and attach a short video showing off the benefits of working for your company. Indeed, your use of technology can actually say a lot about your company culture, helping to attract specific types of candidates in the process. Businesses that use technology in such a way prove that they aren’t afraid to innovate and that they are open to new and interesting ways of doing things.
6. It’s Flexible : The internet gives you plenty of flexibility with regards to controlling your posts and the applications you receive. If you post in a newspaper and want to amend the job advert, though, you would likely need to pay for an entirely new ad. With online posts, most platforms will allow you to edit, update or remove your job post whenever you wish.
7. It’s Durable :Newspapers and other forms of printed media have a very limited lifetime, dependent on their publishing cycle. Most classified publications have a biweekly publishing cycle, meaning that your ad will only be seen for that relatively small amount of time. Online job posts, on the other hand, will stay live until the author or the host website removes it.
8. It’s Accessible : No matter where you are in the world – if you have an Internet-enabled device and connection, then you can perform all those management tasks described above. You can modify your job posting, see how many replies you have and even communicate with candidates directly.
Disadvantages :
Costs Can Spiral : Depending on the online platform you use, you may have to pay a subscription fee or other costs to post your vacancy. Some sites might even require a membership fee or charge for extra services like application tracking or analytics to manage your advert. Also, if you are not getting the kind of response you’re looking for, the costs of leaving the ad to run can accumulate.Screening and checking the skill mapping and authenticity of millions of resumes is a problem and time consuming exercise for organizations.
It Can Be Difficult to Measure Effectiveness :Not all online recruitment services offer an in-depth analysis of your posting; therefore, it can be hard to figure out what is and isn’t working and how to optimise your ad.Of course, this is a common problem in offline recruitment, too, but it’s worth remembering that just because you’ve posted an ad online, it doesn’t mean that you will always have access to reams of metrics and supporting data.
It’s Informal : For some roles, companies perceive that online job postings particularly on social media can give off the wrong image of their company. This is particularly true for executive-level roles, particularly at firms (or industries) that have a strong corporate or professional culture.
There is low Internet penetration, no access and lack of awareness of internet in many locations across India.
Organizations cannot depend solely on the online recruitment methods.
In India, the employers and the employees still prefer a face-to-face interaction rather than sending emails.
Huge Competition : The main downside to following trends is that everybody else is doing the same thing. As a result, your post can quickly become buried under a mountain of other job offers, forcing you to either pay more for extra exposure or risk not being seen. When it comes to social media, you’re also at the mercy of Facebook or Twitter’s algorithms, meaning that who you target is essentially in the hands of somebody else
Difference between traditional and Modern Method of recruitment
2.4 Selection
Introduction :Selection is the process of selecting a qualified person who can successfully do a job and deliver valuable contributions to the organisation. It is a system which depends on job analysis. This ensures that the selection criteria are job related.
The requirements for a selection system are knowledge, skills, abilities and other characteristics, known as KSAOs. Personnel selection systems employ evidence-based practices, to determine the most qualified candidates and involve both the newly hired and those who can be promoted from within the organization.
The selection of a right applicant for a vacant position will be an asset to the organization, which will be helping the organization in reaching its objectives.
Different authors define Selection in different ways.
Employee selection is a process of putting a right applicant on a right job.
Selection of an employee is a process of choosing the applicants, who have the qualifications to fill the vacant job in an organization.
Selection is a process of identifying and hiring the applicants for filling the vacancies in an organization.
Employee selection is a process of matching organization’s requirements with the skills and qualifications of individuals.
A good selection process will ensure that the organization gets the right set of employees with the right attitude.
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
A good selection process offers the following advantages−
To meet Equal Employment Opportunity (EEO) Requirements: This gives equal employment opportunities to all aspirants for that job. Job descriptions need to be written in a manner that is non-discriminatory with regard to age, race, gender, national origin and religious beliefs.
To Maintain Corporate Image and Success: Some companies may choose employees based on the necessary knowledge, skills and abilities, to perform the job at a minimal of acceptable performance. Employees who perform at a higher level of competence may be considered most valuable performers and are rewarded accordingly. Since above-average employees may be instrumental in driving success, the company may initiate a rather comprehensive hiring process. This process may include several interviews, background checks, skills testing, health check-up, drug testing and reference checks. The company image is at stake while attracting top applicants. Therefore, receptionist, interviewers and company executives strive to make a good impression.
For Employee Security: Every employee has a basic right to work in a safe environment. Therefore, some companies have clearly defined policies regarding safety, health and security in the workplace. The selection process should include the conscience of the company and every person hired needs to be carefully screened for it. Some companies have third-party vendors that perform criminal background checks. Required drug tests can identify any potential drug abuse issues prior to employment.
For Employee Retention: Companies with a well designed employee selection process, understand the importance of retaining these valuable assets. The selection process should be the continuous improvement plan with development programmes like leadership, problem solving and employee rewards programmes like outstanding performance, bonus plans, recognition functions and succession planning.
For Reducing Employee Turnover: Proper selection will reduce employee turnover. A proper candidate will immediately get adjusted with the environment and would not want to leave the organisation in the short term.
Ensures Proper Utilisation: Proper selection facilitates optimum use of physical and human resources. A proper candidate ensures the proper utilisation of other resources.
Selection Procedure
Fig. 2.4: The Selection Procedure
Every organisation has a different method of selection due to its nature, size and style of operation. It also differs according to the posts to be filled in.
The selection process includes the following steps.
Initial Screening: The first step in the selection process is the screening process. Many candidates get dropped during the initial screening. This step makes the filtration process of candidates easier.
Completed Application: Blank application forms are provided for getting detailed information about the applicant. The application should typically contain biographical data, educational qualifications, work experience, extracurricular activities, special awards, praise received or other important information etc.
There are some mandatory fields which an applicant cannot keep blank. The officer should check all the details before accepting the application.
Employment Tests: Companies have different types of tests according to the level and nature of candidates required.
Employment tests vary from job to job. For example, for recruitment of Marketing Executives, physical appearance or smartness gets preference whereas for an HR executive recruitment and managing abilities get priority.
Knowledge tests, Performance tests, Psychological tests, Attitude tests, Honesty tests, Medical tests are some examples of tests which are conducted during the selection procedure.
Comprehensive Selection Interview: Comprehensive selection interview is a formal, in-depth conversation conducted to evaluate an applicant’s acceptability. The management seeks answers to some basic questions like - Will the applicant do the justice to the job? and How is the applicant as compared to the other applicants? Selection interview is the most widely used selection technique. It can be adapted for selecting unskilled, skilled, managerial and staff employees. They also allow a two-way exchange of information. Interviewers learn about the applicant and the applicant learns about the employer.
Background Verification if Required: All sorts of certificates of the applicant are to be checked by the HR manager at this stage. At least two references are needed in order to verify the applicant.
Medical Examination: The selection process also includes a medical evaluation of the applicant before the hiring decision is made. Normally, the evaluation consists of filling a health checklist that asks the applicant to indicate health and accident information and undergoing various medical tests at the prescribed hospitals.
Supervisory Interview: The ultimate responsibility of the success of a newly hired worker lies with his immediate supervisor. The supervisor is able to evaluate the applicant’s technical abilities. The HR department provides a supervisor with the best pre-screened applicants available and the supervisor decides whom to hire from those.
The Final Hiring Decision: Regardless of whether the supervisor or the HR department makes the final hiring decision, hiring actually ends the selection process, assuming that the candidate accepts the job offer. To maintain good public relations the company should notify applicants who are not selected.
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