HR Acquisition &

Retention
UNIT - 2
 Human Resource Planning
 Human Resource Planning is a systematic process of forecasting both
the prospective demand for and supply of manpower, and
employment of skills with the objectives of the organization.
 It can also be termed as the method of reviewing the manpower
necessities to ensure that right kind of skills is made available to the
organization.
 The main purpose of HRP is to set the goals and objectives of the
company.
 In other words, it is to have the precise number of employees, with
their skills matching the requirements of the organization, so that the
organization can move towards its goals.
Human Resource Planning

 Human resource planning (HRP) is the continuous process of systematic

planning ahead to achieve optimum use of an organization's most
valuable asset—quality employees. Human resources planning ensures the
best fit between employees and jobs while avoiding manpower shortages
or surpluses.
 Human resource planning allows companies to plan ahead so they can
maintain a steady supply of skilled employees. That's why it is also referred
to as workforce planning. The process is used to help companies evaluate
their needs and to plan ahead to meet those needs.
 Human resource planning needs to be flexible enough to meet short-term
staffing challenges while adapting to changing conditions in the business
environment over the longer term. HRP starts by assessing and auditing the
current capacity of human resources.
Objectives of Human Resource
Planning
 Guarantee ample supply of resources, whenever there is a need for it.
 Make sure that the current manpower in the company is being used
properly.
 To foresee the potential requirements of manpower at various skill levels.
 Evaluate excess or scarcity of resources that are available at a given point
of time.
 Predict the impact of technological changes on the resources as well as on
the kind of jobs they do.
 Manage the resources that are already employed in the organization.
 Ensure that there is a lead time available to pick and train any
supplementary human resource.
Need for Human Resource Planning

 Scarcity of manpower and that too with the required skill sets and
competence, has given rise for need of Human Resource Planning.
 It comes handy for smooth and continuous supply of workers when a huge
number of employees is retiring, or leaving the company or maybe they are
incapable of working due to psychological or physical ailments.
 There is a need for Human Resource Planning when there is an increase in
employee turnover, which is obvious. Some examples of this turnover are
promotions, marriages, end of contract, etc.
 Technological changes lead to a chain of changes in the
organization, right from skill sets product methods and administration
techniques.
 These changes lead to an overall change in the number of
employees required and with entirely different skill set.
 Human Resource Planning is required to meet the requirements of
diversification and growth of a company.
 There is a need for Human Resource Planning in downsizing the
resources when there is a shortage of manpower. Similarly, in case of
excess resources, it helps in redeploying them in other projects of the
company.
 Importance of Human Resource
Planning
 It gives the company the right kind of workforce at the right time frame and in right
figures.
 In striking a balance between demand-for and supply-of resources, HRP helps in the
optimum usage of resources and also in reducing the labor cost.
 Cautiously forecasting the future helps to supervise manpower in a better way, thus
pitfalls can be avoided.
 It helps the organization to develop a succession plan for all its employees. In this
way, it creates a way for internal promotions.
 It compels the organization to evaluate the weaknesses and strengths of personnel
thereby making the management to take remedial measures.
 The organization as a whole is benefited when it comes to increase in productivity,
profit, skills, etc., thus giving an edge over its competitors.
Human Resource Planning Process
three key elements

1. Forecasting recruitment needs: There are a number of ways in forecasting

your business needs, to know the exact number of employees required to run
the business. Factors to be considered are the economical situation of any
given country, internal and external factors of an organization and the
demand for the products.
2. Evaluate Supply: In estimating this, there are two aspects, one is the
evaluation of the internal resources and the other is the prospective or
external resources. Among the two, external factors require extra care, these
include education, unemployment rate and law that is in existence.
Evaluating these factors very closely will help the organization in filling the
right resources at the right time with the right skill set.
3. 3. Supply and demand balance: This element of Human Resource Planning is
very important, as striking a balance between these two forces will help the
organization in understanding if there is shortage or excess of employees
available in a particular group. It also helps in understanding as to the need
of full time or part time needs of the organization.
Steps in Human Resource Planning

 Human resource planning is

a process through which
the right candidate for the
right job is ensured. For
conducting any process,
the foremost essential task is
to develop the
organizational objective to
be achieved through
conducting the said
process.
 Six steps in human resource
planning are presented in
Figure
 1. Analysing Organizational Objectives:
 The objective to be achieved in future in various fields such as
production, marketing, finance, expansion and sales gives the idea
about the work to be done in the organization.
 2. Inventory of Present Human Resources:
 From the updated human resource information storage system, the
current number of employees, their capacity, performance and
potential can be analysed. To fill the various job requirements, the
internal sources (i.e., employees from within the organization) and
external sources (i.e., candidates from various placement agencies)
can be estimated.
 3. Forecasting Demand and Supply of Human Resource:
 The human resources required at different positions according to
their job profile are to be estimated. The available internal and
external sources to fulfill those requirements are also measured.
There should be proper matching of job description and job
specification of one particular work, and the profile of the person
should be suitable to it.
 4. Estimating Manpower Gaps:
 Comparison of human resource demand and human resource
supply will provide with the surplus or deficit of human resource.
Deficit represents the number of people to be employed, whereas
surplus represents termination. Extensive use of proper training and
development programme can be done to upgrade the skills of
employees.
 5. Formulating the Human Resource Action Plan:
 The human resource plan depends on whether there is deficit or surplus in
the organization. Accordingly, the plan may be finalized either for new
recruitment, training, interdepartmental transfer in case of deficit of
termination, or voluntary retirement schemes and redeployment in case of
surplus.
 6. Monitoring, Control and Feedback:
 It mainly involves implementation of the human resource action plan.
Human resources are allocated according to the requirements, and
inventories are updated over a period. The plan is monitored strictly to
identify the deficiencies and remove it. Comparison between the human
resource plan and its actual implementation is done to ensure the
appropriate action and the availability of the required number of
employees for various jobs.
Barriers to Human Resource Planning

 1. Lack of Support:
 People think that the human resource planning is unnecessary and time
consuming. Workforce can be arranged anytime at the time of
requirement, with attractive benefits and incentives so why human
resource planning. They think it is an easy task to manipulate the workforce
in the organization.
 2. Wrong Perception about Human Resource Practitioner:
 In this competitive business world it is very difficult and challenging to
compete with the rivals without formulating proper strategic plan. Many
have the perception that the people who formulate the human resource
plan are not expert in business, as a result of which they may commit error
while formulating the human resource plan.
 3. Incompatibility of Information:
 A strategic plan is set for achieving the long term goals or objectives of the
organization. At the time of formulation of strategy the used information is
basically long term oriented. But the human resource planning is
formulated using the short term information. So the information of human
resource does not often match with the information of strategy formulation.
 4. Approach Confliction:
 While formulating human resource planning the organization must consider
that how many people and how efficient people are needed for the
smooth functionality of the organization. Many human resource
practitioners give emphasis on number of employee and many other give
emphasis on the quality of the employee.
 But both the approaches are equally important for the organization.
 5. Absence of Operating Managers’ Co-Ordination:
 Human Resource planning is one of the major functions of Human Resource
department of every organization. Successful planning depends on the co-
operation of all other existing departments. Mainly the operation
managers’ coordination and support play very vital role in the success of
human resource planning. But very often things do not go in right direction.
Job Analysis

 Job analysis, contains a simple term called "analysis", which means detailed study or
examination of something (job) in order to understand more about it (job). therefore job
analysis is to understand more about a specific job in order to optimize it.
 Job analysis is a systematic process of collecting complete information pertaining to a job.
 Job analysis is done by job analyst who is an officer have been trained for it.
 Job analysis is a procedure through which you determine the duties and responsibilities,
nature of the jobs and finally to decide qualifications, skills and knowledge to be required
for an employee to perform particular job.
 Job analysis helps to understand what tasks are important and how they are carried on.
 Job analysis forms basis for later HR activities such as developing effective training
program, selection of employees, setting up of performance standards and assessment of
employees ( performance appraisal)and employee remuneration system or compensation
plan.
The intention behind job analysis is to
answer questions such as:
 what is the need of the job to exist?
 What physical and mental activities does the worker undertake?
 When is the job to be performed?
 Where is the job to be performed?
 How does the job performed by an employee?
 What qualities and qualifications are required to perform the job?
An ideal job analysis should include

 Duties and Tasks: The basic unit of a job is the performance of specific tasks and
duties. This segment should include frequency, duration, effort, skill, complexity,
equipment, standards, etc.
 Environment: This segment identifies the working environment of a particular job.
This may have a significant impact on the physical requirements to be able to
perform a job.
 Tools and Equipment: Some duties and tasks are performed using specific
equipment and tools. These items need to be specified in a Job Analysis.
 Relationships: The hierarchy of the organization must be clearly laid out. The
employees should know who is under them and who they have to report to.
 Requirements: The knowledge, skills, and abilities required to perform the job
should be clearly listed.
Process of Job Analysis
 Identification of Job Analysis Purpose: the first step in the process is to
determine its need and desired output. Spending human efforts, energy as well
as money is useless until HR managers don’t know why data is to be collected
and what is to be done with it.
 Who Will Conduct Job Analysis: Some companies prefer getting it done by their
own HR department while some hire job analysis consultants. Job analysis
consultants may prove to be extremely helpful as they offer unbiased advice,
guidelines and methods. They don’t have any personal likes and dislikes when it
comes to analyze a job.
 How to Conduct the Process: Deciding the way in which job analysis process
needs to be conducted is surely the next step. A planned approach about how
to carry the whole process is required in order to investigate a specific job.
 Strategic Decision Making: It’s about deciding the extent of employee
involvement in the process, the level of details to be collected and recorded,
sources from where data is to be collected, data collection methods, the
processing of information and segregation of collected data.
 Training of Job Analyst: Next is to train the job analyst about how to conduct the
process and use the selected methods for collection and recoding of job data.
 Preparation of Job Analysis Process: Communicating it within the organization is
the next step. HR managers need to communicate the whole thing properly so
that employees offer their full support to the job analyst. The stage also involves
preparation of documents, questionnaires, interviews and feedback forms.
 Data Collection: Next is to collect job-related data including educational
qualifications of employees, skills and abilities required to perform the job,
working conditions, job activities, reporting hierarchy, required human traits, job
activities, duties and responsibilities involved and employee behaviour.
 Documentation, Verification and Review: Proper documentation is done to
verify the authenticity of collected data and then review it. This is the final
information that is used to describe a specific job.
 Developing Job Description and Job Specification: Now is the time to segregate
the collected data in to useful information. Job Description describes the roles,
activities, duties and responsibilities of the job while job specification is a
statement of educational qualification, experience, personal traits and skills
required to perform the job.
Thus, the process of job analysis helps in identifying the worth of specific job, utilizing
the human talent in the best possible manner, eliminating unneeded jobs and
setting realistic performance measurement standards.
Job Description
 Job description includes basic job-related data that is useful to advertise a
specific job and attract a pool of talent. It includes information such as job
title, job location, reporting to and of employees, job summary, nature and
objectives of a job, tasks and duties to be performed, working conditions,
machines, tools and equipments to be used by a prospective worker and
hazards involved in it.
Purpose of Job Description
 The main purpose of job description is to collect job-related data in order to
advertise for a particular job. It helps in attracting, targeting, recruiting and
selecting the right candidate for the right job.
 It is done to determine what needs to be delivered in a particular job. It
clarifies what employees are supposed to do if selected for that particular
job opening.
 It gives recruiting staff a clear view what kind of candidate is required by a
particular department or division to perform a specific task or job.
 It also clarifies who will report to whom.
Contents of Job Description Statement
The job description statement contains the following contents:
 Job Title
 It explains the title of the job. It means, what the particular job is all about is
identified under this content. Make your job titles specifically. Targeted job titles
are more effective than generic ones, so be precise by including key phrases
that accurately describe the role. Avoid internal lingo that may confuse the job
seeker. Stick to standard experience levels like “Senior” rather than “VI” or other
terms people are less likely to look for.
 Job Location
 It refers to the name of the department where the job under consideration exists
in the organization.
 Job Summary
 Job summary tells about a brief history of the job. It is a short paragraph which
explains the tasks and activities to be performed by an incumbent. It is a
statement which explains what the job entails. Your summary should provide an
overview of your company and expectations for the position.
 Duties
 Duties refer to the task performed by an employee. It is necessary to mention the task of
the employee because it helps him to estimate the percentage of time that is devoted
to the performance. Make sure your list of responsibilities is detailed but concise. Also,
emphasize the duties that may be unique to your organization. For example, if you are
hiring for an “Event Management” role and the position requires social media expertise
to promote events, include this detail to ensure candidates understand the
requirements and can determine if they’re qualified.
 Machines, Tools, and Equipment
 The machines, tools, and equipment used by an incumbent for the performance of
tasks are included under this head.
 Materials and Form Used
 It includes all input requirements and the method of application in the production
process.
 Working Environment
 The working environment is concerned with the actual workplace. It defines working
condition in terms of heat, light, noise level etc.
 Job Hazards
 Job hazards are obstacles and obstructions that may arise during the actual
performance of the task
Job Specification
 Also known as employee specifications, a job specification is a written
statement of educational qualifications, specific qualities, level of experience,
physical, emotional, technical and communication skills required to perform a
job, responsibilities involved in a job and other unusual sensory demands. It also
includes general health, mental health, intelligence, aptitude, memory,
judgment, leadership skills, emotional ability, adaptability, flexibility, values and
ethics, manners and creativity, etc.
Purpose of Job Specification
 Described on the basis of job description, job specification helps candidates
analyze whether are eligible to apply for a particular job vacancy or not.
 It helps recruiting team of an organization understand what level of
qualifications, qualities and set of characteristics should be present in a
candidate to make him or her eligible for the job opening.
 Job Specification gives detailed information about any job including job
responsibilities, desired technical and physical skills, conversational ability and
much more.
 It helps in selecting the most appropriate candidate for a particular job.
 Contents Of Job Specification Statement
Following contents are included in job specification statement:
 1.Required Education: Required level of education for each post that an incumbent is
supposed to hold is listed in job specification statement. It also helps to determine the
level or category of job in terms of rank.
 2. Health And Physical Fitness: Physical fitness and health is a crucial aspect of good
performance. Hence, body structure, physical ability and other aspects of health and
fitness is a must in order to perform well in the organization.
 3. Appearance: Appearance refers to an outlook of an employee, which must be
attractive and good looking. The cleanliness and neatness of an individual shows
his/her appearance. Hence, job specification statement defines the employee's
appearance.
 4. Mental And Other Abilities: The employee must be mentally fit to perform the desired
task. If not, the problems may arise at the work floor. Mental fitness is associated with
the ability of decision making, managing emotions and sorrows, dealing with different
kinds of people etc.
 5. Experience: Under it, the required level of experience in doing a particular task is
explained, if necessary. An experienced employee will be preferable in comparison to
the fresh candidate.
Job description Vs job specification
Job description Vs job specification
 A job description is a functional description of the contents and contexts of the
job. Job description narrates the various features and contents of a job. It
generally includes duties, purpose, responsibilities, scope, and working
conditions of a job along with the job’s title, and the name or designation of the
person to whom the employee reports. It is a written statement that identifies,
describes, and defines job’s duties, responsibilities, working conditions etc. It
may include relationships with other people in the organization: Supervisory
level, managerial requirements, and relationships with other colleagues.

 A job specification defines the knowledge, skills, and abilities that are required
to perform a job in an organization. It is a document or statement which spells
out the minimum levels of qualification, skills, physical and other abilities,
experience, judgment and attributes required to perform them efficiently and
effectively. It helps in the recruitment and selection process, evaluating the
performance of employees and in their appraisal and promotion. The
importance and purpose of job specification are a thoroughly understand the
specific details of a job.
Job description Vs job specification

 Content
 Job description usually lists out the job title, location, job summary, working
environment, duties to be performed on the job, etc.
 Job specification lists out the qualifications, experience, training, skills,
emotional attributes, mental capabilities of an individual to perform the job.
 Measures
 Job description measures the tasks and responsibilities attached to the job.
 Job specification measures the capabilities that the job holder must possess
to perform the job.
Job description Vs job specification

 Usefulness
 Job description offers ample information about the job which helps the
management in evaluating the job performance and defining the training
needs of an employee.
 Job specification helps the candidates who are applying for a job to
analyse whether they are eligible for a particular job or not.
 Benefit
 Job description statement helps the organisation to be clear about 'Who
should do what'.
 Job specification statement helps the management to take decisions
regarding promotion, bonus, internal transfers and salary increase.
 JOB DESCRIPTION JOB SPECIFICATION

What does it mean? A job description is the A job specification is the set
detailed information of the of specific qualities,
vacant position that states knowledge, and experience
the job title, job location, the candidate must possess
duties, responsibilities, job to perform a particular job.
role, etc. in a written format.
Origin Based on Job Analysis Based on Job Description

Elements Includes job title, job Includes attributes,

location, job role, salary, knowledge, skills, experience,
responsibilities, duties, and educational
allowances, and incentives qualification
Purpose Describes the job profile Specifies the eligibility criteria

What is it? Company’s offerings to the Company’s expectations

candidate from the candidate

Use Used to provide relevant and Used to match the right

sufficient information about candidate with the job
the job
Job Description and Job Specification
Example
 XYZ Ltd. is looking for a Tele Marketing Executive. It posts the job description
and job specification regarding the open position on a job portal, and it
looks something like this:
Job Description – Tele Marketing Executive
 About Us
XYZ Ltd. is an established sales and marketing company with branches
across the country. The company has 800 employees and is into B2B sales
with clients who are big business firms and corporate leaders.
 Job Title: Tele Marketing Executive
 Role: We are looking for a Tele Marketing Executive for the company. The
job requires the candidate to make outbound calls to convert prospective
customers into clients. It is an office job, but may require the candidate to
travel to different cities.
Duties and Responsibilities
 Call prospective customers
 Influence customers to buy
 Prepare sales report
 Handle direct customer inquiries
 Achieve sales targets
 Identify prospects and grab new business opportunities
 Maintain sales record on CRM software
Job Specification – Tele Marketing Executive
 Educational Qualification: Any graduate/MBA in Marketing or Sales
 Skills and Competencies
▪ Excellent communication skills
▪ Good time management skills
▪ Result-driven
▪ Ability to work under pressure
▪ Persistent
▪ Positive attitude
▪ Excellent negotiation skills
▪ Proactive
 Experience: 0-1 years of experience in sales or marketing
The job description and job specification are equally important during
the recruitment process. The differences mentioned above make it quite evident
that they are very different from each other.
How to write an Account Clerk job
description
 Account Clerk job title
 Examples of Account Clerk job titles
 Account Clerk
 Senior Account Clerk
 Accounting Clerk (Associate’s Degree in Accounting required)
 Junior Account Clerk
 Accounting Technician
 Account Clerk job summary
 Example of an Account Clerk job summary
 Our fast-growing manufacturing company is in need of an
experienced account clerk to keep records and reconcile accounts
of all our clients.
 The qualified candidate will have strong quantitative and
interpersonal skills, as well as proficiency in basic accounting
functions and software programs.
 We’re looking for a team player with a keen interest in building
successful relationships with clients. Since our business environment is
always changing, a willingness to learn and the ability to adapt are
essential.
 Experience in the manufacturing or production industry is preferred
but not necessary.
 A bachelor’s degree in accounting is also preferred.
 Applicants interested in a long-term opportunity will receive priority
over others.
Account Clerk responsibilities and
duties
 Examples of Account Clerk responsibilities
 Calculate and send invoices to clients
 Perform credit checks on new clients and partners
 Match invoices to purchase orders
 Calculate and enter expenditures
 Reconcile bank statements with the general ledger
 Practice effective customer relationship techniques
Account Clerk qualifications and skills

 Examples of Account Clerk skills

 Associate’s degree in Accounting or related field
 Bachelor’s degree preferred
 1+ years’ relevant work experience
 Proficiency in Microsoft Excel
 Proficiency in QuickBooks
 Excellent communication skills
Marketing Assistant job title

 Examples of Marketing Assistant job titles

 Marketing Assistant
 Junior Marketing Assistant
 Digital Advertising Associate (with Google Analytics proficiency)
 Marketing Assistant(Part-Time)
 Promotions Assistant
Marketing Assistant job summary

 Example of a Marketing Assistant job summary

 Our retail store is looking for an experienced Marketing Assistant who is
willing to work hard and grow with the company.
 The Marketing Assistant will report directly to the Marketing Manager and
will be responsible for taking on a variety of tasks that allow for the
successful completion of planned marketing programs.
 The successful candidate will perform phone surveys, assist in the
development of marketing collateral, track existing marketing campaigns
and report on results and coordinate market research studies.
Marketing Assistant responsibilities and
duties
 Examples of Marketing Assistant responsibilities
 Assist in monitoring active marketing programs and developing ways to
improve those campaigns
 Submit ideas for experimental marketing programs designed to enhance
and grow the company’s brand
 Work closely with the in-store collateral development team to create
pieces to be put on retail sales floors
 Collaborate with brand ambassadors to create innovative ways to gain
exposure for client products
 Be available as a resource for senior marketing professionals who need
assistance with completing large projects
Marketing Assistant qualifications and
skills
 Examples of Marketing Assistant skills
 Bachelor’s Degree in Marketing, Advertising or related field
 2+ years’ experience working in marketing or advertising
 Ability to multi-task effectively in a fast-paced environment
 Excellent problem solving skills
 Must be willing to travel to offsite training sessions
 Strong communication and organizational skills
Job design

 Job design is the process of Work arrangement (or rearrangement) aimed

at reducing or overcoming job dissatisfaction and employee alienation
arising from repetitive and mechanistic tasks.
 Through job design, organizations try to raise productivity levels by offering
non-monetary rewards such as greater satisfaction from a sense of personal
achievement in meeting the increased challenge and responsibility of
one's work.
 Job enlargement, job enrichment, job rotation, and job simplification are
the various techniques used in a job design exercise.
 In a very simple sense, job design means the ways that decision-makers
choose to organize work responsibilities, duties, activities, and tasks. Job
Redesign thus involves changing work responsibilities, duties, activities, and
tasks. which is also sometimes called work redesign
 Job design
 The Job Design means outlining the task, duties, responsibilities, qualifications,
methods and relationships required to perform the given set of a job. In other
words, job design encompasses the components of the task and the interaction
pattern among the employees, with the intent to satisfy both the organizational
needs and the social needs of the jobholder.
 The objective of a job design is to arrange the work in such a manner so as to
reduce the boredom and dissatisfaction among the employees, arising due to
the repetitive nature of the task
 There are various steps involved in job design that follow a logical sequence, is
as follows:
▪ What tasks are required to be done or what tasks is part of the job?
▪ How are the tasks performed?
▪ What amount are tasks are required to be done?
▪ What is the sequence of performing these tasks?
There are several important methods and techniques that the management
uses while designing the jobs. These are:
 Job Simplification means breaking the job into relatively easier sub-parts
with the intention to enhance the individual’s productivity by minimizing the
physical and mental efforts required to perform a complex job.
 Job Rotation is the management technique wherein an employee is shifted
from one job role to the other, with the purpose of familiarizing him with all
the verticals of an organization.
 Job Enrichment is the job design technique used to increase the satisfaction
among the employees by delegating higher authority and responsibility to
them and thereby enabling them to use their abilities to the fullest.
 Job Enlargement refers to the horizontal expansion of jobs wherein more
and more activities, and tasks are added to the existing job scope at the
same level in the organization.
 Organizational Factors
Organizational factors that affect job design can be work nature or characteristics,
work flow, organizational practices and ergonomics.
 Work Nature: There are various elements of a job and job design is required to classify
various tasks into a job or a coherent set of jobs. The various tasks may be planning,
executing, monitoring, controlling etc. and all these are to be taken into consideration
while designing a job.
 Ergonomics: Ergonomics aims at designing jobs in such a way that the physical
abilities and individual traits of employees are taken into consideration so as to ensure
efficiency and productivity.
 Workflow: Product and service type often determines the sequence of work flow. A
balance is required between various product or service processes and a job design
ensures this.
 Culture: Organizational culture determines the way tasks are carried out at the work
places. Practices are methods or standards laid out for carrying out a certain task.
These practices often affect the job design especially when the practices are not aligned
to the interests of the unions.
 Environmental Factors

 Environmental factors affect the job design to a considerable extent. These

factors include both the internal as well as external factors. They include factors
like employee skills and abilities, their availability, and their socio economic and
cultural prospects.
 Employee availability and abilities: Employee skills, abilities and time of availability
play a crucial role while designing of the jobs. The above mentioned factors of
employees who will actually perform the job are taken into consideration. Designing a
job that is more demanding and above their skill set will lead to decreased
productivity and employee satisfaction.
 Socio economic and cultural expectations: Jobs are nowadays becoming more
employee centered rather than process centered. They are therefore designed
keeping the employees into consideration. In addition the literacy level among the
employees is also on the rise. They now demand jobs that are to their liking and
competency and which they can perform the best.
 Behavioural Factors
Behavioural factors or human factors are those that pertain to the human need and
that need to be satisfied for ensuring productivity at workplace. They include the
elements like autonomy, diversity, feedback etc. Explanation of some is given below:
 Autonomy: Employees should work in an open environment rather than one that
contains fear. It promotes creativity, independence and leads to increased efficiency.
 Feedback: Feedback should be an integral part of work. Each employee should
receive proper feedback about his work performance.
 Diversity: Repetitive jobs often make work monotonous which leads to boredom. A job
should carry sufficient diversity and variety so that it remains as interesting with every
passing day. Job variety / diversity should be given due importance while designing a
job.
 Use of Skills and abilities: Jobs should be employee rather than process centered.
Though due emphasis needs to be given to the latter but jobs should be designed in a
manner such that an employee is able to make full use of his abilities and perform the
job effectively.
 Job enrichment vs job enlargement

 The difference between job enrichment and job enlargement is

quality and quantity.
 Job enrichment means improvement, or an increase with the help
of upgrading and development, whereas job enlargement means
to add more duties, and an increased workload.
 By job enrichment, an employee finds satisfaction in respect to their
position and personal growth potential, whereas job enlargement
refers to having additional duties and responsibilities in a current job
description.
 The critical difference is job enlargement is a horizontal expansion
of duties and tasks across the same organizational level, whereas
job enrichment is the vertical expansion of the roles, responsibilities,
authority and activities along with the different hierarchical levels.
 Comparison Table Between Job Enlargement and Job Enrichment
Parameters of Comparison Job Enlargement Job Enrichment
Job enrichment refers to planning and
Job enlargement refers to additional tasks,
organizing tasks and responsibilities in a way
Definition responsibilities, and an increased overall
that grants more authority and decision-
workload at the same job position.
making power to an employee.
Concept Job enlargement is a job design technique. Job enrichment is a management tool.
Job enlargement aims at improving the skills
Job enrichment aims at boosting the morale of
and productivity of an employee. It may also
Objective the employee to encourage more self-
be done in times of economic crunches or
discipline, confidence, and accountability.
downsizing.
Increasing the quantity of work to expand the Job enrichment focuses on increasing the
Core idea
scope of a job. quality of work.
Expansion Restructures a job using horizontal expansion. Restructures a job using vertical expansion.
Motivates unskilled and semi-skilled Motivates skilled employees by increasing job
Skill requirement of employee
employees to perform better. satisfaction and boosts morale.
The authority of the employee remains the The level of authority as well as the
Authority and responsibility
same while the responsibilities increase. responsibility of an employee increase.
The employees do not require supervisory
Supervision Demands the supervision of employers.
control; self-directed.
The effects on the employee may be positive
Effects after implementation The effects on the employee are positive.
or negative.
Job enlargement is not dependent on job Job enrichment is hugely dependent on job
Dependence
enrichment. enlargement.
Features
Benefits
Example

 Job Enlargement

 A person hired to handle the reception work is responsible for handling customer
enquiries, queries and calls on the front desk. She kept on doing the same work
for two years and got bored. She discussed the problem with the HR manager,
who planned to implement job enlargement for making her job profile
interesting.
 Few more task were added to her job profile like interacting with the clients and
making outbound calls to create new customers for the company. These added
tasks reduced her monotony.
 Job Enrichment

 A human resource executive was initially responsible for maintaining the employees’
record and calling the candidates for interviews as directed by the HR manager. To
add more value to the HR executive’s job profile, the manager gave him some
authority related to the work already assigned to him.
 The new responsibilities included providing the employees’ provident fund details to
the accounts department, keeping contact with the provident fund office and
initial scrutinizing of the candidates for the interviews. These additional responsibilities
hold authority and accountability, making the employee more efficient, confident
and satisfied with the job.
 Recruitment

• In context of human resource management, the term

recruitment is the process of finding and selecting the
candidate who is well suitable for a job opening in a
timely and cost-effective manner.
• Basically, it is the process of hiring a candidate which is
most suitable for a particular job.
• Selecting a right candidate is extremely important for
any organization because it is very difficult to go through
the rigorous process again and again for the same job
role, as it includes energy, time, cost, and resources.
• The process of hiring a candidate either internally or
externally must be done in a perfect & professional
manner.
Meaning & Definition

 It can also be defined as the “process of searching for

prospective employees and stimulating and
encouraging them to apply for jobs in an organization”.
 It is one whole process, with a full life cycle, that begins
with identification of the needs of the company with
respect to the job, and ends with the introduction of the
employee to the organization.
 In short, it involves attracting and obtaining as many
applications as possible from eligible job seekers.
 Importance of the recruitment process
The main reason why the process of recruitment is implemented deeply is to
find the person who is goal-oriented, talented and best suitable for the job role
within the organization, and also who will help the company move towards
attaining the organizational goals. There is some reason why the requirement
process is so important to the companies:
 To ensure proper alignment of skill sets to organizational goals. Through the
process of refinement, one can make sure that the skill set of the staff or the
manpower of a company remains aligned with its initiative goals or not.
 To ensure effective and efficient recruiting, which means that the person is
employed for the job full of talent, required skills, and qualified for the job?
 To ensure compliance with policies and laws, one must adhere to the laws
and regulations when it comes to human resource management. Equal
opportunity and non-discrimination in the process of hiring are the most
major factors which are really important.
Factors that influence the Recruitment
process

Recruitment is mainly affected by several factors which play a

big part in whether the process of recruitment will be
successful or not. Some of the important factors are as below:
Current employment conditions in the
economy
 Try comparing employment opportunities in a country with a
developed economy with that of an underdeveloped one.
 An organization operating in an underdeveloped economy may
have difficulty finding the candidates with the talents and skills it
requires.
 The availability of prospective talents is one huge issue with respect
to the economy that an enterprise belongs to.
 The company will have to design and implement its recruitment
process in a way that will address this issue.
Salary structure of the organization

 Say one company is known to provide higher salaries and wages to

its employees.
 Once it advertises its open position, candidates are likely to line up
submitting their resumes.
 However, a company known to be quite stingy with its wages will
have more difficulty recruiting top talents.
 In addition, it may even have problems keeping or retaining its
employees, since no employee would want to stay for a long time
in a company that will not pay him enough for his services.
Working conditions within the
organization
 Maintaining employees’ job satisfaction is one way for
organizations to keep its employees, and attract new
ones.
 Prospective candidates will first look for work in
companies or organizations that are known to provide
good working conditions and looks out for the health
and well-being of their employees.
Growth rate of the organization

 There are organizations that grow at a fast rate, which

means that they will require new employees from time to
time.
 However, there are also organizations that do not grow
as much, or even at all.
 The only time that these organizations with low growth
rates are likely to recruit new employees would be when
the old ones retire or resign.
Tools of the Recruitment process
 Sources of Recruitment
 Sources of Recruitment can be viewed as various means of
connecting the job seekers to the organisation which have suitable
job openings. In simple words, it serves as a medium for
communicating or advertising the vacant positions in the
organisation to get a response from the prospective candidates.
 The recruiters have to be very careful while selecting any particular
source of recruitment.
 The selection of a specific source of recruitment depends upon the
number of personnel to be recruited, the cost involved in each
source, accessibility of the applicants, education level of
employees to be hired, company’s policy, etc.
 The various sources of recruitment can be broadly divided into two
types, which are explained in detail below:
Sources of Recruitment
1.Internal Sources
2.External Sources
3.Alternatives to
Recruitment
4.Conclusion
Internal Sources of Recruitment

 Internal sources of recruitment refer to seeking the

employees from within the organisation to fill up the
vacant position. Many companies consider internal
recruitment as a great option since it is cost-effective,
and they tend to hire employees who have a better
know how the organisation and its policies.
 Internal recruitment can be done through the following
means:
 Previous Applicants: To fill up the immediate openings,
calling up or emailing the candidates who have
previously applied to the organisation is the cheapest
and quickest source of recruitment.
 Present Employees: The recruiter can exercise promotion
(to a higher position) or transfer (inter-department or
inter-branch transfer) of the current employees instead
of recruiting the new employees.
 Employee Referrals: Sometimes, the organisation hires
the candidates referred by the existing employees
assuming that such candidates are more trustworthy
and reliable.
 Former Employees: Some organisations provide for an
option of re-joining to its ex-employees. They even
consider the retired employees who are willing to give
their full time or part-time services to the organisation.
External Sources of Recruitment

▪ External sources of recruitment signify the hiring of those employees

who have never been associated with the organisation before.
▪ The organisation needs to include new and fresh talent to become
successful and to survive in the competition. Large organisations
mostly depend on external sources of recruitment.
▪ Following are the various external sources through which the
organisation acquire new resources:
 Advertisements: The organisation advertises the job openings in the
newspaper, media, company’s bulletin, social networking sites
(Facebook, LinkedIn, Twitter), job portals, etc.
 Campus Recruitment: The organisation collaborates with the
educational institutes and colleges to hire their students for the available
job vacancies, by conducting the recruitment process in the respective
college campus.
 E-Recruitment: The organisation uses the web-based software as a
source of recruitment involving electronic screening of candidates,
online skill test, online profile checks and interviews on video-
conferencing.
 Employment Exchange: The organisation gets itself registered with the
employment exchange, i.e. a government-affiliated agency who have
a database of many prospective candidates. These candidates register
with such employment exchanges in search of better job opportunities.
 Outsourcing Consultancies: Some private consultancies are
professionally working to recruit employees on behalf of the
organisation. The organisation hires such consultants on a commission
basis to acquire the desired human resource.
 Walk-ins and Write-ins: The organisations without any effort, get random
applications when the job seekers submit their CV. Either by visiting the
organisation, posting the letter with CV or mailing the CV on the
company’s mail id.
 Contractors: The organisation hires a contractor who provides casual
workers temporarily, especially for a particular project, and such workers
have no existence in the company’s records.
 Acquisition and Mergers: At the time of the company’s merger or
acquisition of another company; it has to lay off some of its employees
as well as recruit new talents. The company structure changes
drastically.
 Professional Associations: Professional associations facilitates the
organisation to fill in the vacant position by advertising it in their journal
or magazines. It also offers job opportunities to the highly educated,
skilled or experienced resources who are experts in their fields and hold
a membership with such associations.
THE RECRUITMENT PROCESS
 Organizations, depending on their structure and specific needs, may
have special procedures that they integrate into their recruitment
process.
 Many say that recruitment begins when the job description is already
in place and the hiring managers begin the process of actually
looking for candidates.
 Prior to the recruitment process, the organization must first identify the
vacancy and evaluate the need for that position.
 Will the organization suffer if that vacancy is not filled up?
 Is there really a need for that open position to be occupied by
someone?
 If the answer is affirmative, then you can proceed to the recruitment.
 Step 1: Conduct of a job analysis
 Basically, this step will allow the human resources manager, hiring manager,
and other members of management on what the new employee will be
required to do in the position that is currently open for filling up.
 This has to be done in a systematic manner, which is what the job analysis is
for.
 According to human resource managers, the position or job description is
the “core of a successful recruitment process”.
 After all, it is the main tool used in developing assessment tests and
interview questions for the applicants.
 a. Build a job description.
 Before anything else, the organization must first know exactly what it
needs or who it needs. It could be that the organization deemed a
need for a job that is not included in the current roster of jobs.
Hence, the need to create a new one. Job analysis involves
identification of the activities of the job, and the attributes that are
needed for it.
 b. Review the job description.
 Once the job description has been created, it is a good idea to
review it for accuracy, and to assess whether it is current or not.
Also, in cases where job descriptions are already in place, there is a
need to revisit them and check their accuracy and applicability
with respect to the status quo. What if the job description is already
outdate. A review will reveal the need to update the job
description, for current applicability.
 To ensure continuous improvement of the organizational structure. This
can be an efficient way of conducting organizational audit, to
determine which jobs are redundant and thus no longer needed,
and which ones are needed.
 To evaluate competencies for each position. Jobs evolve. In as much
as circumstances and work conditions change, so will the
requirements for the job. It is possible that a job may require a new
competency from the worker that it did not need before. By
evaluating the competencies, the impact of the job within the
organizational structure is ensured.
 To evaluate the wages or compensation for each position. Without
management knowing it, the worker or employee performing a
specific job may be undercompensated, leading to dissatisfaction.
By reviewing the job description, management can assess whether
the job is getting paid an amount that is commensurate to the skills
and competencies required.
 c. Set minimum qualifications for the employee who will do the job.
These are the basic requirements, required for the employee to be able
to accomplish the essential functions of the job. Therefore, they should be
relevant and directly relate to the identified duties and responsibilities of
the position. The organization may also opt to include other preferred
qualifications that they are looking for, on top of the minimum or basic
qualifications.
 d. Define a salary range
 The job must belong to a salary range that is deemed commensurate to
the duties and responsibilities that come with the position. Aside from
complying with legislation (such as laws on minimum wages and other
compensation required by law), the organization should also base this on
prevailing industry rates. For example, if the position is that of a computer
programmer, then the salary range should be within the same range that
other companies within the same industry offer.
 Step 2: Sourcing of talent
 This is the stage where the organization will let it be known to everyone that
there is an open position, and that they are looking for someone to fill it up.
Before advertising, however, the organization must first know where to look for
potential candidates. They should search out the sources where the persons
that can potentially fill the job are going to be available for recruitment. That
way, they will know where to direct their advertising efforts.
Networking:
 Word-of-mouth is the best form of advertising, and when it takes the form of
networking, it becomes more effective. In recruitment, this is often done
through representatives of the company attending college and career fairs,
letting them know about the opening in their organization. This is a tactic
employed by large software and tech companies that want to hire fresh, young
and brilliant minds into their organization. They personally visit colleges,
targeting the top students. They also use their connections within the industry to
attract the attention of talents with the highest potential.
Posting.

 Recruitment often involves the application of candidates both from within

and outside the company. Thus, in order to attract the best possible talents,
it is recommended that the posting of the open positions be made
internally and externally. Internal posting usually takes the form of the
vacancy announcement being displayed in bulletin boards and other
areas within the business premises where the employees and visitors to the
company are likely to see it. Posting externally may be in the form of flyers
being distributed, or vacancy notices being displayed in other areas
outside of the business premises. Companies with websites often post open
positions on their company site, while some also use job boards.
 Print and media advertising.
 One classic example of this would be the Classifieds section of the local daily
or weekly newspaper.
 Companies looking for people to fill up open positions make the
announcement in the newspapers, providing the qualifications and the
contact details where prospective applicants may submit their application
documents.
 When trying to attract the attention of suitable candidates, the organization
makes use of various tools and techniques.
 If it wants to get the best candidates, then it should not be haphazard about
things.
 Developing and using proper techniques.
 The company may include various offerings in order to attract the best
candidates.
 Examples are attractive salaries, bonus and incentive packages, additional
perks and opportunities that come with the job, proper facilities at work, and
various programs for development.
 Step 3: Screening of applicants
 Preliminary screening.
 There is a need to shorten the list of candidates, and that is done through a
preliminary screening. Usually, this is conducted by going through the
submitted resumes and choosing only those that are able to meet the
minimum qualifications. It is possible that this would shorten the list of
applicants, leaving a more manageable number.
 Initial interview.
 The candidates who were able to pass the preliminary screening will now
undergo the initial interview. In most cases, the initial interview is done through
phone. There are those who also conduct interviews through videos using their
internet connection. Often a basic interview, this may involve the candidates
being asked questions to evaluate or assess their basic skills and various
personal characteristics that are relevant to the open position.
 Conduct of various tests for recruitment.
 The hiring managers may conduct tests on the skills of the candidates and how
they use these skills and talents. Other tests that are often employed are
behavioral tests and personality assessment tests.
 Final interview.
 Usually depending on the number of candidates for the job, and the
preference of the hiring managers and senior management, a series of
interviews may be conducted, gradually narrowing down the list of
candidates. This may go on until the company has finally come up with a
shortlist of candidates that will undergo a final interview.
 Often, the final interview requires a face-to-face meeting between the
candidate and the hiring managers, as well as other members of the
organization. Top management may even be involved during the final
interview, depending on the job or position that will be filled up.
 Selection.
 In this stage, the hiring managers, human resources representatives,
and other members of the organization who participated in the
process meet together to finally make a selection among the
candidates who underwent the final interview.
 During the discussion, the matters considered are:
 Qualifications of the candidates who were able to reach the last
stage of the screening process
 Results of the assessments and interviews that the final pool of
candidates were subjected to
 Step 4: Finalization of the job offer
 The last step of the previous phase involves the selection of the best
candidate out of the pool of applicants. It is now time for the
organization to offer the job to the selected applicant.
Making the offer:
 To make things more formal, a representative of the company or of the
human resources department will contact the candidate and inform
him that he has been selected for the job. In this stage, complete
details of the compensation package will also be made known to the
applicant.
Acceptance of the offer by the applicant:
 The applicant should also communicate his acceptance of the offer for
it to be final. Take note that, if the selected applicant does not accept
the job offer and declines it, the recruitment process will have to start
all over again.
Step 5: Introduction and induction of the
new employee

 The moment that the applicant accepted the job offer, he has officially
gone from being an applicant to an employee of the organization.
 The induction process will now begin.
 Usually, the beginning of the induction process is marked by the signing of
the employment contract, along with a welcome package given to the
new employee.
 The date for the first day that the employee will have to report for work and
start working in the company will be determined and communicated to
the newly hired employee.
Selection

 Selection is the process of choosing the most suitable candidates from

those who apply for the job. It is a process of offering jobs to desired
candidates.
 Once the potential applicants are identified, the next step is to evaluate
their qualification, qualities, experience, capabilities, etc. & make the
selection. It is the process of offering jobs to the desired applicants.
 Selection means choosing a few from those who apply. It is picking up of
applicants or candidates with requisite qualifications and qualities to fill jobs
in the organization.
Definition of Selection

 According to Harold Koontz, “Selection is the process of choosing from the

candidates, from within the organization or from outside, the most suitable
person for the current position or for the future positions.”
 Dale Yoder said, “Selection is the process by which candidates for
employment are divided into classes those who will be offered
employment and those who will not.”
 David and Robbins said, “Selection process is a managerial decision-
making process as to predict which job applicants will be successful if
hired.”
Selection
Process
Steps in selection process

 1. Preliminary Interview
 Once a requirement is posted, a company may receive hundreds of
thousands of applications. A granular pre-process, the preliminary interview
is conducted to weed out all candidates who do not meet the essential
eligibility criteria – educational qualifications, required skill sets, proven
certifications, experience. Candidates may also be assessed based on their
background and level of interest.
 Some companies employ innovative techniques to bring the right
candidates to the table right from the get-go. For example, Uber deployed
“Code on the road,” an in-app coding game that took candidates straight
to the next stage of the selection process if they passed the challenge!
Gamifying recruitment selection is among the latest trends in HRM.
 2. Receiving Applications
 Once candidates pass the preliminary interview, organizations must aim to
standardize the application process. Here, candidates must fill out a
standard application form that collects bio-data, qualification, experience,
background, and educational information. The application could gather a
broader understanding of the candidate, such as hobbies and interests. A
comprehensive application form will come in handy during the final
selection process when decisions are to be made between similar
candidates.
 3. Screening Applications
 This stage includes shortlisting potential candidates from the pool of
applicants who applied. The screening committee constitutes various team
leads, department members, inter-department associates, and
coordinators who would be working closely with the selected candidates.
Screening can include multiple criteria, including educational prowess,
relevancy in terms of experience, etc. The interview details and
requirements are shared with potential candidates via a call or an email.
 4. Preliminary Tests
 Preliminary tests are an essential part of the job selection process. They
assess the aptitude, IQ, emotional intelligence, proficiency, and personality
of candidates. While some organizations hold these tests remotely, many
prefer to arrange a test-venue generally within organizational premises.
Should they be held at the premises, the candidates are informed of the
itinerary.
 5. Employment Interview
 The selection interview is the crux of the entire process. It could be defined
as an in-person conversation that puts candidates on their feet. This step
signals how well he/she fits into the company ethos. During this stage,
companies provide a detailed brief of the job profile, including the roles
and responsibilities that the candidate is expected to shoulder. Likewise,
the candidate is encouraged to share his/her concerns or queries with the
employer.
 The employment interview itself may be divided into several rounds,
including group discussions and other activities. In-person interviews allow
employers to judge the candidate’s caliber, personality, teamwork, and
leadership skills.
 6. Checking References
 Although in-person interviews provide a fair idea about the candidate,
contacting references allows employers to verify their understanding.
Through discussions with references who vouch for the candidates’
professionalism and work ethics, they may discover other qualities about
him/her. For this stage of the recruitment process in HRM, organizations may
reach out to previous employers or the concerned educational
institutions.
 7. Medical Examination
 Although not strictly followed, medical examinations are slowly becoming
commonplace among organizations today. Modern companies are
viewing medical fitness (both mental and physical) as a cost function. A
healthy employee would require fewer sick leaves and handle stress
relatively quickly, allowing greater productivity in dynamic, fast-paced
environments. Some employers view this matter seriously and consider this a
preliminary phase during the screening stage.
 8. Final Selection
 The last phase of the selection process is to cross the t’s and dot the i’s;
candidates who have successfully qualified through all rounds of the
recruitment and selection in HRM receive an offer/appointment letter by
the organization. More often than not, candidates receive a temporary
position with an assurance of permanency on completion of the probation
period. The appointment letter typically includes all such details, including
salary and company policies. Candidates may also be asked to sign an
NDA (Non-Disclosure Agreement) that ensures the protection of company
data.
The Selection
Process at a
Glance
Difference between recruitment and
selection
 Recruitment And Selection Process In HRM – What’s The Difference?
 When selected individuals (who may or may not have shown interest in
working for the organization) are offered a position, the process is known as
recruitment in HRM. On the other hand, during the selection process,
candidates interested in working for a company apply for a particular
position. From among the applicants, individuals who qualify are chosen
using the process mentioned above. Both selection and recruitment form a
vital part of maintaining organizational health.
 Recruitment refers to the process where potential applicants are searched
for, and then encouraged to apply for an actual or anticipated
vacancy. Selection is the process of hiring employees among the shortlisted
candidates and providing them a job in the organization.
Comparison Recruitment Selection
An activity of searching for potential A process of selecting the best candidates and
Meaning
candidates and encouraging them to apply. offering them the job.

Positive – seeking out an increase in the Negative – seeking out ways to reduce the applicant
Approach
applicant pool. pool until one ideal candidate is identified.

Inviting more candidates to apply for a Choosing the most suitable candidate and rejecting
Objective
vacant position. the rest.
Key Factor Advertising the job. Appointing the candidate.
Sequence First. Second.
The organization makes an applicant go through
Vacancies are notified by the organization
various levels (submitting a form, writing a test,
Process through various sources, then an application
undergoing an interview, etc.) to deem whether
form is made available to candidates.
they’re an appropriate fit.

The recruitment policy specifies the objectives

The selection policy consists of a series of
of recruitment, providing rules and regulations
Specifications methods/steps/stages by which the evaluation of the
for the implementation of the recruitment
candidate will be done.
program.
Recruitment only implies communication of
Contractual Selection involves the creation of a contractual
vacancies and open positions – therefore, no
Relation agreement between the employer and employee.
contractual relation is established.
Method Economical. Expensive
Basis Recruitment Selection

Meaning It is an activity of establishing It is a process of picking up more

contact between employers and competent and suitable
applicants. employees.

Objective It encourages large number of It attempts at rejecting unsuitable

Candidates for a job. candidates.

Process It is a simple process. It is a complicated process.

Hurdles The candidates have not to cross Many hurdles have to be crossed.
over many hurdles.

Approach It is a positive approach. It is a negative approach.

Sequence It proceeds selection. It follows recruitment.

Time Consuming Less time is required. More time is required.

Induction

 Induction is the process of formally admitting someone to a post or an

organization. It is the process of introducing a new employee to the
organization and vice versa. In this stage, the new employee learns how to
become a part of the organization.
 Induction can include making the newcomer aware of the organizational
hierarchy and company overview. So it can include information like mission,
vision, objectives, history of the company, clients, policies and dress code,
etc.
 Induction has a shorter duration and can be conducted on the day the
new employee joins the organization itself. Induction can be conducted
through video sessions or PowerPoint presentation.
INDUCTION

 An introduction with who you are going to work for

 Includes Company overview.
– Mission, Vision, Values
– History , objectives and clients
– Business verticals , management team and hierarchy
– Policies and dress code
– Business conduct guidelines
 Joining and statutory forms
Orientation

 Orientation is a process that aims at helping the new employee to adjust to

his department, position, responsibilities and work culture. It is a more of a
formal program following induction.
 The duration of the orientation session can vary from one to several days
depending on the needs of the organization as well as the department.
During the orientation session, the newcomer will learn about his
assignments, team members, various procedures, and processes, etc.
 The new employee is made to familiarize himself with the work
environment, equipment and the tasks he is expected to perform.
 The main difference between induction and orientation is that induction
refers to a process of introducing the newcomer to his company and work
environment whereas orientation is the process of helping the newcomer to
align with his new position, responsibilities and work culture.
ORIENTATION

 Aligning with job role & responsibilities and work culture.

 Includes multiple learning methods
– Presentation and videos
– Information sessions and online learning
– Workplace tour and Formal meetings with teams and departments.
 Information of procedures and processes
 Information of work assignment/ job, clients
 Introduction to team members and key contacts.
 Information about employment terms and conditions.
Induction
and
Orientation
Career Planning

 Career planning is the self-evaluation & planning done by a person to have

a strong career path. Career planning process in the continuous reiterative
process of understanding oneself, setting career goals, revising skills and
searching for the right career options.
 Career planning is the systematic process by which one selects career
goals and the path to these goals.
 From the organisation’s viewpoint, it means helping the employees to plan
their career in terms of their capacities within the context of organisation’s
needs.
Career Management and Career
Planning
 Effective HRM encompasses career planning, career development and
succession planning. An organization without career planning and career
development initiatives is likely to encounter the highest rate of attrition,
causing much harm to their plans and programmes.
 Similarly without succession planning managing of vacancies, particularly
at higher levels, become difficult. There are examples of many
organizations that had to suffer for not being able to find a right successor
for their key positions. With the increase scope for job mobility and
corporate race for global headhunting of good performers, it is now a well
established fact that normal employment span for key performers remains
awfully short.
 The term career planning and career developments are used
interchangeably in most of the organizations. It is also correct that but for
their subtle difference in the definitional context, their process remains the
same.
Definition of Career

 Career is a sequence of attitudes and behaviours associated with the series of

job and work related activities over a person’s lifetime.
 It may be defined as a succession of related jobs, arranged in hierarchical
order, through which a person moves in an organization. As the literal definition
of career focuses on an individually perceived sequence, to be more accurate,
career may be either individual-centred or organizational-centred. Therefore,
career is often defined separately as external career and internal career.
 External career refers to the objective categories used by society and
organizations to describe the progression of steps through a given occupation,
while internal career refers to the set of steps or stages which make up the
individual’s own concept of career progression within an occupation. For such
two different approaches, in organizational context, career can be identified as
an integrated pace of vertical lateral movement in an occupation of an
individual over his employment span.
Important Elements of Career

 Analysing definitional context, it is clear that career has following important

elements-
1. It is a proper sequence of job-related activities. Such job related activities
vis-a-vis experience include role experiences at diff hierarchical levels of an
individual, which lead to an increasing level of responsibilities, status,
power, achievements and rewards.
2. It may be individual-centered or organizational–centered, individual-
centered career is an individually perceived sequence of career
progression within an occupation.
3. It is better defined as an integrated pace of internal movement in an
occupation of an individual over his employment span.
 Overview
 Career planning generally involves getting to know who you are, what you want,
and how to get there. Keep in mind that career planning is a continuous process
that allows you to move from one stage to another stage as your life changes. You
may even find yourself going back to look at who you are again after exploring
how to get there. Learning to negotiate the career planning process now is
essential, considering most people will change careers several times in a lifetime.
 If a career plan is to be effective, it must begin with an objective. When asked
about career objectives, most managers will probably answer by saying that they
want to be successful. What is success? Definition of success depends on personal
aspirations, values, self-image, age, background and other different factors.
Success is personally defined concept. In order to plan your career, you need to
have an idea of what constitutes career success.
 Do you want to be president of the company?
 Do you want to be the senior executive in your field of expertise?
 Would you be happier as a middle manager in your area?
 Whatever the choice it must be yours.
Career management is a process by which individuals can guide,
direct and influence the course of their careers.
 In the course of our career we move from one stage to another setting and
implementing appropriate goals at each stage. Our goals differ from
getting established on job at early career stage to career reappraisal,
moving away from technical areas & becoming more of a generalist.
Movement form one career stage to another will require individuals to
update self & to appropriate change goals. When required danger exist
that individuals may too long stay in a job they don’t like or miss career
opportunity
 A sensible early step in career planning is to diagnose. You might answer
questions:
• What types of positions and career experiences do I need to achieve my
goals?
• What personal traits characteristics and behaviors require change in order
for me to improve my professional effectiveness?
 CAREER PLANNING IN AN ORGANIZATION
 Career planning is the process by which one selects career goals and the path
to these goals. The major focus of career planning is on assisting the
employees achieve a better match between personal goals and the
opportunities that are realistically available in the organization. Career
programmers should not concentrate only on career growth opportunities.
Practically speaking, there may not be enough high level positions to make
upward mobility a reality for a large number of employees. Hence, career-
planning efforts need to pin-point and highlight those areas that offer
psychological success instead of vertical growth.
 Career planning is not an event or end in itself, but a continuous process of
developing
 human resources for achieving optimum results. It must, however, be noted
that individual and organizational careers are not separate and distinct. A
person who is not able to translate his career plan into action within the
organization may probably quit the job, if he has a choice. Organizations,
therefore, should help employees in career planning so that both can satisfy
each other’s needs.
What is Career Planning in HRM – Need

1. To provide suitable promotional opportunities to the employees who are

really deserve for it.
2. To attract competent capable, skilled trained candidate toward the
company and to retain them in the organisation.
3. To improve and increase motivation and morale among the employees.
4. To enable the employees to develop themselves and keep them ready to
meet the various future challenges.
5. To correct employee placement if there are errors in placement of some
employees.
6. To optimize the utilization of managerial reserves within an organisation.
7. To reduce employee dissatisfaction and turnover.
Objectives

 Career planning seeks to meet the following objectives:

i. Attract and retain talent by offering careers, not jobs.
ii. Use human resources effectively and achieve greater productivity.
iii. Reduce employee turnover.
iv. Improve employee morale and motivation.
v. Meet the immediate and future human resource needs of the organization
on a timely basis
Career Planning vs. Human Resource
Planning
 Human Resource planning is the process of analyzing and estimating the
need for and availability of employees. Through Human Resource planning,
the Personnel Department is able to prepare a summary of skills and
potentials available within the organization. Career planning assists in
finding those employees who could be groomed for higher level positions,
on the strength of their performance.
 Human Resource planning gives valuable information about the availability
of human resources for expansion, growth, etc. (expansion of facilities,
construction of a new plant, opening a new branch, launching a new
product, etc.). On the other hand, career planning only gives us a picture
of who could succeed in case any major developments leading to
retirement, death, resignation of existing employees.
 Human Resource planning is tied to the overall strategic planning efforts of
the organization. There cannot be an effective manpower planning, if
career planning is not carried out properly.
Career Planning Process
 The career planning process involves the following steps:
i. Identifying individual needs and aspirations:
 Most individuals do not have a clear cut idea about their career
aspirations, anchors and goals. The human resource professionals must,
therefore, help an employee by providing as much information as possible
showing what kind of work would suit the employee most, taking his skills,
experience, and aptitude into account. Such assistance is extended
through workshops/seminars while the employees are subjected to
psychological testing, simulation exercises, etc.
 The basic purpose of such an exercise is to help an employee form a clear
view about what he should do to build his career within the company.
Workshops and seminars increase employee interest by showing the value
of career planning. They help employees set career goals, identify career
paths and uncover specific career development activities (discussed later).
These individual efforts may be supplemented by printed or taped
information. To assist employees in a better way, organizations construct a
data bank consisting of information on the career histories, skill evaluations
and career preferences of its employees (known as skill or talent inventory).
ii. Analyzing career opportunities:

 Once career needs and aspirations of employees are known, the

organization has to provide career paths for each position.
 Career paths show career progression possibilities clearly.
 They indicate the various positions that one could hold over a period of
time, if one is able to perform well.
 Career paths change over time, of course, in tune with employee’s needs
and organizational requirements.
 While outlining career paths, the claims of experienced persons lacking
professional degrees and that of young recruits with excellent degrees but
without experience need to be balanced properly.
 iii. Aligning needs and opportunities:
 After employees have identified their needs and have realized the existence of career
opportunities the remaining problem is one of alignment.
 This process consists of two steps: first, identify the potential of employees and then undertake
career development
 programmers (discussed later on elaborately) with a view to align employee needs and
organizational opportunities.
 Through performance appraisal, the potential of employees can be assessed to some extent.
 Such an appraisal would help reveal employees who need further training, employees who
can take up added responsibilities, etc.
 After identifying the potential of employees certain developmental techniques such as
special assignments, planned position rotation, supervisory coaching, job enrichment,
understudy programs can be undertaken to update employee knowledge and skills.
iv. Action plans and periodic review:

 The matching process would uncover gaps. These need to be bridged

through individual career development efforts and organization supported
efforts from time to time.
 After initiating these steps, it is necessary to review the whole thing every
now and then.
 This will help the employee know in which direction he is moving, what
changes are likely to take place, what kind of skills are needed to face new
and emerging organizational challenges.
 From an organizational standpoint also, it is necessary to find out how
employees are doing, what are their goals and aspirations, whether the
career paths are in tune with individual needs and serve the overall
corporate objectives, etc.
Promotion

 Promotion is vertical movement of an employee within the

organization. In other words, promotion refers to the upward
movement of an employee from one job to another higher one,
with increase in salary, status and responsibilities. Promotion may be
temporary or permanent, depending upon the needs of the
organization.
 Promotion is advancement of an employee to a better job – better
in terms of greater responsibility, more prestige or status, greater skill
and especially increased rate of pay or salary
 Edwin B. Flippo, “A promotion involves a change from one job to
another that is better in terms of status and responsibilities.”
Types of Promotion:

 1. Horizontal promotion:
 When an employee is shifted in the same category, it is called ‘horizontal
promotion’. A junior clerk promoted to senior clerk is such an example. It is
important to note that such promotion may take place when an employee
shifts within the same department, from one department to other or from
one plant to another plant.
 2. Vertical Promotion:
 This is the kind of promotion when an employee is promoted from a lower
category to lower category involving increase in salary, status, authority
and responsibility. Generally, promotion means ‘vertical promotion’.
 3. Dry Promotion:
 When promotion is made without increase in salary, it is called ‘dry
promotion’. For example, a lower level manager is promoted to senior level
manager without increase in salary or pay. Such promotion is made either
there is resource/fund crunch in the organisation or some employees
hanker more for status or authority than money.
 ‘Dry Promotion’ - where an employee is assigned to a higher level job
without increase in pay. An example of ‘dry promotion’ is a University
Professor made Head of the Department with no increase in salary.
 4. Open and Closed Promotion:
 Open Promotion is a situation wherein every individual of an organization is
eligible for the position. Closed Promotion is a situation wherein only
selected team members are eligible for a promotion.
Transfer
 Transfer means a change in job assignment. It refers to a horizontal or
lateral movement of an employee from one job to another in the same
organization without much change in his status or pay package.
 Transfer means shifting of an employee from one job to another, one unit to
another or one shift to another and may involve a new geographical
location. Transfers may be initiated by the organisation or by the
employees with the approval of the organisation.
 A transfer involves a change of job without any significant increase in
responsibility or income, and a promotion involves a change in which a
significant increase in responsibility or income occurs.
 Thus, transfer is a horizontal or lateral movement of an employee from one
job, section, department, shift, plant or position to another at the same or
another place, where his salary, status and responsibility are the same.
 Edwin B. Flippo defines, “Transfer is a change in job where the new job is
substantially equal to the old in terms of pay, status and responsibilities.”
 Sometimes they may involve change in pay also. For example, in permanent
personnel transfers, an employee normally receives the rate of pay on the job
to which he is transferred.
 In case of production transfers rate of the earlier job, or that of the new job
whichever is higher, is paid. On temporary transfers, employees may continue
receiving their usual rate.
 Transfers are an important source for internal recruiting. Often the most suitable
candidate for an existing opening may be someone already working in one or
the other department of the working organisation. Transfer of such an
employee to fill the job is preferred by managers of the organisation.
 Changes in organization structure, technology and also changes in the
knowledge, skill, aptitudes and values of employees need movement of
employees from one job to another and from one place to another. This
movement, of an employee from one job to another in the same organisation
without any change in the nature of duty, responsibility and pay is called
transfer.
 Transfer may be permanent or temporary and it may be within the same
department or across the department. Transfer takes place due to change in
work load or death, retirement or resignation of employees.
The purposes of the Transfer

The transfer are generally affected to build up a more satisfactory work

team and to achieve the following purposes:
 To increase the effectiveness of the organization.
 To increase the versatility and competency of key positions.
 To deal with fluctuations in work requirements.
 To correct incompatibilities in employee relations.
 To correct, erroneous placement.
 To relieve monotony.
 To adjust workforce.
 To punish employees.
Types of Transfer
 Employee transfers may be classified into following types:
 1. Production Transfer:
 Such transfers are made when labour requirements in one division or
branch is declining. The surplus employees from such division are
transferred to those divisions or branches where there is shortage of
employees. Such transfers help avoid lay off and stabilize
employment.
 2. Remedial Transfer:
 Such transfers are affected to correct the wrong selection and
placement of employees. A wrongly placed employee is
transferred to more suitable job. Such transfers protect the interest
of the employee.
 3. Replacement Transfer:
 Replacement transfers are similar to production transfers in their
inherent, i.e. to avoid layoffs. Replacement transfers are affected
when labour requirements are declining and are designed to
replace a new employee by an employee who has been in the
organisation for a sufficiently long time. The purpose of these
transfers is to retain long service employees in the organisation and
also give them some relief from the heavy pressure of work.
 4. Versatility Transfer:
 These transfers are also known as ‘job rotation? In such transfers,
employees are made move from one job to another to gain varied
and broader experience of work. It benefits both the employee and
organisation. It reduces boredom and monotony and gives job
enrichment to the employee. Also, employees’ versatility can be
utilized by the organisation as and when needed.
 5. Shift Transfers:
 These transfers are affected in the organisations where
work progresses for 24 hours or in shifts. Employees are
transferred from one shift to another usually on the basis
of mutual understanding and convenience.
 6. Penalty Transfer:
 Management may use transfer as an instrument to
penalize employees’ involved in undesirable activities in
the organisation. Employee transfer from one’s place of
convenience to a far-flung and remote area is
considered as a penalty to the employee.
Reason for Transfer

Transfers are basically of three categories:-

 Employee Initiated Transfer
 Company Initiated Transfer
 Public Initiated Transfer
1. Employee Initiated Transfer
These transfers are also known as personal transfers. These transfers are
primarily in the interest of the employee and according to his convenience
and desire.
 These transfers can be temporary and permanent.
 Employee initiated transfer must have been following reason:-
 Due to ill health or involvement of employees in accidents.
 Due to family problems like taking care of old parents
 Due to other adhoc problems like pursuing higher education.
 With a view to correct his wrong placements.
 To avoid conflicts with his superiors.
 With a view to search for challenging and creative job.
 With a view to search for higher level job, opportunities for financial gains
etc.
2. Company Initiated Transfer
Transfers are also at the initiative of the company. These transfers also can be
temporary and permanent.
 Mostly have below reason for Company Initiated Transfer.
 Due to temporary absenteeism of employees.
 Due to fluctuations in quality of production and thereby in work load.
 Due to short vacations.
 To improve the versatility of employees
 To improve the employee’s job satisfaction.
 To minimize bride or corruption.
 Change in the quality of production, lines of activity, technology,
organisational structure as discussed earlier.
3. Public Initiated Transfer

Public also initiate the transfers generally through the

politicians/government for the following reasons.
 If an employee’s behavior in the society is against the social norms
or if he indulges in any social evils.
 If the functioning of an employee is against the public interest.
 Some employees may be transferred frequently because of political
victimization and company initiated transfers of some employees
may be stopped due to political favoritism. This type transfers mostly
seen in governments departments and public sector units.
Retention of Employees

 Employee retention refers to the various policies and practices which let the
employees stick to an organization for a longer period of time.
 Every organization invests time and money to groom a new joinee, make
him a corporate ready material and bring him at par with the existing
employees.
 The organization is completely at loss when the employees leave their job
once they are fully trained. Employee retention takes into account the
various measures taken so that an individual stays in an organization for the
maximum period of time.
 In simple words, employee retention is the effort taken by an organization
to hold on to its most prized asset - the employees! Moreover, a low or high
employee retention rate directly impacts the company's overall business.
 It is also essential to know and manage your company's employee
turnover rate if you want to stay in business for the long haul.
  Employee retention is often expressed as a statistic; the percentage
of employees that remain in a company for a fixed time period
(e.g. a quarter). To measure it, use the following employee retention
rate formula:
 Employee retention rate formula:

➢Research says that most of the employees leave an organization out of

frustration and constant friction with their superiors or other team members. In
some cases low salary, lack of growth prospects and motivation compel an
employee to look for a change. The management must try its level best to
retain those employees who are really important for the system and are
known to be effective contributors.
Why do employees leave?

 Inadequate salary and benefits

 Feeling overworked and/or unsupported
 Limited opportunities for career advancement
 A need for better work-life balance
 Lack of recognition
 Boredom
 Unhappiness with management
 Concerns about the company’s direction or financial health
 Dissatisfaction with the company culture
 The desire to make a change
Importance of retention

 Employee retention is a critical issue as companies compete for talent in a

tight economy. The costs of employee turnover are increasingly high — as
much as 2.5 times an employee's salary depending on the role. And there
are other “soft costs”: lowered productivity, decreased engagement,
training costs and cultural impact.
 The payoff for organizations that focus on employee retention is well worth
the time and investment, according to the SHRM. Increased performance,
better productivity, higher employee morale and improved quality of work,
not to mention a reduction in turnover, are all organizational benefits.
 The bottom line is that by focusing on employee retention, organizations will
retain talented and motivated employees who truly want to be a part of
the company and who are focused on contributing to the organization's
overall success, according to SHRM.
Strategies of retention
▪ Constant disputes among employees encourage them
to go for a change.
 Conflicts must be avoided to maintain the decorum of the place and
avoid spreading negativity around. Promote activities which bring the
employees closer.
 Organize outdoor picnics, informal get together for the employees to know
each other better and strengthen the bond among themselves.
 Let them make friends at the workplace whom they can really trust.
Friendship among employees is one strong factor which helps to retain
employees.
 Individuals who have reliable friends at the workplace are reluctant to
move on for the sake of friendship.
 No one likes to leave an organization where he gets mental peace. It is
essential to have a cordial environment at the workplace.
▪ The human resource department must ensure that it is
hiring the right candidate. Frustration crops up whenever
there is a mismatch.
 A finance professional if is hired for a marketing profile
would definitely end up being frustrated and look for a
change.
 The right candidate must be hired for the right profile.
While recruiting a new candidate, one should also
check his track record.
 An individual who has changed his previous jobs
frequently would also not stick to the present one and
thus should not be hired.
▪ Employee recognition is one of the most important factors which
go a long way in retaining employees.
 Nothing works better than appreciating the employees.
 Their hard work must be acknowledged. Monetary benefits such
as incentives, perks, cash prize also motivate the employees to a
large extent and they prefer sticking to the organization.
 The performers must have an upper edge and should get a
special treatment from the management.
▪ Performance appraisals are also important for an employee to
stay motivated and avoid looking for a change.
 The salary hike should be directly proportional to the hard work
put by the employees. Partiality must be avoided as it
demotivates the talented ones and prompt them to look for a
better opportunity.
▪ The salary of the employees must be discussed at the time of the
interview.
 The components of the salary must be transparent and
thoroughly discussed with the individuals at the time of joining to
avoid confusions later. The individuals should be made to join
only when the salary as well as other terms and conditions are
acceptable to them.
▪ The company’s rules and regulations should be made to benefit
the employees.
 They should be employee friendly. Allow them to take a leave
on their birthdays or come a little late once or twice in a month.
It is important for the management to understand the
employees to gain their trust and confidence. The consistent
performers must also have a say in the company’s decisions for
them to feel important.
Example:
 Let us understand the concept of employee retention with the help
of an example:
 Misha was a talented employee who delivered her best and
completed all her work within the desired time frame. Her work
lacked errors and was always found to be innovative and thought
provoking. She never interfered in anybody else’s work and stayed
away from unnecessary gossips and rumours. She avoided loitering
around at the workplace, was serious about her work and no
doubts her performance was always appreciable. Greg, her
immediate boss never really liked Misha and considered her as his
biggest threat at the workplace. He left no stone unturned to insult
and demotivate Misha. Soon, Misha got fed up with Greg and
decided to move on.
 Situation 1 - The HR did not make any efforts to retain Misha and accepted
her resignation.
 Situation 2 - The HR immediately intervened and discussed the several issues
which prompted Misha to think for a change. They tried their level best to
convince Misha and even appointed a new boss to make the things better
for her.
 Situation 1 would most likely leave the organization in the lurch. It is not easy
to find an employee who gels well with the system and understands the
work. Hiring an employee, training him and making him fit to work in an
organization incur huge costs and thus sincere efforts must be made to
retain the employee. Every problem has a solution and the management
must probe into the exact reasons of an employee’s displeasure.
Employees sticking to an organization for a longer time tend to know the
organization better and develop a feeling of attachment towards it. The
employees who stay for a longer duration are familiar with the company
policies, guidelines as well as rules and regulations and thus can contribute
more effectively than individuals who come and go.
THANK YOU