HRM Module No 2

HUMAN RESOURCE MANAGEMENT 2nd sem BBA ISBR
MODULE NO. 2: MANPOWER PLANNING
MEANING AND IMPORTANCE OF MANPOWER PLANNING. MEANING AND
NEED OF SUCCESSION PLANNING. MEANING, NEED AND FEATURES OF
JOB ANALYSIS, JOB DESCRIPTION, JOB SPECIFICATION, JOB
ENLARGEMENT, JOB ROTATION AND JOB ENRICHMENT. MEANING,
IMPORTANCE AND SOURCES OF RECRUITMENT. MEANING AND
BENEFITS OF E-RECRUITMENT. MEANING OF RECRUITMENT MATRIX.
MEANING AND DEFINITIONS OF SELECTION AND SELECTION PROCESS.
STEPS OF SELECTION PROCESS. ESSENTIALS OF EFFECTIVE
SELECTION. HURDLES TO EFFECTIVE SELECTION. MEANING AND
FEATURES OF PLACEMENT AND GAMIFICATION.

INTRODUCTION
Large businesses often work on forecasting and upcoming opportunities in the
pipeline. If these opportunities convert into actual business, they would need
manpower to start working on them. But the dilemma is that what if they hired a large
number of people to work on an almost sure project but at the last moment the project
didn't start on time. What would the business do with the additional skilled
manpower? The other dilemma is that if they kept waiting till the last moment for a
project and when the project starts they might not have enough manpower to work
and deliver. These questions are solved by the process of manpower planning.
“Manpower” or “human resource” may be thought of as “the total
knowledge, skills, creative abilities, talents and aptitudes of an
organization's work force, as well as the values, attitudes and benefits of
an individual involved it is the sum total of inherent abilities, acquired
knowledge and skills represented by the talents and aptitudes of the
employed persons;” of all the “M’s” in management (i.e., the management of
materials, machines, money, motive power), the most important is “M” for men or
human resourceIt is the most asset of an organization, and not the money or physical
equipment. It is in fact an important economic resource. Covering all human resources
organized or unorganized, employed or capable of employment, working at all levels-
supervisors, executives, government employees, “blue” and “white” collar workers,
managerial, scientific, engineering, technical, skilled or unskilled persons, who are
employed in creating, designing, developing, managing, and operating productive and
service enterprises and other economic activities.
Human resources are utilized to the maximum possible extent to achieve individual
and organizational goals. An organization’s performance and resulting productivity
are directly proportional to the quantity and quality of its human resources. 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.
Manpower planning also includes the details like how and when will new employees
be acquired. This whole process is done keeping in view the goals of the organization,
the future predictions for business and changing technology trends. This helps the
organization be prepared for the future with the correct manpower at their disposal
for business prosperity.
HRP is also known by other names such as ‘Manpower Planning’,
‘Employment Planning’, ‘Labour Planning’, ‘Personnel Planning’, etc.
HRP is a sub-system in the total organizational planning. In other words,
HRP is derived from the organizational planning just like production
planning, sales planning, material planning, etc.
Definition of Manpower Planning

Manpower planning is the process of estimating the optimum number of people
required for completing a project, task or a goal within time.
Manpower Planning which is also called as Human Resource Planning consists of

putting right number of people, right kind of people at the right place, right time, doing
the right things for which they are suited for the achievement of goals of the
organization.
Manpower Planning is estimating or projecting the number of personnel with different
skills required over time or for a project, and detailing how and when they will be
acquired.
Manpower Planning which is also called as Human Resource Planning consists of
putting right number of people, right kind of people at the right place, right time, doing
the right things for which they are suited for the achievement of goals of the
organization.
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.
OBJECTIVES OF MANPOWER PLANNING
 Assess Future Manpower Needs: Human resource planning helps the

organization in identifying future manpower requirements for organizations. In
view of organizational objectives to be achieved in the future, this process analyses
the precise manpower required for the functioning of the organization. This
process ensures the right number of peoples at the right time in an organization to
derive requisite output.
 Identify Manpower Gap: Identification of the gap between the manpower
supply and manpower demand is a must for every organization. Human resource
planning helps in finding out the surplus or deficit of employees in an organization.
Accordingly, it makes a plan to overcome these gaps. In case of the deficit its plans
for hiring new employees and in case of the surplus it reduces the number of
employees by retirement, termination, layoff, etc.
 Determination of Training and Development Needs: Human resources
planning aims at providing various training to all employees as per the requirement
of market needs. These training and development programmes are meant for both
new and existing employees. It focuses on updating and improving skills of
manpower to derive the requisite productivity from them. This way it aims at the
advancement of employees and serves the high skilled employees need of an
organization.
 Ensures Optimum Use of Manpower: Human resource planning process
helps in the full utilization of human resources. The right man at the right place is
a must to achieve high productivity and efficiency. This process aims at providing
job to individuals according to his knowledge, skills, and experience. Job positions
are properly analysed before deputing persons and it is checked whether a person
is capable of delivering roles or not. This way Human resources planning ensures
fuller utilization of human resources within the organization.
 Meet Expansion and Diversification Needs: Expansion and diversification
are activities that every organization needs to follow as they achieve progress over
time. Human resource planning supports the organization in its various expansion,
diversification, and modernization programs. It formulates plans for meeting the
employee requirements as per the expansion plan. This ensures that skilled and
knowledgeable people are available at the right time that is able to face the
challenging job roles.
 Estimates Human Resource Cost: Human resource planning controls the cost
of human resources of an organization. It facilitates the preparation of the budget
for meeting these expenses by estimating the cost of each and every human
resource working in the organization. Formulation of appropriate budgets will
ensure timely payment to employees and also avoids a shortage of funds.
 Monitors Human Resource Performance: It monitors and controls the
performance of employees from time to time. Human resource planning measures
the actual performance of manpower with planned performance. If any deviations
are found in performance it aims at removing them by taking appropriate
corrective measures. It ensures whether human resources are performing as their
defined roles and responsibilities. This way it helps in the achievement of
organizational goals and objectives timely.
 Recruitment of skilled employees at the right time: First and foremost and
also an important objective of the manpower planning process is the recruitment
of skilled employees for the upcoming project. Large companies have a separate
research and development department which consistently works to look for
new market opportunities and on the basis of their suggestion management of the
company take on the projects for the future. Manpower planning is useful for the
recruitment of employees with the skills to use new technology. Only with the right
skilled employees, the success of the future project can be ensured.
Satisfied Work Relationship: Effective manpower planning may ensure a

healthy relationship between employer and employee. Employees will perform well
if they have satisfied relationship with their employers as a result of which they will
contribute the maximum effort for the success of the project they are involved in.
With manpower planning, management can learn about the capacities and
interests of the employees and using this knowledge they can present opportunities
to employees which makes sure the proper utilization of their skills as well as their
career growth.
Proper implementation of Human resource policies: The manpower
planning process helps in the recruitment of employees without hassle. Therefore,
the Human resource manager can properly implement human resource policies.
Which saves the organization from the future troubles of a policy violation.
IMPORTANCE OF MANPOWER PLANNING

 Increased Productivity: Manpower planning helps in increasing the
productivity of the organization. With the right manpower planning management
come to know about the number of people require to complete a task. Management
can hire employees whose skills might be required for work in the future. In this
way, the productivity of the organization increases.
 Effective management’s decision-making: Manpower planning process
betters the decision-making of management. With continuous and proper
manpower planning management have the clear idea of human resource available
in the organization? On the basis of this information, management can take
decisions effectively and there is a low rate of wrong decision-making.
 Better communication between employers and employees: Manpower
planning improves the relationship between employers and employees because of
clear communication. Employees can reach their management with the
shortcomings that they are facing in their work and can ask their management to
do something for it. Similarly, management can ask employees to work on the
projects that they want and can also ask them to improve their skills so that their
skills according to the requirements of upcoming projects. Clear communication
between the management and employees helps in creating a stress-free and
friendly environment.
 Effective utilization of the skills of employees: Another importance of
manpower planning is that analysing the skills of employees available in the
organization management can utilize their skills to expand the business and
explore new market segments and can make sure that the skills of all employees
are being utilized properly.
 Helpful in the expansion of the business: Companies look for opportunities
to expand their business. But to take the full advantage of an opportunity at hand
companies are required to have effective manpower planning. An opportunity can
only be exploited if there are employees with the right skills in the organization.
 Control Employee’s Turnover: Employee turnover has a great impact on the
profitability of the business. Every business aims to control and minimize their
overall cost incurred on its employees. Human resource planning focuses on

maintaining the accurate number of personnel in every organization as per
requirement. Any excess or shortage of employees is all fulfilled through proper
analysis and planning. This way it controls all expenses required for hiring and
maintaining new personnel.
 Long Term Growth: Human resource planning has a great impact on the growth
and survival of every organization. It improves the efficiency and profitability of a
business by efficiently utilizing all human resources. This technique focuses on
organization goals by keeping a check on the roles and duties of all persons working
within the organization. It performs analysis from time to time within the
organization and takes corrective measures in order to improve any deficiency.
Therefore proper planning of human resources helps in increasing productivity
and made the timely achievement of goals possible.
 Development of Personnel: Human resource planning involves imparting
education and training to all employees working within the organization. As per
the market requirements, it improves the skills of employees by organizing various
training and development programs. It identifies the skills of various personnel
and provides them training accordingly as per the requirement.
 Increase Employee Satisfaction: The satisfaction of employees is important
for retaining the employees in the organization. Human resource planning helps
businesses in working for the welfare of their employees. It aims at providing better
working conditions, fair salaries and wages, and several other amenities. By focuses
on the welfare of employees Human resources planning increase the satisfaction
level and productivity of employees.
 Analyse Future Manpower Needs: Human resource planning helps in
meeting the future manpower requirements of the organization. It analyses the
present manpower capacity and forecast the future requirement and then aims at
meeting the gap between the two. Business through this process acquires and
maintains the right number of personnel according to the requirement of time.
SUCCESSION PLANNING
Succession planning is a process for identifying and developing internal people with
the potential to fill key leadership positions in the company. Succession planning
increases the availability of experienced and skilful employees that are hopeful to
undertake these roles as they become available. This process focuses on seeking the
right person, not just the available person. It’s built on the idea of recognizing the
potential leaders in organization and developing them so that they are ready to move
up when the opportunity arises. It’s one of the best methods to promote recruitment
and retention in organization.
The term succession planning refers to a business strategy companies use to pass
leadership roles down to another employee or group of employees.
Succession Planning is defined as the systematic process of recognizing and creating
future leaders who are able to take the position of the old ones when they leave the
organization due to retirement, resignation, termination, transfer, promotion or

death.
In finer terms, it is a modern technique followed by many companies that concentrates
on identifying the prospects, out of many employees in the organisation, who might be
possible successors, for the key positions.
NEED OR IMPORTANCE OF SUCCESSION PLANNING

o Guideline for training and development: The right succession plan will
guide your training and development plans and prepare employees for their future
role. Your succession plan will highlight areas for growth within each employee so
they can develop critical skill sets, empowering them to thrive now and in the
future.
o Reduce costs to recruit and hire talent: The resources used to recruit and
hire top talent will soar if you don’t have a plan in place. Hiring top talent typically
requires bonus offerings and relocation costs. And when you aren’t confident in
your replacement, your business may continue to lose money.
o Identify key leaders: With the right approach to succession planning, you can
identify key employees with the abilities to perform well in top roles. This way, you
can measure all of your options and make the best decisions when it comes to
successors. Plus, you can ensure your succession pool aligns with your diversity
and inclusion goals.
o Promote long-term planning: Businesses that aim for long-term success need
long-term plans. In the face of rapid change, you need strategic plans to guide your
actions. With a thorough succession plan, you’ll create a path to retirement for top
leaders and ensure their expertise is transferred to their successor. As you outline
clear plans, you’ll be better equipped to grow and evolve as a successful
organization.
o Mitigate risk: Succession planning helps you protect your company. Let’s face it,
your top leaders may be swayed to leave for higher pay or be affected by a serious
illness, for example. Whatever the case, when top roles within your organization
go unfilled for too long, your business success may be put in jeopardy. But with
succession planning, you’ll have a plan when change happens so that your business
isn’t vulnerable.
o Establishes your legacy: When leaders are aware of their successors, they’re
able to provide mentorship and share knowledge. This way, when top leaders exit,
their contributions and impact won’t leave with them. All the hard work put in
throughout the years will be translated into future efforts of their successor, so your
leaders can leave a lasting mark on the organization.
o Shapes an exit strategy: Succession plans ensure leadership exits are smooth,
seamless, and non-detrimental to profitability. An effective plan outlines
replacements for key people so that your business can run properly when they
leave. If you're blindsided by top talent loss and have no back-up plan, your
business is likely to face negative impact.
o Promotes progression: Succession planning helps you shape the mind-set

that’s key for continuity. While replacement identification is important, succession
planning promotes big-picture growth. When leaders continually think about how
certain events can affect the business as a whole, they’ll be more agile and resilient
in the face of unexpected events.
o Maintains the Trust of Stakeholders: Maintaining the trust of your Board of
Directors and shareholders, whether your company is publicly listed or privately
owned, is vital to its success. Having a succession plan that is well established
indicates to stakeholders that you are proactive in managing existing personnel and
planning for the future.
JOB ANALYSIS
Job analysis is a systematic and detailed examination of jobs. It is the process of
collecting information about a job — that is, the knowledge, skills, and the experience
needed to carry out a job effectively.
According to Edwin B, Flippo, "Job analysis is the process of studying and collecting
information relating to the operations and responsibilities of specific job.
“Job analysis can be described as a process of collecting information about a job.”
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 refers to a systematic process of collecting all information about a specific
job, including skill requirements, roles, responsibilities and processes in order to
create a valid job description. Job analysis also gives an overview of the physical,
emotional & related human qualities required to execute the job successfully.
Job analysis provides the following information about a job:
 Nature of jobs required in a concern;
 Nature of organizational structure;
 Type of people required to fit that structure;
 The relationship of a job with other jobs in a concern;
 Kind of qualifications required for a particular job;
 Provision of physical condition to support the activities of a concern;
 Materials, equipment’s and methods used in performing the job.
PURPOSES OR OBJECTIVE OF JOB ANALYSIS
o Job description: Job descriptions describe the duties, responsibilities,

working conditions and activities of a particular job.
o Job specification: Job specification details the knowledge, skills, and
abilities relevant to a job, including the education, experience, specialized
training, personal traits, and manual dexterity required.
o Job evaluation: The information gathered during a job analysis can be used
as input for the organization’s job evaluation system. The job evaluation
determines the worth of a particular job to the organization.
o Determining training needs: Job analysis can be used in training/”needs
assessment” to identify or develop:
Training content;
Assessment tests to measure the effectiveness of training;
Equipment to be used in delivering the training;
Methods of training (i.e., small group, computer-based, video,
classroom, etc.)
o Compensation: Job analysis can be used in compensation to identify or
determine:
 Skill levels;
 Compassable job factors;
 Work environment (e.g., hazards: attention; physical effort);
 Responsibilities (e.g., fiscal, supervisory);
 Required level of education (indirectly related to salary level).
o Selection procedure: Job analysis can be used in selection procedures to
identify or develop:
 Job duties that should include in advertisements for a vacant position;
 The appropriate salary level for the position to help determine what salary
should be offered to a candidate.
 Minimum requirement (education and experience) for screening
applicants;
 Interview questions.
 Selection test instruments (e.g., written tests; oral tests; job simulations)
o Transfer and promotion of employees: Every employee has to give the
opportunity to transfer and promotion.
o To ensure sound work environment: The job analysis is also useful for
ensuring a sound work environment that has to be done are, in fact, sound work to
a particular position.
o Perfect distribution of post: There are many posts as there are workers in their
organization. Every worker has given the perfect post of proper performance.
o Performance evaluation: A performance evaluation compares each employee’s
actual performance with his or her performance standard.
FEATURES OF JOB ANALYSIS

 Organised Way of Collecting and Analysing Information about a Job:
The fundamental element of human resource management is job analysis, which is
an organised manner of collecting and analysing the information about job

content, context, etc.
 Job Creation: Job analysis aims to create jobs that are aligned to the
organisation's workflow that is required to be completed. Job analysis is focused
on using a proper system to collect information about the performance of the
people in their jobs. This information is used for creating job descriptions and job
specifications.
 Linked to HR Activities: To be effective, HR planning, recruitment and
selection, everything must be aligned to the job requirements and the ability of
every individual. Other aspects of HR like compensation, training, and employee
performance appraisals must be based on the requirements of the job. Job analysis
can be used to identify various job factors and duties which contribute to health
and safety issues at work. Therefore, job analysis is a critical factor that affects
Labour-management relations.
 Re-Designs Jobs: Job analysis gathers information on those specific features of
the job that makes it unique. Re-designing jobs is another function that can be
performed with the help of the information gathered through job analysis.
However, the basic objective of job analysis is to know the tasks that are needed to
be performed on the job and the individual capabilities that are required.
 Work Simplification: Job analysis provides the information related to job and
this data can be used to make process or job simple. Work simplification means
dividing the job into small parts i.e. different operations in a product line or process
which can improve the production or job performance.
 Setting Up of Standards: Standard means minimum acceptable qualities or
results or performance or rewards regarding a particular job. Job analysis provides
the information about the job and standard of each can be established using this
information.
 Support to Personnel Activities: Job analysis provides support to various
personnel activities like recruitment, selection, training and development, wage
administration, performance appraisal, etc.
 Employee Safety: Job analysis helps the managers in analysing hazardous
conditions after studying various operations to be performed in a job. It helps in
creating a healthy and safe working environment by easily improving work
situations.
NEED OF JOB ANALYSIS

 Recruitment and Selection: Job Analysis helps in determining what kind of

person is required to perform a particular job. It points out the educational
qualifications, level of experience and technical, physical, emotional and personal
skills required to carry out a job in desired fashion. The objective is to fit a right
person at a right place.
 Performance Analysis: Job analysis is done to check if goals and objectives of a
particular job are met or not. It helps in deciding the performance standards,
evaluation criteria and individual’s output. On this basis, the overall performance
of an employee is measured and he or she is appraised accordingly.
 Training and Development: Job Analysis can be used to assess the training and
development needs of employees. The difference between the expected and actual
output determines the level of training that need to be imparted to employees. It
also helps in deciding the training content, tools and equipments to be used to
conduct training and methods of training.
 Compensation Management: Of course, job analysis plays a vital role in
deciding the pay packages and extra perks and benefits and fixed and variable
incentives of employees. After all, the pay package depends on the position, job title
and duties and responsibilities involved in a job. The process guides HR managers
in deciding the worth of an employee for a particular job opening.
 Job Designing and Redesigning: The main purpose of job analysis is to
streamline the human efforts and get the best possible output. It helps in designing,
redesigning, enriching, evaluating and also cutting back and adding the extra
responsibilities in a particular job. This is done to enhance the employee
satisfaction while increasing the human output.
JOB DESCRIPTION
A job description is the detailed job information in a written format stating the role,
responsibilities, duties, job title, job location, etc.
It is usually prepared by the human resource manager to invite applications from the
prospective candidates to fill up the vacant job position.
Components of Job Description

 Job Title is the name of the post vacant

 Job Location is the branch of the company where the candidate will be posted after
selection.
 Role refers to the arena of work and how the responsibilities are to be fulfilled,
defined by the company.
 Responsibilities and Duties is a list of various job-related activities which the
candidate is supposed to perform and take account of his actions.
 Salary is the pay scale which the company is ready to offer for that particular job.
It may or may not be negotiable.
 Incentives refer to commission and remuneration associated with the targets
achieved.
 Allowances are the other benefits and expenses which the company pays on behalf
of the candidate.
Job Description Example

A typical job description would have job title followed by summary. After these, there
could be a detailed description of the role.
Education qualifications required are also mostly included along with location.
Job Title Regional Sales Manager
Location NY,CA
The RSM would be responsible for the sales of territory assigned. The
territories would be in and around the job location.
Job The RSM should be motivated and willing to make decisions on his/her own.
Description The sales quota and targets would be predefined.
The RSM would be leading the local sales team of approx. 5-6 team size.
(The job description should cover all the details of the job)
Education Graduate with Business Degree/Diploma
Experience 7-8 years of experience in FMCG Sales
JOB SPECIFICATION
Job Specification is a particular set of skills or attributes required in a candidate to
perform that job.
A job specification is the written declaration of the attributes, skills, knowledge,
educational qualification and experience which a person must possess to perform a
particular job.
After preparing a job description, the manager analyses the necessary abilities and
attributes needed for accomplishing the task and thus drafts a job specification.
Components of Job Specification
 Educational Qualification defines the specific requirement regarding academic

knowledge of a person. It includes his school education, graduate, post-graduation
and other such qualifications of which he holds degree or mark sheet.
 Skills required refers to the particular set of special abilities which are essential for
the proper execution of the given tasks. The company may or may not ask for the
certificate of training in such skills from the candidates.
 Experience is the information of all the past and present employment or
association of the candidate, including the name of the company, post, duration,
salary package, job profile, etc.
DIFFERENCE BETWEEN JOB DESCRIPTION AND JOB SPECIFICATION

BASIS JOB DESCRIPTION JOB SPECIFICATION
Job description is the written Job specification is the set of

document in which all the information specific qualities, knowledge and
Meaning regarding a particular job including experience, a person must
role, responsibilities and duties is possess to perform a particular
summarized in a systematic manner. job.
Origin Originates from Job Analysis Based on Job Description
Consist of job title, job location, role, Involves personal attributes,

Elements responsibilities, duties, salary, skills, knowledge, educational
incentives and allowances qualification and experience
Objective Describes the job profile Specifies the eligibility criteria
What the company is offering to the What the company is demanding

What is it?
candidate. from the candidate.
Application by
Used to match the right
Human Used to give the sufficient and
attributes with the job so
Resource relevant information of the job
described
Manager
JOB ENLARGEMENT
Job Enlargement is a horizontal expansion of duties and tasks across the same
organizational level.
Job enlargement refers to that job design technique which integrates the various tasks
performed at the same level (horizontally) to the employee’s existing job duties.
Example: 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.
Features of Job Enlargement

 Horizontal Expansion: In job enlargement, the number of task, responsibilities

and duties are increased which are at the same level or similar to the existing job
position.
 Job Redesign Strategy: It can be referred to as job redesigning, i.e. preparing
the work modules such that optimum utilization of the employee’s efficiency can
be done.
 Performance Feedback: It encourages the employees to give meaningful
feedback on their performance and job profile.
 Workforce Flexibility: The scope of the job responsibilities is widened, and
employees are motivated to be versatile in their work, thus initiating workforce
flexibility.
 No Additional Skills Required: The employees are given tasks similar to the
ones which they are already performing. Therefore no special skills or training is
necessary.
Benefits of Job Enlargement
Limitations of Job Enlargement

JOB ENRICHMENT
Job Enrichment is the vertical expansion of the roles, responsibilities, authority and
activities along with the different hierarchical levels.
Job enrichment can be defined as a vertical restructuring of a job, i.e. integration of
the tasks, role, responsibilities and authority across different levels in an organization,
to add value to the employee’s existing job profile.
Example: 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.
Features of Job Enrichment

 Vertical Expansion: Job enrichment adds on functions like decision making to

the employee’s job profile which was earlier performed by the higher-level
superiors. Therefore it is considered a vertical expansion of tasks.
 Self-Disciplined: When the employees hold authority, responsibility and
accountability of their work, they tend to maintain a self-disciplined attitude and
sincerity towards their role in the organization.
 Requires Skilled Employees: Job enrichment is a tactful strategy which is
difficult to be implemented if the employees do not possess decision making and
problem-solving skills.
 Challenging Job: Allowing the decision making authority to the employees
makes their job more challenging and leads to employee empowerment and
engagement.
 Professional Approach: Job enrichment inculcates professionalism in the
working and attitude of the employees by providing them with worthiness and
recognition.
 Personal Accountability: The employee is wholly and solely responsible for his
work, i.e. his excellent work will be appreciated, and poor performance will be
criticized.
 Authority and Responsibility: The employees get the liberty of taking
decisions related to their work, and the employee is responsible for completing the
given task successfully.
Benefits of Job Enrichment
Limitations of Job Enrichment

JOB ROTATION
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.
Generally, the management trainees who are a fresher in the business world are shifted
to different job positions to make them understand the functions of business more
precisely. The purpose of a job rotation is to reduce the monotony of work and letting
an employee to acquire multi skills required for performing different tasks in the
organization.
Job Rotation is the process of shifting employees between two or more tasks or job
positions within the same organization in order to improve and motivate the
employee.
Objectives of Job Rotation

 Reducing Monotony of the Job: The first and foremost objective of job
rotation is to reduce the monotony and repetitiveness involved in a job. It allows
employees to experience different type of jobs and motivates them to perform well
at each stage of job replacement.
 Succession Planning: The concept of succession planning is ‘Who will replace
whom’. Its main function of job rotation is to develop a pool of employees who can
be placed at a senior level when someone gets retired or leaves the organization.
The idea is to create an immediate replacement of a high-worth employee from
within the organization.
 Creating Right-Employee Job Fit: The success of an organization depends on
the on-job productivity of its employees. If they’re rightly placed, they will be able
to give the maximum output. In case, they are not assigned the job that they are
good at, it creates a real big problem for both employee as well as organization.
Therefore, fitting a right person in right vacancy is one of the main objectives of job
rotation.
 Exposing Workers to All Verticals of the Company: Another main function
of job rotation process is to exposing workers to all verticals or operations of the
organization in order to make them aware how company operates and how tasks
are performed. It gives them a chance to understand the working of the
organization and different issues that crop up while working.
 Testing Employee Skills and Competencies: Testing and analyzing
employee skills and competencies and then assigning them the work that they excel
at is one of the major functions of job rotation process. It is done by moving them
to different jobs and assignments and determining their proficiency and aptitude.
Placing them what they are best at increases their on-job productivity.
 Developing a Wider Range of Work Experience: Employees, usually don’t
want to change their area of operations. Once they start performing a specific task,
they don’t want to shift from their comfort zone. Through job rotation, managers
prepare them in advance to have a wider range of work experience and develop
different skills and competencies.
Advantages of Job Rotation

1. Reduces the monotony of work
2. Broadens one’s knowledge and skills
3. Helps the management to explore the hidden talent of an individual
4. Helps an individual to realize his own interest
5. Helps in creating the right employee job fit
6. Developing a wider range of experience
Disadvantages of Job Rotation
1. Reduces uniformity of work
2. Fear of performing another task effectively
3. Frequent interruptions in the work
4. Misunderstanding between the team members or union.
5. Difficulty in coping with other team members
6. Fear of getting more tedious or a hectic work
RECRUITMENT
Recruitment refers to the process of finding possible candidates for a job.
According to Flippo, “Recruitment is the process of searching for prospective
employees and stimulating them to apply for jobs in an organization.”
Recruitment (hiring) refers to the overall process of attracting, shortlisting, selecting
and appointing suitable candidates for jobs (either permanent or temporary) within
an organization.
It is the “process of finding and attempting to attract job candidates who are capable
of effectively filling job vacancies.”
Recruitment is the process of examining a vacant position in the organisation and
attracting the potential candidates to apply for the same, within an appropriate time
and at a desirable cost. It is the introductory stage where a job applicant gets to know
about the vacancy, and the organisation identifies the candidate’s profile.
RECRUITMENT PROCESS
RECRUITMENT PLANNING: Recruitment planning is the first step of the

recruitment process, where the vacant positions are analysed and described. It
includes job specificatio5ns and its nature, experience, qualifications and skills
required for the job, etc. The first and foremost process of recruitment plan is
identifying the vacancy.
 Number of posts to be filled
 Number of positions
 Duties and responsibilities to be performed
 Qualification and experience required
The next process of recruitment plan is Job Analysis: Job analysis is a process of
identifying, analysing, and determining the duties, responsibilities, skills, abilities,
and work environment of a specific job. The immediate products of job analysis are
job descriptions and job specifications. Job Description: Job description is an
important document, which is descriptive in nature and contains the final statement
of the job analysis. This description is very important for a successful recruitment
process. A job description provides information on the following elements −
 Job Title / Job Identification / Organization Position
 Job Location
 Summary of Job
 Job Duties
 Machines, Materials and Equipment
 Process of Supervision
 Working Conditions
 Health Hazards
Job Specification: Job specification focuses on the specifications of the candidate,
whom the HR team is going to hire. The first step in job specification is preparing the
list of all jobs in the organization and its locations. The second step is to generate the
information of each job. A job specification document provides information on the
following elements
 Qualification
 Experiences
 Training and development
 Skills requirements
 Work responsibilities
 Emotional characteristics
 Planning of career
Job Evaluation: Job evaluation is a comparative process of analyzing, assessing, and
determining the relative value/worth of a job in relation to the other jobs in an
organization.
STRATEGY DEVELOPMENT: Once the comprehensive job draft is prepared, and

the type and the number of recruits required are decided upon; the next step is to
decide a strategy that is adopted while recruiting the prospective candidates in the
organization. The development of a recruitment strategy is a long process, but having

a right strategy is mandatory to attract the right candidates. The steps involved in
developing a recruitment strategy include −Setting up a board team, Analysing HR
strategy, Collection of available data, analysing the collected data, setting the
recruitment strategy
The following strategic considerations should be kept in mind:
 Make or Buy Employees, which means the firm either decides to select less
skilled employees and invest in training and education programmes or hire
skilled professionals.
 Methods of Recruitment, the firm decide on the methods used for
recruiting the individuals. Such as the internet provides detailed information
about the prospective candidates and helps in shortlisting the best-qualified
individuals.
 Geographical Area, the next decision is related to the area from where the
candidates shall be searched. The firm looks for those areas where the handful
amount of qualified employees is concentrated, with a view to curtailing a
search cost.
 Sources of Recruitment, there are two sources of recruitment: Internal
source (within the organization), external source (outside the organization).
The firm must decide the source from where the candidates are hired.
SEARCHING THE RIGHT CANDIDATES: Searching is the process of

recruitment where the resources are sourced depending upon the requirement of the
job. After the recruitment strategy is done, the searching of candidates will be
initialized. This process consists of two steps –
 Source activation − Once the line manager verifies and permits the existence of
the vacancy, the search for candidates starts.
 Selling − Here, the organization selects the media through which the
communication of vacancies reaches the prospective candidates.
 Searching involves attracting the job seekers to the vacancies. The sources are
broadly divided into two categories: Internal Sources and External Sources.
SCREENING / SHORTLISTING: Screening starts after completion of the process

of sourcing the candidates. Screening is the process of filtering the applications of the
candidates for further selection process. Screening is an integral part of recruitment
process that helps in removing unqualified or irrelevant candidates, which were
received through sourcing. The screening process of recruitment consists of three
steps − Reviewing of Resumes and Cover Letters, Conducting Telephonic or Video
Interview, Identifying the top candidates
EVALUATION AND CONTROL: Evaluation and control is the last stage in the
process of recruitment. In this process, the effectiveness and the validity of the process
and methods are assessed. Recruitment is a costly process, hence it is important that
the performance of the recruitment process is thoroughly evaluated. The costs
incurred in the recruitment process are to be evaluated and controlled effectively.

These include the following −
 Salaries to the Recruiters
 Advertisements cost and other costs incurred in recruitment methods, i.e.,
agency fees.
 Administrative expenses and Recruitment overheads
 Overtime and Outstanding costs, while the vacancies remain unfilled
 Cost incurred in recruiting suitable candidates for the final selection process
 Time spent by the Management and the Professionals in preparing job
description, job specifications, and conducting interviews.
 Finally, the question that is to be asked is, whether the recruitment methods
used are valid or not? And whether the recruitment process itself is effective or
not? Statistical information on the costs incurred for the process of recruitment
should be effective.
SOURCES OF RECRUITMENT
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.
 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. Promotions: Promotion refers to
upgrading the cadre of the employees by evaluating their performance in the
organization. It is the process of shifting an employee from a lower position to a
higher position with more responsibilities, remuneration, facilities, and status.
Transfers: Transfer refers to the process of interchanging from one job to another
without any change in the rank and responsibilities. It can also be the shifting of
employees from one department to another department or one location to another
location, depending upon the requirement of the position.
 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.
 Internal Advertisements (Job Posting): Internal Advertisements is a process
of posting/advertising jobs within the organization. This job posting is an open
invitation to all the employees inside the organization, where they can apply for the
vacant positions. It provides equal opportunities to all the employees working in
the organization.
Merits and Demerits of Internal Sources of Recruitment
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.
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.
Merits and Demerits of External Sources of Recruitment

E-RECRUITMENT
E-recruitment, also known as online recruitment refers to cloud-based recruitment
software, web-based resources, and other technology to find, attract, interview, and
hire new personnel.
The E-Recruitment, also called as Online Recruitment, is the process of hiring the
potential candidates for the vacant job positions, using the electronic resources,
particularly the internet.
BENEFITS OF E-RECRUITMENT
 It’s cost-effective: When you post a job ad on Facebook, you can pay for as much
or as little exposure as you want and target it to a very specific audience. Indeed, if
you manage your campaign effectively, you can save plenty of precious cash while
attracting applicants who are the perfect fit for your vacancy.
 It’s immediate: Most job posts – and replies – appear in real-time. This can help
you either increase your efforts to attract more candidates, a different set of
candidates (early- instead of mid-career professionals, for example) or even stop
candidates from applying if you’ve already found the right person for the job.
 You can reach a bigger audience: The internet is a global phenomenon, with
more and more users gaining access every day, while in most developed countries,
internet usage is extremely high. Therefore, you are gaining exposure to a huge
potential pool of applicants. If you are looking for younger recruits in particular,
then e-recruitment is probably the single most effective and efficient strategy
possible; in the US, for instance, 98% of the 18–29 age group are active internet
users.
 It’s easy: Almost anyone can post a job advertisement online because most
established job boards make the process clear, easy to understand and user-
friendly. Conversely, the process is very simple for the applicant, too, making it
quick and painless for interested parties to apply on the spot instead of mailing CVs
and written applications through the post.
 You can make your job ad more dynamic: Posting a job online or via social
media platforms gives you a chance to be more creative with your ad; for instance,
you could create and attach a short video showing off the benefits of working for
your company.
 It’s flexible: The internet gives you plenty of flexibility with regards to controlling
your posts and the applications you receive. If you post in a newspaper and want to
amend the job advert, though, you would likely need to pay for an entirely new ad.
With online posts, most platforms will allow you to edit, update or remove your job
post whenever you wish.
 It’s durable: Newspapers and other forms of printed media have a very limited
lifetime, dependent on their publishing cycle. Most classified publications have a
biweekly publishing cycle, meaning that your ad will only be seen for that relatively
small amount of time. On the other hand, online job posts will stay live until the
author or the host website removes them.
 It’s accessible: No matter where you are in the world – if you have an internet-
enabled device and connection, you can perform all those management tasks
described above. You can modify your job posting, see how many replies you have
and even communicate with candidates directly.
 It expedites the hiring process: All of these advantages directly lead to the
biggest one of all: a shortened hiring process. You can shortlist (or even directly
contact) the best applicants as their applications come in, with the availability
of integrated ATS software even doing most of the sifting work for you.
 It allows confidentiality: Some employers prefer to keep their names or
companies private. This is especially true when a job role or organisation is too
sensitive or controversial to be advertised online. With online recruitment,
employers can conceal the name of their firms or even search and contact
candidates directly without the need of posting a job advertisement.
LIMITATIONS OR PROBLEMS OF E-RECRUITMENT

o Costs can spiral: Depending on the online platform you use, you may have to
pay a subscription fee or other costs to post your vacancy. Some sites might require
a membership fee or charge for extra services like application tracking or analytics
to manage your advert.
o It can be difficult to measure their effectiveness: Not all online recruitment
services offer an in-depth analysis of your posting; therefore, it can be hard to
figure out what is and isn’t working and how to optimise your ad.
o It’s informal: For some roles, companies perceive that online job postings –
particularly on social media – can give off the wrong image of their company. This
is particularly true for executive-level roles, particularly at firms (or in industries)
that have a strong corporate or professional culture.
o It attracts bad candidates: As previously mentioned, it’s very easy for people to
apply for jobs online; this can potentially be a negative point as well, though.
Posting a position online usually results in hundreds of applicants, many of whom
will not be suitable for or serious about the role, thus diluting the quality of your
talent pool.
o There’s a lot of competition: The main downside to following trends is that
everybody else is doing the same thing. As a result, your post can quickly become
buried under a mountain of other job offers, forcing you to either pay more for
extra exposure or risk not being seen.
o It could lead to lost labour hours: If you are receiving large volumes of
applications that need to be pruned, there are technical issues with the platform
you are working with, or the job ad itself constantly needs to be changed, then the
process can start to become difficult to manage. This either detracts you from other
aspects of your job or requires somebody else to supervise the process closely.
o It attracts fraudulent applicants: Some applications might be fake to get
information about the company or hiring officer (a common espionage tactic).
Simultaneously, spammers might use the information posted online to promote a
service or product to your company.
o It can affect communication: Communicating with prospective employees

through a screen can lead to misconstrued messages or wrong assumptions.
However, talking to someone face-to-face can clarify what a person is like (at least
by first impressions) while also maintaining clear communication with one
another.
o It can lead to technical issues: Whether you’re chatting to candidates via Skype
chat or Zoom video calls, it can leave room for possible technical faults. It can be
quite embarrassing for a recruiter to be suddenly switched out of a conversation or
call due to an electrical outage, while having an unstable internet connection can
be awkward. If your company hasn’t got a stable internet connection or a good grip
on technology, it can be detrimental to your company’s reputed professionalism.
o You may miss out on great employees: Online recruitment can sometimes
fail to attract good employees if your company’s online persona isn’t up to scratch.
Candidates usually rush to the organisation’s website or social media to get a sense
of its reputation, mission, and overall culture. If they see that yours aren’t
impressive enough, they may turn down the job proposal or just ignore your
advertisement altogether.
RECRUITMENT METRICS/MATRIX
Recruiting metrics are measurements used to track hiring success and optimize the
process of hiring candidates for an organization.
Recruitment metrics are a standard set of measurements used to manage and improve
the process of hiring candidates into an organization.
Standard Recruitment Metrics
Speed Metrics
Quality Metrics
Productivity Metrics
Cost Metrics
EMPLOYEE SELECTION
Employee Selection is the process of interviewing and evaluating the candidates for a
specific job and selecting an individual for employment based on certain criteria
(qualifications, skills and Experience).
Employee Selection is the process of choosing individuals who have relevant
qualifications to fill jobs in an organization.
Selection is the process of choosing the most suitable candidate for the vacant position
in the organization.
SELECTION PROCESS
Environmental factors: Selection is influenced by several factors. More prominent

among them are supply and demand of specific skills in the labour market,
unemployment rate, legal & political consideration etc.
1. PRELIMINARY INTERVIEW – It is the first step in selection. Initial screening

is done in this step and all the undesirable applicants are weeded out. This is a very
general and basic interview conducted so as to eliminate the candidates who are
completely unfit to work in the organization. This leaves the organization with a
pool of potentially fit employees to fill their vacancies.
2. SELECTION TEST – Job seekers who pass the screening and the preliminary
interview are called for tests. Before an organization decides a suitable job for any
individual, they have to gauge their talents and skills. This is done through various
employment tests like intelligence tests, aptitude tests, proficiency tests,
personality tests etc.
 Intelligence Tests: They test the mental ability of candidates. These tests
measure the learning ability of candidates in understanding questions and their
power to take quick decision on crucial points. People who are able to quickly
answer to these questions are found to be skilful and can be offered training to
improve skills for the job in organization.
 Aptitude Tests: They test an individual’s capacity to learn a particular skill.
There are mainly two types of aptitude tests. Cognitive tests which measure
intellectual, mental aptitudes. The second one is called motor tests which check
the hand – eye coordination of employees.
 Proficiency Tests: These tests are also called performance or occupational
tests. They determine the skills and knowledge acquired by an individual
through experience and on the job training.
 Personality tests – These tests judge the psychological makeup of any
person. These tests check a person’s motivational level, emotions, integrity,
sympathy, sensitivity etc. These traits in an individual provide the manager
with an overall picture of his personality.
3. EMPLOYMENT INTERVIEW – The next step in the selection process is

employment interview. Employment interviews are done to identify a candidate’s
skill set and ability to work in an organization in detail. Purpose of an employment
interview is to find out the suitability of the candidate and to give him an idea about
the work profile and what is expected of the potential employee. Interview gives
the recruiter an opportunity to:
 Assess subjective aspects of the candidate.
 Know about his enthusiasm and intelligence.
 Ask questions which not a part of his application were.
 Obtain as much information from him as possible about his economic, social
and cultural background.
 Give facts about the policies, procedures, culture of the company so that he feels
good about joining it.
TYPES OF INTERVIEWS
Formal Interview: It is a planned and well-arranged interview. It is
conducted in a formal atmosphere in a fixed venue, time and through a panel
of interviewers. All the formalities and procedures are followed in this type of
interview. Even questions to be asked are decided well in advance.
Informal Interview: It is an un-planned and un-scheduled interview and
may take place anywhere. Venue and time is not fixed. Questions are not
prepared well in advance. Whenever staff is required, this kind of interview is
conducted by asking simple questions like name, age, qualification birth place
etc., if candidates approach employer.
Structured or Patterned Interview: It is a fully planned interview and
questions to be asked are already structured well in advance on the basis of an
analysis of job specification. The time to be allowed to each candidate and the
information to be collected is also predefined. The interviewer is carefully
selected and he has no or little scope for deviation. Thus, a standardized pattern
is adopted to conduct the interview.
Un-Structured or Non-Directed Interview: It is an un-planned and
unstructured interview where questions to be asked, time to be allowed and
response to be collected are not thought in advance. Broad general questions
are asked to the candidate and candidate is allowed to speak his mind freely
without any restrictions. Therefore, better assessment of candidate becomes
possible.
Stress Interview: It is a deliberate attempt to create tension and pressure to
observe how an applicant responds under stress and strain. Interviewer puts
the candidate by putting him under stress and strain by interrupting the
applicant from answering, criticizing his opinion, asking questions in rapid
succession and keeping silent for unduly long period of time etc. This kind of
interview is conducted just to find out how a candidate behaves in stressful
situation.
Group Interview: In this type of interview, group of individuals are
interviewed. For this purpose, a problem is given to a group of candidates for
discussion. The candidates are carefully observed as to who will lead the group,
who is active and who is in-active, who will dominate and who will keep silence.
Actions and reactions of the members in the group are also observed and
potential candidate is selected.
Depth Interview: Depth interview is conducted to test the candidates in
depth knowledge in a special area of interest and to get true picture of the
candidate in such area or subject. Experts in the concerned area of subject ask
the question to test the candidate’s capacity in the concerned subject. Thus,
candidate is examined thoroughly before he is selected for a particular post.
Panel or Board Interview: It is an interview conducted by a panel or group
of interviewers. Panels of experts interview each candidate, judge each
candidates performance and prepare the list of candidate in order of merit.
Here group judgment is involved in the selection of candidates as it seeks to
pool the collective judgment of several interviewers.
Exit Interview: Exit interview is conducted for those who leave or quit the
organization. The main purpose of conducting this interview is to know the
feelings of the outgoing employees towards organization, fellow workers, policy

and rules of the organization and also to know the reason for quitting the job so
that any defect associated with the organization can be rectified.
Walk-in-interviews: Recently many companies have started to hold walk-in-
interview. Here candidates are to appear for interview directly without sending
their application in advance. At the time of interview candidates are asked to
submit application and testimonials in support of their qualification. Questions
are asked in the area of candidate’s specialization in accordance with job
requirement.
Phone or Video Interviews: Some interviews are done entirely on phone or
video. These can be better than face to face interviewees for judging an
applicant’s conscientious, intelligence and interpersonal skills. Each party looks
for substantial answers rather than appearance etc. In India, the IT sector has
popularized them. People residing outside India can also participate in the
selection process with such interviews.
4. REFERENCE & BACKGROUND ANALYSIS – The person who gives the

reference of a potential employee is also a very important source of information.
The referee can provide info about the person’s capabilities, experience in the
previous companies and leadership and managerial skills. The information
provided by the referee is meant to keep confidential with the HR department.
5. SELECTION DECISION – After obtaining information through the preceding

steps, selection decision – the most critical of all the steps, must be made.
6. PHYSICAL EXAMINATION – After the selection decision and before the job
offer is made, the candidate is required to undergo a physical fitness test. The
medical exam is also a very important step in the selection process. Medical exams
help the employers know if any of the potential candidates are physically and
mentally fit to perform their duties in their jobs. A good system of medical check-
ups ensures that the employee standards of health are higher and there are fewer
cases of absenteeism, accidents and employee turnover.
7. JOB OFFER – The next step in the selection process is job offer to those
applicants who have crossed all the previous hurdles. Job offer is made through a
letter of appointment. This is the final step in the selection process. After the
candidate has successfully passed all written tests, interviews and medical
examination, the employee is sent or emailed an appointment letter, confirming
his selection to the job. The appointment letter contains all the details of the job
like working hours, salary, leave allowance etc. Often, employees are hired on a
conditional basis where they are hired permanently after the employees are
satisfied with their performance.
8. CONTRACTS OF EMPLOYMENT – After the job offer have been made and the
candidates accept the offer, certain documents need to be executed by the
employers and the candidates.
9. EVALUATION OF SELECTION PROGRAM – The broad test of the

effectiveness of the selection process is the quality of the personnel hired. A firm
must have competent and committed personnel.
ESSENTIALS OR REQUIREMENTS OF SELECTION:

 Selection Board: The responsibility of selecting employees should be assigned
to an efficient and qualified selection board so that only the right man can be
elected.
 Job first, man next: This should be the basic and fundamental principal of
selection.
 Proper sources: Selection should be from internal and external sources and
management should not rely much on one single source.
 Proper standards: Selection should be based on standards set out by job
analysis. If suitable candidate is not available, the post should be allowed to remain
vacant for time being until a right man is available.
 Differential selection method: The differential selection level for different
levels of posts should be followed.
 Consistency: The selection policy should not surpass the organisational general
policy. It should be within the framework.
 Flexibility: Selection policy should not be rigid; it should be flexible so that
necessary amendments can be made whenever required.
 Unbiased: The selection policy should be unbiased and should be employment
oriented.
HURDLES TO EFFECTIVE SELECTION

 PERCEPTION: Our inability to understand others accurately is probably the
most fundamental barrier to selecting right candidate. Selection demands an
individual or a group to assess and compare the respective competencies of others,
with the aim of choosing the right persons for the jobs. But our views are highly
personalized. We all perceive the world differently. Our limited perceptual ability
is obviously a stumbling block to the objective and rational selection of people
 FAIRNESS: Fairness in selection requires that no individual should be
discriminated against on the basis of religion, region, race or gender. But the low
number of women and other less privileged sections of society in the middle and
senior management positions and open discrimination on the basis of age in job
advertisements and in the selection process would suggest that all the efforts to
minimize inequity have not been very effective.
 VALIDITY: Validity, as explained earlier, is a test that helps predict job
performance of an incumbent. A test that has been validated can differentiate
between the employees who can perform well and those who will not. However, a
validated test does not predict job success accurately. It can only increase
possibility of success.
 RELIABILITY: A reliable method is one which will produce consistent results
when repeated in similar situations. Like a validated test, a reliable test may fall to
predict job performance with precision.
 PRESSURE: Pressure is brought on the selectors by politicians, bureaucrats,
relatives, friends, and peers to select particular candidate. Candidates selected
because of compulsions are obviously not the right ones. Appointments to public
sector undertakings generally take place under such pressure.
IMPORTANCE OF RECRUITMENT AND SELECTION

 Right job for the Right Person: selection policy helps to find the right man for
the right job. It also helps to find the right job for the right person.
 Reduces Labour Absenteeism and Turnover: selection policy helps to
reduce both labour absenteeism and labour turnover. This is because it helps to
select the right candidates for the right jobs. These candidates get job satisfaction,
and they have a high morale. So, they will not remain absent, and they will not leave
the company.
 Reduces wastages, damages and accidents: The selection policy results in
the selection of qualified and interested employees. These employees will be very
careful while handling machines and materials. This will reduce wastage, damages
and accidents.
 Reduces Training and Supervision Costs: The selection policy results in the
selection of qualified and interested employees. These employees require less
training and supervision. This will reduce the training and supervision cost.
 Improves Goodwill of the Company: selection policy results in the selection
of interested employees. These employees will maintain very good relations with
the shareholders, customers, public etc. This will improve the goodwill of the
company.
 High Morale: The employees who are selected through selection policy do get job
satisfaction. This will increase their morale. High morale brings many benefits to
the company.
 High Efficiency and Productivity: The employees selected through this policy
will perform their jobs very efficiently. This will increase the productivity &
profitability of the organization.
 Analysing Job Requirements: Identifying the requirements for each position
in the organization is critical. Management must determine acceptable levels of
qualification on criteria such as educational attainment, experience and skills for
each position.
 Communication of the Vacancy: Whenever a vacancy arises in the
organization, it should be communicated widely, both internally to existing
employees who may be interested in applying for the job and externally to
prospective employees outside the company.
 Hiring Quality Employees: A main reason to have a well-designed and

implemented selection process is to optimize hiring success.
 Reduced Cost of Training and Development: Proper selection of candidates
reduces the cost of training because qualified personnel have better grasping
power. They can understand the technique of the work better and in no time.
PLACEMENT
The selection procedure ends with the placement of a worker to the job.
Placement is a process of assigning a specific job to each of the selected candidates.
Placement means sending the newly employed person to some department for work.
It also implies assigning a specific rank and responsibility to an individual.
Placement is the actual posting of an employee to a specific job. It involves assigning
a specific rank and responsibility to an employee.
FEATURES OR PRINCIPLES OF PLACEMENT

Job requirement – Man should be placed on the job according to the
requirement of the job rather than qualification and requirement of the man.
Qualification – The job offered should match with the qualification possessed by
an employee.
Information – All the information relating to the job should be given to the
employees along with the prevailing working conditions. They should also be made
known that they have to pay penalty for wrong doing.
Loyalty and Co-operation – Every effort should be made to develop a sense of
loyalty and co-operation in employees to make them understand their
responsibilities
Job First Man Next – Employee should be placed on the job according to the
requirements of the job. It means that the job should not be adjusted according to
the qualifications and the requirements of the employee. Job first man next should
be the important principle of placement.
Placement According to Qualification – Employee should be offered with the
job according to his qualifications. The placement of the employee should neither
be higher nor lower than the qualifications.
Familiarization – The employee should be made familiar with the working
conditions prevailing in the organisation and all the things relating to the job. He
should also be made aware of the rules and regulations for performing the job.
Developing Sense of Loyalty – The efforts should be made to develop a sense
of loyalty and cooperation among the new employees, when they are introduced to
the job. This will help the employees to realize their responsibilities towards the
job and the organisation.
Ready Placement – The employee as soon as joins the organisation should be
placed at once. It means that the placement should be ready before the joining date
of the selected person.
Temporary Placement – In the initial stages the placement may be temporary

as changes are required after the completion of the training. The employee can then
be transferred to the job where he can do better justice.
PROBLEMS IN PLACEMENT
• Employee Expectations: Employee expectation from the job are high. An
employee expects good place, environment, cafeteria etc.
• Job expectations: Expectation from the employers are more that the employee
ability and skills
• Change in technology: Technical changes at time lead to problems
• Change in Organizational Structure: Changes result in a misfit between the
employee and the job
• Change in Policies: Sometimes Changes result in a misfit between the employee
and the job
• Concerns of trainees: Trainees may experience personal problems on
placement but feel unable to discuss these with their supervisor. They may find that
the experience offered to enable them to develop some specific competencies is
minimal.
GAMIFICATION
Gamification is not a new concept. It gained popularity around 2010. Since then it has
stuck around as a successful tool to increase customer and employee engagement in a
goal-oriented way. Simply put, gamification introduces game elements into non-game
situations. People have a tendency to stick to what they know and with the use of
gamification, companies can easily mix this up. Especially within recruitment,
gamification adds healthy competition and the opportunity for progression. Moreover,
it motivates people to learn and solve problems in an unconventional way.
Definition: Gamification is the strategic attempt to recreate job-like experiences and
scenarios in the form of a gameplay environment to motivate and engage users.
Gamification is the application of game elements in a non-game context such as for
instance, the workplace.
EXAMPLES OF GAMIFICATION USED IN HR

• MARRIOTT FOR RECRUITMENT: My Marriott Hotel is a game that has been
developed by Marriott International to recruit newbies. It allows the candidates to
run their own virtual hotel in which they design their own restaurant, purchase
inventory, train employees and serve guests. It virtually simulates the whole
experience to run a hotel business. Points are being awarded according to the
customer service the players provide. They can also win points for every satisfied
customer and they lose points for poor customer service.
• CISCO IN LEARNING & DEVELOPMENT: Cisco uses gamification in very
different programs. Learning & development is just one of them. They started using
gamification principles in their social media training to build this skillset for their
employees. Marketing associates learned to use Twitter to service their customers.
Sales learned to use LinkedIn to reach their customers and HR-employees learned
to use LinkedIn to search for candidates. Cisco works with three levels of
certification through which progress in applying the new skills is measured and
stimulated. The fun factor is increased by introducing team challenges. Players can
earn badges for completing different challenges.
• LINKEDIN FOR INTERNAL COLLABORATION: LINKEDIN worked
with Flipkart in India to organise their first Recruiting Hackathon: a fun way of
getting teams together on a challenging project, chasing critical hard to fill open
positions in record time. They scored 226 candidates in less than 5 hours.
How to Introduce Gamification into Your Recruitment Process

 Plan Effectively: Planning is super important when it comes to introducing
gamification. Some questions you should ask yourself are: what type of game will
this be? What does success look like for recruitment? How will we align it with the
job skills and knowledge needed? How will we measure results?
 Use Gamification Tools: There are many gamification tools available to help
introduce gamification into your organization. For example benchmark
games provides gamified assessments - a gameplay assessment tool taking 15
minutes for users to complete.
 Make The Experience Fun And Engaging: Gaming is fun and entertaining.
Assessment tests are not. So when introducing gaming to your recruitment process,
ensure it's fun and engaging for users. You can do this by testing it on your current
employees and getting user feedback.
 Get User Feedback: User feedback is essential. From A/B testing to qualitative
and quantitative surveys you need to capture data from users and use it as feedback
to improve your user experience. If the UX sucks, you probably won't get the
positive outcomes you're hoping for.
 Measure Key Metrics: Recruitment metrics are really important and
introducing gamification will add even more crucial metrics to your monthly
reporting. Based on your hiring goals you need to work out what the best metrics
are for measuring
 Promotion and Branding: Employer branding has never been more important.
A fun gaming experience as part of your hiring process could certainly help
promote your company. The key here is to ensure its authentic and aligned with
your organization's values (and brand guidelines).

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HUMAN RESOURCE MANAGEMENT 2nd sem BBA ISBR

MODULE NO. 2: MANPOWER PLANNING

MEANING AND IMPORTANCE OF MANPOWER PLANNING. MEANING AND

NEED OF SUCCESSION PLANNING. MEANING, NEED AND FEATURES OF

JOB ANALYSIS, JOB DESCRIPTION, JOB SPECIFICATION, JOB

ENLARGEMENT, JOB ROTATION AND JOB ENRICHMENT. MEANING,

IMPORTANCE AND SOURCES OF RECRUITMENT. MEANING AND

BENEFITS OF E-RECRUITMENT. MEANING OF RECRUITMENT MATRIX.

MEANING AND DEFINITIONS OF SELECTION AND SELECTION PROCESS.

STEPS OF SELECTION PROCESS. ESSENTIALS OF EFFECTIVE

SELECTION. HURDLES TO EFFECTIVE SELECTION. MEANING AND

FEATURES OF PLACEMENT AND GAMIFICATION.

Definition of Manpower Planning

Manpower Planning which is also called as Human Resource Planning consists of

OBJECTIVES OF MANPOWER PLANNING

 Assess Future Manpower Needs: Human resource planning helps the

Satisfied Work Relationship: Effective manpower planning may ensure a

IMPORTANCE OF MANPOWER PLANNING

overall cost incurred on its employees. Human resource planning focuses on

organization due to retirement, resignation, termination, transfer, promotion or

NEED OR IMPORTANCE OF SUCCESSION PLANNING

o Promotes progression: Succession planning helps you shape the mind-set

o Job description: Job descriptions describe the duties, responsibilities,

FEATURES OF JOB ANALYSIS

an organised manner of collecting and analysing the information about job

NEED OF JOB ANALYSIS

 Recruitment and Selection: Job Analysis helps in determining what kind of

Components of Job Description

 Job Title is the name of the post vacant

Job Description Example

Job Title Regional Sales Manager

Education Graduate with Business Degree/Diploma

Experience 7-8 years of experience in FMCG Sales

Components of Job Specification

 Educational Qualification defines the specific requirement regarding academic

DIFFERENCE BETWEEN JOB DESCRIPTION AND JOB SPECIFICATION

Job description is the written Job specification is the set of

Origin Originates from Job Analysis Based on Job Description

Consist of job title, job location, role, Involves personal attributes,

Objective Describes the job profile Specifies the eligibility criteria

What the company is offering to the What the company is demanding

Features of Job Enlargement

 Horizontal Expansion: In job enlargement, the number of task, responsibilities

Benefits of Job Enlargement

Limitations of Job Enlargement

Features of Job Enrichment

 Vertical Expansion: Job enrichment adds on functions like decision making to

Benefits of Job Enrichment

Limitations of Job Enrichment

Objectives of Job Rotation

Advantages of Job Rotation

RECRUITMENT PLANNING: Recruitment planning is the first step of the

STRATEGY DEVELOPMENT: Once the comprehensive job draft is prepared, and

organization. The development of a recruitment strategy is a long process, but having

SEARCHING THE RIGHT CANDIDATES: Searching is the process of

SCREENING / SHORTLISTING: Screening starts after completion of the process

incurred in the recruitment process are to be evaluated and controlled effectively.

Internal Sources of Recruitment: Internal sources of recruitment refer to seeking

Merits and Demerits of Internal Sources of Recruitment