UNIT

02 Human Resource Planning &

Recruitment

Names of Sub-Units

Introduction to Concept & Importance of HRP, Different stages of HR Planning Process, Person Job
fit, Concept of Job Analysis, Process, Importance and Benefits of Job Analysis, Job Description, Job
Specification, Job Enrichment, Job Enlargement, Job Rotation, Concept of Recruitment, Need for
recruitment, Scope and importance of recruitment function, Factors affecting Recruitment, Sources
of Recruitment, Process of Recruitment and Trends in Recruitment

Overview
The unit begins by explaining the concept of concept & importance of HRP. Further it discusses
different stages of HR planning process and person-job fit. It also explains the concept of job analysis,
process importance and benefits of job analysis, job description, job specification. It also discusses Job
enrichment, job enlargement, job rotation, etc.

Learning Objectives

In this unit, you will learn to:

 Explain the concept of concept and importance of HRP
 Describe different stages of HR planning process and person-job fit
 Outline the concept of process, importance and benefits of job analysis, job description, job
specification
 Discuss the job enrichment, job enlargement and rotation
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Organisation Behavior and HRM

Learning Outcomes

At the end of this unit, you would:

 Analyse the concept of recruitment, need for recruitment, scope and importance of recruitment
function
 Assess factors affecting recruitment and sources of recruitment
 Interpret the process of recruitment and trends in recruitment

Pre-Unit Preparatory Material

 https://www.managementstudyguide.com/human-resource-planning.htm
 https://smallbusiness.chron.com/planning-recruitment-selection-human-resources-68708.html
 https://www.c2essentials.com/resources/the-five-steps-of-human-resources-planning/

2.1 INTRODUCTION
Human Resource Management, Employee Relations and Personnel Management are all terms that
are frequently heard in the general press as well as by industry specialists in the field. As soon as we
hear these terms, we immediately think of competent managers actively going about their business in
glamorous offices. But is this the case?

Taking a wide overview of the issue and introducing readers to the practice of human resource
management in contemporary businesses, we examine “what is human resource management?” as a
question. Although, as with other popular impressions, some truth can be found in the imagery above,
the fact remains that there is much more to the discipline of human resource management and that,
despite popular depictions of the same, the “art and science” of human resource management is in fact
complicated. We chose the term “art and science” because human resource management is both an art
and a science. It is an art in that it requires the use of creative and innovative approaches to manage
people and it is a science in that it necessitates the precision and rigorous application of theory that is
required.

2.2 CONCEPT & IMPORTANCE OF HRP

Human Resource Planning (HRP) is the act of maintaining a balance between the human resources
required and those acquired by an Organisation. Putting it another way, Human Resource Planning
(HRP) is the process by which an organisation chooses how it should obtain the needed workforce to
realise its Organisational goal. Human resource planning assists an organisation in ensuring that the
appropriate amount and type of people are present at the appropriate time and place to successfully
achieve its overall objectives. It is often believed that an organisation’s overall quality may be Summarised
as a summation of the quality of the individuals it hires and maintains onboard. To effectively pick the
most qualified candidates for the most qualified positions, it is necessary to first determine the amount

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and quality of individuals required in the firm. This is accomplished through the use of human resource
planning.
 According to Stainer: “Human resource planning is the Strategy for the Acquisition Movement &
Preservation of an Organisation’s Muman Resource.”
 Coleman defines HRP: as, “Human resource planning is defined as the process of evaluating
personnel requirements and allocating resources to meet those needs in order to carry out the
organisation’s overall strategy. ”.
 According to Geisler: “Manpower planning is the process including forecasting, developing and
controlling by which a firm ensures that it has:
 The right number of people
 The right kind of people
 At the right places
 At the right time
 Doing work for which they are economically most useful

Dale S. Beach has defined it as “a process of determining and assuring that the organisation will have
an adequate number of qualified persons available at the proper times, performing jobs which meet
the needs of the enterprise and which provide satisfaction for the individuals involved.”

2.2.1 Importance of HRP

Following the discussion of the need for HRP, it is appropriate to address the significance of HRP. A few
examples are as follows:
 It provides the organisation with the appropriate type of personnel at the appropriate time and in
the appropriate numbers.
 HRP assists in achieving a balance between the demand for and supply of resources, thereby
allowing for the most efficient use of resources while also lowering labour costs.
 Predicting the future with caution allows for more effective supervision of manpower, allowing for
the avoidance of pitfalls.
 It aids in the development of a succession plan for all of the organisation’s personnel, which is
extremely beneficial. Internal promotions can then be made possible as a result of this.
 It compels the organisation to analyse the faults and strengths of its employees, so compelling
management to take corrective action to improve the situation.
 When it comes to increased production, profit, skills and other factors, the organisation as a whole
benefits, giving it a competitive advantage over its competitors.

2.3 DIFFERENT STAGES OF HR PLANNING PROCESS

To be successful, human resource planning must include forecasting personnel needs, assessing
personnel supply and matching demand and supply aspects through personnel-related programmes.
The process of human resource planning is influenced by the overall corporate objectives as well as the
business environment.

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The different stages of HR planning process are shown in Figure 1:

Environment

Organisational
Objectives and Policies

HR Needs Forecast HR Supply Forecast

HR Programming

HR
Implementation

Control and
Evaluation of Programme

Surplus
Shortage
Restricted Hiring
Recruitment
Reduced Hours
and Selection
VRS, Lay Off, etc.

Figure 1: Different Stages Of HR Planning Process

2.3.1 Organisational Objectives and Policies

The human resource plan is typically formed from the organisation’s objectives and policies.
Organisational objectives should be used to determine specific requirements for personnel, such as
the number of employees and their qualities. Once the organisational objectives have been defined,
communicated and understood by all parties involved, the human resources department must state its
objectives with respect to the usage of human resources in the organisation.

2.3.2 HR Demand/Need Forecast

The practice of projecting the future quantity and quality of people necessary to meet an organisation’s
future needs is referred to as demand forecasting in human resources. When translated into action into
activity, the annual budget and long-term company plan serve as the foundation for human resource
forecasting. Different forecasting techniques are as follows:
 Judgemental methods: Managers confer and come up with a figure for inflows and outflows that
will meet future labour demand needs. The most straightforward strategy – known as the bottom-up
forecasting method – for arriving at the elusive magic number is to solicit input and direction from
the unit, branch or division to generate an estimate. The total of all of these estimates made at
various levels in various branches or divisions constitutes the demand prediction for the entire

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organisation as a whole. When using the top-down forecasting method, the procedure would begin
with the most senior executives. They get together on a regular basis to discuss how trends, business
plans, the economy and other issues will affect the organisation under consideration. The best- and
worst-case scenarios, as well as other environmental considerations, are taken into consideration
before a final estimate is determined.
 Delphi technique: Essentially, it is a forecasting tool that is based on the consensus of a panel of
experts who do not meet in person but instead communicate through anonymous questionnaires.
Each level of the process allows the experts to improve their opinions until they achieve an agreement.
 Mathematical models: Several mathematical models, which are implemented with the assistance of
computers, are also used to forecast human resource requirements, such as regression, budgeting
and planning analysis.
 Trend analysis: By reviewing historical trends, it is possible to anticipate future human resource
requirements. Past rates of change can be projected into the future and employment growth can be
expected based on the relationship between the index and the index’s value. For example:

Production of Units 5000

No of workers 100

Ratio 100:5000
Estimated Production 8000
No of workers required 8000*100/5000=160

If supervisors have a span of 20 workers, 8 supervisors are also needed in 20023-24

 Work Force analysis: t is permissible to take into consideration the average loss of personnel owing
to leave, retirement, death, transfer and other causes over the previous five years.

Transfers In Job hopping/ Transfers out

Recruits In VRS Scheme

Promotions In Terminations, retrenchments

 Workload analysis: Additionally, the requirement for personnel is determined via a process known
as workload analysis. In this process, a corporation attempts to calculate the number of people
necessary for specific professions with reference to a planned output- after factoring in factors,
such as absenteeism and idle time. For example:

Panned output for the year 10,000

Standards hours per piece 3 hours
Planned hours required 30,000 hours
Productive hours per person per year 1000 hours
No of workers 30

If the span of control in the unit is 10 per officer, then 3 officers are also required.

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2.3.3 HR Supply Forecasting

The primary goal of generating a manpower inventory is to determine the number and quality of
employees that are available inside an organisation to fill various jobs in the organisation. Every
organisation will have two key sources of manpower supply: those within the organisation and those
outside the organisation.
 Internal Supply: When it comes to internal labour supply, it is important to have a profile of
employees that includes information, such as age, sex, education and training, experience, job
level, historical performance and future potential, that can be accessed anytime needed. It is also
necessary to examine requirements in terms of growth/diversification and internal movement of
employees (transfers, promotions, retirement and so on) well in advance of the event.

2.3.4 Forecasting Techniques

Some of the important forecasting techniques may be summarised thus:
 Staffing table: The number of employees in each position is displayed in the staffing table. It attempts
to categorise personnel based on factors, such as age, gender, position, category, experience,
credentials, skills and so on. Current personnel is properly utilised or not, according to the results of
the analysis of the table.
 Markov analysis: It is possible to predict future workforce availability using Markov analysis, which
is based on previous rates of promotion, transfer and turnover. By analysing historical probabilities,
it is possible to predict the number of employees who will be in various roles within an organisation
in the future (Haneman).
 Skill inventory: A skills inventory is an examination of each present employee’s knowledge, skills,
talents, experience and career objectives. It is conducted by a trained professional. This record
should be updated at least once every two years and it should include any changes, such as new
skills, additional qualifications, job responsibilities and so on.
 Replacement chart: This chart depicts the profile of jobholders by department and provides a
snapshot of who will take over for whom if a position becomes available.
 External supply: When an organisation grows rapidly, diversifies into fresh areas of operations
(merchant banking, capital market activities, mutual funds and so on in the case of a bank) or when
it is unable to find qualified candidates inside to fill vacancies, it must go outside the organisation for
help. To the degree that an organisation can foresee its outside recruitment needs and investigates
possible sources of supply while keeping market trends in mind, the problem of finding the right
employees with the suitable capabilities at the appropriate time becomes less difficult.

2.3.5 HR Planned Programming

The demand and supply estimates are compared to estimate the gap between:
 If supply is more than demand, we have to reduce the employees.
 If the demand is more than supply, we go for extensive recruitments.

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2.3.6 HR Plan Implementation

 Recruitment, Selection & Placement
 Training & Development
 Retraining & Redeployment
 Retention Plan
 Downsizing Plan
 Career Planning
 Proper environment

2.3.7 Control & Evaluation

 Estimating future HR requirements
 Coping with change lead to a surplus in some area and shortage in others. HRP helps to maintain a
balance
 Reduces losses due to unavailability of right person at the right place at the right time
 Foundations for HRM function like recruitment and training

2.4 PERSON JOB FIT

Person Job fit (PJ) is defined as the degree to which individuals are compatible with the job or tasks
that they accomplish at their place of employment. This definition covers compatibility based on
employee requirements and the availability of job supplies to satisfy those requirements, as well as job
expectations and the ability of employees to meet those requirements. In the past, the phrase PJ fit has
been used to define fit with occupations or vocations as well, but it has recently been separated from
this larger kind of fit, according to the literature.

Human resource managers, engineers, nurses and drill press operators are all occupations that are not
necessarily enjoyable for everyone. Some people, on the other hand, are drawn to certain specialised jobs
and excel in them. Specifically, these concerns relate to person job fit, which is the process of matching
the traits of individuals with the characteristics of occupations. Once it is determined that an individual
does not match a job, that individual can either be changed or replaced or the job can be restructured
to achieve greater congruence. Employers can attempt to reshape people, although it is often difficult
to successfully reshape people after they have been hired for a round position. If it is feasible to enhance
the job fit of a person, it is much easier to do so than it would be if the emphasis was on developing
employees. If it is not possible to improve the job fit of a person, it is much more difficult to do so. Bank
tellers, for example, engage with customers throughout a regular workday. An individual who prefers
not to contact with others at work may perform better in a position that does not involve as much
interaction, such as a bank teller position, because this particular feature of the bank teller job cannot
be altered considerably. As a result, different people will have different opinions about different jobs
depending on how well their specific qualities fit up with the unchanging components of a particular
work. As a result, various people will discover that they are uniquely suited to different types of jobs in
different ways.

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2.5 CONCEPT OF JOB ANALYSIS

Job analysis is the process of acquiring and analysing information regarding the content and human
requirements of work, as well as the setting in which tasks are performed. Job analysis is a type of
information gathering and analysis. This procedure is used to identify where employment will be
placed. Units and Human Resources collabourate on decision-making in this area, which is governed
by NU Values. The unit is organisational leadership will define the specific internal approval processes
that will be used.

An organisation’s job analysis is a process of gathering and analysing information on a certain job in
the company In this context, it refers to a scientific and systematic investigation of a work to gather all
relevant information. Job analysis is the process of determining via observation and study the tasks
that compose the job; the methods and equipment employed and the abilities and attitudes required for
successful performance of the job.

Job analysis, according to Edwin B. Flippo, is “the process of researching and collecting information
relevant to the operations and responsibilities of a certain job.” “Analysis results in the creation of job
descriptions and specifications,” he says.

2.6 PROCESS, IMPORTANCE AND BENEFIT OF JOB ANALYSIS

The process of job analysis are as follows:

2.6.1 Identify purpose of job analysis

First and foremost, we must determine the aim of the job analysis. We will not be able to collect all of the
necessary information on job analysis and job analysis methods if we do not do so as a result.

2.6.2 Selection of Analyst

We must select an analyst to whom the tasks for job analysis will be allocated to proceed. The analysts will
be drawn from a pool of professionals in human resources, line managers, incumbents and consultants,
among other sources.

2.6.3 Selection of Method

We will select sample roles to study since it may not be necessary to analyse all jobs and because there
may be too many similar jobs to analyse to complete the analysis. It is necessary to find the most
appropriate strategy for analysing a particular work when it has been determined that representative
occupations have been selected.

2.6.4 Train the Analyst

If we employ internal analysts, we must ensure that they receive proper training so that they can use the
job analysis methodologies that have been selected in an efficient and successful manner.

2.6.5 Preparation of Job Analysis

It entails informing the organisation about the initiative and putting together the necessary papers.

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2.6.6 Collection of Data

To conduct job analyses, data will be collected on job activities and employee behaviours as well as
working environment, human characteristics and capacities to perform the job, among other things.

2.6.7 Review and Verify

Analysts must check the acquired data to ensure that it is accurate and full in terms of facts and figures.

2.6.8 Develop Job Specification and Job Description

Create a job description and job specification based on the information gathered from the job analysis.
A written declaration that specifies the duties and responsibilities of a job, as well as the working
conditions, safety and risks of the position A job specification highlights the human characteristics,
traits, abilities and background that are required to successfully complete the job.

Importance and Benefit of Job Analysis

The importance and benefit of job analysis are as follows:

 Human resource planning: Job analysis is beneficial in human resource planning since it is a
qualitative aspect, which means it identifies the kind of individuals who are necessary to perform
the job. It is the job analysis that assists in determining the type of job, the qualifications required
and the amount of work that an average individual can accomplish on a job in a day. As a result,
it contributes to the division of labour, which is a critical component of human resource planning.
 Recruitment and selection: To ensure the success of an employment programme, it is vital to have
a thorough understanding of the job description (requirement of the work) and job specification
(requirement of job holder). It is because of their efforts that the job programme is able to operate
effectively.
 Placement: Job analysis aids in the right placement of employees since it assists in the proper pacing
of employees in accordance with their interests and skills. As a result, a person is assigned to the
work that is the most suitable for him.
 Training and development: The goal of training and development is to assist employees in
developing the knowledge and skills necessary to perform their jobs effectively. As previously said,
this goal may be reached successfully if employees are aware of both the job description and the
job specification, which implies that they are aware of what is required of them. This aids in the
effectiveness of the training and development information that is provided.
 Job Evaluation: It is job evaluation, which is the process of determining the relative merit of various
jobs and therefore the compensation of the employees involved. It is really beneficial to calculate the
value of a job description.
 Performance appraisal: To evaluate the performance of the employees, the actual work completed
by the employees is compared to the standards that have been established. As a result, job analysis
data can be utilised to define standards for every job in this situation.

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 Employee Counseling: Job analysis assists employees in making decisions about their future
careers. Employees who find themselves unable to cope with their current position are urged to seek
employment in a less demanding position.
 Job design: Jobs are designed and redesigned with the help of job analysis.
 Organisational Design: In addition, job analysis contributes to good organisational design by
ensuring that authority and responsibility are properly balanced.
 Safety and health: Work analysis assists in the development of adequate methods to identify
unhealthy environments so that remedial measures can be implemented to ensure proper safety
and prevent unhealthy situations.

2.7 JOB DESCRIPTION

A job description contains fundamental job-related information that may be used to market a specific
position and attract a pool of qualified candidates. The information contained within it includes
information, such as the job title, job location, reporting to and from employees, job summary, nature
and objectives of a job, tasks and responsibilities to be performed, working conditions, machines, tools
and equipment to be used by a prospective worker, as well as the hazards associated with the job and
the company.

Purpose of Job Description

 The primary goal of a job description is to collect information about a specific job to advertise for that
position. It assists in attracting, targeting, recruiting and choosing the most qualified candidates
for the most qualified positions.
 It is carried out to determine what is required to be supplied in a specific job. It makes it clear what
employees are expected to do if they are hired for a certain job opportunity in question.
 It provides recruitment professionals with a clear understanding of the type of applicant required
by a certain department or division to fulfil a specific activity or position.
 It also makes it clear who will be reporting to whom.

2.8 JOB SPECIFICATION

The term “job specification” refers to a written statement that includes educational qualifications,
specific qualities, level of experience, physical and emotional abilities, as well as technological and
communication abilities, as well as the responsibilities associated with the job and any other unusual
sensory demands. Other factors to consider are general and mental well-being as well as intelligence and
aptitude as well as memory and judgement, as well as leadership skills, emotional ability, adaptability
and flexibility, as well as values and ethics, etiquette and creativity.

Purpose of Job Specification:

 Job specifications, which are described on the basis of job descriptions, assist candidates in
determining whether they are qualified to apply for a certain job vacancy or not.

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 It assists the organisation’s recruitment staff in determining the level of qualifications, traits and
set of characteristics that should be present in an applicant for him or her to be considered for the
job vacancy in question.
 A work specification provides precise information about a position, including occupational tasks,
necessary technical and physical skills, conversational ability and other important information. Job
specifications are available online.
 It assists in the selection of the most qualified candidate for a given position.

The job description and the job specification are two essential components of the job analysis process. In
addition, they define a position in detail and provide guidance to both employers and employees on how
to proceed through the entire process of recruiting and selection. Both data sets are particularly useful
in determining the best match between a job and a candidate’s abilities, evaluating performance and
identifying training needs, as well as determining the value of a particular employment.

2.9 JOB ENRICHMENT

Job enrichment is a procedure that is characterised by the addition of new aspects to current occupations
to make them more inspiring to perform. Work enrichment can take the form of introducing additional
duties (also known as job expansion), boosting skill variety, infusing meaning into jobs, allowing for
greater autonomy and providing feedback.

The purpose of work enrichment is to create a job that is both challenging and rewarding. The employee
can achieve this by taking on a typical, “boring” job and adding additional tasks that make the job
more meaningful to him or her. Thus, job enrichment is considered part of the job design and redesign
processes.

2.9.1 According to Beatty and Schneider

“Job enrichment is a motivational technique which emphasizes the need for challenging and interesting
work. It suggests that jobs be redesigned so that intrinsic satisfaction is derived from doing the job. In
its best applications, it leads to a vertically enhanced job by adding functions from other organisational
levels, making it contain more variety and challenge and offer autonomy and pride to the employee.”

Employee satisfaction and motivation are directly linked to job enrichment. Fredrick Herzberg first
proposed the idea of work enrichment in the 1950s. Employee work happiness, job involvement and self-
motivation have all been demonstrated to rise as a result of job enrichment. Reduced absenteeism was
also linked to improved job satisfaction.

Employee unhappiness, boredom and lack of flexibility can all be alleviated through a process known
as work enrichment. The essential premise is to broaden the scope of the job to include more vertically
oriented duties that necessitate worker independence.

Benefit of Job Enrichment

 Employee can learn new skills: Employees can learn new talents by trying out new things. Managing
a new project typically necessitates the completion of extra smaller tasks inside the larger project.
Using work enrichment to make fresh and interesting use of existing talents is achievable without

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pushing the employee too far outside of their comfort zone. Because of their current talents, they
will be in the best position to learn new ones as they take on additional tasks. These gained talents
can subsequently be put to use in other areas of the individual’s work.
 Reduces boredom: Employees can become dissatisfied with their work if it remains the same for an
extended period of time. In turn, this might lead to a decrease in morale and motivation. When people
are bored because they are only doing the things specified in their job description, the measure can
provide them a sense of accomplishment from trying something new.
 Employee can receive recognition: You can better understand your employees’ strengths and
shortcomings through job enrichment. Recognition can come in many forms if someone does a task
very well. It may even lead to a rise in the corporate ladder.
 Employee Motivation: Increased motivation in the workplace can be achieved by giving individuals
responsibility for more challenging and interesting projects. This is because they will feel
acknowledged and valued by their co-workers. They will be more productive at work if they feel
validated and valued.

2.10 JOB ENLARGEMENT

Job enlargement is a job design method that entails increasing the number of tasks associated with a
specific job to make it more complex. For want of a better phrase, it refers to broadening the scope of
one’s obligations and responsibilities. The increase in scope is quantitative rather than qualitative and
it occurs at the same level as the previous rise.

An example of job enlargement is horizontal restructuring, which is intended to increase the flexibility
of the workforce while at the same time decreasing the monotony that may develop over a period of
time. It is also referred to as horizontal loading due to the fact that the duties rise at the same level
rather than increasing upwards.

There is a widespread belief that because the enlargement is horizontal in nature, there is no significant
requirement for training! In contrast to this, work expansion necessitates suitable training, particularly
in the areas of time and people management. Because the individual is already familiar with the task or
has been performing it for a period of time, task-related training is not typically necessary.

Benefit of Job Enlargement

 Creating a wider range of activities: Of essence, job enlargement consists of the addition of tasks
to already existing positions. This increases the variety of the employment by allowing for a greater
variety of activities.
 Reduces monotony: As a result of the greater variety of activities available, monotony is reduced.
People do not perform the same, highly specialised task 30 times an hour for a continuous 9-hour
period of time. Instead, they are increasingly involved from beginning to end, shepherding a single
product through various production steps or even overseeing an automated assembly line.
 Teaches a variety of skills and helps career growth: Further job responsibilities necessitate
greater training and assistance in gaining additional work experience. This provides employees
with additional abilities and is beneficial in terms of career advancement.

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 Earn a higher wage: Increasing the number of responsibilities associated with a position frequently
leads to in increased salary. Increased earnings are a specific benefit that the employee receives.
 Gives more autonomy, accountability and responsibility: In addition to the added obligations,
there are a variety of motivating elements. Because the individual is now accountable for a
number of interconnected activities, the individual has greater control over how they carry out
their responsibilities, resulting in greater autonomy. Aside from that, because they have had more
involvement with a single product or service, they are more liable for mistakes and product quality
because they have experienced greater ownership and accountability (compared to when they were
specialised).

2.11 JOB ROTATION

Job rotation is defined as a management approach that involves transferring employees from one
position to another to familiarise them with all of the company’s business verticals. A primary goal of job
rotation is to broaden the work experiences of employees while also providing them with opportunities
to cross-train and improve their overall job satisfaction.

Job rotation is the process of rotating all employees between different tasks on a regular basis to ensure
that they acquire exposure to other divisions within the organisation while also learning and developing
their skill sets.

Job rotation can also be utilised to break up tedious work, which can be beneficial. Workplace rotation
improves employee flexibility, lowers turnover rates and helps to decrease stress in employees who
engage in manual labour tasks, among other benefits. A rotating work environment can also foster the
development of new ideas and perspectives on the company’s activities, as well as the enhancement of
worker happiness.
 A nurse may alternate between maternity and geriatric ward jobs, providing the nurse with exposure
to a variety of difficulties as well as expertise in caring for a diverse range of patient populations.
 A marketing person could be assigned to sales for a brief period of time to better understand the
needs of consumers and to get more familiar with the company’s sales processes.

2.11.1 Benefit of Job Rotation

 Helps managers explore the hidden talent: Rotating personnel through several activities is
intended to expose them to a broader range of operations and hence assist management in
discovering their latent genius. While going through the process, individuals are rotated through a
number of assignments to obtain an understanding of the organisation’s actual working style and
the challenges that arise at certain stages. Managers use this approach to determine what a given
person is strong at and then they allocate the employee to a specific task based on that expertise.
 Helps individuals explore their interests: It assists individuals in discovering their interests:
Sometimes employees are unaware of what they would like to perform until they are placed in a
specific job. In the case of a rotational job or exposure to several tasks, they will be able to recognise
their strengths and weaknesses as well as what they love doing. They are given the opportunity to
explore their interests and untapped potential.

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 Identifies knowledge, skills and attitudes: Know-how, Skills and Attitudes (KSA) are identified: Job
rotation assists managers and employees in identifying their KSA (Knowledge, Skills and Attitudes).
When determining who needs to enhance or update their talents to perform better, it is possible
to apply this method. This assists in determining the training and development requirements of
personnel for them to produce higher output.
 Motivates employees to deal with a new challenges: When employees are exposed to new positions
or given new responsibilities, they strive to do their best while also efficiently dealing with the
problems that they face on a regular basis. It motivates them to achieve higher levels of performance
at every stage and to demonstrate that they are no less capable than others. Healthy competition
within the organisation results as everyone strives to outperform the competition.
 Increases satisfaction and decreases attrition rate: Employees’ level of satisfaction increases when
they are exposed to a variety of duties and functions. Job variety alleviates the boredom associated
with performing the same activity on a daily basis. Furthermore, it has a positive effect on the
organisation’s attrition rate. Employees create a sense of belonging to the organisation and are
more likely to stay with it for a lengthy period of time.
 Helps align competencies with requirements: Aligning competencies with requirements entails
allocating resources to the locations and times when they are needed. It evaluates employees and
assigns them to a position in which their abilities, competencies and qualities are utilised to the
greatest extent possible.

2.12 CONCEPT OF RECRUITMENT

Recruitment is the process of discovering and preparing potential employees to complete an application
form. In the employment process, it is the first stage of the procedure. Recruitment motivates potential
employees to submit an application for employment by inspiring them to do so. It is the process of
bringing together individuals who have jobs to offer and those who are looking for work to apply for
them. Following the assessment of the organisation’s human resource needs and requirements, the
human resource manager moves on to the identification of potential sources of human resources,
which is referred to as recruitment. A successful recruitment strategy begins with a clear grasp of your
company’s values, which allows you to better identify and understand the employee behaviours you
want to attract and retain.
 Edwin Filippo: “Recruitment is the process of searching for prospective employees and stimulating
them to apply for jobs in the organisation.”
 De Cenzo and Robbins: “It is the process to discover potential candidates for future actual or
anticipated job vacancies. Another perspective is that it is a linking activity which brings together
organisations those with jobs to fill and people those are seeking jobs.”
 Plumley: “It is a process to match the capacities of candidates with the demands of the organisation.
The inclination of qualified candidates should also match with the rewards and benefits the
organisations are willing to provide in the job.”
 Dale Yoder: “It is way through which the manpower requirements of the organisation can be
fulfilled. It employs effective procedure to attract the people in ample amount to make sure a
suitable person is recruited on the available job profile.”

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Recruitment, in its most basic definition, is a method of identifying potential future workers of a business
and encouraging qualified individuals to apply for the position. It contributes to the creation of a pool of
job seekers and the expansion of the opportunities for the recruitment of better employees.

Recruitment activity brings together those who are qualified and looking for work with others who are
employed by firms that are looking for potential workers. When the recruiting process is successfully
completed, it results in the recruitment and selection of suitable employees for the firm.

2.13 NEED FOR RECRUITMENT

Companies throughout the world recognise the importance of the recruitment process in improving
the overall performance of the organisation and raising the productivity of the products. In this section
of the project, we will discuss several essential points regarding the significance of the recruitment
process in every firm, including:
 It assists the business in identifying the need for requirements through job analysis activities and
personnel planning, which aids in the organisation’s success.
 To collect a large number of job candidates at a low cost.
 It aids in the organisation of applications by categorising them as underqualified or overqualified,
hence raising the likelihood of increasing and selecting the most qualified candidate for the position.
 The hiring of additional and higher qualified employees is frequently the only long-term strategy for
enhancing operational performance that is effective.
 Successful organisations are built on the capabilities and commitment of their workers.
 Increase the value of the organisation and of the individual in both the short and long term.

2.14 SCOPE AND IMPORTANCE OF RECRUITMENT FUNCTION

The scopes of recruitment are as follows:
 Determines the requirements for the present and the future: During the recruitment process, a
company can assess its current and prospective staffing requirements. A rigorous evaluation of the
company’s activities is conducted to identify the appropriate number of recruits required.
 Prevents the cessation of normal business operations: When you hire new employees, you can rest
assured that the day-to-day operations of your company will run smoothly. It offers organisations
with all of the human resources they require on a consistent basis for a variety of job positions.
Individuals from a variety of backgrounds are selected through the recruitment process to satisfy
the demands of the organisation.
 Increase success rate of hiring: This method is effective in increasing the success rate of the
company’s selection process. It is also cost-effective. It examines all job applications to reduce the
number of candidates who are unqualified or inflating their qualifications. To proceed to the next
level of the recruitment process, only qualified applicants’ applications are considered.
 Expands talent Pool: The purpose of recruitment is to develop a large pool of qualified candidates
from whom one can select the most qualified candidate for the position available at the time.

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This strategy attracts large groups of people and encourages them to apply for positions that are
available within a corporation.
 Cost-Effective: It is concerned with reducing total costs as well as the amount of time spent searching
for suitable people. This method involves disseminating precise job descriptions to a large number
of people in a well-organised and methodical manner to attract candidates for a position. A well-
written job description attracts a high number of applicants at a cheap per-person cost.
 Increases the organisation’s credibility: A successful recruitment procedure can help to improve the
reputation of a company or organisation. It determines the legitimacy of job openings and displays
the professionalism and authenticity of the organisation. When a firm organisation implements
a good application technique, it will aid in strengthening the trust of job seekers. It also draws the
attention of highly qualified candidates that are interested in working for your organisation.

Importance of recruitment
 The process is critical to encourage and attract individuals, as well as to receive a large number of
applications for job openings.
 As a method of building an information pool about prospective applicants who are suited for the
organisation’s talent needs, it is extremely efficient and successful.
 A critical element in the organisation’s planning and analysis of its current and future labour
requirements is the conduct of a workforce study.
 By doing so, it helps to close the gap between employers and their potential employees.
 In comparison to other methods of acquiring information about the competent manpower in the
sector, this is a less expensive method.
 It contributes to the improvement of the selection process by properly separating the most qualified
candidates for the position.
 It lowers employee turnover as a result of the accurate match between candidate expectations and
the rewards supplied by the firm.
 The organisation is also better able to meet the social and legal obligations associated with
maintaining the makeup of the workforce.
 It selects the most qualified individuals from among those who apply through various routes of
recruitment.
 It assists the company in developing a variety of sources for attracting the most qualified candidates
for the position.

2.15 FACTORS AFFECTING RECRUITMENT

The recruitment function of organisations is influenced and governed by a variety of internal and
external forces that interact and interact with one another. The internal forces of an organisation are
the variables that can be controlled by the organisation.

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External factors, on the other hand, are those that are beyond the control of the organisation. The
following are the internal and external forces that have an impact on an organisation’s recruitment
function:

Internal factors of Recruitment For the internal mechanism of the organisation, some of the internal
factors that affect recruitment are as follows:
 Size of the organisation: When it comes to recruitment, the size of the organisation has a significant
impact on the process. According to experience, larger organisations recruit more candidates than
smaller firms. Recruitment is less of an issue for large businesses than it is for small organisations.
 Recruiting Policy: The recruitment policy of the company has an impact on the recruitment process
as well. This policy pertains to candidates from outside the organisation, whilst others prefer to hire
from within the business.
 Image of the organisation: The organisation’s reputation or goodwill has an impact on its ability
to recruit. Organisations with a positive image have a greater chance of attracting potential and
qualified candidates to a greater extent. Good public relations, providing public services and other
activities all contribute to the improvement of an organisation’s image and reputation.
 Image of job: Jobs with a positive reputation in terms of a better salary, working conditions,
promotion and career development chances, among other things, can attract a big number of
potential and qualified people
 External factors of Recruitment: External factors are concerned with the environmental changes
that will occur in the organisation’s external environment. Some factors are as follows:
 Demographic factors: Demography is the study of the human population in terms of age, gender,
occupation, religion, composition, ethnicity and other factors. Demography is the study of the
human population. The demographic considerations have a significant impact on the recruitment
procedure.
 Labour market: The labour market is a particularly important source of demand and supply of
labour since it is a dynamic factor. For example, if the demand for a certain skill is great compared
to the supply of that expertise, the recruitment process will progress more quickly. Instead, if the
supply of qualified candidates exceeds the need, the recruitment process will be simpler.
 Unemployment situations: The unemployment rate in a certain location is yet another aspect that
influences the hiring process in that area. It is easier to recruit when the unemployment rate is high
and vice versa when the unemployment rate is low.
 Social and Political environment: The forces of the social and political environment have an
impact on the policy of recruitment as well. For example, because of changes in government rules
and regulations, a change in government might have a direct impact on a company’s recruitment
policies, which can be detrimental.
 Legal Considerations: In addition, legal issues pertaining to employment opportunities for
underprivileged castes would have a favorable impact on the organisation’s recruitment policy.

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2.16 SOURCES OF RECRUITMENT

Broadly, there are two main sources of recruitment:
 Internal sources of recruitment mean recruitment from within the organisation.
 External sources of recruitment mean recruitment from outside the organisation.

Figure 2: shows the sources of recruitment:

Sources of recruitment

Internal Sources External Sources

Transfer Advertisement

Promotion Casual Callers

Internal advertisement Employment exchange

Lent services Educational institutions

Extension of services Labour union

Absorption of trainees Recommendation of employees

Waiting lists

Figure 2: Sources Of Recruitment

Internal sources of recruitment: it means within organisation. The sources are as follows:
 Transfer: This refers to the movement of employees from one position to another. There is no
significant change in the pay or position of the employees; in fact, both remain largely unchanged.
 Promotion: This refers to the act of moving an employee to a higher position in exchange for a raise
in pay or a change in status.
 Internal Advertisement: A third option is an internal advertisement, which refers to the process of
appointing workers from within the firm through advertisement.
 Lent services: this refers to the hiring of a person to work on a newly established plant within the
firm.
 Service extension: This refers to the practice of prolonging the service of employees by recruiting
them once more.
 Absorption of trainees: Those who enter the organisation for training are hired by the organisation.
 External sources of recruitment: it means with in organisation.

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The sources are as follows:

 Advertisement: By placing advertisements in newspapers, employers can increase the number of
employees they have on their payroll.
 Casual callers: Good organisations have a list of casual callers who have applied to them and instead
of running a new advertisement, the organisation calls the casual callers on the list.
 Employment exchange: it is a good source of recruitment in which candidates are contacted
through the use of employment exchange.
 Educational Institutions: Here, the companies visit educational institutions where they select the
most qualified candidates to fill the available positions.
 Labour union: The organisation may choose a candidate from the company’s labour union to meet
the needs of the workers as well.
 Employee recommendations: From time to time, employees working in the firm will suggest the
name of a qualified candidate for the position of manager or executive.
 Waiting lists: In most cases, the company prepares the waiting lists for its personnel. When the
selected applicants are unable to join the group, the employees on the waiting list are called in to fill
the void.

2.17 PROCESS OF RECRUITMENT

The recruitment process may differ from one company to another depending on the organisational
structure, selection procedure, nature of activities and other factors, among other things. However,
a well-planned recruitment process should assist the hiring team in identifying and hiring the most
qualified candidates. The steps are as follows:

2.17.1 Identify the hiring needs

Do you have any current vacancies that need to be filled? There may have been a recent resignation or
the opening of a new position. Defining job criteria, such as required abilities, expertise and previous
work experience, can be done after identifying the positions that need to be filled. You can check to see
if you need to hire somebody by
 If you have any performance, skill or proficiency gaps, you should address them.
 An unexpected surge in work that your staff is unable to handle.
 There are several employees who will be leaving soon.

2.17.2 Prepare Job Descriptions

Define the job role, responsibilities and duties after you have identified the abilities, knowledge and
experience you will need to complete the position. To find the best candidates, having a detailed job
description is a good place to start. Candidates can use it as a check list before deciding whether or
not they are qualified for the position and submitting an application, increasing the pool of qualified
applicants.

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In a job description, you should contain the following:

 Title
 Responsibilities
 Qualifications and abilities required for the job
 Benefits, advantages and compensation
 Location

2.17.3 Devise Recruitment Strategy

To find and keep the best employees, you must first decide how to do so. Consider whether or not you can
locate a suitable candidate within the organisation or if you must go for a new employee. You must take
these factors into account while formulating your plan.
 The area in which you intend to focus your efforts.
 The way in which people are hired (employee referrals, social media, video interviews, etc.)
 Creating effective job postings
 Job-hunting websites (social media networks, job boards, company websites, etc.)

2.17.4 Screen and Shortlist Candidate

Your hiring approach was a big success and you now have a mountain of applications to your name.
What’s the next step in this process? To begin, we screen all of the submissions to eliminate those that do
not meet the basic requirements.
 After that, resumes are divided according to the desired qualifications. We look at the applicant’s
work experience, certifications, domain and technical competencies and talents here.
 Candidates that meet the minimum qualifications and requirements will be considered for further
consideration.
 We would make a note if there were any questions about their application so we can address them
during the interview.

2.17.5 Conducting an Interview

Once you have received an application or a job offer, this is the first time your potential hire will interact
with you. So now is the moment to show them why you would be a good fit for their company. And it is
at this point that candidate experience becomes the most critical consideration.

2.17.6 Make the Offer

The references of the candidate should be checked at this point. You can make an offer if everything
checks out. Although the first promising prospect you have chosen may reject the offer. As a result, you
should have no problem making the offer to the second or third best candidate.

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2.17.7 Employee Onboarding

Employee onboarding follows. New employees need to feel at home here. Showing the newcomer around
the office and getting them acquainted with co-workers is merely the beginning of this process. Providing
them with the resources and training they need to succeed also falls under this umbrella.

2.18 TRENDS IN RECRUITMENT

The trends in recruitment are as follows:

2.18.1 Persuasive Candidate Experience

After putting a lot of effort into the user experience, many agencies tend to overlook the candidate
experience. Long-term customer retention is based on the impression you make in the first meeting with
potential customers. In her role as marketing manager for the employment site ‘The Muse,’ Cristina
Boehmer recommends recruiters explore beyond their careers page. Today’s job seekers are looking for
more than just a salary and no matter how desperate they are for work, their first impressions of the
recruitment process will determine whether or not they break or give their all to the organisation. One of
the finest practices in the staffing market, according to Christina, is keeping candidates well-informed
at all times. Candidates in 2019 are seeking a smooth application and hiring procedure, according to
research released this year. The majority of them choose to use a career site that provides answers to
their questions and connects them to appropriate jobs.

2.18.2 Remote Working

Working from home is becoming more and more common as a means of reducing the number of people
exposed to potentially fatal diseases like Coronavirus. Even when COVID-19 is over, researchers predict
that people will continue to use the work-from-home model. As a result, companies will have to change
their policies to accommodate the needs of job applicants who want flexible schedules. The economy has
reopened in several countries, yet some companies still prefer to allow their staff to work from home,
despite this. As a result of this development, businesses now have greater access to the world’s talent
pool without being constrained by geographical limits. Collabouration tools and software that make
remote work more convenient are on the rise.

2.18.3 Social Media Recruiting

There are an estimated 3.6 billion people who use social media every month and using this channel as
a recruiting tool will soon become the norm. Increased mobile usage and the on-the-go interactions
that social media provides make it easier for recruiters to get their target audience’s attention. People
may now use Facebook’s ‘jobs near me’ function to search for and apply for jobs right from the app.
You may have seen a few videos, recruiting hashtags and eye-catching content on social media as
part of recruitment marketing in the early years of the new decade. In addition to attracting potential
employees, this serves as a marketing tool.

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2.18.4 Advances in Recruitment Artificial Intelligence (AI)

In 2021 and beyond, Artificial Intelligence will have a profound impact on the entire recruitment process
(AI). The field of recruitment has reaped additional benefits from advancements in automation and
artificial intelligence (AI). As a result, it should come as no surprise that the industry will continue to
improve in the near future. One of the most time-consuming parts of the recruitment process is screening
potential candidates. However, with AI in place, recruiters may take a backseat and automate a large
portion of their labour. In addition, AI is used to minimise bias during interviews, communicate with
applicants via chatbots, filter the candidates based on specific needs and evaluate them based on the
responses supplied via video interviewing.

2.18.5 Soft Skills

Although soft skills are considered in traditional employment processes, they will be given more weight
in the future. LinkedIn found that 89% of terrible recruits lacked basic soft skills, such as teamwork and
creativity as well as the capacity to change direction, persuasion and time management. Recruiters
have had a difficult time identifying these skills in the past. Soft abilities like these should be emphasised
alongside hard skills as part of a new assessment procedure. Recruiters will pay closer attention to
an applicant’s behavioural patterns, ethical difficulties, word choice, body language and other such
characteristics.

2.18.6 Predictive Analytics

To locate, interview and evaluate job applicants, recruitment firms and organisations use data. This
means that for them to generate greater results, they need precise data and clear analytics. Various
technologies use recommender systems and predictive analytics to select the best applicants in the job
market based on a variety of factors, including education, past education, relationship network and
geography. Using predictive analytics, recruiters may detect who is most likely to apply for a position
and who is not actively looking for a new one.

2.18.7 Shifting to Project-based Hiring

Project-based hiring is a growing trend for firms looking for new employees, however, it is not a new
concept. Companies in the technology and creative industries are leading the way in this development.
To avoid having to hire a full-time employee organisations are now preferring to deal with contractors
that specialise in their area of expertise. It is only a matter of time before remote working becomes
the new normal for many businesses throughout the world. Finding a specialist in a certain field for
a current project sound like a wonderful idea whenever that project demands further expertise. When
the project is completed, their contract will be terminated. With this, businesses do not have to limit
themselves and may acquire services from a wide range of professionals without paying extra fees,
which is beneficial.

Conclusion 2.19 CONCLUSION

 Human resource planning (HRP) is the process by which an organisation chooses how it should
obtain the needed workforce to realise its organisational goal

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 HRP assists in achieving a balance between the demand for and supply of resources, thereby
allowing for the most efficient use of resources while also lowering labour costs
 Job analysis is the process of acquiring and analysing information regarding the content and
human requirements of work, as well as the setting in which tasks are performed.
 Job description contains information, such as the job title, job location, reporting to and from
employees, job summary, nature and objectives of a job, tasks and responsibilities to be performed,
working conditions, machines, tools and equipment to be used by a prospective worker, as well as
the hazards associated with the job and the company.
 Job specifications, which are described on the basis of job descriptions, assist candidates in
determining whether they are qualified to apply for a certain job vacancy or not.
 Delphi technique is a forecasting tool that is based on the consensus of a panel of experts who do not
meet in person but instead communicate through anonymous questionnaires.
 Staffing table is the number of employees in each position are displayed in the staffing table. It
makes an attempt to categorise personnel based on factors, such as age, gender, position, category,
experience, credentials and skills.
 Recruitment is the process of discovering and preparing potential employees to complete an
application form. In the employment process, it is the first stage of the procedure.
 The recruitment function of organisations is influenced and governed by a variety of internal and
external forces that interact and interact with one another.

2.20 GLOSSARY

 Accomplish: We have accomplished our task of nabbing the murderers

 Agency: An external organisation that assists an enterprise in its recruitment process. Agencies
act on behalf of the candidates to help them search and apply for jobs. They provide candidates to
the fill-up job openings in an enterprise or sometimes handle the complete placement process for a
vacancy
 Communications: Benefits plan information that is presented in some form to participants.
Examples include a pre-enrollment package, an enrollment confirmation statement or a notice of
default enrollment
 Employee: A worker who has a direct employment relationship with the employer. Employees are
typically paid compensation and benefits via the employer’s payroll application. Employees have a
system person type of Employee and one or more assignments with an assignment type of Employee

2.21 CASE STUDY: IMPORTANCE OF HUMAN RESOURCE PLANNING &

RECRUITMENT

Case Objective
Keeping the organisation organised by resolving mutual disputes among employees.

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Both Jacklin and Franklin are postgraduates in management from the same B-School but from separate
streams. They have been friends since they were in college and their friendship has continued in the
workplace, where they work for the same business, Hi-Tech Technology Solutions. Franklin was assigned
to the Finance Department as a Chief Finance Executive, while Jacklin was sent to the Human Resources
Department as a Staff Consultant. Both students are on the same grade level, but Franklin has more
responsibility in core finance.

Jacklin is a nice person who is always willing to help those in need. Franklin is naturally reserved
and willing to help when contacted individually and always with a slightly smug demeanour. He has
successfully completed four years of service with the company. And management is pleased with both
of them because they are equally talented and reliable performers.

Franklin, according to Jacklin, is no longer the same person he used to be. He noticed certain changes
in her behaviour. During regular conversation, she believes Franklin is teasing her by claiming that she
is well-known among the organisation’s employees, despite the fact that she is barely recognised by her
co-workers.

Mr. Mehta was surprised to receive a resignation letter from Franklin, General Manager of Hi-Tech
Technology Solutions, one morning. Because he is close to Franklin, Mr. Mehta immediately phones
Jacklin and addresses the situation. Jacklin is taken aback by the news and claims she had no idea
until he informed her about it. He also told her about his current experience with her here. Mr. Mehta
promised him that he would handle it and that he would not allow Franklin to resign because he did not
want to lose both of them.

After some general discussion about the subject, Mr. Mehta brought Franklin to the canteen in the
afternoon so he could rest. Franklin finally shared his thoughts with Mr. Mehta after some hesitation.
Franklin’s issue
 Others do not recognise him when he arrives alone at the canteen, but if he comes with enthusiasm,
he is treated kindly.
 When they both entered the firm together one day, the security personnel at the entrance greeted
them, but when he came alone the next day, the same security personnel were unable to do so.
 Jacklin’s points will become more important even at office meetings, thus he will remain mute many
times during the meeting.

Franklin has to deal with such a fall every day at work and it irritates him greatly. “Jacklin and I have
the same qualification, from the same institute and we both passed with first class in the same year,”
Franklin said. In this organisation, we’ve had similar experiences. They are more valuable than Jacklin,
as well as the duties that I have. “Even after all of this, if I am ignored or misunderstood by my co-
workers, my ego will not allow me to stay.”

Mr. Mehta felt that stopping his resignation would not be that difficult after hearing this statement. Mr.
Mehta explained to Franklin the reasons for the employees’ partial behaviour.

Franklin felt sorry for his behaviour after listening to Mr. Mehta and agreed to withdraw his resignation.
He then dialled Jacklin’s number and spoke with him as before.

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Solution

Mr. Mehta had heard about the incident and was aware of the circumstance as well as the reason for
the staff’s partial response to Franklin and Jacklin. Both Jacklin and Franklin graduated from the same
college in the same year, according to Franklin. Both joined the company at the same time and their
experiences are comparable. In terms of performance, both are on par, i.e., they are both consistent and
good performers.

All of the above parallels between Franklin and Jacklin were analysed by Franklin. He also claimed
that he is in charge of more than Jacklin. Franklin failed to observe or consider Jacklin’s professional
background. Although Franklin has more responsibilities than Jacklin, when it comes to direct
engagement with employees, Jacklin wins. As an HR counsellor, Jacklin works with employees on a daily
basis. Due to his amiable demeanour, he created an excellent rapport with the workforce. She is usually
remembered by her co-workers whenever they have a problem since she provides excellent advice and,
in most cases, proposes the best solution.

Despite his key job in finance, Franklin’s profile prevents him from interacting with employees. Although
he has an inclination to help, he only does so when someone individually approaches him. Employees
from other departments never seek him for assistance because they have no relationship with him.

When Franklin explained his problems one by one, Mr. Mehta, who has a lot of experience, picked up on
these points. For the reasons stated above, he would later visit every location specified by Franklin.

Mr. Mehta speculated that guards at the gate or canteen employees who knew Jacklin, rather than
Franklin may have approached him during the consultation or for any concerns. And, as always, he
must have given them sound advice or fixed their problems, as evidenced by the way they treat him
and wish him whenever they see him. They would almost certainly have never met or interacted with
Franklin.

Even in in-office meetings, Franklin remains silent when it comes to how Jacklin values points. Mr.
Mehta responded that the points he presented were relevant to the employees or from the perspective
of the employees, which the management truly wants to know, therefore they value his opinion. And,
according to Franklin, one or two such events occurred during the meeting. He never sought to make a
proposal, therefore the management has no choice but to ignore it.

Franklin acknowledged his error after hearing all of Mr. Mehta’s remarks and was proud of the rapport
Jacklin had built among the employees. Mr. Mehta was informed that he would be withdrawing his
resignation. And he dashed over to Jacklin to apologise and greet him as a friend, exactly like he had
done in college.

Questions
1. Mr. Mehta told Franklin that this caused him to withdraw his resignation.
(Hint: Mr Mehta speculated that guards at the gate or canteen employees who knew Jacklin, rather
than Franklin, may have approached him during the consultation or for any concerns. And, as
always, he must have given them sound advice or fixed their problems, as evidenced by the way
they treat him and wish him whenever they see him.)

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2. What made Jacklin angry with Franklin?

(Hint: During the meeting with Mr. Mehta, it was revealed that Mr. Mehta was surprised one morning
when he got a letter from Franklin, the General Manager of Hi-Tech Technology Solutions, informing
him of his resignation. Because he is close to Franklin, Mr. Mehta immediately phones Jacqueline
and addresses the situation. Jacqueline is taken aback by the news and claims she had no idea.)

2.22 SELF-ASSESSMENT QUESTIONS

A. Essay Type Questions

1. Explain the concept of HRP.

2. Define Job Analysis.
3. Write a short note on Job enlargement and Job rotation.
4. Describe recruitment and its sources.

2.23 ANSWERS AND HINTS FOR SELF-ASSESSMENT QUESTIONS

A. Hints for Essay Type Questions

1. Human resource planning is defined as the process of evaluating personnel requirements and
allocating resources to meet those needs to carry out the organisation’s overall strategy. Refer to
Section Concept & Importance of HRP
2. Job analysis is the process of researching and collecting information relevant to the operations and
responsibilities of a certain job. Job description contains fundamental job-related information that
may be used to market a specific position and attract a pool of qualified candidates. Refer to Section
Concept of Job Analysis

3. Job enlargement is a job design method that entails increasing the number of tasks associated with
a specific job to make it more complex. Job rotation is defined as a management approach that
involves transferring employees from one position to another to familiarise them with all of the
company’s business verticals. Refer to Section Job Enlargement
4. Recruitment is the process of searching for prospective employees and stimulating them to apply
for jobs in the organisation. Refer to Section Sources of Recruitment
5. The recruitment process may differ from one company to another depending on the organisational
structure, selection procedure, nature of activities and other factors, among other things. However,
a well-planned recruitment process should assist the hiring team in identifying and hiring the most
qualified candidates. Refer to Section Process of Recruitment

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UNIT 02: Human Resource Planning & Recruitment JGI JAIN
DEEMED-TO-BE UNIVERSIT Y

@ 2.24 POST-UNIT READING MATERIAL

 https://www.iedunote.com/human-resource-planning
 https://itchronicles.com/human-resources-2/why-human-resource-planning-is-important/
 https://www.aihr.com/blog/human-resource-planning-process/
 https://slideplayer.com/slide/5282581/

2.25 TOPICS FOR DISCUSSION FORUMS

 Discuss the benefits of Scope and importance of recruitment function with your friends.

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