Unit 2

HRP, recruitment, selection

Job analysis-JD, JS
HR Planning

• HR Planning is the process of examining an

organizations’ future human resource need.
• It involves:
– Identifying and acquiring the right number of
people with the proper skills
– Motivating them to achieve high performance
– Creating interactive links between business
objectives and resource planning activities
Human Resource Planning
Human Resource Planning (HR Planning) is both a process and a set
of plans.
It is how organizations assess the future supply of and demand for
human resources.

An effective HR plan also provides mechanisms to eliminate any gaps

that may exist between supply and demand. Thus, HR planning
determines the members and types of employees to be recruited into
the organization or phased out of it.

Dynamic by nature, the HR planning process often requires periodic

readjustments as labor market conditions change.
HRP Process
Strategic Human Resource Human Resource Supply
Planning Demand
Technological
Technological forecasts
forecasts Annual employment
Annual employment Existing
Existing employment
employment
Economic forecasts
Economic forecasts requirements
requirements inventory
inventory
Market Compared
Market forecasts
forecasts Numbers
Numbers After
After application
application ofof
Organizational
Organizational planning
planning Skills
Skills with expected loss
expected loss andand
Investment planning
Investment planning Occupational
Occupational categories
categories attrition
attrition rates
rates
Annual
Annual operating
operating plans
plans

If none
Variances
Variances End
End

IfIf surplus
surplus IfIf shortage
shortage

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

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

Forecasting
Forecasting demand
demand for
for human
human resources
resources

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

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

• Even an imperfect forecast is better than

none at all
• Anticipating needs – prepare for the future
gives you an edge
• Address potential problems – avoid skill
deficiencies
What is HRP?

• HRP is a sub-system of total organizational

planning.
• HRP facilitates the realization of the
company’s objectives for the future by
providing the right type and number of
personnel
• HRP is also called Manpower planning,
Personnel planning or Employment planning
• HRP ensures that the organization
has:
– Right Number
– Right Kind
– Right Place
– Right Time
Benefits of HRP

• Create reservoir of talent

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

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

• Social factors – Working conditions, Govt.

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

• Job Analysis is not a one time activity as jobs

are changing constantly

• The job and not the person – an important

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

• It simply highlights what are the minimum

activities that are entailed in a job.
 Job Analysis

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

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

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

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

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

1. Organizational Analysis – Overview of various

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

• Staffing – would be haphazard if recruiter did

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

• Safety and Health – helps identify safety and health

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

• Work Activities – work activities and processes;

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

• Work performance – error analysis; work standards;

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

The people who participate in job

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

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

Disadvantages

– Right population – questions can be interpreted

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

• Disadvantages:

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

• It is good for simple and repetitive jobs

Disadvantages:

– Presence of analyst can cause stress

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

• Diary – One or more incumbents note duties

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

• List of tasks
• List of decisions made
• Amount of supervision received
• Supervision exercised
• Diversity of functions performed
• Interaction with other staff
• Physical conditions
• Software used
 Definitions

• Job - Consists of a group of tasks that must be

performed for an organization to achieve its
goals
• Position - Collection of tasks and
responsibilities performed by one person;
there is a position for every individual in an
organization
Definitions

• Job analysis - systematic process of

determining the skills, duties, and knowledge
required for performing jobs in an organization
• Job description – document providing
information regarding tasks, duties, and
responsibilities of job
• Job specification – minimum qualifications to
perform a particular job
Job Analysis: A Basic Human Resource Management Tool

Human Resource
Tasks Responsibilit Duties Planning
ies Recruitment
Selection
Training and
Job
Development
Descriptions
Job Performance
Analys Appraisal
Job
is Compensation and
Specification
s Benefits
Safety and Health
Employee and
Knowled Skills Abilities Labor Relations
ge Legal
Considerations
Job Description

• Difficult to have a perfect and fully inclusive

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

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

– Should be a discreet, identifiable aspect of the work

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

• Duties are to be listed in order of importance,

not necessarily frequency.
• There is no need to group tasks/duties under
sub headings, however it is acceptable.
• Commence each statement with a verb eg
'processes', 'maintains', 'records' etc, .
• Avoid using the term 'responsible for' rather
describe the action e.g. 'obtains', 'coordinates'
etc.
Compiling a person specification

• Attainment: What educational requirements and

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

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

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

Business HR Policy HR Recruitment

Planning Planning Selection

Performan Compensation Talent Training

ce Management Management Development
Managem
ent

HR Systems Employee Occupational

Data Mgmt Relations Health and Safety
 Definitions

• Recruitment: Overall process of

defining jobs profiles and inviting
applicants.

• Selection: Specific process of

narrowing the focus and selecting
the perfect fit
Manpower Planning

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

• Why does the position exist?

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

• Do we need to review the position?

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

• What about existing staff?

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

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

• Relying on an interview to evaluate a

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

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

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

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

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

Employee planning and work analysis

Deciding on the number of vacancies and selecting a

source

Advertising vacancies

Screening the applicants

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

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

•Recruitment thru internet

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

Recruitment Review & approval

by level 5 and
Flow Chart above managers

Intimation to the
Approval No Original
received requester
A Yes

Advertise/
References
Agencies

Screening
Profiles

Eligible
Profiles No
found

Yes

Is written Conduct
Yes
A test Written
required test

No

Yes
Arrange & conduct Qualified/
Interviews Short listed

Yes NO

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

Yes

Final selection

A Selected No

Yes

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

 Selection Steps
– Completion of a formal application form.
– Interviewing.
– Testing.
– Reference checks.
– Physical examination.
– Final analysis and decision to hire or reject.
STEPS IN THE SELECTION PROCESS
 STEPS IN THE SELECTION
PROCESS
 Step 1—application forms
– Declares individual to be a job candidate.
– Documents applicant’s personal history
and qualifications.
– Personal résumés may be included.
– Applicants lacking appropriate credentials
are rejected at this step.
 STEPS IN THE SELECTION
PROCESS
 Step 2—interviews
– Exchange of information between job
candidate and key members of the
organization.
– Opportunity for job candidate and
organizational members to learn more
about each other.
 STEPS IN THE SELECTION
PROCESS
 Step 3 — employment tests
– Used to further screen applicants by
gathering additional job-relevant
information.
– Common types of employment tests:
• Intelligence
• Aptitude
• Personality
• Interests
 STEPS IN THE SELECTION
PROCESS
 Criteria for selection devices:
– Reliability
• The selection device is consistent in
measurement.

– Validity
• There is a demonstrable relationship between
a person’s score or rating on a selection
device and his/her eventual job performance.
 STEPS IN THE SELECTION
PROCESS
 Behaviorally-oriented employment
tests:
– Assessment center
• Evaluates a person’s performance in
simulated work situations.
– Work sampling
• Evaluates a person’s performance on actual
job tasks.
 STEPS IN THE SELECTION
PROCESS
 Step 4 — reference and background
checks
– Inquiries to previous employers,
academic advisors, coworkers and/or
acquaintances regarding applicant’s:
• Qualifications.
• Experience.
• Past work records.
– Can better inform potential employer.
– Can enhance candidate’s credibility.
 STEPS IN THE SELECTION
PROCESS
 Step 5 — physical examinations
– Ensure applicant’s physical capability to
fulfill job requirements.
– Basis for enrolling applicant in life, health,
and disability insurance programs.
– Drug testing is done at this step.
 STEPS IN THE SELECTION
PROCESS
Step 6 — final decision to hire or reject
– Best selection decisions will involve extensive
consultation among multiple parties.
– Selection decision should focus on all aspects of
the candidate’s capacity to perform the
designated job.
 SOCIALIZATION & ORIENTATION

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

•Vacations, holidays

•Schedules

•Counseling

•Other benefits

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

– adjustments must be made whenever

individuals change jobs

– the most profound adjustment occurs when

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

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

3 4
socialization does not occur individuals adjust to new
in a vacuum situations in similar ways
 The Insider-Outsider
Passage
The Socialization Process
Prearrival Individuals arrive with a set of values, attitudes,
and expectations developed from previous experience and the
selection process.

Encounter Individuals discover how well their expectations

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

Metamorphosis Individuals have adapted to the

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

Outcomes

Productivity

Prearrival Encounter Metamorphosis Commitment

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

 a central source for teaching employees company mission

history, policies, benefits, culture

 employers must watch wording and include a disclaimer

to avoid implied contracts
 The Purpose of New-
Employee Orientation
Top management is often visible during the new
employee orientation process.

CEOs can
1. welcome employees
2. provide a vision for the company
3. introduce company culture
4. convey that the company cares about employees
5. allay some new employee anxieties

HR has a dual role in orientation.

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