SEMESTER 1

HUMAN RESOURCE
MANAGEMENT
UNIT 2: Job Analysis, HRP,
Recruitment & Selection
Dr. MRUGA JOSHI
Assistant Professor
New LJ Commerce College

** NOTE: Do Not consider this material as the only material do be referred.

Always use TB and other books for extra reference.
JOB ANALYSIS
 Job
Job Duties
responsibilities

Job
Job Tasks
Requirements
Job
Analysi
s
 Types of Job analysis Information
 Work Activities:

 Machines, Tools, Equipment's and Work

Aids used

 Personal/Human requirements

 Job context
Objectives/Purpose of Job Analysis

Recruitmen
t

HRP Selection

Job Performanc
T&D Analys e
appraisal
is

Job design Placement

Job
evaluation
 Process of Job analysis

Gathering Informatio
Strategic
Informatio n
Choice
n Processing

Job
Job
specificati
description
on
 Outcomes of Job Analysis
• The information obtained from job analysis is classified
into three categories.

–Job Description
–Job Specification
–Job Evaluation
 Job Description
• A job description is a written statement of the duties,
responsibilities, required qualifications and reporting
relationships of a particular job.

• The job description is based on objective information obtained

through job analysis.

• Job description acts as an important resource for

– Describing the job to potential candidates
– Guiding new hired employees in what they are specifically
expected to do
– Providing a point of comparison in appraising whether the
actual duties align with the stated duties.
 Example of Job Description
JOB TITLE:_____ OCCUPATIONAL CODE:
________
REPORTS TO:___ JOB NO. :
___________________
SUPERVISES:___ GRADE LEVEL:
_______________
AS ON DATE :_________

FUNCTIONS:
___________________________________________________________________
___________________________________

DUTIES AND RESPONSIBILITIES:

___________________________________________________________________
___________________________________

JOB CHARACTERISTICS:
___________________________________________________________________
___________________________________
 Job specification
– Job specifications specify the minimum acceptable
qualifications, skills and experience required by the
individual to perform the task efficiently. Based on
the information obtained from the job analysis
procedures, job specification identifies the
qualifications, appropriate skills, knowledge, and
abilities and experienced required to perform the job.

– Job specification is an important tool in the selection

process as it keeps the attention of the selector on the
necessary qualifications required for that job .
 Example of Job Specification
JOB TITLE: __________________________
EDUCATION:_________________________
PHYSICAL HEALTH:
___________________________________________________________________
_____________________________________________________
APPEARANCE:
____________________________________________________________
MENTAL ABILITIES: _______________________________________________
SPECIAL ABILITIES: _______________________________________________
PREVIOUS WORK EXPERIENCE:
___________________________________________________________________
_____________________________________________________
SPECIAL KNOWLEDGE & SKILLS:_____________________________________
OTHER : ________________________________________________________
 Job Evaluation
• Job evaluation provides the relative value of each job
in the organization. It is an important tool to
determine compensation administration.

• If an organization is to have an equitable

compensation program, jobs that have similar
demands on terms of skills, education and other
characteristics should be placed in the common
compensation groups.
Methods of Collecting Job Analysis Data
• Observation
• Critical incidents
• Interview- individual & group
• Panel of experts/ Technical Conference
Method
• Diary method
• Questionnaire
– Structured
– Unstructured
 HUMAN
RESOURCE
PLANNING
 Human Resource Planning (HRP)

Process by which an organization ensures that it has the right

number of qualified people at the right place and at the right time,
capable of effectively and efficiently completing those tasks that
help the organization achieve its overall objectives.

Integrated approach to performing all planning aspects of the HR

function in order to have sufficient supply of adequately developed
and motivated workforce to perform the duties and tasks required
to meet organizational objectives and satisfy individual needs.
 Definition of HRP

According to A. R. Smith:

“Human resource planning involves the projection of manpower demand, the

projection of manpower supply and the action to bring supply and demand
into balance at a desirable level.”

According to Geisler:

“ Human resource planning is the process including forecasting, developing

and controlling by which a firm ensures that it has a right number of people
and right kind of people, at the right places, at the right time doing work for
which they are economically most useful.”
 Analysis of the Definition
Manpower Inventory: This involves taking an inventory of the existing personnel in all
departments.

Estimating Future requirements: The future vacancies or manpower needs of the

organization must be anticipated.

Estimating Manpower Supply: Supply forecasting is an important aspect of manpower

planning. It is concerned with forecasting number of employees that would be available
to the organization.
Balance of supply and demand: The planning process aims to bring supply and demand
in equilibrium.

Beneficial to both parties: If HRP results into optimum use of human resources,
maximum profits are earned because it includes programmes of training and skill
development for the employees, which is a personal benefit for the employees.
Integrated approach: Since various functions of personnel management are closely
interlinked, an integrated approach is possible due to human resource planning.
 Five Key Questions in HRP

How many employees do we need—in terms of

number?
What are we looking for in terms of skills,
knowledge, experience, abilities, quality etc.?
Where do we need the employees—Which
location, division, or department?
When do we need the employees– immediately, in
the next 3 months or 6 months etc.?
How long do we need them– for a limited period or
long period?
 Time frame of HRP

Short term: (0-2)

years

Intermediate : (2-5)
years

Long Range : (beyond 5 years)

 Procedure of HRP

5.Preparing a
plan to take
4.Estimating needed
manpower action
3.Forecasting supply
manpower
2.Collecting demand
data about
1.Determinin existing
g the goal of manpower
the company
 1. Determining the goal of the company

To provide an efficient international air service to the people all over the
company.

To provide the safest air service through the use of the best quality of the
services.

To make profits along with the maintenance of the best quality of services.

To honour international agreements and at the same time to encourage

healthy competition in the industry.

To serve national economy by accelerating the development of both the

international trade and tourism.

To establish the highest norms of performance for the employees and to

give them an opportunity to develop their skill to the fullest extent.
 2. Collecting data about existing manpower

Manpower Inventory: It involves taking an inventory of

the existing personnel. Manning the tables are used for
the
Skills Inventory: This will show the skill and capability
of the employees at all levels of organization.

Manpower Audit: It is the information collected through

manpower inventory and skills inventory is systematised,
examined, explained, evaluated thoroughly.
 3. Forecasting manpower demand

Trends of Employment: On the basis of the record of the last

five years or so, the planner should get an idea of the tendency of
the employees to stick to the company.
Replacement needs: By replacement it meant appointing new
persons to fill vacancies that arise for one reason or another.
Transfers and promotions of the employees also creates
replacement needs.
Productivity changes: Manpower requirements of the company
are affected by change in labour productivity.

Expansion and development: Expansion or development of the

business will increase manpower requirements.
4. Methods of Demand Forecasting
Work-load
Analysis
Work-force
Analysis
Methods Delphi Technique

Trend Analysis

Ratio Analysis

Scatter Plot
Computerized
Methods
4. Methods of Demand Forecasting
( cont.)
1. Work-load Analysis:

Work-load analysis is used to estimate the labour

required per unit of output.

To arrive at this estimate, forecast is made about

the volume of sales and then this sales volume is
translated into the volume of production.
Work-load analysis is useful for the short-term
manpower planning only.
 4. Methods of Demand Forecasting
( cont.)
2. Work-force Analysis:
Long-term manpower projections can be made with the help of
Work-force analysis. Two major factors affecting the work-force
analysis are as follows:
a. Absenteeism: To calculate the rate of absenteeism, number of
man-days lost through absenteeism is divided by the sum of
man-days lost and man-days worked.
Absenteeism = Man-days lost
Man-days lost + Man-days worked
b. Labour Turnover: Appointing new employees in place of those
who leave the organization is referred to as Labour turnover. It
suggests the degree of stability of work-force in the organization.
 4. Methods of Demand Forecasting ( cont.)

3. Delphi Technique: “ Delphi” method is

named after the ancient Greek Oracle at the city
of Delphi.
This method invites forecasts of personnel need from of groups of experts. The
forecasts are asked from the line managers.

The human resource planning experts act as intermediaries who summarise the
various responses and report the findings back to the managers.

After receiving the results, managers are again asked to review their estimates.

This technique does not require the physical presence of group members and
hence even a global company could use this technique with managers working
in different countries.
 4. Methods of Demand Forecasting ( cont.)

4. Trend analysis:
The study of a firm’s past employment needs over
a period of years to predict future needs.
5. Ratio analysis:
A forecasting technique for determining future staff
needs by using ratios between a causal factor and
the number of employees needed.
Assumes that the relationship between the causal
factor and staffing needs is constant.
 4. Methods of Demand Forecasting ( cont.)
6. Scatter plot:
– A graphical method used to help identify the
relationship between two variables.
Size of Hospital Number of
(Number of Beds) Registered Nurses
200 240
300 260
400 470
500 500
600 620
700 660
800 820
900 860
Determining the Relationship Between
Hospital Size and Number of Nurses
 4. Methods of Demand
Forecasting
7. Computerized ( cont.)
forecasts:
They use software packages to determine of future staff
needs by projecting sales, volume of production, and
personnel required to maintain a volume of output.
Generates figures on average staff levels required to
meet product demands, as well as forecasts for direct
labor, indirect staff, and exempt staff.
Typical metrics: direct labor hours required to produce
one unit of product (a measure of productivity), and
three sales projections—minimum, maximum, and
probable.
5. Estimating Manpower Supply
Internal Sources External Sources
Analysis of Government
Retention Publications
Stability Index Campus
Recruitments
Analysis of Consultancy
Internal firms/
Movement Contractors
Job Portals/
Social Media
Platforms
Manpower
Survey
 5. Estimating Manpower Supply ( cont.)

• Qualifications inventories:
Manual or computerized records listing employee’s education, career and
development interests, languages, special skills, and so on, to be used in selecting
inside candidates for promotion. (HRIS)

• Work experience codes

• Product or service knowledge
• Industry experience
• Formal education

• Personnel replacement charts:

Company records showing present performance and promotability of inside
candidates for the most important positions.

• Position replacement card:

A card prepared for each position in a company to show possible replacement
candidates and their qualifications.
RECRUITMENT
AND SELECTION
 Recruitment

Process of Searching for and Stimulating the

Prospective Employees to apply for a right Job.

Recruitment means finding and/or attracting a fairly large number of well- qualified
applicants for the employer’s open positions ( Dessler)

Recruitment is the process of searching for prospective employees and stimulating

them to apply for jobs in the organization. (Flippo)

Recruitment is the process to discover the sources of manpower to meet the

requirements of the staffing schedule and to employ effective measures for
attracting that manpower in adequate numbers to facilitate effective selection of an
efficient workforce. (Yoder) 41
 Recruitment Procedure:

Planning for personnel requirements:

- An estimate of man-power required in future is made with the
help of Manning tables.

Employment Requisition:
- Employment Requisition is filled up by the Department Head.
It specifies the number and type of employees required in their
department. It is sent to Personnel manager.

Contact sources of labour supply:

- Internal or external supply of labour can be tapped to create
supply of manpower. 42
Sources Of Recruitment

43
 Internal Sources of Candidates
Promotions and Transfers of Existing Employees

Former Employees

Succession Planning

Job posting

Extension to Retired Employees

Waiting Lists

Inviting applications from the employees within the

organization
Friends and relatives of present employees
44
 Internal Sources
Existing Employees:
Vacancies can be filled up by
(a) giving promotions to employees
(b) transferring employees.
Benefits: Morale increases, cost-saving and loyalty increases.
Former Employees:
Employees with a good career record, who have left the organization for some personal reason may be called back.
Friends of present employees:
Employees are asked to recommend friends or relatives that suit the job.
Job posting: The internal job posting is a recruitment process where a candidate is selected for the job who is
already working in that same company. In other words, internal job posting process finds a candidate among the
employees of the company. It delivers a sense of support from internal employees of the company.
Succession Planning: Hiring is becoming more competitive every day. Many organizations are focusing on
growth, but there’s only so much skilled talent to go around. Succession planning can help in filling the talent
pipeline with strong internal talent, so the org. can make the most of the workforce they already have. The trick is
getting great talent into the organization early in their careers, and developing them into the future leaders that the
organization needs.

45
 External Sources of Candidates
Advertising: the advertising media and ad content. Select the best media – local
paper, TV, or internet depending on the type of position. Based on AIDA principle of
marketing.
Campus recruiting from Schools, Colleges, Technical Institutions etc..

Internships
Referrals and walk-ins

Contractors: Professional contractors supply required workers on payment of

commission.
Jobbers: A jobber is essentially a supervisor of the factory and therefore his primary
duty is to supervise the work of the employees, to maintain discipline and employ
people where there is vacancies amongst the workers.
Employment Exchanges Private and public employments are maintained to
facilitate recruitment. They serve as link between workers and employers.
Gate Hiring and Badli Workers

E- recruiting: Monster. Com ,Naukri. Com, Headhunters. Com, Linked In

46
 Alternatives to Recruitment

Overtime

Temporary Employees

Employee Leasing

Outsourcing

47
 Recruitment Process

Planning of Personnel Requirements: It is necessary to make an estimate

of the number of employees that would be required in different
departments.

Employment Requisition: The next step is filling up employment

requisition by the head of the department where the vacancies arise. It
clearly specifies the job for which an employee is required, the job
specification required for the job positions in the organization.
Contact with sources of labour supply: It is the duty of the HR manager
to continuously keep in touch with the sources of labour supply so that
suitable employees may be appointed as promptly as possible.

The list of major sources are as follows: Promotion and transfer of the
employees within the organization, former employees, campus recruitment,
Labour Unions, Employment exchanges, Advertisements, Waiting list,
Consulting Firms etc..
48
Selection

49
 Selection/Hiring Process
Employment planning
and forecasting
Recruiting builds pool
of
candidates

Applicants complete
application form

Selection tools like tests screen

out most applicants

Supervisors and others interview

final candidates to make final
choice
 SELECTION

Selection is the process of differentiating between applicants in order to identify

and hire those with a greater likelihood in a job.

Selection is concerned with picking the right candidates from a pool of applicants.

After applications of required number of employees are secured through different

methods of recruitment, selection process begins. The main purpose of selection
procedure is to find the right man for each job.
The efficiency and profitability of the concern depends mainly on proper selection
of the personnel.

Richard S. Uhrbrock has suggested a scientific order of different stages of

selection.

51
 SELECTION PROCESS
Reception: The process begins with the reception of applicants in the personnel department.

Preliminary Interview: The primary purpose of the preliminary interview is to screen out those who are
obviously unsuitable for the said job.

Application Blank: The applicants are asked to complete a blank that provides space for the prospective
candidate to record data relating to the name of the candidate and other details pertaining

Employment/Selection Tests: These tests are being used extensively in selection of candidates. Most of the
companies in the industrially advanced countries use employment tests for the scientific selection of the
workers. Achievement test, aptitude test, personality test, interest tests etc.
Selection Interview: Interviewing is the most widely used tool in any selection procedure. Types of Interviews
are : Planned/structured Interview, Un-structured interviews, depth interview, stress interview, group interview
etc.
Medical /Physical Examination: After approval by the supervisor the candidate is sent to the factory physician
for thorough medical checkup. The basic purpose of medical check-up is to determine the job for which the
candidates are the fittest.
Reference Checks: Reference checks are carried out to ensure the back-ground check on the past performance
of the prospective candidate.

Hiring Decision- Final Selection: The final hiring decision is made and further the recruitment process is not
over, until the placement of the newly hired person is done at the right place.
52
Figure 8–6a

53
THANK YOU